Myths that HR professionals should not Believe

Updated: Jan 23, 2019 UTC
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Human resources management is the backbone of any organization that helps them to streamline the process across the departments hiring the best of the talent available and suitable for the work profiles. Most of the HR professionals argue that the primary difficulty for producing persuasive, empirically-driven company cases stems from the intimidating assignment of attempting to link human resource policies and variables to the mathematics of a business to get the performance outcomes at the enterprise-level.

Open Office Space is good to increase productivity. It is a myth that some of the HR professionals still believe that open office space helps in increasing employee productivity. Human resource policies state various rules and regulations to interact among the departments with the help of open office environment; however, it doesn’t always help the organization to maintain a healthy communication. The open-air spaces may help in increasing collaboration and communication that can facilitate productivity but this hold true only for some jobs which require continuing. However, there are many other profiles that really need personal space, quiet rooms, and some privacy.

Disloyal Millennials.  Human resources management may consider the millennials as disloyal most of the times, but it is not true in all the senses. It is perceived that they can easily switch their jobs if they get better salary and higher rank within the organization. In real, the millennial workforce is more result oriented and sense driven. They are the most energetic employees that follow the human resource policies and know the importance of deadlines, perfection, and innovation. The fact that the higher salary package and rank can be accepted by the workforce of any age and it is acceptable for their career growth perspective as well in a way.

Promote the good performers. Though human resource policies can signal towards the promotion of the highest performing team member according to the performance review, HR professionals need to notice that all the positions are not fit to perform the same output. A team leader may not be able to get the similar performance from the team members as he was capable of doing on his own. It is very simple to understand that two jobs have two diverse sets of responsibilities, tasks and competencies. It is significant that human resources management follow proper hiring processes, even when they are considering promotions or transfers where they should follow a structured process which will help them to identify the right candidate who has those exact competencies to perform the given job.

The gut feeling may not be correct. I have heard many managers at higher level saying that they don’t need to go through the structured process to conduct an interview because they simply trust their gut feeling to decide if a candidate is suitable for the position or not. However, without following a structured procedure increases the possibility of the person being hired who is not actually competent for the job. Also, it increases the chances that most of the employees get hired as per the biased selection practices.

Remote employees don’t work full time. This is a myth; the human resources management thinks that the employees who are working from a place other than the office premises don’t work full time. However, they need to understand when an employee goes out of the office to client-side or any other place for a meeting or discussion, they actually incur a lot of time travelling as well that make them reach much later than their usual time. Hence, it is vital that you employ people with the exact competencies, hire them so that they get the required tools to perform, as well as support them in the similar manner you would if at all they were physically present along with you at the office.

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