Human Resources is the organizational arm that can best operationalize values—that is, make values a concrete part of day-to-day work practices. It can be a guardian of culture and the voice of internal justice. Granted, historically and in many organizations to this day, HR has not done this. In fact, it has often served as a very effective gatekeeper for maintaining oppression.

Instead of being seen as the long arm of management, HR must prioritize the protection of employees and be ready and able to respond to concerns. HR can develop concrete policies and facilitate benefits that make the organization user-friendly for staff. HR must be reimagined and realigned to be of value and service. HR can be the partner of justice when the role is staffed by people who are committed to equity and who understand the power and the sacredness of the role. It is essential that whoever wears the HR hat, and in whatever manner, understands the importance of fairness, objectivity, and serving the entire organization (i.e. the mission). This is why I say that the role of HR is sacred—not because it is religious or spiritual, but because it deals with living, breathing, dreaming, daring, hopeful staff. Because the currency of HR is trust.

HR must be so much more than compliance and compensation driven. I know many HR professionals who chose this work to support employees. HR can and should be the department or the person who paves the way forward for individuals and for the entire organization. HR can and should be a constructive liaison between management and staff, not a puppet to make things work for management. AND, ultimately, it is happy, engaged, and respected employees who are going to not only get the work done but protect the agency.

Read the full article about trust-based human resources by Rita Sever at Stanford Social Innovation Review.