HR – the help desk that doesn’t call for help?
Let’s be honest – HR is often the first port of call when something goes wrong, from minor grumbles to major grievances. Whether it’s coaching a struggling line manager, supporting someone through a grievance, or managing complex employee relations cases, HR professionals are there. But when the emotional load becomes heavy, who supports the supporters?
It’s time we asked a big question: should HR have supervision? The idea might raise eyebrows, after all, supervision is more commonly associated with therapists or social workers. But as the conversation around burnout, psychological safety, and wellbeing in the workplace grows, so too does the argument for offering structured support to HR teams.
What is HR Supervision?
Supervision in this context isn’t about performance management or line management. We’re not talking about someone checking timesheets or telling offs for not replying to an email.
Think of HR supervision more like a professional pitstop, a safe, confidential space for reflection, support, and development. It provides:
- A chance to process emotionally taxing situations
- Space to reflect on ethical dilemmas and complex decisions
- An opportunity to grow confidence and clarity in practice
- A buffer against burnout and compassion fatigue
It’s already well-established in fields like counselling and social care. So why not HR?
The case for HR Supervision: why it matters
“We’re not robots” – emotional labour is real
HR professionals are exposed to a constant undercurrent of emotional intensity. From supporting redundancies to mediating workplace conflict, the role often carries a heavy emotional toll. Supervision helps prevent the emotional residue from building up into something more damaging.
Mental health and wellbeing
Research shows HR professionals are at increased risk of stress and burnout – ironic, given they’re often the ones championing wellbeing initiatives. Supervision provides a mechanism to decompress, offload, and build resilience.
Ethical navigation and reflective practice
HR is full of grey areas. Should you challenge a senior leader’s behaviour? Are you confident in how you handled that whistleblowing case? Supervision allows space to explore these dilemmas without fear or judgement.
Better HR = better business
Supported HR professionals are more effective, present, and creative. That means better outcomes for employees and the business. It’s not just a ‘nice-to-have’ – it’s strategic.
The arguments against HR Supervision: what’s the catch?
“We don’t have budget for that”
Yes, it costs money. But so does losing good people to burnout, or managing the fallout from poorly handled HR decisions. Supervision is a proactive investment, not a reactive cost.
“Isn’t that what line management is for?”
In theory, perhaps. In practice, not always. Many HR professionals don’t feel psychologically safe raising sensitive issues with their line managers – especially if those managers are also under pressure, or are part of the issues they’re dealing with.
“Will it make us look weak?”
There’s still a stigma around needing support – especially in HR, where the expectation is to always ‘have it together’. But seeking supervision isn’t a weakness. It’s a sign of professionalism, reflection, and maturity.
What does HR Supervision look like in practice?
It doesn’t need to be complicated. Supervision can be:
- 1:1 sessions with an external supervisor (HR consultant, coach, therapist)
- Group supervision within the HR team to explore themes and share perspectives
- Peer supervision – less formal, but still structured around reflection and learning
Sessions might happen monthly or quarterly, depending on needs and budget. Some organisations build supervision into CPD frameworks or include it in their wellbeing strategy.
And no, it’s not a therapy session in disguise. Supervision is supportive, structured, and professionally focused.
Overcoming the barriers: tips for making it work
- Start small: Pilot with a small team or offer a limited number of sessions to test impact.
- Choose the right facilitator: Use someone who understands HR realities – ideally with a background in both people practice and supervision.
- Position it well: Frame supervision as development, not deficiency.
- Protect time: Build it into the rhythm of the team, not as an optional extra.
- Create psychological safety: Emphasise confidentiality and the non-judgemental nature of supervision.
The industry is paying attention – are you?
HR supervision is gaining momentum. Organisations are starting to realise that if you want emotionally intelligent, resilient people leaders, you need to support them like professionals, not martyrs.
As one HR leader put it, “We’ve always told managers to look after their teams – but we forgot to tell HR they deserved the same.”
Time to practise what we preach
HR has come a long way in championing wellbeing, resilience, and reflective leadership. But it’s time we turned that care inwards.
So here’s the real question: if we’re serious about building healthy, high-performing organisations, can we afford not to support the people who support everyone else?
Supervision isn’t a luxury. It’s good people practice and HR deserves nothing less.
Ready to explore HR supervision in your organisation?
Start the conversation. Ask your HR team what support they need. Bring in external supervisors. Normalise reflection.
Because strong HR makes strong businesses, and even the strongest teams need a hand sometimes.
If you’d like to explore how HR supervision could work in your organisation, get in touch – if we can’t help directly, we’ll know someone who can.