Work matters. HRM would be easy, if it weren’t for the people.
linknxtgen | Aug 09, 2018

[Reprint from]
Author: John Cousins

Human Resource Management (HRM) refers to the functions in an organization that designs the jobs, recruits, hires, creates and administers the rules of employee conduct and the relationship between employer and employee, and manages termination through firing, severance, or retirement. HRM has become very sophisticated in the last several decades as a greater appreciation of the strategic importance of leveraging an organization’s talent pools has developed.

Designing jobs
What amount of tasks and responsibilities constitute a full time position? Like Goldilocks, the scope and requirements of a job need to be not too much and not too little work. In designing jobs and the requirements of a position, the challenge is to hit the sweet spot between full engagement and overload.

Designing jobs starts with an analysis of workflow and how products and services get made and are delivered, and the nature of the support services that are required. The tasks associated with a particular position are then delineated and a job description is developed. Skill sets are identified to fulfill the tasks and this information is then used to seek out qualified candidates and then to assess their performance once hired.

“Here’s to the crazy ones, the misfits, the rebels, the troublemakers, the round pegs in the square holes… the ones who see things differently — they’re not fond of rules… You can quote them, disagree with them, glorify or vilify them, but the only thing you can’t do is ignore them because they change things… they push the human race forward, and while some may see them as the crazy ones, we see genius, because the ones who are crazy enough to think that they can change the world, are the ones who do.”
Steve Jobs, Think Different (1997)

These were the kinds of people Steve Jobs was looking to hire; renegade talent that could think and act creatively and move things forward rapidly. He wasn’t afraid to hire smart people; smarter than him. Their challenging, probing questions, aptitude and attitude didn’t intimidate him. He knew that hiring mediocre talent would lead to a downward spiral.
When a company is small, it’s determined to hire only A players. But as the company grows, fear and politics set in. Some leaders fear that a new employee will be better at something than they are. They may even show them up or take their job. This fear leads to what Guy Kawasaki (who worked for Apple) refers to as the ‘Bozo Explosion’. The moment you hire a B player is the moment the ‘Bozo Explosion’ starts; the B player hires a C player, the C player hires D players, until one day you wake…and you are surrounded by bozos.
Hire the best. If possible, hire people who are better than you.

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