The Illusion of HR "Best Practice": Why It's Time to Rethink Our Approach

In the evolving world of business, we often come across the term "best practice." It's a phrase that promises efficiency, success, and the golden path to follow. However, the reality is far from what the term implies - calling something a "best practice" doesn't automatically make it suitable for every organisation. Moreover, the subjectivity of what constitutes the "best" practice, the absence of value addition, and the divergence from doing the right thing or being legally compliant can render the term meaningless. In this post, we'll explore why it's crucial to question the validity and applicability of so-called best practices.

1. One Size Does Not Fit All: Every organisation operates in a unique context with distinct cultures, strategies, and goals. What works exceptionally well for one company may not yield the same results for another. The term "best practice" fails to acknowledge this diversity and inadvertently promotes a one-size-fits-all mentality. Rather than blindly adopting what others consider best, organisations should focus on finding practices that align with their specific needs and objectives.

2. The Subjectivity of "Best": The notion of "best practice" is highly subjective, varying depending on industry, geography, and company size. What might be considered best in one HR circle may be entirely irrelevant or impractical for another. To label something as a best practice implies a universal standard, disregarding the nuances and unique challenges faced by each organisation. Instead, we should encourage a more nuanced approach that values experimentation, innovation, and tailored solutions.

3. Meaningfulness Beyond Compliance: While adhering to best practices can ensure compliance with industry standards, it does not guarantee doing the right thing or being legally compliant. Best practices should never be a substitute for ethical decision-making and legal requirements. Organisations must prioritise integrity, fairness, and social responsibility alongside any suggested best practices. It is crucial to distinguish between what is legally required and what is considered a best practice, as they are not interchangeable terms.

4. The Meaninglessness of the Term: The overuse and misapplication of the term "best practice" have diluted its meaning. It has become a buzzword rather than a genuine indicator of excellence. As a result, when someone claims to follow best practices, it often lacks substance and fails to inspire confidence. We should move away from this catch-all term and focus on meaningful discussions about proven strategies, adaptable frameworks, and lessons learned.

5. Value Over Compliance: Implementing practices solely because they are labelled as "best" can lead to a wasted investment of resources, time, and effort. Instead, organisations should critically evaluate the value a practice brings to their business and employees. Does it align with their vision? Does it address a specific challenge or create a competitive advantage? By shifting the focus to value creation, organisations

   can make informed decisions that drive sustainable growth and employee satisfaction.

In the quest for excellence, it is vital to challenge the notion of "best practice" as an unquestionable truth. The reality is that what works for one organisation may not work for another. To truly thrive, organisations should embrace their uniqueness, foster a culture of innovation, and seek practices that align with their specific needs. By prioritising value over compliance, ethics, and legal requirements, we can escape the trap of meaningless buzzwords and focus on what truly drives success in today's dynamic business landscape.

If you need some HR advice 'best practice' or not then contact Two Heads HR on vanessa@twoheadshr.com

Best Practice - Two Heads HR

#hr #outsourcedhr #hrconsulting #hradvisory #hraustralia #australiahr #twoheadshr #bestpracticehr