Bad HR Executions

Bad HR Executions

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Many things said about the best HR practices, how to do the perfect way of doing things. You can already find many articles around. I also wrote and will write about how must HR actions and strategies must be but it is also necessary to talk about the wrong doings sometimes.

It can harm the organization or frankly speaking the company you work, if some bad HR practices co-exist in the organization. Let’s talk about them:

  • Employee job descriptions are based on objective information obtained through job analysis, an understanding of the competencies and skills required to accomplish needed tasks, and the needs of the organization to produce work. Employee job descriptions clearly identify and spell out the responsibilities of a specific job. Employee job descriptions also include information about working conditions, tools, equipment used, knowledge and skills needed, and relationships with other positions. Job descriptions set clear expectations for what you expect from people. Absence of a perfectly-defined and unupdated job-description leads to lack of accountability. Neither the employee nor his/her immediate superior (boss) are able to define the job-deliverables. Result is the loss of focus & interest, in some cases work overload.

  • Goal orientation and target based performance structures effects on motivation and performance. Absence of target-based performance can cause lack of awareness of the goals to be achieved during the year. There will be no quarterly targets and no process to track for employees and their superiors. Also there is no reward if the expectations are well met.

  • Long time occupations in the same position with no foreseen internal promotion or job rotations make people unruffled & relax. Generally, in the first 2-3 years in a job position an employee experiences new challenges, innovates & contributes. Thereafter the routine takes over. Even a change of location, if not the job, can provide the requisite challenge to an employee. This is enough to remove the rust and make the talent bloom again. But especially we see in many HR practices in Turkey, HR Superiors don’t even bother to say or offer those types of changes to the decision makers. I personally see employees doing the same type of things for more than 8-10 years. This can’t happen even in Government institutions. Even in official businesses there is a promoted time period. This can result with rusting of talent.

  • Getting rid of the non-performers is important, but to be able to identify, develop & retain high performers is equally crucial. If your talented employees are being lured by other companies, your schemes to reward performance are simply inadequate. Many HR practices are in nonexistence of schemes to retain high performed employees.