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{{A| | {{A|hr|{{image|bb|jpg|}}}}If a name change is the best way to “reboot the franchise,” odds are the basics of the business are suspect. For better or worse, [[sales]] will forever be [[sales]]; [[trading]] resolutely [[trading]], and even dear old [[legal]] will always be [[legal]]<ref>“Office of the [[General Counsel]]” notwithstanding.</ref> — even [[marketing]], of all people, tend to stick with “[[marketing]]” — but the good people of [[personnel]] can’t help re-branding themselves. | ||
In the heady days before [[investment banking]] become an embarrassing career choice they were “[[human capital management]]” | In the heady days before [[investment banking]] become an embarrassing career choice they were “[[human capital management]]” — we are not so persuaded about the management, but “[[human capital]]” is a useful way of thinking about valuable employees — as the {{t|dogma}} of automation began to bite they became “[[human resources]]”; as that fad, ''inshall’ah'', blew itself out, they reinvented themselves once more as some kind “directorate of [[talent acquisition]]”. Have no doubt, the most fantastical [[LinkedIn]] [[job descriptions]] will be claimed by lifers from [[personnel]]. | ||
Some say [[human resources]] departments are some kind of [[extended phenotype]] — an adaptation on the rest of us depend for our continued survival. The better view is that ''we'' are an [[extended phenotype]] of ''theirs'' (in the same way that ''wheat'' domesticated ''homo sapiens''<ref>Insight courtesy of [https://www.ynharari.com/topic/ecology/ Yuval Harari].</ref> and not ''vice versa''). | Some say [[human resources]] departments are some kind of [[extended phenotype]] — an adaptation on the rest of us depend for our continued survival. The better view is that ''we'' are an [[extended phenotype]] of ''theirs'' (in the same way that ''wheat'' domesticated ''homo sapiens''<ref>Insight courtesy of [https://www.ynharari.com/topic/ecology/ Yuval Harari].</ref> and not ''vice versa''). | ||
And who do you think is most (for which read “only”) enthusiastic proponent of the 360° [[performance appraisal]]? | And who do you think is most (for which read “only”) enthusiastic proponent of the 360° [[performance appraisal]]? | ||
===Irresistible object=== | |||
Now any multinational organisation will be shot through with pointless, petty and counter-productive [[Policy|policies]]. Well all know that: the [[Jason Fried]]s, [[Ohno sensei|Ohno-sensei]]s and [[W. Edwards Deming]]s of the world have helpfully explained the peril, and folly, of management by policy over decades. But most policies — even those articulating matters of deep religious faith — with enough willpower, a long enough run-up and a good, low, centre of gravity, can be worked around, patched, traversed, traduced, or for practical intents and purposes undermined, for the greater good of the organisation. | |||
This is not true of [[HR]] policies. They are utterly resistant to change. | |||
{{sa}} | |||
*[[System redundancy]] | |||
*[[Reduction in force]] | |||
{{c|Metaphor}} | {{c|Metaphor}} | ||
{{Ref}} | {{Ref}} | ||