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很多雇員將人力資源部門看作是“恐怖的監(jiān)管”團(tuán)隊(duì)，甚至有著刻板的官員做派，但人力資源部門實(shí)際得到的肯定要遠(yuǎn)低于其應(yīng)得的贊賞。

位于新澤西州費(fèi)爾菲爾德的人力資源咨詢公司Red Clover的一位咨詢師凱利·奇米諾說：“我們負(fù)責(zé)策略和增長(zhǎng)，幫助處理漲薪、公司構(gòu)架、團(tuán)隊(duì)建設(shè)、匯報(bào)關(guān)系、確立職責(zé)范圍，并確保員工能夠獲得最佳信息?！?/p>

如今，人力資源團(tuán)隊(duì)比以往任何時(shí)候都更依賴于數(shù)據(jù)，他們正在采用新的平臺(tái)和工具來幫助機(jī)構(gòu)，并將其雇員、福利和文化轉(zhuǎn)化為競(jìng)爭(zhēng)優(yōu)勢(shì)。人力資源的另外一個(gè)使命就是制定具有說服力的企業(yè)文化。畢竟，羅致恒富公司（Robert Half）在2018年的一份報(bào)告中指出，在發(fā)現(xiàn)公司文化與自身不夠匹配的情況下，三分之一的求職者會(huì)拒絕為該公司工作。

然而，人手不足仍是人力資源團(tuán)隊(duì)所要面對(duì)的現(xiàn)實(shí)。在今年的人力資源高管調(diào)查《讓人力資源領(lǐng)導(dǎo)者感到寢食難安的問題》中，一半以上（51%）的受調(diào)對(duì)象稱，他們沒有足夠的人手來合理地處理人力資源相關(guān)工作，這個(gè)數(shù)字較2018年增長(zhǎng)了5%。

奇米諾稱，為了能夠有效地開展工作，并為公司提供策略，做出重要貢獻(xiàn)，已然人手不足的人力資源團(tuán)隊(duì)需要杜絕低效并消除干擾，因此可以想象，某某員工第三次丟失其健康保險(xiǎn)文件是多么讓人頭疼的事情。

其實(shí)與人力資源部門打交道很簡(jiǎn)單，最好的方式就是避免以下六大忌諱，看完后可別吃驚。

錯(cuò)過截止日期或丟失文件

有可能人力資源部門已經(jīng)通過不同方式多次告知其雇員，公司的開放報(bào)名日期是什么時(shí)候，何時(shí)需要選擇參加新項(xiàng)目，或應(yīng)在何時(shí)回復(fù)參加公司的招待會(huì)。位于紐約州艾爾米拉的人力資源咨詢公司Burr Consulting的創(chuàng)始人馬修·布爾表示，當(dāng)你錯(cuò)過這些日期或遺失了基本文件時(shí)，所有相關(guān)人員都會(huì)很頭疼。

他說：“如果你必須為某些人打印兩次或三次表格，這真的是一件令人沮喪的事情。”所以，請(qǐng)盡量使用自動(dòng)化的方案，比如登錄福利門戶網(wǎng)站來下載表格，并將重要的截止日期標(biāo)注在日歷上。

忽略員工手冊(cè)

不管是在線的電子版還是放置于辦公室活頁夾中厚厚的紙質(zhì)文件，員工手冊(cè)并非只是無用的規(guī)定集合。奇米諾指出，它可以幫助雇員解答很多常見問題，甚至可以從中發(fā)現(xiàn)意想不到的政策或福利。在拿起電話詢問人力資源部門有關(guān)政策或福利方面的問題之前，不妨先看看手冊(cè)。她說：“通常，人們會(huì)發(fā)現(xiàn)答案就在自己身邊?！?/p>

不重視會(huì)面

如果你確實(shí)需要與人力資源部門面談，那么要像對(duì)待其他會(huì)議那樣鄭重對(duì)待與人力資源部門的會(huì)面。雇員通常不把人力專員的時(shí)間當(dāng)回事，往往會(huì)遲到或在最后一刻取消會(huì)面。奇米諾說，遵守會(huì)議約定并按時(shí)參加“會(huì)讓我感到你是認(rèn)真的，很在意和珍惜我們共同的時(shí)間，也希望事情得到解決?！?/p>

反對(duì)變化

位于英國(guó)的特許人事和發(fā)展學(xué)會(huì)（Chartered Institute of Personnel and Development）的研究員蘇·安德魯斯表示，當(dāng)雇員比較古板，而且拒絕接受新的工作方式時(shí)，沖突可能會(huì)接踵而至。有時(shí)候，即便這種變化出自于管理層的要求，而且已經(jīng)發(fā)生，但雇員依然會(huì)拒絕。

安德魯斯說：“有時(shí)候，員工對(duì)于某些事情有一些抵觸情緒，而且會(huì)覺得‘為什么改變的人要是我？’，而不是退后一步思考‘整個(gè)公司的形勢(shì)，為什么公司會(huì)進(jìn)行這類調(diào)整？’”她還指出，如果人們選擇后一種方式的話，就會(huì)理解這類變化并非是無的放矢。

不向公司匯報(bào)傷情或事故

布爾說，如果雇員未能在工作期間匯報(bào)這類事情，“他們會(huì)為公司和受傷雇員帶來更多的問題”。如果危險(xiǎn)局面引發(fā)了事故或傷情，那么就必須立即進(jìn)行糾正。布爾稱，公司在應(yīng)對(duì)工傷或事故方面可能有其自身的規(guī)定或要求。立即匯報(bào)還有助于個(gè)人獲得及時(shí)治療，并預(yù)防因?yàn)榈⒄`醫(yī)療或其他應(yīng)有的關(guān)注而使傷情或局勢(shì)惡化。

讓人力資源部門過早介入

人力資源團(tuán)隊(duì)對(duì)于糾紛調(diào)解來說有著異常重要的作用。然而，在你嘗試自行解決糾紛局面之前，通常先不要驚動(dòng)人力資源部門。

安德魯斯說：“從我的經(jīng)驗(yàn)來看，人力資源團(tuán)隊(duì)最大的抱怨在于，雇員們?cè)趪L試通過非正式渠道解決問題之前就經(jīng)常將問題正式移交人力資源部門。問題在于，一旦人力資源介入之后，整個(gè)事件就會(huì)變得更正式，而且原本可能很容易解決的問題將變得更復(fù)雜。”她指出，在這種情況下，糾紛所涉雇員之間的矛盾可能會(huì)進(jìn)一步惡化。

當(dāng)然，有一些事件必須直接交由人力資源部門處理，例如員工的上級(jí)存在不當(dāng)行為。在這種情況下，應(yīng)該盡快上報(bào)。然而，對(duì)于一些不那么嚴(yán)重的事件，不妨嘗試一對(duì)一地解決分歧，或利用上級(jí)的幫助，此舉能夠避免事態(tài)的升級(jí)。

要想與這支以雇員為中心的團(tuán)隊(duì)建立良好的關(guān)系，有一條指導(dǎo)原則十分適用：像對(duì)待其他任何同事一樣明智地使用人力資源團(tuán)隊(duì)的時(shí)間和資源。此外還有一個(gè)小建議，就是別再丟失自己的文件。（財(cái)富中文網(wǎng)）

譯者：馮豐

審校：夏林

While many employees look at Human Resources as the “scary oversight” team or perhaps even paper-pushers, HR departments get much less credit than what they deserve.

“We handle strategy and growth. We help with salary increases, comp structures, banding, reporting lines, creating job descriptions, and making sure that you have the best information available to you,” says Kylie Cimmino, a consultant with Fairfield, New Jersey-based HR consulting firm Red Clover.

More data-driven than ever, HR teams are adopting new platforms and tools to help the organization use its employees, benefits, and culture as a competitive advantage. HR is also tasked with crafting a compelling culture. After all, a 2018 report from Robert Half found that one-third of candidates would turn down a job if the company wasn’t a good cultural fit.

But HR teams tend to be understaffed. More than half (51 percent) of respondents to this year's Human Resources Executive’s survey “What’s Keeping HR Leaders Up at Night?” said they didn’t have enough staff to appropriately handle their workload —a 5 percent jump over 2018.

To be able to do their jobs effectively and to bring their strategic and critical contributions to the company, already understaffed HR teams need to streamline inefficiencies and eliminate distractions, says Cimmino –so, yes, Bob losing his health insurance paperwork for the third time really doesn’t help anyone.

Perhaps not surprisingly, the best way to deal with HR is remembering 6 things you need to avoid doing:

Missing deadlines or losing paperwork

Chances are that you were told multiple times and through several different methods when your company’s open enrollment period is, when you needed to opt in to a new program, or when to RSVP to the company retreat. And when you miss those deadlines or lose basic paperwork, you create headaches for all involved, says Matthew Burr, founder of Elmira, New York based HR consulting firm Burr Consulting.

“If you’ve got to print out forms two or three times for someone, that becomes a frustration,” he says. When possible, use automated options, such as benefits portals, to download forms and note important deadlines on your calendar.

Ignoring the employee handbook

Whether it’s online or housed in a thick binder in your office, the employee handbook isn’t just a useless collection of rules. Many routine questions can be answered by first consulting the handbook, and you may even find out about policies or benefits that you didn’t realize you had, Cimmino says. Before you pick up the phone to ask HR a question about policies or benefits, consult your handbook. "You’ll often find that you had the answer all along," she says.

Blowing off meetings

If you do need face time with HR, take the meeting as seriously as you would any other. Employees often treat HR members’ time loosely, running late to meetings or cancelling them at the last minute. That’s as disruptive for the HR team as anyone else. Keeping meetings and being on time “makes me see that you’re serious and you care, and you're valuing your time and mine and you want to get things handled,” Cimmino says.

Rejecting change

When employees are inflexible and refuse to accept new ways of doing things, conflict may ensue, says Sue Andrews, fellow of the UK-based Chartered Institute of Personnel and Development. There are times when employees resist, even when changes are made because management requested them.

“Sometimes, staff can be a little inflexible about things and take the view that, ‘Why should I have to change?’ Rather than perhaps taking a step back and thinking, ‘Well, what's the bigger picture here? Why are the company asking for this change?’” says Andrews. When you opt for the latter, you may see that there are valid reasons for the shift, she adds.

Not reporting injuries or accidents

When employees fail to do this on the job, “they create additional issues for both the company and the injured employee,” Burr says. If a dangerous situation caused an accident or injury, it needs to be rectified right away. And companies may have their own protocol or requirements for dealing with injuries or accidents on the job, according to Burr. Immediate reporting also helps the individual get immediate treatment and prevent exacerbating the injury or situation by delaying medical or other appropriate attention.

Involving HR too soon

The HR team can be invaluable in mediating disputes, but that typically shouldn’t happen before you’ve tried to resolve the situation yourself.

“In my experience, the biggest gripe that teams have is that employees will frequently raise an issue formally to HR before they have tried to resolve the matter informally,” says Andrews. “The problem is that once HR is involved, matters will naturally become more formal and a situation that could have easily been resolved becomes more complex.” The situation may also become more contentious between the employees involved in the dispute, she says.

Of course, there are some situations that warrant going directly to HR —for example, when the individual’s supervisor is acting inappropriately— and, in those cases, employees should use the resource. But, for less severe matters, trying to iron out differences one-on-one or with a supervisor’s help can avoid an escalated situation.

Being as judicious in using HR team members’ time and resources as you would any other co-worker is a good guideline in developing strong relationships with this employee-centered team. And not losing your paperwork over and over helps, too.