Executives, Not HR, Must Lead The Charge

Organizations are led by executives, not human resources. Culture transformation should be no exception.

There’s a common misconception that transforming company culture is a job for human resources, not executive leadership. We tend to frame culture as HR-led rather than executive-led because it’s people-centric.

Such assumptions tend to impede culture transformation, increasing the risk that it becomes a “flavor of the month.” The truth is that HR and leadership have a part to play in transforming organizational culture, each with its roles, responsibilities, and results.

Roles and Responsibilities for Executives in Transforming Company Culture

The role of executives in culture transformation is to lead it—which begins with helping the organization understand its value. Executives must champion the change, discuss why it’s being implemented, and articulate its benefit. For instance, if the company is adopting a new software solution, the executives—not just the IT team—should prioritize explaining why.

The role of HR is to give the executives the information they need to accomplish these steps while considering the pulse of the organization. What issues are essential to the organization— and how will those issues inform the way the message around change is crafted? HR can help executives ensure the message is relevant, clear, and compelling.

The executive is then responsible for practicing what they’re preaching. They must physically demonstrate any new behaviors they’re asking the employees to adopt that are needed for transformation. If the plan is to implement a new software tool, the executives should be using it. This ensures they aren’t just paying lip service to the idea of transforming company culture; they’re living it.

The responsibilities of HR are to provide the training and communication tools to allow these actions—for example, by creating a training package for that new software solution. Essentially, HR equips the organization so employees can follow in the leaders’ footsteps.

The Results Depend on the Executives

The relationship between HR and executives when transforming company culture is symbiotic. The executives are at the forefront, leading the charge for change. HR is in the shadows, building the tools the executives need to lead that charge. You can’t have one without the other—not if you want a successful, lasting transformation.

This means that culture transformation is something other than what an executive team can delegate. If a transformation is not successful, the executives are responsible. The days of “people-centric” tasks being the domain of HR alone are long gone as executives evolve and increasingly recognize the value of hard and soft skills, like communication. Their role as leaders in these areas is vital.

Once more leaders play their part in transforming company cultures, they’ll find the path to change much easier.