{"id":3367,"date":"2017-02-22T09:07:07","date_gmt":"2017-02-22T14:07:07","guid":{"rendered":"http:\/\/www.trustacrossamerica.com\/blog\/?p=3367"},"modified":"2017-02-22T09:07:07","modified_gmt":"2017-02-22T14:07:07","slug":"the-role-of-hr-in-building-organizational-trust","status":"publish","type":"post","link":"https:\/\/www.trustacrossamerica.com\/blog\/?p=3367","title":{"rendered":"The Role of HR in Building Organizational Trust"},"content":{"rendered":"

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In our ongoing monthly Tuning in to Trust & Ethics<\/em> series on elevating organizational trust and ethics, we asked our Trust Alliance<\/a> members to weigh in on the following question:<\/p>\n

Many believe that the HR function plays an important role in building organizational trust and trustworthiness. Do you agree or disagree and why? <\/strong><\/p>\n

Deb Mills-Scofield helps companies<\/a> create dynamic strategic plans to promote a business-wide innovation mindset.<\/p>\n

HR builds trust in how they behave every single day - with each other, their peers and all employees. <\/a><\/span>Share on X<\/a><\/span><\/em><\/p>\n

Obviously, how HR deals with employees\u2019 issues, complaints, and concerns conveys corporate culture.\u00a0 Confidences need to be kept, gossip discouraged (especially by not participating in it), and root causes addressed.\u00a0 People need to be held accountable. This applies equally, and perhaps even more importantly, to how HR interacts within their own organization and with their peers.\u00a0 Double standards are common, but to create sustainable trust, they are absolutely unacceptable. Behavior matters.”<\/em><\/p>\n

Donna Boehme is an international authority<\/a> in the field of compliance and ethics.<\/p>\nI have always regarded HR as the beating heart of an organization. <\/a><\/span>Share on X<\/a><\/span>\n

That\u2019s because the mission and mandate of this critical function, as it\u2019s name suggests, is all about a company\u2019s people- and all aspects of the organizational cycle of their people, from hiring and on boarding\/ orientation, to compensation, development and promotion; to retirement\/ separation\/discipline (as appropriate) of employees It\u2019s obvious that organizations can only conduct business through their employees. \u00a0Thus, the manner in which the HR department discharges its mission is absolutely critical to the building of organizational trust and an ethical culture. \u00a0For this reason, experienced compliance and ethics professionals regard the HR function as a key partner in all aspects of their work. \u00a0 It\u2019s my observation that how well Compliance and HR work together on the shared goals of strong ethical culture and organizational trust is the critical factor. \u00a0Both functions need to work together to promote employees\u2019 sense of \u201corganizational justice\u201d – probably the most important endeavor of their partnership.<\/em><\/p>\n

Bob Whipple is a consultant<\/a> who helps leaders build and maintain trust:<\/p>\n

Without question the HR function has a lot to do with whether the culture will be one of high trust, but I think it works in a strange way. I think it is necessary but not sufficient. <\/em><\/p>\n

If HR is not working with candor and transparency, then a culture of doubt will kindle that is hard to overcome. <\/a><\/span>Share on X<\/a><\/span> \u00a0<\/em><\/p>\n

But if HR shows the highest integrity and trustworthy behaviors, it will not be sufficient to create a high trust culture throughout the organization. Reason: I believe trust starts at the top of the organization and cascades throughout the various levels.\u00a0 The most significant factor influencing a culture of trust is the behaviors of the most senior leader.\u00a0 A problem leader at any level in the organization can thwart the culture, but a really great leader at the top will root out the problem and eliminate it.\u00a0 If there is ethical dry rot at any level, the trust will be snuffed out like a candle hit with a bucket of water.<\/em><\/p>\n

And finally Holly Latty-Mann, a clinical psychologist<\/a> offers the following advice on HR\u2019s role in building a trustworthy organization:<\/p>\n

1) When HR questions management\u2019s decisions that negatively impact the rights of the workforce, they serve equally both management and staff, garnering trust. <\/em><\/p>\n

2) When HR represents without bias expressed concerns of workforce members to management, trust deepens on all levels. <\/em><\/p>\n

3) HR is transparent without bias regarding actions staff can take when systems aren\u2019t currently in place to honor legitimate needs, and <\/em><\/p>\n

4) HR doesn\u2019t play favorites by making themselves the gatekeepers as to who gets what. <\/a><\/span>Share on X<\/a><\/span><\/em><\/p>\n

Trust building plays a vital role in the value system and subsequent long-term sustainability of any organization. It must not only be built into the cultural DNA, but must also be practiced and reinforced daily. <\/span><\/p>\n

Hiring for trust, with the support of upper management should be just as important, if not more so than hiring for talent or skill. <\/a><\/span>Share on X<\/a><\/span><\/span><\/p>\n

The most progressive HR leaders will promote a culture of trust and assist in elevating it throughout the organization.<\/span><\/p>\n

Barbara Brooks Kimmel<\/strong>\u00a0is the CEO and Cofounder of\u00a0Trust Across America-Trust Around the World<\/a>\u00a0whose mission is to help organizations build trust. Barbara also runs the world’s largest global\u00a0Trust Alliance<\/a>, is the editor of the award winning\u00a0TRUST INC.<\/a>\u00a0book series and a Managing Member at\u00a0FACTS\u00ae Asset Management<\/a>, a NJ registered investment advisor. In 2012 was named one of \u201c25 Women who are Changing the World\u201d by Good Business International. Barbara holds a BA in International Affairs and an MBA.<\/p>\n