“Why we hate HR “
This is an article by writer Keith Hammonds.
Keith Hammonds describes employees' attitude toward HR. Here is the list "the bad stuff”.
1. HR: Not the sharpest tacks in the box? : Translation: HR managers are increasingly unprepared for the increasing demands of business. With globalization and burgeoning technology, the workplace is changing fast. So the question is, 'what is HR delivering?' The metrics are terrible-they should be measuring not how many new hires, but what did they add to profit?"
2. Not working for employees?
3. Purposeful provocation.
And Other Reasons
What to do. Turning a corner, Hammonds presented an action plan for HR.
• Fight "evil" management. Some are beyond hope, but it's a copout to say all CEOs don't get it. Too many HR people cave to a little resistance from management. Don't wait to be asked. If you look up the hill and see resistance, keep going.
• Read the business pages. Learn how to read a balance sheet. Every HR person should be able to answer these questions:
o Who is our customer?
o What does the customer need?
o Who are our competitors?
o Who are they hiring?
o What are we good and bad at, relative to our own customers' needs?
• Make fewer rules. For example, your flexibility policy should be, "Do great work; I don't care when; I don't care if you're here." Trust your workers-they're grownups.
• Make more exceptions. Exceptions are more work, but if you want to keep great talent, you want to make exceptions, because great talent is exceptional.
• Speak in a way emplyees understand. How many benefits plans can your employees understand? If you want employees to buy in, write and speak in terms they can understand. Don't just go for a seat at the table," Hammonds concludes. Help build the table.
Regards
Shilpa
From India, Bangalore
9This is an article by writer Keith Hammonds.
Keith Hammonds describes employees' attitude toward HR. Here is the list "the bad stuff”.
1. HR: Not the sharpest tacks in the box? : Translation: HR managers are increasingly unprepared for the increasing demands of business. With globalization and burgeoning technology, the workplace is changing fast. So the question is, 'what is HR delivering?' The metrics are terrible-they should be measuring not how many new hires, but what did they add to profit?"
2. Not working for employees?
3. Purposeful provocation.
And Other Reasons
What to do. Turning a corner, Hammonds presented an action plan for HR.
• Fight "evil" management. Some are beyond hope, but it's a copout to say all CEOs don't get it. Too many HR people cave to a little resistance from management. Don't wait to be asked. If you look up the hill and see resistance, keep going.
• Read the business pages. Learn how to read a balance sheet. Every HR person should be able to answer these questions:
o Who is our customer?
o What does the customer need?
o Who are our competitors?
o Who are they hiring?
o What are we good and bad at, relative to our own customers' needs?
• Make fewer rules. For example, your flexibility policy should be, "Do great work; I don't care when; I don't care if you're here." Trust your workers-they're grownups.
• Make more exceptions. Exceptions are more work, but if you want to keep great talent, you want to make exceptions, because great talent is exceptional.
• Speak in a way emplyees understand. How many benefits plans can your employees understand? If you want employees to buy in, write and speak in terms they can understand. Don't just go for a seat at the table," Hammonds concludes. Help build the table.
Regards
Shilpa
From India, Bangalore
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