My guess is that if I polled a bunch of HR people, I would find a vast majority of them hate doing periodic performance reviews and hate having to insist that the supervisors in their organizations conduct them. Am I right? Of course I am. My thinking?
I question the wisdom of insisting on a process with so little apparent value!
Copyright Cascade Careers 2010
I have been asked many times how to succeed in the Human Resource field. Some thoughts from my book, Surviving & Thriving in the HR World.
GETTING NOTICED
It doesn’t matter whether you are a benefits administrator, a payroll person, or a recruiter, you will not get anywhere in HR without getting noticed. To get noticed, you need a plan.
Just hoping you will get noticed and get promoted won’t do it!
Sitting here reading the 11-22-2009 Sunday Seattle Times, I ran across an article in the NWJobs section. A reader wrote that he wants to know how to respond to questions about why he has had 10 jobs in 12 years (because of the description of the jobs he held, I assume it’s a he) . He wants to deflect those questions and stress what he can do for the company and he wants advice on how to do that.
Why would anyone want to supervise others? You get the nasty jobs…such as having to take corrective action, firing people, telling people “no” when you would rather say “yes”, work long hours with little thanks.
Well, because if you are really good at your job, the tremendous personal satisfaction you will have in being what I call a respected “class act” leader will keep you coming to work every day. There are a lot of people in supervisory roles today that should not be there. They are still out there, causing long-term damage to organizations. You have probably met some of them. They cause unions. They cause turnover. They cause morale problems. They should be anywhere but in a leadership role.
I have a problem. When I am not writing about leadership topics, I provide consulting services to senior management and do selected senior management searches in a variety of areas. Again and again when I sit down with these executives to get details regarding a position they want to fill, I get one message loud and clear. They do not want to see any candidates that only stay in a job for a year or so and then move on. Yet, when I network for candidates, I see many, many resumes with just that kind of short term job history. One short term move, or maybe two, in this economy may have real valid reasons. But when I see several such short term stays, I put them in the discard pile because the employer has specifically said they don’t want to see them.