It is not real secret that cyclists the world over hold tri-athletes in general contempt. The general consensus is that when a tri-athlete is on the bike, their bike skills are so poor, they are a general menace to other cyclists and to themselves. I’ll give you an example from my own experience this weekend:
Tri-athlete: <very closely cuts off Dubs on the right side>
Dubs: Hey – please pass on the left.
Tri-athlete: F*** you. Mind your own business.
I think this is probably an extreme example (but yes, it really happened in those exact words). But passing someone on the left (at least in the U.S.) is a very basic rule of cycling. I’d put it in the cycling 101 book of obvious things every cyclist is supposed to know. Granted, triathlon is and individual sport where your contact with others is limited. But certainly I would think that even in a sport where you must be self-sufficient, preserving your own safety and that if others is an important goal. In general, many tri-athletes just have poor bike handling skills and don’t understand how to basically operate on the road with others.
As I think about HR, the same thoughts apply. HR generalists are phasing out as people who know about all aspects of HR. Instead, they become business partners who understand the business but know who in HR hold the appropriate knowledge that the business wants. You have the COE’s that are specialists in a specific HR function but don’t go beyond those functional borders. We don’t really have people who are out there attempting to do and know everything – we think.
However, today’s HR business partners are often nothing more than glorified HR generalist. They are out there with the goal of interfacing with the business leadership and providing two-way communication between the business and HR functions, but instead they often simply become HR administrative arms that the business is used to having around as HR generalists. Organizations don’t spend enough time giving HR business partners the tools they need that will ultimately allow the BP to provide value to the business leaders. Nor does HR budget enough funds to perform adequate change management at the business level.
Instead of having an effective three pronged service delivery approach to the business, you end up with a completely dysfunctional service delivery approach hampered by a lack of understanding about the model from the business and a lack of focus from the HRBP. Ultimately, it is like the tri-athlete, if you don’t have the opportunities to focus on what you are supposed to do, then you won’t gain the necessary skills to really excel in the discipline. Perhaps you’ll be “okay” at a few things, but never great at anything.
3 responses to “Tri-athletes: Skills”
Your comments about triathletes are completely unjustified – you response you got from the ‘triathlete’ could have been had from any other road user. Its a shame that you have unscientifically singled out this particular group for criticsm, and in doing so undermined your own credibility.
These problems definitely can become a concern in some organizations. Hopefully better communication and good intentions can revamp some aspects of HR within certain companies. Maybe HR is just shifting into something else? Nevertheless, these jobs are important. For example, in my opinion HR still can do good in recruiting and fill positions with quality candiates to make a positive difference in an organization
Cade: I do think the business partner role is important – I just think that most organizations who call their Generalists “Business partners” have not implemented the role as effectively as they planned and have not given them the skills to transition from generalist roles to BP roles.
Ian: As I say in the post “it is an extreme example.” However, ask any road racer (cyclist) and s/he will tell you that on average, triathletes have comparatively poor bike handling skills.