12 Jun ORGANIZATIONAL LEADERSHIP MUST UNDERSTAND THE NEED FOR BALANCE BETWEEN CONCERN FOR PEOPLE AND CONCERN FOR THE ORGANIZATIONAL BOTTOM LINE, NOT ONE EXTREME OR THE OTHER.
There are many truths in the article “Why We Hate HR:”
HR professionals need to understand all business functions and skills not just “soft skills”
HR professionals must understand and be able to execute performance metrics (a hot trend in business), as their results have a direct impact on company performance and are imperative for strategic HR practices
Organizational leadership must understand the need for balance between concern for people and concern for the organizational bottom line, not one extreme or the other.
Unfortunately, Hammond’s article seems to cater to an audience that already hates the HR function, and he plays to their point of view by continually placing all the responsibility for HR department dysfunction on the backs of HR professionals while giving minimal attention and focus on the organizations that employ them. Hammond’s article, “Why We Hate HR,” should have been about how senior management, HR professionals, and company employees should find a common goal of understanding the important role HR has in the organization and its connection to overall organizational strategy – not about laying blame on HR.
Part A – Summarize the key points in Hammond’s article “Why We Hate HR.”
However, some organizations have made the connection between HR and positive organizational strategy and thus organizational performance. As you read in Taylor’s article, “Why We (Shouldn’t) Hate HR,” business strategists rave about Cirque du Soleil (Links to an external site.) and the ideas it has embraced to reinvent the circus and invent a whole new genre of entertainment. Cirque makes an explicit connection between the people it attracts and the product it delivers, between how it does business and who it invites to become part of the business. As Lyn Heward, Cirque’s director of creation (Links to an external site.), explains “… We need to learn about the person behind the artist. How many somersaults you can do is not as important as an open-mindedness to our process, the tough-mindedness to get through the job, and what we call a ‘fire to perform.’ ”
Likewise, Taylor believes Pixar, the Hollywood movie hit factory (Links to an external site.), was/is successful not because of the power of its animation technology but because of the power of its culture — specifically, the mission-critical role played by Pixar University, a one-of-a-kind training complex in which all of the company’s people, from security guards to programmers to finance executives, rub shoulders and learn together. (To learn more about Pixar’s culture, view http://www.pixar.com/about/Life-at-Pixar (Links to an external site.) on the company’s website; then view Pixar’s movie intro at
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