They all represent hope, hope that somehow, some way they will get a chance to talk and maybe even have a working relationship. That’s because people are not machines or “assets.”
A Friend posted this on my timeline. When customers start to sue you, things have really gone wrong.
Back in the 1930’s and through the 1960’s GM. Fisher Body ran a program and a competition to get young, mostly boys but I don’t think girls were excluded, inspired into making and creativity. This was the Fisher Body Craftsman’s Guild.
Death By HR is a book that every CEO should read. As should the rest of us. Anybody’s who has been looking for work, or working for an American corporation currently or in the last few years has experienced the lunacy and extreme dysfunction in just about every function related to Human Resources. Death By HR examines why the dysfunction came about and provides the start of a road map to escape the tyranny being imposed on us.
Liz Ryan has another great piece.
I became an HR person in 1984. I managed Customer Service and Operations before I was put into my first HR job by my awesome boss, John Brady, who told me when I came back from vacation, “You’re the HR Manager now.” I was like “What?” I was sad to leave my team in the Order Processing department.
We had a fantastic crew and we had fun. I was sad because I thought that being an HR person meant that I wouldn’t be able to talk to our customers or sales reps any more. I loved our customers and our salespeople. We laughed and joked on the phone all day.
John said, “Go ahead and talk to whoever you want.” He got me to see a bigger vision for HR, before I had spent 10 minutes in the HR department. John said, “The purpose of HR is to make this organization an awesome place to work and to make sure we don’t do anything stupid.” I liked that vision. I dug right in.
At the least place I worked, a senior VP posted on the company intranet, “Lets talk quality.” Now I came into Big Co, when small Co owned by jackass that I had made the mistake of working for had been purchased by Big Co. Now from what I saw in Big Co’s products, employee meetings and just in the grape vine, quality was a big issue. When an engineering team get a technology award for increasing the yield to 85%, quality is a huge issue. From what I could see, that one laboratory instrument was not an outlier. The general attitude seemed to be that as long as production targets were met and profits looked good, quality was a manufacturing issue and not that important anyway. Sort of the same attitude that all too many companies had in the 1970’s and the same attitude the Japanese Zaibatsu had per WW2. Of course one would think that getting your butt kicked one way or another would change things, but while the Japanese did change, Big Co USA is still stuck on stupid.