Human Resources Is Redefining Power Structures in Universities

A veteran nonprofit executive argues that HR departments have expanded beyond traditional duties, now shaping policy and program decisions in higher education.

The column reflects on a long career in nonprofit and academic administration, noting a gradual shift of human-resources units from clerical roles to decisive influence over university policy. The author recounts how an HR employee, armed with a human-resources degree, gradually assumed responsibilities traditionally held by senior program leaders, including performance reviews and input on fundraising strategies. She contends that titles and certifications create a false impression of broad authority, while expertise in compliance does not translate to competence in curriculum or research oversight.

Citing Peter Drucker, she warns that treating institutions as efficiency-driven machines undermines their core educational mission. The author calls on academic leaders to protect scholarly standards by limiting HR to its proper scope of personnel law and procedural advice. Ultimately, she frames the issue as a broader problem of ambition outpacing qualification within academia.