Accountability: Whose Responsibility Is It?

Yesterday, I had a thought-provoking conversation with a fellow HR practitioner. Both of us were grappling with a shared frustration that is increasingly prevalent in today’s workplaces: the growing lack of accountability. We discussed how we often find ourselves stepping in to complete tasks that others—frequently those in higher positions—neglect or refuse to do. Our conversation circled around an ethical dilemma that many HR professionals face: should we intervene to ensure the work gets done, even if it’s not our responsibility? Or should we step back and risk the negative fallout when the task remains incomplete?

This raises a deeper issue—by stepping in to cover for others, are we genuinely solving the problem, or are we enabling it?

For many of us in HR, this scenario is all too familiar. Senior leaders or managers may fail to take responsibility for their own duties, leaving critical tasks undone. We, in HR, are often compelled to step in because we recognize the potential repercussions if these tasks fall by the wayside—whether that’s a project stalling, employees suffering, or broader organizational goals being undermined. In many ways, we are driven by an ethical obligation to ensure things don’t spiral out of control. But by doing so, we inadvertently become part of the problem. Instead of addressing the root issue—an absence of accountability—we allow the cycle to continue by picking up the slack.

This brings us to a larger, more complex question: Where does accountability truly lie in today’s business world?

From a traditional HR standpoint, our role is to develop systems, policies, and frameworks that promote accountability at every level. We introduce training programs, performance management systems, and clear role definitions to ensure everyone knows their responsibilities. But in practice, we often encounter situations where those systems break down—particularly when leadership fails to model accountability. No matter how robust the policies are, they are rendered ineffective if the culture doesn’t support them.

Modern HR theory, particularly within the scope of People and Culture, emphasizes the critical role that leaders play in fostering a culture of accountability. Ethical leadership is about more than managing tasks and outcomes; it’s about embodying the values of integrity and responsibility. When leaders hold themselves accountable, it creates a ripple effect throughout the organization. A culture of integrity starts from the top, and when leaders consistently demonstrate accountability, it fosters a sense of ownership at every level. Employees are more likely to follow suit when they see accountability modeled by their managers and superiors.

However, this ideal scenario often doesn’t reflect reality. Many of us in HR find ourselves cleaning up after others, particularly when those in senior roles avoid taking responsibility. And here lies the dilemma: Do we risk confrontation by addressing the issue directly with those higher up, knowing that it might jeopardize our own professional standing? When HR professionals confront senior managers about their lack of accountability, the reaction is often defensive. In some cases, speaking up can lead to strained relationships, being branded a “troublemaker,” or even facing career consequences. These outcomes aren’t just hypothetical—they are the unfortunate reality for many HR practitioners who dare to challenge those above them.

On the other hand, when we choose to step in and do the work ourselves, we face another ethical challenge. While it may solve the immediate issue, it perpetuates a damaging cycle of dependency and avoidance. Over time, this not only leads to burnout within HR teams but also reinforces the very behavior we’re trying to correct. We become enablers of the problem, creating a workplace where accountability is passed along, rather than owned. When HR is forced to juggle responsibilities beyond its remit, the capacity to fulfill its core functions is diminished, and the entire organization suffers as a result.

So, whose responsibility is it?

Accountability isn’t a one-person job; it’s a shared responsibility across the entire organization. Yet, all too often, it’s unevenly distributed. True accountability requires a cultural shift—one where responsibility is embraced, not avoided. Leadership must set the standard, but HR plays a crucial role in fostering this environment. We need to encourage open conversations about where the lines are drawn, and when intervention crosses into enabling. These discussions are uncomfortable, but they are necessary for real, lasting change to take root.

This post doesn’t offer a tidy solution because the issue is far from simple. However, it aims to spark a necessary conversation: accountability must be lived, not just talked about. HR professionals, managers, and employees alike must reflect on how we each contribute to the cycle of accountability—or lack thereof—in our workplaces. Only through candid dialogue and a commitment to integrity can we begin to shift the culture and build organizations where accountability isn’t passed down the chain, but genuinely upheld at every level.

This is an ongoing challenge in today’s business world, and one worth every HR professional’s reflection.