5 assignment

Elizabeth Meyers Lloyd At my previous employer, the Human Resources Director had been with the company for over 20 years. He had been promoted several times from lower-level positions into the director position. So, he understood a lot of the human resource department. About 8 years when he was promoted to director, he hired a human resources manager to replace his former position. She had never been in a management position before. And it showed. Shortly after she came on board, another long-time HR employee put her notice in. Stating that she couldn’t work with the new manager. About a year later another fifteen-year HR employee put her notice in. Stating the same. As time went on, more and more production employees started complaining about the new HR manager. And her lack of empathy for any employee concern brought to her attention. Out of the eight components listed, I would say talent was a key factor in this case. The human resources director should not have hired this person as the human resource manager. She is lacking the vital skills needed to perform her job. Another that comes to mind is power. Not only is she not equipped to handle the position. But she lets the power of her position, cloud her judgment when working with others. There is such a thing as being cohesive in a team. There will be times when employees don’t agree. But that doesn’t mean you berate them because they are in a subordinate position. This is key to being a great leader, anyone who lives by do as I say and not as I do has no place in management.