Comments on: Human Resources – A Category mistake http://www.mikevillar.com/2008/02/21/human-resources-a-category-mistake/ Washed-up Internet Star Wed, 08 Feb 2012 21:53:36 +0000 hourly 1 http://wordpress.org/?v=3.1 By: Tracy Skillom http://www.mikevillar.com/2008/02/21/human-resources-a-category-mistake/comment-page-1/#comment-132998 Tracy Skillom Mon, 11 Oct 2010 02:09:58 +0000 http://www.mikevillar.com/2008/02/21/human-resources-a-category-mistake/#comment-132998 The morning snack can be anything of your choice but the total calorie content of your morning snack should be around 100 calories. Acai for weight loss in conjunction with good eating habits, and an exercise routine can be a fast, and healthy way to lose weight. The morning snack can be anything of your choice but the total calorie content of your morning snack should be around 100 calories. Acai for weight loss in conjunction with good eating habits, and an exercise routine can be a fast, and healthy way to lose weight.

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:|

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]]> By: Alvs http://www.mikevillar.com/2008/02/21/human-resources-a-category-mistake/comment-page-1/#comment-4544 Alvs Sun, 24 Feb 2008 10:43:21 +0000 http://www.mikevillar.com/2008/02/21/human-resources-a-category-mistake/#comment-4544 Lololol. I bet I can come up with a post like this too, but longer :D Lololol. I bet I can come up with a post like this too, but longer :D

]]> By: Marc http://www.mikevillar.com/2008/02/21/human-resources-a-category-mistake/comment-page-1/#comment-4537 Marc Sat, 23 Feb 2008 08:19:57 +0000 http://www.mikevillar.com/2008/02/21/human-resources-a-category-mistake/#comment-4537 Rant away :) Rant away :)

]]> By: Fritz http://www.mikevillar.com/2008/02/21/human-resources-a-category-mistake/comment-page-1/#comment-4529 Fritz Fri, 22 Feb 2008 03:15:28 +0000 http://www.mikevillar.com/2008/02/21/human-resources-a-category-mistake/#comment-4529 It all boils down to what your company's HR's practice and culture is. Most multinationals now focus on "branding" themselves to be the "employer of choice" or "top of mind employer" for both fresh grads and valuable talent, as what Barbara had pointed out. It should not, however, stop there. There's this practice called "strategic talent retention." In this aspect, HR should be proactive in assessing competitive and equitable compensation and benefits for its onboard talents in parallel to making sure that these same people get the proper and needed training on the skills they would need for their career development and advancement. To be effective, data here should come from both the markets the company may lose the talent to and the industry it belongs to. AND, more importantly, it should not end with just the study. They should assess, propose, and, if the powers that be would warrant and pray to your God that they do, implement. Strategic HR is geared towards managing the people "within" even after they are sourced. If yours fail on this, there is something wrong with your HR. Give them feedback. They should, after all, be receptive at the very least. For what it's worth, I know of multinational companies whose HR had already been doing this, dubbed "best practice," for years. Also, no company has zero filing and all the other clerical and admin work tied up to even the management team's tasks. The company's culture should be flexible enough to acknowledge this nuisance in order to try to make them manageable, thereby letting employees do what they are paid to do. Same as where I am but, hey, no company is perfect. It all boils down to what your company’s HR’s practice and culture is. Most multinationals now focus on “branding” themselves to be the “employer of choice” or “top of mind employer” for both fresh grads and valuable talent, as what Barbara had pointed out. It should not, however, stop there. There’s this practice called “strategic talent retention.” In this aspect, HR should be proactive in assessing competitive and equitable compensation and benefits for its onboard talents in parallel to making sure that these same people get the proper and needed training on the skills they would need for their career development and advancement. To be effective, data here should come from both the markets the company may lose the talent to and the industry it belongs to. AND, more importantly, it should not end with just the study. They should assess, propose, and, if the powers that be would warrant and pray to your God that they do, implement.

Strategic HR is geared towards managing the people “within” even after they are sourced. If yours fail on this, there is something wrong with your HR. Give them feedback. They should, after all, be receptive at the very least.

For what it’s worth, I know of multinational companies whose HR had already been doing this, dubbed “best practice,” for years.

Also, no company has zero filing and all the other clerical and admin work tied up to even the management team’s tasks. The company’s culture should be flexible enough to acknowledge this nuisance in order to try to make them manageable, thereby letting employees do what they are paid to do. Same as where I am but, hey, no company is perfect.

]]> By: Barbara Oldridge http://www.mikevillar.com/2008/02/21/human-resources-a-category-mistake/comment-page-1/#comment-4528 Barbara Oldridge Thu, 21 Feb 2008 22:41:34 +0000 http://www.mikevillar.com/2008/02/21/human-resources-a-category-mistake/#comment-4528 With respect, the talent idea is about as new as last Christmas's turkey. It's as totally mainstream now in the HR world as branding is in marketing. Just Google 'Chief Talent Officer', in case you don't believe me. Same issues, too: easier said than done, what does 'branding' ('talent') really mean, rhetoric vs. reality, intention vs. delivery, etc etc. And, by the way, it takes talented HR people to properly do the 'talent' stuff Seth talks about. Funnily enough, we don't want to spend our time filling out forms either. With respect, the talent idea is about as new as last Christmas’s turkey. It’s as totally mainstream now in the HR world as branding is in marketing. Just Google ‘Chief Talent Officer’, in case you don’t believe me. Same issues, too: easier said than done, what does ‘branding’ (‘talent’) really mean, rhetoric vs. reality, intention vs. delivery, etc etc. And, by the way, it takes talented HR people to properly do the ‘talent’ stuff Seth talks about. Funnily enough, we don’t want to spend our time filling out forms either.

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