As HR practitioners, many of us have encountered PRIME HRM as a framework for assessing and improving our HR systems. It provides a structured way to measure our progress through maturity levels, from Transactional HR to Strategic HR. It also introduces lenses—systems, practices, and competencies—as key elements in evaluating our HR functions.

But while PRIME HRM offers a roadmap, I believe we need to ask ourselves: Are we focusing too much on the process rather than the results? The PRIME HRM model encourages organizations to progress from one level to the next, which, in theory, is a good thing. However, I’ve seen many HR teams prioritize documentation, policy updates, and compliance exercises just to meet certification requirements—without any real improvement in how HR supports employees or the organization.

For example, one organization I worked with rushed to implement a competency-based hiring system just to move to a higher PRIME HRM level. They developed detailed job competency profiles, trained their recruitment team, and updated policies. But in practice, they still relied on internal referrals and rushed hiring decisions to fill urgent vacancies. The result? Their turnover rate remained the same. They “leveled up” on paper, but their HR outcomes didn’t improve.

The question we should be asking isn’t “What level are we in?” but rather “How well is HR helping the organization succeed?”

Another challenge I see is that the PRIME HRM lenses—systems, practices, and competencies—often become the focus rather than the means to an end.

• Systems (policies, structures, tools) are important, but having a policy on paper doesn’t mean it’s working in practice.

• Practices (implementation and activities) must go beyond just being documented—they should actually improve how HR operates.

• Competencies matter, but having trained HR professionals doesn’t guarantee better HR outcomes unless they apply those skills effectively.

If HR processes don’t lead to better outcomes for employees and the organization, then what’s the point?

At the end of the day, what truly matters is how HR contributes to the success of the organization. Instead of focusing on PRIME HRM maturity levels, we should be measuring:

• Are we hiring the right people who stay and grow with the organization?

• Are employees continuously developing the skills they need to succeed?

• Are we creating a high-performing and engaged workforce?

• Are we rewarding employees in ways that truly motivate them?

If HR can confidently answer these questions with strong, measurable results, does it really matter what PRIME HRM level we are in?

PRIME HRM Should Work for HR, Not the Other Way Around

PRIME HRM is a tool, not the goal. If we treat it as the only measure of HR effectiveness, we risk losing sight of what truly matters—delivering real, meaningful impact to our workforce and our organization. So, instead of worrying about what maturity level we’ve achieved, let’s ask ourselves: Are we driving real results, or just improving processes for the sake of certification? Because at the end of the day, HR’s value isn’t in the level we reach—it’s in the difference we make.