Tags |
|
|
Links |
|
|
Will You Add? - Where has the Human in HR Gone?
Recently a gentlemen emailed me to tell me that among other things outsourcing was destroying America and that Bill Gates was the devil. It is interesting that someone of this inability to understand reality is not really worthy of arguing with, yet his persistence in such bogus notions is fascinating indeed.In the last few years before my retirement even before unemployment peaked at an all-time historic national low; I could not find workers willing to work hard or diligently for any amount of pay. Too many were on drugs or had lackadaisical attitudes towards work, show up when they felt like it, do half ass work and then demand more and more. As an employer, it was obvious to me that thes
A "competency development framework" has been introduced into the HR lexicon over the last ten to twenty years. Most of the frameworks in the early stages were large and complex with fifty to sixty individual competencies being defined in an organisation. They became very difficult to manage, it being very difficult to assess the competence of individuals across such a large set of competencies.
Competency fra
If you are of a certain age you will vividly remember the following names: Helena Rubenstein, Faberge, Germain Monteil, Trigere, Revlon, Elizabeth Arden, Max Factor, Schwinn, W. T. Grant, Montgomery Ward and Chuck Taylor. Each name represented a hugely successful consumer product brand.Each of these brands was grown from the entrepreneurial seed of a visionary. Unfortunately, each was subsequently abused, in several cases terminally, by non-visionary corporate bean counters. A classic example is Revlon. Revlon is instructional because it remains in the news, mostly for being a tortured shell of it’s former glorious self. Founded by Charles Revson in the 1930’s, Revlon was the largest cosmet
The element that appears to be increasingly missing from HR management is the human element. The increasing importance placed on reducing the costs of employee recruitment and administration, benchmarking remuneration and implementing "systems" to control HR activities has slowly, but surely eroded the human purpose of HR.
The reduced emphasis on people starts with recruitment.
Advertisements which appear in newspapers or on the internet fall largely into two categories.
The first category is the generic category. The advertisement lacks life. It probably has come from a generic job description, more on which I will comment later. The advertisement could be for a role in almost any industry. The advertisement lacks specificity to the job, the organisation, the challenges and the opportunities. It lacks a human element.
The second category is the super-person category. The skills required are a long list of attributes which most of us who have worked in business for a long time have never seen in the one human being an certainly not at the level of seniority being advertised.
Applications and CVs are scanned by computer for key words to select potential interviewees. The only certainty the use of computers to select keywords has is to breed a generation of people adept at stuffing their CV with generic key words popular with HR systems.
The extended use of computer systems, whilst reducing the cost of managing HR, has necessitated the use of increasingly generic job descriptions and generic competency profiles.
There was a time when job descriptions were written with the purpose of allowing an employee to understand what their role in an organisation was, what their duties and responsibilities were and what behaviour skills and knowledge were required to execute their job.
The detail was related to the job, the function in which they worked and the business environment in which the organisation found themselves. They were a pain in the neck to keep updated but they did give new and aspiring employees a good idea of what was required of them.
Now they are easy to update because they are rarely need updating. They are written in a generic format that hardly ever changes and is easy to record in a database. The form is so generic that an engineer in an organisation that deals with mainly civic construction will have the same job description as an engineer dealing mainly with electrical circuits and systems.
They serve no useful purpose for the people fulfilling the roles and very little purpose for people aspiring to the roles. They do, however, fulfil a purpose for benchmarking remuneration.
Benchmarking of any kind requires a common language and common standards. Writing job descriptions that actually describe each individual role in an individual organisation in a defined business environment is of little use for benchmarking. In improving their ability to benchmark, HR professionals have made job descriptions of little use for line managers and their staff.
A "competency development framework" has been introduced into the HR lexicon over the last ten to twenty years. Most of the frameworks in the early stages were large and complex with fifty to sixty individual competencies being defined in an organisation. They became very difficult to manage, it being very difficult to assess the competence of individuals across such a large set of competencies.
Competency fra
It's a strange world we live in. We expect most things to be a simple matter of ABC. We don't want to have to think. We don't want to have to go outside the box to figure things out. We want it all laid out there for us in plain simple to follow steps. The medical billing world is no different. Medical billing persons don't want to have to think. Just give me the info that I need to get the bill out and move on to the next claim. Unfortunately, there are times when it isn't so nice and neat when it comes to submitting a claim to an insurance carrier, especially when you're sending claim to a heavily regulated carrier like Medicare. Sometimes, the carrier is going to want some narrative exp
The second category is the super-person category. The skills required are a long list of attributes which most of us who have worked in business for a long time have never seen in the one human being an certainly not at the level of seniority being advertised.
Applications and CVs are scanned by computer for key words to select potential interviewees. The only certainty the use of computers to select keywords has is to breed a generation of people adept at stuffing their CV with generic key words popular with HR systems.
The extended use of computer systems, whilst reducing the cost of managing HR, has necessitated the use of increasingly generic job descriptions and generic competency profiles.
There was a time when job descriptions were written with the purpose of allowing an employee to understand what their role in an organisation was, what their duties and responsibilities were and what behaviour skills and knowledge were required to execute their job.
The detail was related to the job, the function in which they worked and the business environment in which the organisation found themselves. They were a pain in the neck to keep updated but they did give new and aspiring employees a good idea of what was required of them.
Now they are easy to update because they are rarely need updating. They are written in a generic format that hardly ever changes and is easy to record in a database. The form is so generic that an engineer in an organisation that deals with mainly civic construction will have the same job description as an engineer dealing mainly with electrical circuits and systems.
They serve no useful purpose for the people fulfilling the roles and very little purpose for people aspiring to the roles. They do, however, fulfil a purpose for benchmarking remuneration.
Benchmarking of any kind requires a common language and common standards. Writing job descriptions that actually describe each individual role in an individual organisation in a defined business environment is of little use for benchmarking. In improving their ability to benchmark, HR professionals have made job descriptions of little use for line managers and their staff.
A "competency development framework" has been introduced into the HR lexicon over the last ten to twenty years. Most of the frameworks in the early stages were large and complex with fifty to sixty individual competencies being defined in an organisation. They became very difficult to manage, it being very difficult to assess the competence of individuals across such a large set of competencies.
Competency fra
Determining the "best" time to do a particular marketing event or run a promotion is a decision fraught with indecision, incomplete information, and a fair amount of hoping that the winds of fate don't conspire against you.One easy way to tip the scales in your favor is to "calendarize" your marketing events against known holidays, events, celebrations, etc.By taking the time to evaluate major events and activities, you can plan marketing activities to exploit these targets of opportunity. You can also prevent your marketing from conflicting with other activities that might compromise their efficacy. A good annual marketing calendar helps coordinate your overall marketing strategy. It
The extended use of computer systems, whilst reducing the cost of managing HR, has necessitated the use of increasingly generic job descriptions and generic competency profiles.
There was a time when job descriptions were written with the purpose of allowing an employee to understand what their role in an organisation was, what their duties and responsibilities were and what behaviour skills and knowledge were required to execute their job.
The detail was related to the job, the function in which they worked and the business environment in which the organisation found themselves. They were a pain in the neck to keep updated but they did give new and aspiring employees a good idea of what was required of them.
Now they are easy to update because they are rarely need updating. They are written in a generic format that hardly ever changes and is easy to record in a database. The form is so generic that an engineer in an organisation that deals with mainly civic construction will have the same job description as an engineer dealing mainly with electrical circuits and systems.
They serve no useful purpose for the people fulfilling the roles and very little purpose for people aspiring to the roles. They do, however, fulfil a purpose for benchmarking remuneration.
Benchmarking of any kind requires a common language and common standards. Writing job descriptions that actually describe each individual role in an individual organisation in a defined business environment is of little use for benchmarking. In improving their ability to benchmark, HR professionals have made job descriptions of little use for line managers and their staff.
A "competency development framework" has been introduced into the HR lexicon over the last ten to twenty years. Most of the frameworks in the early stages were large and complex with fifty to sixty individual competencies being defined in an organisation. They became very difficult to manage, it being very difficult to assess the competence of individuals across such a large set of competencies.
Competency fra
In any business, keeping in touch with your clients is important. It is especially important if you are in a service or product related company. In order to get repeat order, referrals, and increase customer loyalty, the customer needs to remember your name and needs to know how to find you.Who to Follow Up With There are many people you would want to follow up with, not just those that are considered to be “clients.” • Those that placed an order. • Those that tried a product/service. • Those that have not placed an order, but were waiting for some reason. • Those that gave you a referral.n the neck to keep updated but they did give new and aspiring employees a good idea of what was required of them.
Now they are easy to update because they are rarely need updating. They are written in a generic format that hardly ever changes and is easy to record in a database. The form is so generic that an engineer in an organisation that deals with mainly civic construction will have the same job description as an engineer dealing mainly with electrical circuits and systems.
They serve no useful purpose for the people fulfilling the roles and very little purpose for people aspiring to the roles. They do, however, fulfil a purpose for benchmarking remuneration.
Benchmarking of any kind requires a common language and common standards. Writing job descriptions that actually describe each individual role in an individual organisation in a defined business environment is of little use for benchmarking. In improving their ability to benchmark, HR professionals have made job descriptions of little use for line managers and their staff.
A "competency development framework" has been introduced into the HR lexicon over the last ten to twenty years. Most of the frameworks in the early stages were large and complex with fifty to sixty individual competencies being defined in an organisation. They became very difficult to manage, it being very difficult to assess the competence of individuals across such a large set of competencies.
Competency fra
It is not difficult at all, to operate a successful jewelry store, online jewelry shopping website, or a wholesale silver jewelry business. I am pretty sure you are tired of reading and buying information from so-called internet gurus...they seem to pop up everywhere these days. How to sell more? How to make customers buy more ? How to write killer sales copy? How to be a rich and be a jerk? How to this, and how to that....I am patiently waiting for the ebook titled "How to turn Lead into Gold" to be on sale soon - reading all those books just makes me overwhelmed with too much information that would take more than a lifetime to digest.Since I did start a silver jewelry business on eBay thre
A "competency development framework" has been introduced into the HR lexicon over the last ten to twenty years. Most of the frameworks in the early stages were large and complex with fifty to sixty individual competencies being defined in an organisation. They became very difficult to manage, it being very difficult to assess the competence of individuals across such a large set of competencies.
Competency frameworks reasonably quickly morphed to the core competencies required to execute a role, the number of competencies being reduced to around twelve for each role. In most frameworks competencies were also defined at up to five different levels of ability.
These frameworks required commitment to make them work. When the commitment was evident they were very successful in helping individuals and the organisation understand the gap in competency individuals had compared with that required to execute a role well.
Competency Development Frameworks built at a functional level within an organisation were and are very useful in understanding training needs, career development paths and recruitment requirements.
Now, however, a new generic framework approach is emerging in large organisations to cover the whole organisation. The competency definitions are generic, the levels of capability have disappeared and undoubtedly, they are easy to record on a computer system for the whole organisation.
These new competency frameworks are of now use to line management. They do not help with training needs analysis except for, you guessed it, generic training programmes.
Generic training programmes, often delivered by computer based training are conducted with employees to close competency gaps that are by their nature specific to the people, the function they are in and the business environment in which they are working.
HR management is becoming more streamlined, more computerised and more efficient. However, as the human component becomes less and less important, I doubt that it is becoming more effective.
Line managers are either not utilising the systems provided for them or developing their own "translations" of the generic systems so that the can be made effective in day-to-day management.
The result either way is reduced productivity at the organisation level.
HTTP = HTML link (for blogs, profiles,phorums):
<a href="http://www.atriclecheck.com/article/21520/atriclecheck-Where-has-the-Human-in-HR-Gone.html">Where has the Human in HR Gone?</a>
BB link (for phorums):
[url=http://www.atriclecheck.com/article/21520/atriclecheck-Where-has-the-Human-in-HR-Gone.html]Where has the Human in HR Gone?[/url]
Related Articles:
Eight Tips for Selecting an Air Brush Compressor
Advertising Salesmen Say; You Rarely Get Results Right Away
Ten Things You Need to Create an Internet Television Show
Bookmark it:
|