Father Christmas and human resources managers share an affliction that surfaces each December: list anxiety.
Whilst one frets over toy preferences and chimney logistics from a workshop near the Arctic Circle, the other worries about bonus allocations and party budgets from fluorescent-lit offices. Both preside over year-round operations that crescendo during the festive season. Both wield considerable power over who receives rewards and who faces consequences. And both, improbably, remain convinced they can make everyone happy.
The comparison may seem whimsical, yet scratch the surface and the parallels prove surprisingly robust. Strip away the mythology and reindeer logistics, and Santa Claus operates what is essentially a global distribution network with complex stakeholder management challenges. Human resources managers, meanwhile, may benefit from a touch of North Pole magic when navigating the minefield of employee expectations, organisational politics, and year-end appraisals.
The dreaded list
Santa’s legendary inventory of naughty and nice children represents perhaps the world’s most ambitious performance-management system. Every action tracked, every behaviour logged, all feeding into a binary classification that determines reward allocation. Sound familiar?
Human resources managers maintain their own lists, though they disguise them with corporate euphemisms: “talent matrices,” “performance rankings,” “high-potential pools.” Like Santa, they must decide who deserves recognition and who requires—in the delicate parlance of modern management—”developmental feedback.” The stakes differ (toys versus promotions), but the fundamental question remains: have they earned it?
Both roles demand an uncomfortable combination of record-keeping and judgment. Santa must somehow monitor billions of children whilst maintaining his jolly demeanour. Human resource managers juggle hundreds of employees whilst projecting professional objectivity. Neither can admit to favouritism, though both operate within systems where subjective assessment plays an inevitable role.
The difference, perhaps, is that Santa can blame his elves for administrative errors. HR managers must take full responsibility when the bonus spreadsheet goes awry.
The motivation conundrum
Managing elves presents unique challenges. These aren’t ordinary factory workers clocking in for a wage—they’re supposedly magical beings devoted to toy production through some unexplained combination of Christmas spirit and workshop loyalty. Yet even elves must occasionally suffer from burnout, workplace disputes, and existential questions about their life choices.
Santa cannot afford low morale. If the elves down tools in November, Christmas collapses. His entire operation depends on maintaining enthusiasm for repetitive manufacturing tasks in a location where sunlight disappears for months at a time. It’s a masterclass in engagement under adverse conditions.
Human resources managers face remarkably similar pressures, minus the aurora borealis. They must keep diverse teams motivated through deadlines, reorganisations, and the inevitable disappointments of corporate life. When morale dips, productivity follows. When conflicts erupt—and they always erupt—someone must facilitate resolution whilst pretending to remain neutral.
Both Santa and HR managers understand a fundamental truth: without their teams, nothing happens. The elves make the toys; the employees generate the revenue. Everything else is administrative theatre.
Guardians of culture
Santa serves as chief custodian of Christmas spirit—that nebulous combination of generosity, joy, and commercial excess that defines the season. His job is to perpetuate the magic, ensuring each generation of children experiences the wonder of finding gifts beneath the tree.
Human resources managers play a similar role within organisations, though they call it “culture management” and attend conferences about it. They’re tasked with defining, promoting, and somehow enforcing the values that supposedly distinguish their company from every other corporate entity claiming to be “innovative,” “collaborative,” and “people-focused.”
Both orchestrate rituals designed to reinforce their respective cultures. Santa has his workshop tours and reindeer feeding schedules. HR managers organise team-building exercises, diversity training, and those peculiar office parties where senior executives wear novelty jumpers and pretend to enjoy themselves.
The challenge in both cases is authenticity. Does anyone genuinely believe in the culture being promoted, or are they simply going through the motions? Santa benefits from dealing with children, whose suspension of disbelief comes naturally. HR managers must work with adults who’ve seen too many corporate initiatives collapse under the weight of their own buzzwords.
The art of surprise
Santa’s reputation rests partly on his ability to deliver unexpected delights—the gift a child desperately wanted but never voiced, the perfectly wrapped package containing something they didn’t know existed. It’s showmanship disguised as generosity, theatre designed to provoke delight.
Human resources managers attempt their own versions: surprise bonuses, unexpected promotions, sudden policy improvements that make employees’ lives marginally easier. The best HR departments master the art of the well-timed announcement—the Friday afternoon email revealing that, actually, everyone can work from home an extra day, or the all-hands meeting where leadership unveils benefits nobody requested but everyone appreciates.
Yet, surprise cuts both ways. Santa occasionally delivers coal to the naughty, though this happens more in folklore than practice (bad PR, presumably). HR managers must sometimes surprise employees with restructures, redundancies, or the news that their brilliant idea has been rejected by leadership. Not all surprises provoke smiles.
The invisible labour
Here’s what both jobs share beyond the surface similarities: relentless, underappreciated work that peaks precisely when everyone else is celebrating.
Santa’s Christmas Eve dash represents merely the visible culmination of twelve months’ preparation. The rest of the year involves logistics, inventory management, team coordination, and presumably extensive regulatory compliance around international airspace violations and breaking-and-entering laws.
Our HR managers operate on a similar schedule, working year-round on recruitment, policy development, employee relations, and the endless administrative tasks that keep organisations functioning. They become conspicuous mainly during annual reviews, restructures, or festive parties—moments when their work briefly surfaces before disappearing back into the machinery of corporate operations.
Both roles suffer from a perception problem. People see the gifts (literal or metaphorical) but miss the infrastructure required to deliver them. They notice when things go wrong—the missing toy, the bungled promotion—but rarely acknowledge when things work smoothly.
The magic question
So would Santa make a competent HR manager? The evidence suggests qualified potential. He understands motivation, manages complex logistics, maintains detailed records, and somehow keeps his team engaged in what must be extraordinarily repetitive work. His commitment to fairness—however we interpret those naughty-and-nice criteria—demonstrates at least an attempt at objective performance management.
His management style might raise eyebrows in modern organisations. The whole “sees you when you’re sleeping, knows when you’re awake” approach would certainly violate contemporary privacy norms. And his tendency toward authoritarianism—no democratic consultation, just unilateral decisions about who deserves what—might not survive an employee engagement survey.
Yet, strip away the mythology and Santa’s operation shares DNA with every HR department: managing expectations, distributing resources, maintaining morale, and attempting to inject meaning into transactional relationships.
This Christmas, as HR managers finalise their year-end reviews and Santa loads his sleigh, perhaps both might reflect on their curious kinship. They operate at different scales with different stakeholders, yet both grapple with the same impossible mandate: keep everyone happy whilst maintaining fairness, deliver magic whilst managing logistics, and somehow make it all look effortless.
One descends through chimneys; the other navigates corporate hierarchies. Both carry heavy sacks—literal or metaphorical—filled with rewards and consequences. And both, improbably, return each year to do it all again, sustained by the belief that their work matters.
The only real difference? Santa gets better PR.
Source – https://www.hrkatha.com/features/the-claus-clause-what-santa-hr-managers-have-in-common/