We currently do not have a dedicated Head of HR, so our Integrator, Operations Director, and Finance Director are sharing the duties. This seat run by committee approach seems to work, but our processes are slow. How do we fix this on our Accountability Chart?

Question

Tyler Smith · Accepted Answer

A seat run by committee is an illusion of progress. While it might feel like you are covering the bases, what you actually have is a major gap in your structure. When three people share HR duties, minor issues slip through the cracks, policy enforcement is inconsistent, and nobody is truly looking at the long-term talent strategy needed for your exit.

On your Accountability Chart, there must be only one name in each seat. To fix this, you must look at the HR seat and its five core roles. Decide which of the three leaders has the best GWC for the seat and the actual capacity to own it temporarily.

Place that single person's name in the HR seat. They are now solely accountable for the HR scorecard metrics and Rocks. The other two leaders must step back and stop meddling.

This does not mean the designated leader has to do all the physical work themselves. They can delegate specific tasks to administrative staff or outsourced partners, but they are the single point of accountability. When HR issues arise during your Level 10 Meeting, you will look to this one person for answers, eliminating the finger-pointing and speeding up your decision-making.