HR Is Not Tetris: Everything Won’t Fit Perfectly

And the sooner we accept that, the better we can lead.

In Tetris, every block has a clear shape and a perfect place. You rotate, move, and slot it in just right. When the row fills, it disappears, and you make space for more. There’s a rhythm, a clean logic to the chaos. The game rewards speed, precision, and efficiency.

But HR doesn’t work like that.

People aren’t shapes. Teams don’t move in straight lines. And most of the time, what’s “ideal” on paper doesn’t play out that way in practice.

Yet we still try to fit everything perfectly—headcount plans, org charts, performance reviews, compensation frameworks, onboarding journeys—as if we’re playing Tetris with people’s lives.

It’s time we stop.

The Myth of Perfect Fit

In HR, we’re taught to design structured systems. Job families. Levels. Policies. Calendars. Approval flows. Budgets. But the moment you apply those systems to people, things start to bend.

Here’s what that looks like:

• A high performer wants to grow, but there’s no open role—and no budget to create one.
• A new hire doesn't fit the existing level structure but brings critical skills the team needs.
• A team asks for flexibility, but leadership wants consistency.
• A manager needs to reward someone but the comp tool flags them as “out of range.”
• A policy meant to create fairness ends up creating frustration.

And in each case, we’re faced with a choice:
Do we follow the “perfect system”? Or do we pause and respond to the messy, human reality?

Why Tetris Thinking Fails in HR

Tetris rewards order. HR requires agility.
Tetris punishes gaps. HR lives in the gray areas.
Tetris is about clearing the board. HR is about holding space.

When we try to “play Tetris” with people, we:

• Delay progress waiting for everything to line up
• Ignore nuance in favor of rules and templates
• Overcorrect with rigid policies that block smart exceptions
• Lose sight of impact, focusing instead on what looks “clean”

The pursuit of perfect alignment can create gridlock. Worse, it can erode trust—when employees sense that structure is more important than fairness, impact, or care.

Embracing Imperfection: What HR Really Looks Like

HR at its best isn’t about flawless execution. It’s about intentional decisions in complex, shifting environments.

It’s about understanding that:

• People change their minds
• Plans evolve
• Context matters
• Policies have exceptions
• Growth isn’t linear
• And no org chart will ever be “done”

Some examples:

• You approve a non-standard promotion because the talent risk of losing the person is greater than the cost of breaking the rule.
• You hold back on launching a new tool because the team isn’t ready—even if the project is “on track.”
• You let a high-potential employee stretch into a role they’re not “qualified for” yet—because you believe they’ll grow into it.
• You leave some roles open longer to allow for internal movement, even if it slows hiring.

These aren’t signs of poor planning. They’re signs of good judgment.

What This Means for HR Teams

So what should we do if we’re not aiming for perfect fit? We focus on resilience, not rigidity. We build systems that flex instead of break. And we design for people, not perfection.

Here’s how:

1. Design with edges, not just boxes

Build frameworks that offer guidance—not fixed tracks. That means:

• Creating promotion processes that allow for exception paths
• Allowing flexibility in leveling decisions, with documentation instead of vetoes
• Offering policies that state a principle (“we value rest”) rather than just a rule (“no carryover PTO”)

2. Use structure to support, not restrict

Structure should help managers and employees make better decisions, not tie their hands. When the process becomes the blocker, it’s no longer serving its purpose. Review your processes regularly with this lens: Does this help or hinder smart decision-making?

3. Build in judgment calls

HR isn’t only about applying rules—it’s about applying thinking. Give space for HRBPs, leaders, and even systems users to ask questions, weigh risks, and consider context. Create escalation paths that feel human, not bureaucratic.

4. Communicate the “why”

People are more accepting of imperfection when they understand the intent. Be clear about why a process exists—and when it might flex. For example:

“Our goal is to maintain consistency in leveling—but we recognize unique cases. Here’s how we handle exceptions.”

5. Be okay with mess

Sometimes you won’t have a perfect answer. Sometimes things will feel temporary. That’s okay. HR needs to get comfortable saying:

“This is what makes sense right now, given what we know.”
It’s honest—and often, it’s the best we can do.

Final Thought

HR is not Tetris. It’s not a game of fitting everything neatly into place. It’s a field built on human complexity, change, and connection.

Trying to make everything perfect will only slow you down—and frustrate the people you’re trying to support. Instead, focus on being intentional, adaptable, and honest.

Sometimes things won’t align perfectly. That’s not failure. That’s just real life in People work. And that’s where the real impact happens.