Editor’s note

This piece sits within the Cultivated library on leadership and organisational practice. It explores the role of HR in modern organisations and why misunderstanding its purpose creates friction, mistrust, and poor management.

Why People Think HR Is “Evil” — and Why HR Matters

I often hear managers and employees describe HR as “evil.”
They rarely mean it literally. It’s shorthand for frustration, confusion, or misalignment.

When I was a VP in HR, someone once told me our team had become “less evil.”
I took it as a compliment.

The truth is simpler: HR is misunderstood.

What HR Is (and Isn’t)

At its core, HR exists to protect the organisation.
Compliance, legal risk, policy, governance, employment law — this is the bedrock of the function.

From the perspective of the business, this work is essential. It's enablement - it keeps the business operating.
From the perspective of employees, it can feel restrictive.

That tension is structural, not personal.

Why HR Feels Frustrating

HR is often perceived negatively because it:

• Enforces rules and procedures that limit freedom
• Restricts events, perks, or behaviour for legal and ethical reasons
• Operates transactionally under heavy workload
• Is often excluded from strategy, then blamed for misalignment
• Tends to side with the organisation in disciplinary matters

None of this is accidental.
HR’s first responsibility is institutional stability and operation.

The Shift to “People” Functions

Many organisations have rebranded HR as “People,” “Talent,” or “Employee Experience.”
This reflects a real shift toward development, wellbeing, and culture.

It is broadly positive.
But it introduces a new risk: role confusion.

I’ve seen HR:

• Override managers on hiring decisions
• Launch learning platforms without linking them to performance
• Implement cultural initiatives without understanding operational reality
• Optimise engagement scores while outcomes deteriorate

HR can enable people.
It cannot replace management.

The Manager – HR Boundary

Managers own:

• Individual's performance
• Development
• Team dynamics
• Daily coaching and feedback
• Role clarity and growth

HR owns:

• Frameworks
• Policies
• Legal compliance
• Tools and infrastructure
• Organisational systems

When HR tries to manage people directly, managers disengage.
When managers abdicate responsibility, HR becomes a surrogate manager — often badly.

Alignment matters more than ideology.

Why HR Is Important

When aligned with management, HR is one of the most powerful organisational functions.

HR can:

• Protect the organisation from legal and ethical risk
• Enable career development frameworks
• Train managers in people leadership
• Design systems that support fairness and consistency
• Provide data and structure for organisational learning

HR is neither villain nor hero.

How to Work With HR (Not Against It)

For leaders and employees:

• Understand HR’s mandate: they protect the organisation first
• Use HR as a partner, not an adversary
• Keep management responsibilities with managers
• Align people initiatives with business outcomes
• Treat policies as systems, not personal judgements

Organisations thrive when management and HR understand their distinct roles and collaborate.

Final Reflection

HR is not evil.
Management is not optional.

Confusion arises when we expect HR to be both guardian and nurturer, both police and therapist, both strategy and execution.

Clear roles create clear organisations.
Clear organisations create better work.