“I want to be the first company without HR. They produce nothing.”
Context
This provocative remark comes from Jennifer Sey, former Levi’s brand chief and now CEO of XX‑XY Athletics, a US-based startup that markets itself as a defender of women’s sports against inclusion policies related to gender identity. Sey made the comment at a libertarian conference earlier this month, before expanding on it in a controversial opinion piece published by the New York Post on 20 June.
Her article, titled “I’ve ditched HR to free my company from the social-justice police,” took aim at HR departments for what she described as “censorious” practices and “woke rule-making,” particularly in relation to DEI (diversity, equity and inclusion) initiatives. She argued that HR now inhibits business performance by prioritising risk aversion, language policing and internal rule enforcement over innovation and enterprise.
The quote, while deliberately inflammatory, has drawn attention on both sides of the Atlantic, particularly in the wake of the UK’s recent Supreme Court ruling on the legal definition of “woman”, which has intensified debate over how organisations balance inclusion with freedom of speech in the workplace.
Meaning
Sey’s statement is not merely a personal gripe but also encapsulates a wider backlash brewing against what some perceive as overreach by HR departments:
- She equates HR with compliance, surveillance and ideological enforcement.
- She views the function as obstructive rather than enabling, which may be a bottleneck for creativity and growth.
- Her vision is of a company that is unencumbered by internal governance structures, where entrepreneurial autonomy outweighs reputational or legal risk.
While few mainstream employers would consider eliminating HR altogether, the quote resonates with growing criticisms — especially in the US — that the people profession has become politicised, and that its growing influence may not always align with business imperatives.
Implications
For UK HR professionals, Sey’s comments are unlikely to reflect the realities of most organisations, but they do offer a sharp prompt for reflection:
- What is HR’s perceived value? If senior leaders or staff view HR as rule-makers rather than enablers, there’s a messaging and trust gap to address.
- Are DEI efforts aligned with business goals? Where inclusion initiatives are seen as symbolic or divisive, the risk of internal culture wars increases, especially in a polarised public discourse.
- How do we defend HR’s role? With populist narratives now targeting HR as a proxy for broader cultural change, HR leaders must clearly articulate their strategic importance: not just managing risk, but enabling performance, innovation and sustainable growth.
Sey’s anti-HR stance may be rooted in ideology, but it has landed in fertile territory. With Reform UK’s recent local election gains and hardline commentary from figures such as Nigel Farage, similar sentiments are emerging in parts of the UK business community. Dismissing them outright would be unwise; responding with clarity, confidence and evidence may be the better route.
