Human resources (HR) is a department within an organization that implements strategies within the business to attract and retain key talent, who manages and mitigates risk for long-term success, and improves organizational performance through successful performance management programs throughout the entire life cycle of the employee. They may implement programs that align with the overall business strategy through the major pillars of HR to include: recruitment, selection and interviewing, the onboarding of new hires, benefits administration and enrollment, compensation planning and payroll, employee relations, policy development and legal compliance, performance management, and training and development. Thus, ultimately, HR is a strategic business partner with all other departments within the organization.
Depending on the size of the organization, the human resources (HR) department may have several generalists that handle all of the HR-related tasks. But what happens if HR is a department of one? When the department is only one person there are many challenges that the professional may encounter on a daily basis to include:
- Balancing the completion of day-to-day administrative tasks, while also contributing to the strategic development of the organization. This may cause focus to be more reactive, rather than proactive. Thus, it may be difficult to be seen as a strategic partner, when the focus is on the day-to-day, rather than proposing initiatives that move the organization forward.
- All decisions are made entirely by one individual. There aren’t others to confer with to make important decisions, which may lead to isolation, decision fatigue, and burnout. Being the sole professional responsible for enforcing policies may lead to mistrust or being viewed as the “organizational police”, which creates distance between HR, employees, and even the leadership team.
- When leadership makes an unpopular decision, such as changes to paid time off (PTO) or benefits, HR is often the department that has to communicate and enforce these changes. HR may be unfairly blamed for decisions that are often financial or operational in nature, which may lead to feelings of frustration and a lack of support.
So, how may a generalist in a human resources (HR) department of one navigate these challenges? First and foremost, it is important to acknowledge they exist, and then proactively implement strategies to ease the burden. Such strategies may include:
- Work smarter, not harder. – Don’t feel the need to create everything from scratch. Join a national or local chapter of the Society for Human Resource Management (SHRM). SHRM has a variety of resources, such as sample forms, checklists, and templates, along with news articles with up-to-date information on the latest compliance requirements, trends, and other helpful information. Utilize a human resource information system (HRIS) to manage employee information and core HR processes.
- Develop relationships. – Cultivate relationships with the leadership team and managers in the organization. Managers should partner with HR to serve as hiring managers, and assist with day-to-day employee issues. Create a small group of trusted managers to discuss, recommend, and implement solutions on important topics. Advocate for HR to be in the room when important decisions are made, and HR is tasked with communicating any changes to processes or policies. Build an external network to connect with mentors in other organizations who are a sounding board for complex employee relations issues.
- Outsource tasks. — Contract with HR consultants to free up time spent on day-to-day tasks, such as employee handbooks, job descriptions, compensation analysis, performance management, and training and development. Invest in an employment law attorney to navigate complex employment laws on both the federal, state, and local levels. Utilize a reputable national payroll provider to ensure timely payroll processing and accuracy. Contract with an insurance broker to manage employee benefits and workers compensation claims.
- Set boundaries. – Refer to the phrase “You can’t pour from an empty cup”. To prevent burnout, an HR professional should do everything to protect their mental health. This includes setting boundaries like blocking out hours during the workweek where they are not to be disturbed while focusing on strategic tasks. Set reasonable response times to respond to communications from employees and other stakeholders. If the organization offers an Employee Assistance Plan (EAP), utilize it.
Being a one-person HR department is one of the most challenging, but rewarding roles in an organization. Acknowledging these challenges is important as it’s the first step toward building systems and strategies to overcome them. It isn’t about doing everything alone. It’s about creating systems and strategies that will allow HR to function in the day-to-day, while fully contributing to the overall success of the organization.
Written By: Imani Murphy, MSM, SHRM-SCP
Senior HR Consultant
10/31/2025
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