Nothing excites organizations like another fad. The latest one happens to be a thing called “Big Data.” Big Data refers to collecting so many performance numbers that understanding them becomes difficult. Some people suggest Big Data be applied to HR, which brings me to my point. While Big Data might work for managing things and numbers, how can it apply to something few understand, let alone manage and measure … like human performance?
Human performance is A + B = C … that is, something stimulates the employee/manager (A), he/she does X or says Y (B), and the result is either good or bad (C). For example, a manager might have two problem employees (A), he/she talks to them (B), and later, everything is all better (C).
Sound simple? Sure, we can often record results (C), and sometimes we can even record the problem (A), but what the heck happened in the middle? Shouting? Warning? Exploring differences? Coffee chats? Bribery? Threats? Blackmail? Extortion? Something else? (more…)
That physical attributes influence a person’s career is hardly a new revelation; studies linking weigh, especially obesity, to fewer promotions and lower pay have circulated for years. Other studies have shown that attractive women can face discrimination in hiring, especially if the hiring manager is a woman.
More recently, a study involving human resource professionals demonstrated that even this group, which you might expect would know better, is biased against chubbiness. (more…)