HR Has a Diversity Issue and Maybe That's Why They Are Failing

HR isn’t about playing caregiver—it’s about hardcore business strategy.

Reports indicate that 70-80% of HR employees are women, and 78% of CHROs are female. So why don’t we hear calls to “balance” this out? That’s a topic for another day, perhaps.

Whenever I suggest that HR is a prime case study for examining the “female leadership” narrative, I’m met with a wave of backlash. But here’s an observation worth discussing: HR is often regarded as the least effective department in most organizations. And since it’s predominantly led and managed by women, doesn’t that merit at least some conversation?

Some might argue, “Well, biologically speaking, women gravitate toward roles that involve taking care of people.” Sure, but that’s not what HR is about—or at least not what it should be. In addition, HR is not even doing that because if HR were genuinely about caretaking, employees wouldn’t keep complaining that “HR is there for the business, not for the people.”

HR isn’t about playing caregiver—it’s about hardcore business strategy that takes care of the business. It’s about partnering with leadership to ensure the right talent is in place, maintaining a culture that drives performance, managing costs wisely, and achieving business goals. Even the so-called “taking care of people” aspect is a strategic function, not some warm-and-fuzzy, biologically-driven impulse that makes HR run around with birthday cakes, organise fun activities or double down on the wellbeing narrative which is just as successful as the whole department.

HR is a hardcore business function that requires hardcore businesspeople.

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It would be fascinating to see data comparing the success rates of male and female HR leaders, along with insights into their respective burnout and stress levels.

I once had a male senior HR leader, and working with him was a game-changer—better than any woman I’ve ever worked with in similar roles. Why? Because he managed upwards effectively, which gave us the space to focus on doing our jobs. We didn’t have to endure the constant complaints and frustrations about leadership or how challenging it was to manage them. Sadly, that has been my experience with many female HR leaders. I’ve lost track of how often I’ve had to hear them vent—or even break down in tears—about why they can’t do their jobs and how those “difficult” men are making their lives miserable.

Many women in HR struggle with managing up. They genuinely want to do the right thing but often can’t navigate the dynamics with the “boys” at the top. It’s not just about patriarchy or sexism, though that might play a part. The reality is that women in HR are often not seen as true business leaders. I’ve witnessed this firsthand—a senior female HR leader completely crumbled within a year, unable to manage a particularly masculine leadership team. She was replaced by a man, and he thrived in the role.

Businesses are masculine in nature and when women bring their feminine energy the two clash. Now that doesn’t mean we should be hiring men!!!! What it means is that we must have this conversation to start with and ask questions like: Are men too dominant in this environment for a woman to succeed or be heard?

If that’s the case, what’s the solution? If we can’t change the dynamics among the men, then placing a woman in that role might not be the best idea. I know it’s not what people want to hear, but if you genuinely want someone to succeed in the position, you have to consider these factors—just like you do when assessing cultural fit. And yes, masculinity and femininity are very much part of a workplace culture.

Personally, I’d never thrive in a feminine or female-led business. I’m too masculine for that, and I know it. I work extremely well with men, and there’s absolutely nothing wrong with that.

Here’s the thing—I’d love to say I’ve known many successful female HR leaders, but honestly, I can think of only one. And I’m not talking about being good at HR. You can be skilled in HR (the technical stuff) and still be unsuccessful as a leader.

This particular leader was hardcore—straight to business, no-nonsense, no fluff, and certainly no “engagement activities.” She was incredibly knowledgeable, and we couldn’t function without her. From business leaders to supervisors, everyone relied on her. We sought her advice, and she always had a solution—practical, actionable, and effective. She wasn’t just heard; she was an authority, even with the General Manager.

And guess what? Both she and the GM were hardcore businesswomen with strikingly masculine traits. Yet, when needed, their feminine energy came out.

I will always question the “women in leadership” narrative—not because I doubt women’s ability to lead, but because feminine traits don’t align easily with the masculine structure of the business world. It’s not a formula for success.

Now, here’s the real question: Should the inherently masculine nature of business change? Go ahead, experiment with it—but be prepared for the consequences. So far, none of these feminine-driven initiatives, like wellbeing, seem to be making much of a dent in the corporate world. Ironically, the only ones benefiting from them are the men who’ve turned wellbeing into a billion-dollar industry. 😉

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