and, in turn, the CEOs who anointed them. A generation ago companies were structured in departments with defined responsibilities but an overarching vision toward the success of the organization. Organizational success was the sum sufficient to deduce that the parts were effective. The C-level, however, is naturally motivated (and compensated) by profitability and, faced with a finite pre-global marketplace, they increasingly turned their attention inwards.
The introduction of management theory that broke organizations into business units, which then fell into the categories of "Cost Center" or "Profit Center", put HR and a number of other departments (I'm looking at you, I.T.) on the wrong side of the balance sheet. In response to this and a reflexive survival instinct, it has become increasingly necessary for Cost Centers to quantify their contribution to the enterprise which, in turn, has led to the focus on reporting and begets a militancy in adhering to process. Cost centers that failed to adequately quantitatively demonstrate their ongoing value were summarily outsourced.
We mustn't forget it's HR who retrenches when they recruit/evaluate/select HR... are they going to hire someone who espouses goals and methods that could threaten their next batch of quarterly numbers? The larger picture of organizational effectiveness has been supplanted by short-sighted survival tactics. This might be a successful mindset for generating efficiencies in the warehouse but it's anathema to the entire concept of Human Resources, where quantity is arguably inversely proportional to quality.
While I agree with Barbara on the subject of HR Execs understanding the role of HR's recruiting functions in the larger business context, they are in an untenable position: they need to push back on the evaluation model imposed at the top level while simultaneously providing more oversight to the work being done under their aegis.
If the investment can be made at the executive level to better align existing and incoming HR and recruiting staff with organizational goals and free them from the tyranny of reporting I believe most of the OP's observations will be addressed.
Until then it's just so many crocodile tears.…
little bit about myself, along with learning a bit about others and their businesses. The chance to speak about my company and what I do is invaluable. Plus there is, typically, good food and we mustn't forget door prizes, right?
I attend a Tuesday luncheon every week. I have made some key business contacts and some good friends. But I recently ran into a bit of a situation with a fellow member who, if I were his colleague and we worked together for the same organization, would probably be fired for creating a hostile work environment due to sexual harassment. And he seemed like such a polite and innocent guy - someone who has really worked hard over the last couple of years to gain some business savvy and public speaking skills.
How can you trust authenticity? It always surprises me when I learn that I have been duped or played. I guess I just expect that people will be decent, that they are decent. That they will play by the rules because it is the right thing to do. Often, business professionals are far from being professional and it really shouldn't come as such a shock to me. I hate to ask it, but is there such a thing as being trustworthy anymore? Is there such a thing as decency anymore? Is anyone really a lady or a gentleman? Does anybody really know what time it is? (sorry, couldn't help myself)
I guess how we react will determine our own level of decorousness. Following my gut has aided me in the past, so I will continue to heed my innards. But I will approach this guy with a little more care. I will be less likely to refer business his way - who am I kidding? I will probably refrain from ever referring anyone to him, ever again. And that is the saddest thing of all, don't you think? We attend these events to expand our circle of influence, to increase our revenue, and further develop potential business relationships. And to think, there are so many warnings regarding online predators.
Working in human resources and recruiting requires that we work closely and speak often with "people." Trust is requisite to our livelihoods. My question: how do you manage when that trust has been broken or violated? Do you let it color your vision or alter perceptions? I don't see how it cannot, for we take it personally, don't we? We rely on the information we personally filter. We hold in confidence that our gut is right and we hope that all is well. And reliance shouldn't make us weak, but somehow, taking advantage of it does. Care, confidence, trust, reliability... what do they really mean?