HR often sits in a strange space inside organizations. Employees are wary because they see HR as working for management, not for them. Leadership, meanwhile, gets frustrated when HR leaders say they want to be “strategic” but then spend their time bogged down in the tactical weeds.
Over the years, I have worked closely with HR leaders in different contexts. Too often, I have seen talented professionals trapped in day-to-day tasks because they did not have the team depth to elevate their focus. Some preferred the tactical, because that is where they felt most comfortable. Others simply took direction from senior leadership and concentrated on execution — even when the policies in question might not have served the business well in the long run.
That gap between aspiration and action is why HR’s credibility problem persists.
That is why I want to highlight an article by Jennifer McClure. Jennifer is a speaker and strategist who focuses on helping organizations and people leaders thrive in the ever-changing world of work. She has also served as an HR executive, executive search consultant, and leadership coach. In a recent LinkedIn article, she makes a compelling case that HR must stop talking about its value and start proving it:
How HR Can Stop Talking About Its Value — and Start Proving It
I write and speak often about how HR can — and should — lead transformation in their organizations, stepping fully into the role of Chief Disruption Officer.
Those ideas usually get a positive response. Some of my posts even rack up hundreds of likes and comments, and that’s great.
But do you know which posts get the most engagement?
The ones where I address the latest article or hot take about how HR is ineffective, doesn’t add value, or is just doing it wrong.
Which makes me wonder…
Why does everyone love to hate on HR?
I’m sure there are plenty of reasons. But one that rises to the top for me is this: while most HR leaders wholeheartedly believe they make a difference and add strategic value, not everyone else is convinced. In fact, some leaders are adamant that HR is unnecessary — or worse, that it actively gets in the way of high performance.
So, the real question becomes: how can HR leaders change those hearts and minds?
Because until we answer that — and take meaningful action — HR’s value will remain something we talk about, rather than something we prove.
The Gap Between Aspiration and Action
From my perspective, the biggest disconnect between what HR wants to be and what it’s often perceived to be comes down to three things: lack of clarity, lack of confidence, and lack of organizational support.
Some HR leaders don’t have a clear, shared definition of what “strategic” actually looks like in their specific business context. Without that, it’s easy to stay busy with what’s always been done instead of moving toward what’s needed now.
Others know exactly where they want to take the function, but they’re navigating leadership resistance, rigid structures, or a culture that keeps HR on the sidelines. In those environments, waiting for permission can feel like the only option.
And yes, there are times when HR uses compliance as a shield. Staying in the safe zone is tempting — especially when the alternative involves experimentation, risk, and potentially unpopular decisions. But compliance should be a foundation to build from, not a ceiling that caps what’s possible.
None of these challenges make HR leaders ineffective. They just make the leap from aspiration to action harder — and in some cases, they stop the leap from happening at all.
What the Best HR Leaders Do Differently
The HR leaders who change perceptions — and results — don’t wait for permission. They start by transforming what they can control right now.
They make the HR function a model for what’s possible. If they’re asking the business to innovate, collaborate differently, or move faster, they make sure HR is already doing those things. Their department becomes a living case study.
They also experiment — not recklessly, but deliberately. They pilot new ideas with a small group, learn what works, and scale it when the proof is there. This approach not only mitigates risk, it shows the rest of the organization that HR isn’t just talking about change, it’s driving it.
Most importantly, they align every initiative with outcomes that matter to the business. They don’t just talk about engagement scores or training attendance numbers — they connect their work to revenue growth, cost savings, market expansion, or solving real business challenges. And they communicate those results in ways leaders can’t ignore.
Over time, this combination of visible action, business alignment, and proof builds credibility. And credibility is the launchpad for influence — the kind that allows HR to lead real disruption, not just manage change.
Proving HR’s Value: Practical Next Steps
If you want to shift the perception of HR from a support function to a strategic driver, you don’t have to overhaul the entire organization overnight. You do, however, have to start showing proof — consistently, visibly, and in terms the business cares about.
- Define “strategic” for your organization. Work with your CEO and senior leadership to clarify what matters most right now — whether it’s accelerating growth, reducing turnover, improving profitability, or navigating a major change — and map exactly how HR will support those goals.
- Choose one high-impact business problem to solve. Pick something measurable and clearly tied to business outcomes. Then lead or co-lead the solution, making HR’s role in the success undeniable.
- Make your wins visible. Don’t assume results will speak for themselves. Share them regularly — in leadership meetings, on dashboards, and through stories that connect the data to human impact.
- Pilot, then scale. Test ideas on a small scale to prove they work, refine them based on feedback, and then expand. This reduces risk and increases buy-in.
- Lead by example within HR. Your own team’s approach to communication, decision-making, and innovation should reflect the future you’re advocating for. If you want the organization to think differently, start by showing them what “different” looks like in action.
Small, intentional steps like these can create momentum. And momentum is contagious — it changes conversations, opens doors, and shifts mindsets about what HR can do.
Final Thoughts
It’s important to keep in mind that changing the perception of HR won’t happen just because we say we’re strategic. It happens when we lead in ways that make the impact impossible to ignore.
Chief Disruption Officers don’t wait for perfect conditions or universal buy-in. They create proof through action. They show what’s possible, starting in their own sphere of influence, and they keep building from there.
When HR leads visibly, aligns its work to business priorities, and shares results in ways that resonate with decision-makers, it stops being a function people debate and starts being one they depend on.
So, here’s my challenge to you:
If you had to prove HR’s strategic impact in your organization this quarter, what’s the first thing you’d do — and how would you make sure everyone knew about it?
As a keynote speaker and leadership coach, Jennifer McClure equips HR leaders to shift from operational to transformational — so they can drive meaningful business results, lead with influence, and shape the future of work.
Things To Do Right Away
Reading Jennifer’s piece through the lens of distribution and manufacturing, a few practical steps stand out:
- If you want HR leadership to think strategically, give them the support staff to manage compliance and payroll so they can climb out of the weeds.
- Clarify HR’s role. Decide whether HR is management’s enforcer or a true business partner. Straddling both erodes trust on all sides.
- Reward pushback. The best HR leaders do not just take orders. They challenge policies that may harm the business long-term.
- Anchor in business outcomes. Measure results in terms the P&L understands — reduced turnover costs, faster ramp-up of new hires, safety gains that cut downtime. For distribution and manufacturing HR teams, this is where credibility starts.
- Focus on employee retention. In industries where skilled labor is scarce, proving HR’s value often begins with reducing churn and keeping top performers engaged.
- Make the wins visible. Credibility is built when leadership and employees alike see HR’s impact clearly.
Final Thoughts
Jennifer’s challenge is a good one: if you had to prove HR’s impact this quarter, what would you do? From my perspective, the answer starts with proof, not platitudes. Strategic HR leadership earns credibility by driving measurable outcomes that leadership cannot ignore, and employees can feel.
In distribution and manufacturing, where execution is everything, proving HR’s value is the only currency that counts.
Call to Action
What about your organization? If HR had to prove its value in the next 90 days, where would you start, and how would you make sure the results were impossible to miss? Share your perspective in the comments or reach out if you want to compare notes on how HR can move from talk to proof.
