Why We Hate Hr?
HR paper
Why Do We Hate HR?
Human Resource plays a key role in designing the performance management framework. Human Resource role is manifold and each of these roles well played can be highly beneficial to the organization. However, as it is now, the people in the department do not seem up to par. In the article, "Why We Hate HR," written by Keith H. Hammond, the author portrayed a negative stance on the department. He listed four reasons describing what is wrong with the Human Resource people. Based on those four main criticisms, three individual interviews were conducted to see either Hammond’s point of view is agreeable or not. The interviewees also have given their personal experiences and opinions when comparing their Human Resources to Hammond’s judgment, thinking theirs need improvement, or believing who really are at fault. According to Hammond, he communicated and expanded on four main points to support his claim as follows: 1. Human Resource people aren 't the sharpest tacks in the box. Human Resource people are often the dregs of the corporate world. Human Resource administrator get to those positions because they often can 't handle jobs requiring more talent or imagination. 2. Human Resource pursues efficiency in lieu of value. Efficiency is a lot easier to justify numerically and doesn 't require a true understanding of what a corporation does. 3. Human Resource isn 't working for you. The fear of litigation, hence leaving the organization’s corporate assets vulnerable, has pushed Human Resource toward a “one-size-fits-all” approach to managing the employees. In this sense, Human Resource, once believed to be an advocate for the employees, is now seen as a bad cop or a tool of top management. They are working to please their superiors and not there to answer to the people in the company. 4. The corner office doesn 't get Human Resource (and vice versa). There 's often little communication between the
Why Do We Hate HR?
Human Resource plays a key role in designing the performance management framework. Human Resource role is manifold and each of these roles well played can be highly beneficial to the organization. However, as it is now, the people in the department do not seem up to par. In the article, "Why We Hate HR," written by Keith H. Hammond, the author portrayed a negative stance on the department. He listed four reasons describing what is wrong with the Human Resource people. Based on those four main criticisms, three individual interviews were conducted to see either Hammond’s point of view is agreeable or not. The interviewees also have given their personal experiences and opinions when comparing their Human Resources to Hammond’s judgment, thinking theirs need improvement, or believing who really are at fault. According to Hammond, he communicated and expanded on four main points to support his claim as follows: 1. Human Resource people aren 't the sharpest tacks in the box. Human Resource people are often the dregs of the corporate world. Human Resource administrator get to those positions because they often can 't handle jobs requiring more talent or imagination. 2. Human Resource pursues efficiency in lieu of value. Efficiency is a lot easier to justify numerically and doesn 't require a true understanding of what a corporation does. 3. Human Resource isn 't working for you. The fear of litigation, hence leaving the organization’s corporate assets vulnerable, has pushed Human Resource toward a “one-size-fits-all” approach to managing the employees. In this sense, Human Resource, once believed to be an advocate for the employees, is now seen as a bad cop or a tool of top management. They are working to please their superiors and not there to answer to the people in the company. 4. The corner office doesn 't get Human Resource (and vice versa). There 's often little communication between the