HR Reputation Management

What a year it has been for human resources. Our UK trade body the CIPD was caught in the whirlwind of scrutiny questioning its meaning and purpose and the profession it represents. Accused of being a monopoly, over-charging members, failing to deliver practical support and competing with HR consultants.

Newspaper articles alleged HR got in the way of actual work, it’s a profession for wimps, and despite more HR professionals joining the people profession, we’re not stemming the tide of employment tribunals and sickness absence.

The CIPD’s new chair Chris Bones told People Management magazine: “The profession does have some challenges around credibility. You can speak to a chief executive with a great HR function who is hugely complimentary, but there are also critical voices in senior roles saying HR is doing stuff in a vacuum and asking questions around strategic fit and whether or not people teams are focused on supporting organisational goals.”

“We need to tackle that, accept there is some truth in the criticisms and ensure we have the skills, capabilities and confidence to play our role with credibility at the heart of business operations and strategy. We need to invest more in ourselves and professionalise, and that is what the CIPD stands for.”

I cannot confirm if the departing CIPD CEO Peter Cheese heard my rallying call to ride out and defend the HR profession. However, he did issue a statement and hit the conference circuit to confirm the CIPD was listening to the debate.

He called on HR leaders to step up in the face of recent criticism in the media, focusing on outcomes and better articulating the value HR, when done well, brings to organisations. “Let’s step back: what are we going to refocus on, and how do we make sure we’re focused on why we do these things, and why they are important for business outcomes,” he said.

What I asked the CIPD

I asked the CIPD, would its members be more satisfied if they spent more time looking at the reports you produce, the services you offer and the peer support you provide?

David D’Souza, director of profession at the CIPD: ‘Our annual Membership Survey consistently finds that greater use of our resources and support does align with higher levels of satisfaction. We’re proud of the resources and support that we provide to our members. From guidance and data insights, through to webinars, events, employment law updates and helplines, and in-person and online communities.

‘We’re constantly looking at ways to keep these relevant and ensure our content is accessible. Our CIPD Buddy AI tool is a good example in how we are helping members get straight to the information they need on our website and get an immediate top line view of the issues that matter to them most on any given day.’

‘Our annual Membership Survey consistently finds that greater use of our resources and support does align with higher levels of satisfaction. We’re proud of the resources and support that we provide to our members. From guidance and data insights, through to webinars, events, employment law updates and helplines, and in-person and online communities.

‘We’re constantly looking at ways to keep these relevant and ensure our content is accessible. Our CIPD Buddy AI tool is a good example in how we are helping members get straight to the information they need on our website and get an immediate top line view of the issues that matter to them most on any given day.’

Managing the impact

As an HR and communications professional I believe the CIPD handled this scrutiny well and emerged stronger. The CEO defended HR’s role in the professional environment and accepted the CIPD needed to work with its members to make their membership worthwhile and productive. A shared responsibility for changing the debate over HR’s identity without ignoring the constructive feedback and proposals for achieving productivity gains and growth.

This blog In defence of HR – why the Sunday Times got it wrong describes HR’s expanding portfolio in the changing business landscape as society’s attitudes to work wrestle with the 40-year career plan and cost of living. HR needs to evolve as even if you have a job now, it will disappear if you are just paid for turning up.

For me, the big question is the disconnect between HR job design and wish lists disguised as HR job adverts. A John Lewis advert for a people partner vacancy disappeared within a week. A Microsoft Senior HRBP will be advertised for a minimum of five days.

Organisational design, strategic workforce planning, employee relations and data fluency. Yes, yes, yes, yes, you might be thinking. Are you a Chartered Fellow of the CIPD? Maybe the gap between accreditation and career development annoys members. Experience, accreditation and outcomes. What do employers want from HR?

HR Conscience and Currency

I listened to the Employment Law Matters podcast episode Where does HR earn its money? The host Daniel Barnett says HR’s real authority does not come from quoting law; it comes from gaining trust. Getting it legally right is not the same as getting it humanly right. The law expects more than compliance; it expects conscience. When dealing with cases, he asks HR professionals to consider three questions:

1) Would I be comfortable defending this decision in public?

2) Does this outcome defend our stated values or just legal rights?

3) If I were in this position, what would I need for this process to be fair?

The CIPD has had a better year than its American counterpart Society for Human Resource Management (SHRM) which calls itself “the trusted authority on all things work”. Business Insider reported internal issues at the organisation, including a spate of layoffs, a reportedly punitive culture and alleged tolerance for inappropriate behaviour. SHRM has lost a racial discrimination suit in part because they drafted an employee's firing before investigating her claim. This “isn't just a legal loss; it is an $11.5 million indictment of the organization's credibility.”

Conclusion

The CIPD can bounce back for a stronger 2026. In a world where the term ‘big dick energy’ can be used to describe performance, HR still has a role to play.