When a company become dominant in a market, their real threats
often are not competitors but mistakes they make. The better matched
your people are to their jobs, the less of those there are. The
financial industry didn't slide because the housing market collapsed;
the housing market collapsed because someone put idiots into senior
executive jobs. The blockbuster expose asserted that Microsoft had lost
its creative mojo -- which it had failed to launch significant new
products for almost a decade during which it has been repeatedly beaten
in the market by its competitors. Many of the problems Microsoft has
faced this decade go back to bad hiring and internal job placement
decisions it made last decade. It noted pointedly that every single
former Microsoft employee interviewed for an article had blamed the
company's problems on a Human Resources management practice known.
The
problems come when a company's HR message is out of tune with reality;
Employees quickly learn to distrust a company if they're consistently
telling them they care about people when this is intrinsically not the
case.
If you find the below policy at your organization be sure that company is going to crash:
No Promotion in the Company
Smart
people are career oriented and don’t bother what the hell is going on
in the company. When learn there is no option for growing they start
searching for new venture and move very soon.
Internal Replacement
When
a smart people leave, internal candidate replace the position. Cat
takes the position of Tiger. Implicit cost for job is huge and often
disaster.
Stacking - Insulting Performance Review Processes
If
you give your managers a bell curve and tell them that only a certain
percentage of employees can be rated top performers, another percentage
average performers and so on, then you are literally designing
mediocrity into your team. Is that what you want? Stack
ranking is an abomination and the opposite of a leadership practice,
since it pits employees against one another instead of encouraging
collaboration.
Impenetrable Pay Structures
The
real world is moving too fast for old-fashioned pay grades and bands,
much less hidebound policies that red-circle or limits an employee’s
ability to earn more money even when he or she is contributing massively
to the organization’s success. I doubt that
your CEO and his or her team get paid according to a chart on the wall
in HR, so why should anybody else? Worse yet, many employers are
anything but transparent when it comes to the topic of pay.
If
an employee asks “What would I need to do get a decent pay raise?” and
the answer is “Nothing you can do will get you more than a
three-and-a-half-percent raise this year” expect your company to be a
revolving door for talent — if you can get talented people to work for
you at all.
Finally, a company's success is founded on
the quality of its employees. If you don't assure and protect that
quality, it doesn't matter how successful you were, your best years will
always be behind you. Assuring the quality of employees should be job
one if a company wants to be successful. Assuring a company find, hire,
and can retain and protect the best people is a great foundation for
sustaining a great company regardless of size.
[collected]
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