No Bullsh!t Leadership — Episode 393: Stop Blaming HR and Start Using It

Host: Martin G Moore
Release Date: March 10, 2026

Episode Overview

In this episode, Martin G Moore addresses the common frustrations leaders have with Human Resources (HR), arguing that the real problem often isn’t HR itself but rather how leaders are using—or failing to use—the function. With AI poised to automate much of what HR currently does, Moore lays out why understanding the true value of HR (and leveraging it properly) will be a crucial differentiator for future leaders. The episode deconstructs current HR models, dissects key industry trends, and gives actionable strategies for optimizing your relationship with HR.

Key Discussion Points & Insights

1. The True Purpose of HR

• Visibility and Value:

  • HR, like CFOs, has a bird’s-eye view of the entire organization’s human landscape. (03:30)
  • Even the most basic HR offerings bring value by reducing reputational/legal risk and ensuring compliance.
  • “HR professionals don’t get much love, but a good HR advisor is worth his weight in rocking horse droppings.” — Martin Moore (03:45)

• Different Organizational Needs:

  • Small companies may only need minimal HR input, while larger organizations benefit from specialist advice.

• Three HR Models

  • Stage 1: Transactional/Mechanical

    • Payroll, recruitment, compliance; easily outsourced.
    • “It’s the low value, commodity services, and pretty much all of it could be outsourced.” (05:05)

  • Stage 2: Business Advisory

    • HR business partners, performance management, leadership advisory.

  • Stage 3: Strategic Partnership

    • Workforce planning, talent management, succession, leadership, and culture.

  • Reflection Prompt:

    • “Pause for a moment and reflect. How does HR function in your organization? Is it level one, two, or three?” (08:35)

2. Misplaced Blame on HR

• Accountability Issues:

  • HR frequently executes policies from the executive layer—often policies that line managers themselves dislike.
  • HR can only be as effective as executive leadership allows.
  • Many leaders deflect people problems they created onto HR.
    • “Many line leaders are really happy to create a problem with poor leadership and then when it all turns to shit, they handball it to HR, saying ‘that’s a people problem, so HR needs to fix it.’” (10:15)

• Unclear Demarcation:

  • Confusion about responsibility breeds frustration and inefficiency.

• HR’s Real Value:

  • When at its best, HR is a pragmatic, strategic adviser—holding invaluable insights from across the business.

3. A Look at Industry Trends

• HR’s Growth—& Possible Decline:
  • Referencing The Economist article, "How HR Took over the World":
    • Surge: US HR professionals up 64% (2014–2024) vs. 14% overall employment growth. (13:00)
    • Catalysts: Talent scarcity, #MeToo, COVID, DEI, and more complex IR laws.
    • Factoid: Discrimination/harassment allegations in US workplaces jumped 150% (2021–2024). (15:15)
  • Boom to Bust:
    • Economic headwinds and “DEI backlash” are shrinking HR headcount. Compliance functions are being eroded by AI.
    • “All non-revenue-generating functions are going to come under increasing scrutiny.” (17:55)
  • AI Impact:
    • AI is already reducing HR jobs. E.g., 22% of executives reported AI-induced declines in HR staff (McKinsey study). (19:15)
    • “The compliance side of HR is already being quietly eroded by AI… This could well be the canary in the coal mine.” (18:10)

4. Four Ways to Optimize Your Relationship with HR

Moore provides four actionable strategies for leaders to get the most out of HR as its function rapidly evolves:

1. Know What HR Can & Can’t Deliver (21:40)

• Understand which responsibilities are company-mandated; don’t blame HR for policies they didn’t create.
• Identify your team’s real needs and clearly engage HR for expert advice.
• “Having a good working relationship with HR is half the battle…the right way, HR will eagerly provide their expertise, you’ll get what you need and HR won’t feel disrespected or undervalued.” (22:55)

2. Leverage AI-Replaceable HR Functions (23:55)

• Many transactional HR duties can be automated with large language models (e.g., drafting policies, legal summaries).
• Learn to prompt AI for routine HR questions; use HR humans only for uniquely human judgments.
• “You don’t need an HR resource to advise you as long as you’re an astute AI prompter.” (24:40)

3. Use HR for Subtle Leadership Tasks (25:30)

• When dealing with human behavior, decision-making, and performance nuances, human HR partners are invaluable.
• “AI can’t replace human perception, and I suspect it’s going to be a while before it can in any meaningful way.” (25:45)
• HR can help analyze interpersonal cues, motivation, and performance—tasks beyond AI’s scope for now.

4. Blend the Art and Science of Talent (27:00)

• Talent management combines analytics with human judgment.
• HR aids with succession planning, key-person risk, and developing culture.
• “Blending the science of performance management data and metrics with the art of predicting who might have potential… This is what a high-functioning HR team does.” (27:55)

Notable Quotes & Memorable Moments

• “HR professionals don’t get much love, but a good HR advisor is worth his weight in rocking horse droppings.” — Martin Moore (03:45)
• “Many line leaders are really happy to create a problem with poor leadership and then when it all turns to shit, they handball it to HR…” (10:15)
• “All non-revenue-generating functions are going to come under increasing scrutiny and in the US at least, the backlash to DEI has seen major programs dismantled…” (17:55)
• “AI is going to hit HR hard because many companies simply undervalue the function.” (19:20)
• “You don’t need an HR resource to advise you as long as you’re an astute AI prompter.” (24:40)
• “AI can’t replace human perception, and I suspect it’s going to be a while before it can in any meaningful way.” (25:45)
• “Blending the science of performance management with the art of predicting potential… is what a high-functioning HR team does.” (27:55)

Timestamps for Key Segments

| Time | Segment | |-----------|------------------------------------------------------| | 01:35 | Introduction to episode theme | | 03:30 | The purpose of HR and its organizational value | | 05:05 | Three models of HR | | 10:15 | Why HR gets blamed and real accountability issues | | 13:00 | Key trends: HR’s growth and “How HR Took over the World” (Economist) | | 17:55 | The DEI backlash and AI’s disruption of HR | | 19:15 | McKinsey data on AI reducing HR roles | | 21:40 | Four ways to optimize your relationship with HR | | 25:45 | The enduring value of human HR judgment | | 27:55 | HR’s role in talent management and future leadership | | 32:10 | Closing thoughts & summary |

Conclusion

Moore’s message is clear: Stop making HR the scapegoat and start harnessing its expertise. Leaders must distinguish policy from execution, integrate AI where possible, and lean into HR’s human strengths—particularly in leadership, succession, and culture-building. As automation accelerates, those who truly understand and value what HR has to offer will secure a critical business edge.

Listening is easy. Leading is hard.
— Martin G Moore (32:15)