HR’s True Calling: Impact Over Efficiency, Argues Ben Eubanks

In a recent LinkedIn post, Ben Eubanks challenges the prevailing narrative that emphasizes productivity and efficiency as the primary goals for Human Resources professionals. Instead, Eubanks argues that HR’s core mission should be centered on delivering tangible impact and making work better by aligning workforce capabilities with business needs.

Eubanks directly addresses vendors and leaders who focus heavily on speed and efficiency, stating:

Productivity is not HR’s true calling. For all the vendors endlessly promoting efficiency, productivity, and speed to the leaders working in human resources, you’re barking up the wrong tree.

He elaborates on what he believes truly motivates HR leaders, suggesting it’s the pursuit of meaningful work rather than mere task completion.

The Focus on Impact

According to Eubanks, the true value proposition for HR lies in its ability to drive meaningful outcomes. He contrasts this with the superficial goal of simply freeing up time for more administrative tasks, which he dismisses as unproductive.

Eubanks shared these insights during a discussion with the global HR team at Lineage, where the conversation touched upon Artificial Intelligence and its potential use cases within the People spectrum. However, the underlying theme, as highlighted by Eubanks, was how these advancements could serve to deepen the understanding and support of employees, rather than just increasing output.

But all discussions were in service of knowing our people and serving them more deeply. Not just cranking out more “HR widgets”, whatever they might be.

This perspective shifts the focus from operational metrics to strategic contribution. Eubanks contends that while efficiency has its place, it must be subservient to overarching objectives.

Efficiency as a Means, Not an End

Eubanks reiterates his central argument, emphasizing that efficiency should not be the ultimate goal for HR departments. He draws a distinction between HR and other functions, such as supply chain management, where process optimization for marginal gains is a primary driver.

Redefining HR’s Role

In Eubanks’ view, HR’s fundamental purpose is to create value by bridging the gap between an organization’s human capital and its strategic requirements.

Does it matter if we are productive or efficient? Yes, but it needs to be in service of our objectives, not an objective unto itself. I’ll say that again for those of you in the back: efficiency isn’t the be all, end all result for HR. We’re not supply chain experts squeezing a process for a 2% improvement. We’re in the business to add value by connecting people, skills, and capabilities to the needs of the organization. Period.

He concludes by commending leaders like Kelly Burlage and her team for their courage and vision in prioritizing these impactful objectives, suggesting that a broader adoption of such a mindset could significantly transform the workplace.