HR's Real Products: Talent and Trust
- Finding, keeping, and developing talent and;
- Maintaining trust in selection procedures and redress mechanisms.
- Not aggressively seeking talent;
- Finding talent and then not developing it;
- Finding talent and then not creating career paths so talented people can remain with the organization;
- Neither objectively seeking talent nor striving to retain it;
- Violating personnel procedures to please upper management;
- Not monitoring their own selection procedures;
- Adopting an adversarial tone with employees in order to please company lawyers;
- Failing to provide timely and substantive assistance to departments;
- Ignoring injustices; and
- Managing to the dysfunctional.
In order to avoid the mistakes cited above, HR professionals must be willing to take on their own upper management team whenever those executives threaten to harm the two main responsibilities of Human Resources. This is not easy and doing so can be risky.
But if HR is not going to speak up, who is?
And who guaranteed that you can live an ethical life without risking your job?