And WHO ENCOURAGES THE HUMAN RESOURCES? RETHINKING THE ROLE
Tuesday, March 8, 2011
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always hear that phrase from the rest of corporate policy areas. "You who are human resources to see if you encourage my people" and so in that stereotype, moving many times the director or responsible resource humans. We have as "ale ale" of the company, you should know that magic potion capable of delivering energy panoramix right and left. But nothing is further from the truth. If that is the message that you still have as a director or head of human resources, as it is time to ask yourself two things: an internal communication campaign to improve your image, and a subtle but persistent work with the steering committee to understand that exactly is everyone's job. There is no better human resources department who has engaged in their daily struggle to all directors of the company as ambassadors of human resources development or management. I must say that my relationship with many human resources managers usually find me a profile that is highly discouraged. And so the question on this post. Who looks of HR? It is not a trivial issue. To the extent that we believe that HR is a being full of energy that distributes gifts motivation as Santa Claus, we have forgotten something basic, which are persons who have died, many of them still go for some really fine. Nobody is happy "disengagement", no one is happy to an ERE, no one is happy to see how to reduce the powers and how sometimes you get cornered personnel administration with some tripartite. So, I send a positive message towards all those responsible, technical and HR specialists. From my experience I have seen how sometimes the HR manager or coach has been reinvented. It is possible. How? First accessing good practice, there are others checking how tight budgets are making and moving a lot and mostly involving the rest of the steering committee. Therefore, the formula or magic potion that would like to share today's post is a dose of optimism to motivate two things: more creativity in human resource actions to resolve the insolvency department-level budgets, and more involvement with the other committee management and to involve them in actions. I have seen changes my colleagues in just a couple of months that have "dared" to do different things breaking the stereotype specialist in the tower of Babel.
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