They may know very little about the content of your role. Because it's not their role to know content about your role :) Who defines that? HR (together with the organizaion)
An example from companies I've worked out is that they make a matrix of competencies and job functions to determine what knowledge (e.g. specific skills or specific business knowledge) is required for particular functions. This isn't there to veto hires because of a buzzword they miss - that would indeed be terrible HR and does happen; it's instead there to structure onboarding, trainings, etc.
Not everybody on the IT team needs to have deep understanding of the billing process, but some do, and the same goes for some support roles and other functions. That means for certain sized organizations somebody in billing needs to have a well-documented overview of how things work, and regularly present it. This seems obvious but for an org that grows from 30 to 100 people it's (somehow) not always so.
Similarly something as simple as saying "Who in the organization needs to be able to present things at a high degree of clarity?". I'd go so far as to say the org NEEDS them to have followed a 1 day training course on how to present properly for their function. It just saves everybody around them so much time and work. Does the receptionist need that? Every support engineer? Every Dev? Maybe, but probably not, but some do. HR defines those capabilities with the org and makes a plan to ensure it happens.
Bad HR definitely exists but it can be done right.
An example from companies I've worked out is that they make a matrix of competencies and job functions to determine what knowledge (e.g. specific skills or specific business knowledge) is required for particular functions. This isn't there to veto hires because of a buzzword they miss - that would indeed be terrible HR and does happen; it's instead there to structure onboarding, trainings, etc.
Not everybody on the IT team needs to have deep understanding of the billing process, but some do, and the same goes for some support roles and other functions. That means for certain sized organizations somebody in billing needs to have a well-documented overview of how things work, and regularly present it. This seems obvious but for an org that grows from 30 to 100 people it's (somehow) not always so.
Similarly something as simple as saying "Who in the organization needs to be able to present things at a high degree of clarity?". I'd go so far as to say the org NEEDS them to have followed a 1 day training course on how to present properly for their function. It just saves everybody around them so much time and work. Does the receptionist need that? Every support engineer? Every Dev? Maybe, but probably not, but some do. HR defines those capabilities with the org and makes a plan to ensure it happens.
Bad HR definitely exists but it can be done right.