Friday, February 28, 2020

I Am Qualified, Why Not Me - Why We Hate HR Case Study

I Am Qualified, Why Not Me - Why We Hate HR - Case Study Example There should have been a policy encouraging promotion from within as the priority over external applicants. It was clearly stated that his performance appraisals are excellent; therefore, he was most qualified for the previous positions he applied for. The only thing he lacked was more confidence in his ability, as when Friedman asked him if he thought he was better qualified than the others they hired, his response was negative. Having realized this, he could effectively apply in future senior positions after duly emphasizing his excellent qualifications and ability to do the responsibilities noted. The benefits of promotion from within policy are that the current pool of human resources who would be the priority for higher positions would be better motivated to perform their tasks and therefore, exhibit greater productivity within their scope of responsibilities. This is advantageous for the firm since increased productivity would tantamount to effective achievement of organizational goals. Such a policy would be appropriate and most beneficial for Crystal since currently employed personnel have already been trained on the rudiments of the firm’s operations and are duly competent to address problems that occur within their jobs. Promoting from within would provide much-needed motivation in the workforce, lessen employee turnover, create job satisfaction and opportunities for greater productivity. The article â€Å"Why We Hate HR† written by Keith H. Hammonds, reported to be the deputy editor of Fast Company published it as a cover story to increase awareness on the reasons why HR remain to be seen as inefficient in linking strategies to the organizational outcome. As disclosed, there were apparently six reasons why HR does not effectively deliver to the achievement of organizational goals: (1) lack of most competent and qualified HR personnel; (2) pursuing efficiency instead of value; (3) the inability to HR to conform and adhere to responsibilities expected by the organization; (4) lack of direct connection between HR goals and that of the organization’s ultimate objective of increasing the bottom-line.  Ã‚  

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