When something strange happens in your workplace, who do you call?
No, not Ghostbusters — though sometimes HR might feel they’re chasing phantoms and spectres through the office halls.
There’s a running joke among human resources professionals that the moment anything new, difficult, or vaguely uncomfortable appears on the workplace horizon, all eyes swivel instantly to them. From navigating sensitive conversations about an employee’s choice of attire — did Suzy really wear that today? — to handling the complex puzzle of workplace mental health initiatives, HR teams find themselves wearing more hats than a vintage haberdashery.
Think about it: recruitment, retention, discipline, mental health support, payroll oversight, wellness initiatives, remote work logistics, diversity, equity, inclusion, and now even AI ethics—HR is the Swiss Army knife of corporate problem-solving. It might be quicker to list what they’re not in charge of.
When mental health awareness rightfully surged onto corporate agendas, guess whose desk it landed on? When COVID-19 turned the very definition of “office” on its head, who became the impromptu epidemiologist, therapist, and IT consultant overnight? You guessed it: HR.
And there’s more.
A workplace squabble escalates into a human rights complaint? Call HR. An offhand remark in the lunchroom sparks a harassment allegation? HR again. An unexpected reorganization hints at possible constructive dismissal? You see the pattern.
The HR role has become so expansive, in fact, that navigating employment law increasingly demands specialized knowledge. And while HR professionals with designations like CHRP, CHRL, CHRE, or CPHR are impressively competent, expecting them to also be seasoned employment lawyers isn’t just unrealistic—it’s unfair.
Consider a scenario: An employee’s job description changes significantly without clear communication. Suddenly, you’re looking at a constructive dismissal claim — a complex legal landscape that requires careful navigation. Or, imagine facing allegations of sexual harassment. HR professionals can manage initial responses, but handling intricate workplace investigations is another matter entirely. Here, the difference between calling a seasoned lawyer and trying to DIY it can mean everything.
The stakes are high, and yet, many employers resist the idea of seeking external counsel—often due to cost concerns. But this short-term thinking overlooks the long-term value of proactive legal consultation. As anyone who’s navigated litigation knows, prevention is infinitely cheaper than the cure.
Budgeting for external legal support isn’t a sign of weakness; it’s a strategic investment in clarity, risk mitigation, and ultimately, the organization’s integrity. There’s no shame — and significant wisdom — in acknowledging when external expertise is required.
Perhaps it’s time to reconsider how organizations structure their expectations of HR. Maybe, instead of continuously adding hats with unrealistic expectations, we could think about distributing them a bit differently. After all, burnout isn’t just a buzzword — it’s the inevitable consequence of piling too many hats atop one already-weary head.
The best HR professionals aren’t those who try to wear every hat — they’re the ones who know exactly which hats fit and which ones are better left to a specialist.
