WhyWeHateHR..doc

Why We Hate HR By Keith H. Hammonds Well, heres a rockin party: a gathering of several hundred midlevel human-resources executives in Las Vegas. (Yo, Wayne Newton! Hows the 401(k)?) They are here, ensconced for two days at faux-glam Caesars Palace, to confer on strategic HR leadership, a conceit that sounds, to the lay observer, at once frightening and self-contradictory. If not plain laughable. 嗯，这里是一个摇滚派对：数百中层人力资源管理人员聚集在拉斯维加斯。 （哟，韦恩牛顿！怎么样的401（k）？）他们都在这里，坐在了两个人造魅力凯撒宫天，赋予“战略人力资源领导”，一个自负的声音，向躺在一次观测，可怕的和自相矛盾的。如果没有平原可笑。 Because lets face it: After close to 20 years of hopeful rhetoric about becoming strategic partners with a seat at the table where the business decisions that matter are made, most human-resources professionals arent nearly there. They have no seat, and the table is locked inside a conference room to which they have no key. HR people are, for most practical purposes, neither strategic nor leaders. 因为我们必须面对现实：经过近20年左右成为“战略合作伙伴，在该表”，其中的业务事项作出的决定是，大部分人力资源专业人士几乎没有出现“席位”充满希望的言辞年。他们没有席位，该表是在一个会议室上锁，他们没有钥匙。人力资源的人是最实际的目的，既不战略也不领导人。 I dont care for Las Vegas. And if its not clear already, I dont like HR, either, which is why Im here. The human-resources trade long ago proved itself, at best, a necessary evil -- and at worst, a dark bureaucratic force that blindly enforces nonsensical rules, resists creativity, and impedes constructive change. HR is the corporate function with the greatest potential -- the key driver, in theory, of business performance -- and also the one that most consistently underdelivers. And I am here to find out why. 我不喜欢拉斯维加斯。如果它不是清楚了，我不喜欢人力资源，或者说，这就是为什么我在这里。在人力资源贸易早已证明了自己，充其量是一个必要的罪恶 - 并且最坏的打算，一个黑暗的官僚力量，盲目地执行无意义的规则，抗拒创造性，阻碍建设性的变革。人力资源是企业最大的功能与潜力 - 的主要驱动力，在理论上，经营业绩 - 也是一个最一贯underdelivers。而我在这里找到了原因。... Why are annual performance appraisals so time-consuming -- and so routinely useless? Why is HR so often a henchman for the chief financial officer, finding ever-more ingenious ways to cut benefits and hack at payroll? Why do its communica