hiring

“Death by HR” – First One-Star Hatchet Job Review!

 

Death by HR: How Affirmative Action Cripples Organizations

Death by HR

[Death by HR: How Affirmative Action Cripples Organizations, available now for Kindle and itrade paperback.]

Anyone who has written a book even mildly critical of the Progressive Conventional Wisdom has experienced getting negative reviews attacking the book to shore up the political beliefs of the reviewer. So here’s the first negative review at Amazon for Death by HR:

1.0 out of 5 stars
Nonsense
By Bryce on December 17, 2016

The argument that HR departments consist of women and minorities and for that reason force companies to hire women and minorities is unsupportable, as is the view that there’s something wrong with integrating a business. Forbes, McKinsey, and the Harvard Business School all agree that diversity is a key driver of internal innovation and business growth.

The argument that hiring women and minorities is problematic is based entirely on the premise that white males are better workers than women and minorities. Only insecure white males believe that.

The author’s ideas for avoiding the perceived “problems” of HR are laughable. The top business websites advise against relying on LinkedIn, where people blatantly falsify their qualifications. Following the advice in this book would probably lead to discrimination lawsuits if the business didn’t self-destruct before reaching that point.

I read an advance copy of this rant and I’m sorry I wasted my time.

I don’t know who this person is, but I did send out some advance copies to people writing on HR topics, and I knew there’d be some hostility from them since the book questions most of the bedrock beliefs of “HR people” about the value of diversity and the goals of most HR types.

Taking the statements made one by one:

“The argument that HR departments consist of women and minorities and for that reason force companies to hire women and minorities is unsupportable…” This argument was never made; apparently too subtle for the reviewer, the book suggests companies respond to labor regulation and threat of lawsuits by hiring HR staff as buffers and compliance officers, and that because they can make their EEOC numbers look better by doing so, tend to hire more women and minorities in HR where their role in production is seen as less critical. Over time that led to a prevailing HR culture that identifies as much with the progressive overseers as with company management, harming the business by replacing its goals with those of a social welfare organization.

“…[also unsupportable is] the view that there’s something wrong with integrating a business.” The book suggests there’s something wrong with the view that integration is necessarily important or a worthy goal to be prioritized ahead of productivity, efficiency, and creative accomplishment. Enlightened management will manage the business in whatever way is necessary to survive and grow. Sometimes this will mean creating a highly-diverse, integrated team, and sometimes it will require a monoculture of staffers who act and think largely alike for a specific purpose. The point is not to defend discriminatory practices, but to refrain from pressuring businesses to jump through hoops of political approval to escape government punishments.

The reviewer is steeped in the conventional wisdom, and goes on to appeal to authority to avoid dealing with the arguments and studies cited in the book: “Forbes, McKinsey, and the Harvard Business School all agree that diversity is a key driver of internal innovation and business growth.” The book cites a number of Harvard Business Review articles debunking the faith-based belief that diversity is necessarily a plus for businesses. One chapter traces the few unscientific studies that support this belief and how they were amplified and cited over and over again to confirm what the promoters wanted to believe. “Diversity” in the form of a variety of races, colors, and beliefs in an organization can help, hinder, or more typically be irrelevant to organizational performance. But since many HR staffers now believe that promoting diversity is their job, no amount of citations or logic will ever dent their belief.

The individual worker’s attitudes and aptitudes, knowledge and skills, and ability to communicate and work with others are vastly more important than any superficial classifications of race, sex, religion, or national origin. Martin Luther King had this right, and the progressive HR religion is simply wrong and damaging the quest for true equality of opportunity.

“The argument that hiring women and minorities is problematic is based entirely on the premise that white males are better workers than women and minorities. Only insecure white males believe that.” The reviewer demonstrates the anti-white-male prejudice so common in these types. The book makes no such sexist or racist argument — it does argue that hiring preferences that result in hiring women and minorities who are demonstrably less able or less productive in a job is damaging, both to the organization and to its workers, both those given preference and elevated beyond their ability to succeed and those not given preference and thus denied an opportunity to succeed by affirmative action practices.

I’m told it’s valuable to have reviews from obviously biased partisan types to confirm that one’s book has touched a nerve. So perhaps this review helps sell the book to those who have stopped buying the progressive party line on enforced discriminatory hiring policies and political use of HR as the state’s internal enforcement apparatus.


Death by HR: How Affirmative Action Cripples Organizations

[Death by HR: How Affirmative Action Cripples Organizations,  available now in Kindle and trade paperback.]

The first review is in: by Elmer T. Jones, author of The Employment Game. 

Corporate HR Scrambles to Halt Publication of “Death by HR”

Nobody gets a job through HR. The purpose of HR is to protect their parent organization against lawsuits for running afoul of the government’s diversity extortion bureaus. HR kills companies by blanketing industry with onerous gender and race labor compliance rules and forcing companies to hire useless HR staff to process the associated paperwork… a tour de force… carefully explains to CEOs how HR poisons their companies and what steps they may take to marginalize this threat… It is time to turn the tide against this madness, and Death by HR is an important research tool… All CEOs should read this book. If you are a mere worker drone but care about your company, you should forward an anonymous copy to him.

 


Ban the Box, Credit Scores, Current Salaries: The Road to Hiring Blind
High Tech Under Diversity Pressure
HireVue, Video Interviews, and AI Job Searches
Diversity Programs Don’t Work

“Death by HR” – IndieReader Review: “Skillfully written… to plant seeds of doubt among HR devotees”

Indie Reader Approved

Indie Reader Approved

The first reviewing service review is in. Indiereader says:

IR Rating 5.0 out of 5.0IR Rating

 IR Verdict: Skillfully written and meticulously edited at an advanced reading level, this politically incorrect study does a great job using facts and figures to reinforce the author’s thesis, or at least to plant seeds of doubt among HR devotees.

Approaching his subject from historical, political, social, and economic perspectives, author Jeb Kinnison makes a strong case against Human Resources and its enforcement of Affirmative Action (AA), an outgrowth of the Civil Rights Movement in the United States in the late 1950s and early 1960s. Convinced the only way to protect America’s future and preserve competitiveness in the marketplace and in the global community is to hire on merit alone, Kennison uses charts, graphs, citations, and historical events to prove his points….

Focusing mostly on labor regulations and how government intrusion damages productivity, he examines specific hiring and employment practices of companies such as Google. According to the author, companies working under AA regulations assume the cog model, which drawing from a deep pool of job candidates can meet the minimum competence requirements and then further select to meet diversity goals. “These will typically not be the best candidates for the particular position and team environment, but team managers are not given a choice.”

Though mainly about U.S. hiring practices, the book explores foreign lands as well, citing studies in India, Malaysia, and Nigeria. Wherever the location, however, the author comes to the same conclusion. “A bright future doesn’t come with thousands of pages of laws and regulations dating back to the last century and designed to hold a tottering status quo in place.” Instead, he writes that the success of a county and its people comes from individual striving, strong growth companies, new technologies, and people free to choose their destinies.

Skillfully written and meticulously edited at an advanced reading level, this politically incorrect study does a great job using facts and figures to reinforce the author’s thesis, or at least to plant seeds of doubt among HR devotees. Up-to-the-minute analysis in the final chapters looks at controversial subjects including universal health care, the science of stereotypes, [and] the culture of victimhood, among many other hot topics. For readers who want to seriously delve into the problems with Human Resources, this is the book for you.

DEATH BY HR: HOW AFFIRMATIVE ACTION CRIPPLES ORGANIZATIONS is a well-researched, thought-provoking, articulately expressed book sure to inspire controversy and evoke strong emotions in readers, whether they agree with the author about the described workplace injustices, or whether they disagree with his right-leaning, conservative conclusions.

~Carol Michaels for IndieReader

“Right-leaning”? Not really, though we’ve reached the late-stage decay where any dissent from the Establishment progressive consensus is labelled “right wing.” I should do a post about how lack of background historical knowledge has led us to this point.

I was wary of a review site that costs a bit less than Kirkus and checked to be sure they weren’t just churning out positive reviews. As you can see from a look through their reviews, they’re not afraid to low-rate books that deserve it.


Death by HR: How Affirmative Action Cripples Organizations

Death by HR: How Affirmative Action Cripples Organizations

[Death by HR: How Affirmative Action Cripples Organizations, available now in Kindle and as a sumptuous trade paperback.]

The first review is in: by Elmer T. Jones, author of The Employment Game. 

Corporate HR Scrambles to Halt Publication of “Death by HR”

Nobody gets a job through HR. The purpose of HR is to protect their parent organization against lawsuits for running afoul of the government’s diversity extortion bureaus. HR kills companies by blanketing industry with onerous gender and race labor compliance rules and forcing companies to hire useless HR staff to process the associated paperwork… a tour de force… carefully explains to CEOs how HR poisons their companies and what steps they may take to marginalize this threat… It is time to turn the tide against this madness and Death by HR is an important research tool… All CEOs should read this book. If you are a mere worker drone but care about your company, you should forward an anonymous copy to him.


More reading:

Death by HR: Progressive Dirigisme Takes Over the US
Death by HR: Affirmative Action and Hiring
Death by HR Introduction: HR Pushes Damaging Regulations Into the Enterprise
Election 2016: Clinton vs Trump vs ?
A Clinton Christmas Carol
John Podesta Nagged to Complete Diversity Training
“Death by HR” – High Tech Under Diversity Pressure
Death by HR – Ban the Box, Credit Scores, Current Salaries: The Road to Hiring Blind

Death by HR Introduction: HR Pushes Damaging Regulations Into the Enterprise

Death by HR: How Affirmative Action Cripples Organizations

Death by HR: How Affirmative Action Cripples Organizations

[The Introduction from Death by HR: How Affirmative Action Cripples Organizations, available now for Kindle and in trade paperback.]

Introduction

This book is about the new Age of Incompetence, with brain-dead, unaccountable employees holding sinecures at the heart of our government agencies and regulated institutions like banks and hospitals, protected by affirmative action and union policies. The rot is spreading as pressure from state and federal regulation of companies has increased, empowering an internal compliance bureaucracy — Human Resources (HR) — that has devalued the best job candidates and employees and promoted affirmative action and diversity over team productivity.

The result has been ever-more-costly failures and a steep decline in organizational performance. From the mortgage meltdown that brought down the world’s economy in 2008, to the disastrous launch of the healthcare.gov website for Obamacare, major segments of business and government in the US have grown more expensive and less competent over the past few decades. Billions of dollars of waste in government contracts for IT projects, boondoggle weapons systems, and deadly service failures at the VA are in the news every day. Public schools are widely seen as mediocre, and in the poorest urban districts they are failing to provide a decent education for the students who need good schools the most to make up for bad family backgrounds. Costs for regulated services like schools, colleges, medical insurance, drugs, courts, prisons, and infrastructure like roads and bridges rise far faster than inflation, while time to complete major projects stretches out to decades, and many fail completely and are cancelled after billions have been spent. And the rot is spreading as government pushes businesses to adopt similar employment policies, with HR enforcing government mandates that compromise competitiveness and give overseas companies the advantage.

This book will trace the factors that have hobbled growth and damaged organizational competence. Government regulation has led to HR departments that actively sabotage the hiring of the best candidates for jobs, with by-the-book mediocrities placed in positions of responsibility.

Silicon Valley and the tech industries are the next targets. If you’re a manager at a tech company, I’ll suggest some ways to protect your people from HR and its emphasis on credentials and affirmative action (AA) over the best fit for a position. Corporate leaders need to be sure their HR departments are managed to prevent infiltration by staff more interested in correct politics than winning products. And I’ll show why appeasement of diversity activists is a dangerous strategy that may make your organization a target for further extortionate demands….

Affirmative action policies have placed mediocrities at major decision points in most large companies, government agencies, and highly-regulated institutions like schools and hospitals. A small percentage of deadwood can be routed around, but over time feedback effects from the generalized lack of accountability and lowered standards for performance cripple the institution. This is the cause of the failure and extreme cost overruns of almost all large government projects and a tolerance for incompetence so long as policy manuals are followed to the letter. This effect is largest in government and public education, but also visible in larger companies where HR departments are coming to be staffed by progressives who believe in removing non-progressive thoughts and people from the workplace. In high tech, women and minorities dominate HR in part because companies wanted to balance their male-and-Asian-heavy engineering staff to make their numbers look better, but now are just realizing they’ve created an internal enemy to product quality and excellence in staffing engineering teams. (A corporate manager comments: “How do you know HR is lying? Their lips are moving…”)

This book will focus on the situation in the US, which was until recently more resistant to the bureaucratic disease and thus had a healthier economy and a more dynamic labor market than Europe. The onset of top-down sclerosis by Federal regulation and micromanagement has reduced US growth to the same stagnant levels seen in Europe, for much the same reason: educated by public schools to believe they need permission to do anything, young people stop trying to do anything, and wait for someone to help them. The increasing numbers of untouchable diversity hires in positions of responsibility has inhibited accountability, and the inability to fire employees after even the most egregious malfeasance has spread from civil service and union shops into major corporations —s ince some cannot be held accountable for incompetence, no one is; and the continuing presence of employees who coworkers know are shirkers, incompetents, or even criminals reduces the morale of those who are good at their jobs and work hard. The dysfunction varies by industry and company, with the worst-hit in heavily-regulated sectors like banking, education, and healthcare, where government either controls every element of the business or pays for most of the product. Sectors which until recently were relatively free of deadwood, like high tech, are now under attack by the diversity activists, who want more hiring of less qualified people to make high tech workforces more representative — which would mean discriminating against better candidates who are white, Asian, Indian, male, etc.

This book will also look at a few other countries that have tried various forms of affirmative action policies to demonstrate that while these places are culturally very different, the divisive and socially damaging long-term effects of AA preferences are visible in every country where it has been in place for longer than one generation.

Affirmative action — which substitutes the lower standard of “good enough” for “best” in hiring new employees, setting the bar low enough so that affirmative action hires can meet it instead of seeking out the most qualified candidate — is not the only labor regulation crippling organizational productivity. State and federal regulation and micromanagement of economic activity continues to increase, complicating and delaying every public and many private projects. Whole sectors of the economy are weighed down by regulation; new medical devices and drugs cost $billions to get through corrupt and scientifically-antiquated FDA studies and approvals processes, which results in high prices for new medical technology. Routine services like dental cleanings and hair braiding are illegal in many states unless done under supervision of a cartel of state-certified practitioners; four states even outlaw residential decorating services unless licensed. Hazards of toppling armoires aside, the state is easily captured by motivated business groups to outlaw new competition for their business, and under the pretense of protecting consumers, allowing professional cartels to charge much more for services.

Labor laws are similarly gamed by politically-influential unions and power-seeking bureaucrats. Minimum wage laws outlaw lower wages for unproven or new workers, and restrictions on firing as in Europe make it less likely companies will take a chance on hiring a full-time worker rather than a temp or contractor. The long-term result of Euro-style labor protection is Euro-style high unemployment, especially in young, inexperienced workers, who are thereby kept from ever gaining the experience that would make them valuable enough to hire despite the additional rules and costs imposed by the laws. People accept that education costs money and that students may be paid less for internships or even pay outright for classes, but forget that most occupational skills are acquired in the workplace, in the first years of employment. By outlawing lower wages and at-will employment, labor laws are keeping young people from important learning experiences and ruining their chance to start on a career ladder.

Until the Roosevelt administration and the New Deal, the Supreme Court had held back many attempts to regulate private business, ruling them unconstitutional overreaches. But after Roosevelt threatened to pack the court with new justices who would approve his regulatory agenda, the Supreme Court bowed to his wishes. In a series of cases, the newly Progressive-leaning Court expanded the Commerce Clause to allow federal regulation of almost all economic activity. In Wickard v. Filburn, 317 U.S. 111 (1942), the court ruled that a farmer could be fined for growing wheat on his own land for his own animals’ consumption because he would otherwise have had to purchase wheat in the market, which a 1938 agricultural control law regulated. After this, the court rarely found any Federal regulation of contracts or commerce to be unconstitutional, despite the clear intent of the framers that such Federal power over commerce was intended to prevent states from creating trade barriers and discriminating against the products of other US states.

As a result, laws and regulations on commerce of all kinds — and labor specifically — have expanded, and the staffing levels of Human Resources departments and administrations at colleges and hospitals have ballooned to meet bureaucratic requirements. Federal fingers are now in every pie, wasting resources and deadening initiative, since a lawsuit or negative attention from the NLRB, EEOC, Dept. of Education, HHS, EPA, and other enforcement agencies can destroy or damage a company or institution. HR and administrative staff approve of the progressive control agenda—which gives them power and status—and when free to drift leftward serve as an internal fifth column dedicated to enforcing progressive standards on their own organization and its workforce.

Companies serving an international market find themselves battling foreign companies who don’t have as many burdens, especially in Asia. The US advantage of a productive workforce and innovative technology is gradually worn down by the time and money spent fighting bureaucrats. Mediocre managements take current rewards for themselves but ignore the future, eventually failing. Foreign companies take over markets, one by one, as US companies dragged down by unions and mediocre key employees lose revenues and eventually abandon markets.

Governments have expanded the areas they control while the Civil Service, union, and affirmative action rules imposed on their workforces have reduced their effectiveness in their most critical functions. From deaths caused by bureaucratic malfeasance at the VA to killer cops rarely punished and kept on the payroll by the efforts of police unions, this lack of accountability makes it difficult to remove incompetent or criminal public employees and makes it impossible for even motivated elected officials to reform public services. The rising debt and costs for every public project mean failing services, rampant injustice, and decaying infrastructure are not being addressed. As a result, US competitiveness is declining vs. countries with better-managed public services. And public anger and cynicism as the years pass and each new group of elected officials fails to fix any of the problems they promised to fix is leading to a dangerous disregard for the law and a desire for a dictator who will sweep aside the checks and balances of a Republic.

Because there are so many examples of malfeasance and incompetence in government’s control of commerce and labor regulations, I was forced to leave most of that material for the next book, which will focus on government. Entire books have been written about the costly failures of the Drug War, public schools, affirmative action, and police militarization. This book will focus on the creeping spread of this atmosphere of consequence-free failure. The hubris of central planners and their capture by special interests, acting in concert with well-meaning but naive do-gooders who think they can vote their way to a better world, has brought us the diseases of socialism by taking away authority and accountability that let businesses succeed or fail. The pleasant-sounding ideal of equality of outcome — which killed hundreds of millions of people as the activating principle of Marxism-Communism — is actually the enemy of individual freedom, accountability, and achievement. The decline of excellence as a primary goal leading to profit and growth has not come because people like failure and mediocrity, but because they were sold a fairy tale about how government could make everything fairer and make everyone happy through the workings of laws and regulations. The result has been a lot more unhappiness and civil strife as the unintended consequences have swamped whatever good was intended. And the level of hypocrisy has risen as politicians promote the message that everyone is a victim and that someone else — “the 1%,” corporations, Republicans, foreigners, Muslims, blacks, the Koch Brothers, the Jews, whoever works as a scapegoat—is responsible for keeping them down.

High tech, one sector where the US led the world and generated immense new wealth, has now been targeted as the next area to be regulated. Activists and demagogues are attracted by money, and with more than half of the US private economy now controlled by government regulators, it was inevitable the parasites would look toward the remaining healthy sectors for their next fix. Calls for diversity quotas in tech company workforces, video game characters, and open-source software projects are early warning signs. HR departments in most tech companies serve as the political commissars of regulation, and HR departments in tech are staffed by lower-paid employees who have little understanding of the technology but a lot of interest in screening out even the best prospective employees who don’t fit the narrow diversity mold. Managers who want the best teams and the fastest, coolest products are resisting these HR apparatchiks, and I’ll show what you can do about it if you work in tech.

The next battlefield after high tech is discretion in hiring — which the activists believe must be limited to force employers to hire any candidate “qualified” for a job as soon as they apply. Only a few radicals are proposing this kind of blind hiring now, but continuing successes in getting firms to bow to their diversity demands will result in a list of new demands. Seattle has already passed an ordinance requiring landlords to rent apartments to the first applicant who qualifies — next what counts as qualified will come under their control, and government-sponsored Section 8 and protected class tenants will be deemed qualified no matter what their credit reports and criminal records show. And similar movements in hiring — supposedly to prevent discrimination by eliminating management choice of who to employ — are coming soon.

There are many people working hard in HR to promote the interests of their organization, but their efforts are often blunted by the prevailing HR culture that substitutes buzzwords and feel-good social goals for promotion of productivity and excellence:

…Most HR organizations have ghettoized themselves literally to the brink of obsolescence. They are competent at the administrivia of pay, benefits, and retirement, but companies increasingly are farming those functions out to contractors who can handle such routine tasks at lower expense. What’s left is the more important strategic role of raising the reputational and intellectual capital of the company — but HR is, it turns out, uniquely unsuited for that. Here’s why:

HR people aren’t the sharpest tacks in the box. We’ll be blunt: If you are an ambitious young thing newly graduated from a top college or B-school with your eye on a rewarding career in business, your first instinct is not to join the human-resources dance. (At the University of Michigan’s Ross School of Business, which arguably boasts the nation’s top faculty for organizational issues, just 1.2% of 2004 grads did so.) Says a management professor at one leading school: “The best and the brightest don’t go into HR.”

Who does? Intelligent people, sometimes—but not businesspeople. “HR doesn’t tend to hire a lot of independent thinkers or people who stand up as moral compasses,” says Garold L. Markle, a longtime human-resources executive at Exxon and Shell Offshore who now runs his own consultancy. Some are exiles from the corporate mainstream: They’ve fared poorly in meatier roles—but not poorly enough to be fired. For them, and for their employers, HR represents a relatively low-risk parking spot.

Others enter the field by choice and with the best of intentions, but for the wrong reasons. They like working with people, and they want to be helpful—noble motives that thoroughly tick off some HR thinkers. “When people have come to me and said, ‘I want to work with people,’ I say, ‘Good, go be a social worker,'” says Arnold Kanarick, who has headed human resources at the Limited and, until recently, at Bear Stearns. “HR isn’t about being a do-gooder. It’s about how do you get the best and brightest people and raise the value of the firm.”[1]


[1] “Why We Hate HR: In a knowledge economy, companies with the best talent win. And finding, nurturing, and developing that talent should be one of the most important tasks in a corporation. So why does human resources do such a bad job—and how can we fix it?” Fast Company, August 1, 2005. http://www.fastcompany.com/53319/why-we-hate-hr


Death by HR: How Affirmative Action Cripples Organizations

Death by HR: How Affirmative Action Cripples Organizations

[Death by HR: How Affirmative Action Cripples Organizations, in Kindle and trade paperback.]

The first review is in: by Elmer T. Jones, author of The Employment Game. 

Corporate HR Scrambles to Halt Publication of “Death by HR”

Nobody gets a job through HR. The purpose of HR is to protect their parent organization against lawsuits for running afoul of the government’s diversity extortion bureaus. HR kills companies by blanketing industry with onerous gender and race labor compliance rules and forcing companies to hire useless HR staff to process the associated paperwork… a tour de force… carefully explains to CEOs how HR poisons their companies and what steps they may take to marginalize this threat…. It is time to turn the tide against this madness and Death by HR is an important research tool…  All CEOs should read this book. If you are a mere worker drone but care about your company, you should forward an anonymous copy to him.


More reading:

A Clinton Christmas Carol
“High Tech Under Diversity Pressure
Ban the Box, Credit Scores, Current Salaries: The Road to Hiring Blind
HireVue, Video Interviews, and AI Job Searches
“Death by HR” – Diversity Programs Don’t Work

“Death by HR” – First Amazon Reviews: “An HR Survival Guide”

 

Death by HR: How Affirmative Action Cripples Organizations

Death by HR

[Death by HR: How Affirmative Action Cripples Organizations, available now for Kindle and itrade paperback.]

5.0 out of 5 stars
Death By HR is a book that every CEO should read. As should the rest of us. Anybody’s who has been looking for work, or working for an American corporation currently or in the last few years has experienced the lunacy and extreme dysfunction in just about every function related to Human Resources. Death By HR examines why the dysfunction came about and provides the start of a road map to escape the tyranny being imposed on us.

The book does not pull it’s punches, nor should it. Right from the introduction the book lays out the case for what has happened in all too much of American business.


5.0 out of 5 stars
Why I Can’t Get a Job I’m Overqualified for….

To start off, this book hacked me off. or once, someone has, through careful research and thought, and in concise easy to understand language has explained why the hell our country is falling to pieces. It should have been obvious to someone with my 35 years in the work force in a wide variety of jobs.

I’ve been fighting HR stooges for years and years. Now I know why it I can’t make much forward progress. Why it took six months to hire me as a paramedic for a major health system despite paying hundreds of thousand dollars in overtime to fill shifts that there were no warm bodies available. Why, after three attempts to fill a job I am more than qualified for, I can’t even get much more than a postcard saying “thank you, but no thanks.” Hey, I’m a paramedic, give me minimal training and toss me in, I’ll do just fine.

I now know why LinkedIn is so popular as a way to essentially bypass HR so people can make direct contact with the people who actually do the hiring and establish relationships.

So, if you have been in the workforce for years and are thinking about a new job or have been trying to find one and can’t get anywhere, this book shows you why and how.


5.0 out of 5 stars
Great read for managers or workers – Almost an HR survival guide.

Reading from Kindle Unlimited. Excellent book on where HR is today and how it got there. Many excellent discussions on how to develop an HR department that will contribute rather than being a cost center. For non-managers the book gives plenty of insight into the modern HR system enough to help you pick an organization with a healthy HR department or if you have a problem HR, how to deal with them without getting burned.


More reading on other topics:

Ban the Box, Credit Scores, Current Salaries: The Road to Hiring Blind
High Tech Under Diversity Pressure
HireVue, Video Interviews, and AI Job Searches
Diversity Programs Don’t Work