A MAJOR communication challenge HR professionals face is the propensity to lapse into function specific jargon and pseudo-scientific obscurity, a communication expert recently claimed
A MAJOR communication challenge HR professionals face is the propensity to lapse into function specific jargon and pseudo-scientific obscurity, a communication expert recently claimed.
“Good ideas couched in these terms can fail to win the heart of a CEO, or the buy-in of an executive team or the staff generally, just because no-one really understands what is involved or at stake,”said Tony Spencer-Smith, director of training for Editor Group, a consultancy which runs writing and media training courses.
“Human resources, being based largely on scientific disciplines like psychology and sociology, is full of jargon. If this jargon is not used with care, it can result not only in a failure to communicate but can alienate the audience by making them feel they are being coldly manipulated.
Spencer-Smith said executives from other functions might not understand HR jargon, which could lead to misunderstandings or even a failure to convince the boss of the need for more funding.
“People in human resources often enter the field because they like people and want to do nice things for them. Ironic, then, that so much human resources jargon sounds arrogant and inhuman,” he said.
Brent Filson, a US-based consultant specialising in leadership communication, also said the HR function suffers from excess jargon and encouraged practitioners to try and establish a deeper and more human connection with stakeholders.
“This connection goes right to the heart of motivating people to take action for results – and not just average results, but more results faster, continually,” Filson said.
Another common cause of misunderstandings between HR professionals and their business peers was a lack of agreement on the purpose of the HR function, he added.
“Both HR professionals on one side and managers and executives on the other side totally misunderstand what the HR role is in the organisation.”
In order to improve communications, Filson said HR professionals had to turn themselves into “results-partners” for each function they deal with.
“When they see themselves instead as political watchdogs or as an extension of the CEO or as a kind of organisation political action committee or as turf protectors, these HR professionals miss a great opportunity.”
