Letters

HR Magazine, June, 2002

Debunking the 'Remarkable Ratio'

The article "Making a Merger Work" (March) states that AOL Time Warner achieved "a remarkably lean ratio of approximately one HR professional to 160 employees." I have seen similar references stating that a ratio of one HR professional to about 150 employees is "remarkable."

First, we probably need to agree on a definition of a "professional." By my definition, a professional is anyone on my staff who has supervisory duties and who is not involved solely with administration. So, for instance, those who manage payroll and benefits administration are "professionals" but not their staffs.

By this definition, our organization is currently at a ratio of one HR professional to more than 275 employees, worldwide. It used to be an even higher ratio, but we recently had layoffs and attrition, which reduced the employee count. Before last October, the ratio was more than 1:300.

I know my HR organization is not unique. Many of us in the field laugh when we see these figures. We know what is possible and the really big companies should wake up and rightsize their HR organizations. If smaller organizations have found efficiencies and leverage, surely larger ones can. A ratio of one to 160 is hardly "remarkable."

Alan Drizd

Buffalo Grove, Ill.

Respect for All

I was slightly startled after reading Dean Carlson's letter to the editor (April). I do think, however, that his statement sheds some light on why HR is not invited to "the table."

I assume that Mr. Carlson is in the HR field and not just reading this magazine for recreation. If that is true, and if we ourselves doubt the path HR must take to reach our status within an organization, what must other professions think?

Do all HR professionals receive as much schooling as all doctors or engineers? No. But HR is a unique field that should not be compared to others. We provide answers to questions other fields don't have. We provide services that competitive organizations need to thrive. Our field is one of service. Our customers include everyone who steps through our doors.

That does not make us any more or less important than others. And that does not make our road any less difficult--only different.

For HR professionals to receive a spot at "the table," we must first stop doubting our own validity in the organization. We must move on from being stuck in the piles of administrative paperwork and become a breathing part of our dynamic organization. Until we crack out of our shell of the past and move toward our duties of the future, it does not matter what road we took to arrive here. No one will notice anyway.

Chris Peters

Edmond, Okla.

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