I Am Qualified, Why Not Me - Why We Hate HR Case Study

I Am Qualified, Why Not Me - Why We Hate HR - Case chew over ExampleThere should have been a policy encouraging promotion from within as the precedence over external applicants. It was clearly stated that his performance appraisals are excellent in that locationfore, he was most capable for the previous positions he applied for. The only thing he wished was more confidence in his ability, as when Friedman asked him if he thought he was better qualified than the others they hired, his response was negative. Having realized this, he could effectively defy in future senior positions after duly emphasizing his excellent qualifications and ability to do the responsibilities noted.The benefits of promotion from within policy are that the current pool of human resources who would be the priority for higher positions would be better motivated to perform their tasks and therefore, exhibit great productivity within their scope of responsibilities. This is advantageous for the pissed s ince increased productivity would tantamount to effective achievement of organizational goals.Such a policy would be appropriate and most beneficial for Crystal since currently employed personnel have already been happy on the rudiments of the firms operations and are duly competent to address problems that drop dead within their jobs. Promoting from within would provide much-needed motivation in the workforce, lessen employee turnover, create job satisfaction and opportunities for greater productivity.The article Why We Hate HR written by Keith H. Hammonds, reported to be the deputy editor of Fast Company published it as a cover story to increase awareness on the reasons why HR remain to be seen as inefficient in linking strategies to the organizational outcome. As disclosed, there were apparently six reasons why HR does not effectively deliver to the achievement of organizational goals (1) lack of most competent and qualified HR personnel (2) pursuing efficiency instead of valu e (3) the softness to HR to conform and adhere to responsibilities expected by the organization (4) lack of direct connection amongst HR goals and that of the organizations ultimate objective of increasing the bottom-line.