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Value performance or hard work?
I am a HR manager with a business mind. I focus on performance, profit, and quality of product. I’m not necessarily attached to the employees at my company.
I wish I could reward employees based on performance, not hours, and could measure revenue per employee. Hard work without performance is useless.
Sometimes other managers don’t understand this or my desire to optimize revenue by only keeping workers who perform. As an HR manager, should I simply take orders from other managers? How do you think an HR manager can help maximize the revenues and profits?
Thanks very much for your input.
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4 Answers
Hello Artie,
I have to disagree with your basic thinking about the office space. All humans feel. Feelings are related to emotions. Workers are still human when they’re at work. How can you not excuse people for having emotions?
I believe that through giving your workers clear boundaries and empathy, they will succeed. After all, good office culture will make people happy and more productive. Yes, you should be sure you are bringing good people to your team and hold them to that high standard. But if you believe in them, they will want to work harder for you.
In other words, I’m having trouble with your question because I don’t think productivity and emotions are mutually exclusive. Do you want third world working conditions? Do you want a high turnover?
Lesley
Thanks for your response. I think you raise a good point about office culture, and I agree—a good atmosphere will foster productivity. I don’t think workers are robots. I know they are people. But I do believe that you need to pay more attention to productivity—this should be the standard workers are held to once they enter a company. That’s the goal of HR, right?
HR needs to be in charge of getting the right people in the right spots. They need to pay attention to people’s personalities when they hire so that workers put in the right positions. It shouldn’t just be the workers who need to hide their emotions or be someone they aren’t when they’re at work. HR needs to be aware of who the people are when they enter the office.
I agree with Lesley. Employees are people, and their emotions will enter the office. To be honest, I don't think we should have an HR Director. At all. HR does so many things—recruit, hire, train, fire. It should be the goal of the executives to inspire and keep good people. No? HR should stick to what it does already. We don’t need a HR leader to bring out a whip on things it shouldn’t control.
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