HR's Impossible Balancing Act
Someone told me the other day that HR is like being a politician. And I can’t stop thinking about how accurate that is.
Not in the fake promises way. Not in the “tell people what they want to hear” way.
In the impossible balancing act way.
(and I’m thinking local politics, not whatever is happening at the larger scale)
Every conversation I have, I’m trying to make someone happy while also doing what’s actually right for the business. And those two things don’t always line up.
An employee wants flexibility. Leadership wants butts in seats. I’m in the middle trying to find a solution that doesn’t piss off either side.
A manager wants to fire someone. That person deserves another chance but also maybe doesn’t. I’m trying to be fair to the individual while protecting the team and staying on the right side of employment law.
Leadership wants to cut costs. Employees are already stretched thin. I’m trying to figure out how to do more with less without burning everyone out or tanking morale.
It’s constant negotiation. Constant compromise. Constant trying to keep everyone just happy enough that nothing explodes.
And here’s the part nobody talks about. You can’t win.
Make the employee happy and leadership thinks you’re not business-minded enough. Side with leadership and employees think you’re just a mouthpiece for corporate. Try to split the difference and everyone thinks you’re wishy-washy.
From my perspective, this is why HR burns people out. Not because the work is hard. Because the work requires you to disappoint people constantly while pretending you’re helping them.
You’re the person who has to deliver the message that there’s no budget for raises this year. While also being the person who’s supposed to care about employee wellbeing.
You’re the person who has to enforce the policy. While also being the person employees are supposed to trust.
You’re the person who has to think about what’s best for the business. While also being the person who’s supposed to advocate for individuals.
It’s like being asked to serve two masters who want opposite things. And then being judged for not keeping both of them happy.
I don’t have a solution to this. I’m not even sure there is one.
But I do think we need to be more honest about what the job actually is. It’s not “supporting people.” It’s not “strategic business partner.” It’s navigating impossible situations where someone’s always going to be unhappy with the outcome.
And doing it well enough that the business keeps running and people don’t completely lose faith in the function.
That’s the job. And it’s exhausting.
If you’re in HR and you feel like you’re constantly caught in the middle, you’re not doing it wrong. That’s just what it is.
The question is whether you can keep doing it without losing yourself in the process.