reverse-discrimination

“Death by HR” – “a valuable, and fun, read.”

Death by HR: How Affirmative Action Cripples Organizations

Death by HR

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

I missed a new review of Death by HR at Amazon a few months back. It blends some quotes from the book with the reviewer’s comments to make some additional points:

5.0 out of 5 stars
HR: Symptom or Disease?
By Alan F. Sewell on February 17, 2017
Format: Kindle Edition|Verified Purchase

This book seeks to answer a question posed by job seekers in their 40’s and 50’s: “Why is it impossible for experienced people our age, whose jobs were eliminated by {downsizing, rightsizing, outsourcing, offshoring, re-engineering, work force reductions, involuntary early retirements} to get back to work?”

Companies keep saying that they can’t find candidates qualified with the skills they need, yet tens of millions of highly educated people with years of success under their belts — engineers, business managers, and computer science Ph.D’s — are sitting home twiddling their thumbs because HR Departments will not consider them for open positions that match their skills and experience.

Corporations are very complex organizations. It’s easy to pick out one cog in their wheels — such as “overpaid CEO’s with short attention spans” or “boneheaded bean counters” or “HR drones” to pin all the blame for our poor economy and diminishing job opportunities on. Like every other department, HR is bound to garner a fair share of criticism. How much of it is justified?

HR departments exist because they fulfill a necessary function. HR does after all serve the essential purpose of improving the likelihood that corporations will treat their employees ethically. These days that includes affirmative action diversity goals, conflict resolution, compliance with employment law, and other aspects of personnel management that must be addressed.

On the other hand, every corporate department must constantly strive for improvement that corrects justified complaints.

The biggest beef with HR Departments is that instead of lubricating the gears of employment by matching the most promising job candidates to job openings, HR people throw sand in the gears and block corporations from hiring the very people a corporation needs to inject new blood and vigor into its ossified bureaucracy. HR people are often seen as narrow-minded, ignorant of their companies’ businesses, biased (against “normal” people) in their hiring preferences, well-deserving their low pay and low status, and frankly stupid.

This book certainly aligns with the negative view of HR:
=====
HR functionaries are roughly analogous to the commissars or political officers of Communist regimes, a separate hierarchy of spies to report on and control internal units. The interests of managers and HR can diverge drastically, with HR coming to be viewed as the enemy within, to be avoided and routed around. One high-tech team manager wrote, “How can you tell HR is lying? Their lips are moving.”

HR has come to be viewed as a pink-collar ghetto, a feminized and lower-status department from which few would graduate into the highest levels of management.

This new wrinkle in HR practices seems like the most unsettling and counterproductive yet. It not only removes access to the hiring manager, but also live, human interaction. It sounds like “HR pornography,” where perverted personnel jockeys huddle around a monitor to gawk at videos of “virtual job candidates,” picking apart perceived blunders while they screen you out.

What I learned in my experience with these [soul-crushing people of low intelligence] is that passive-aggressive noncompliance thwarts them…

HR departments may be worse than useless as recruiters— they sometimes actively repel the best applicants.
======

No kudos for HR people here! HR is portrayed as a disease imposed on companies by the necessity to comply with government mandates for equal opportunity and diversity. However, HR is also portrayed as a symptom of a larger disease of corporate mismanagement:

======
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.

HR often reports to the CFO, and thereby becomes a cost-saving arm. Public companies can fall into the managed-earnings trap, where every hiccup in revenues and earnings is smoothed by carefully-timed layoffs. Many mature Silicon Valley companies now go through layoffs every few quarters, usually justified as responding to poor prospects in one business line or other, but really aimed at keeping investors soothed and the stock price up. Upper-level management bonuses and stock options depend on a high and stable stock price; HR becomes the earnings-management handmaiden of the CFO, allowing short-term gains for top employees and investors at the expense of long-term development of a productive, stable workforce.
======

[Ed. note: the above were quotes from the book, below is apparently the reviewer’s views]

So, what really is the story on HR? I know an HR person in our family. She fits the “HR profile” of being a young female minority. She’s nice, well-mannered, and well-spoken. She does fit this book’s stereotype of HR people who are salespersons for trafficking in job applicants as commodities. They will only consider other “salesy” people like themselves who smile, are witty conversationalists, sharp dressers, young, and speak in fashionable buzzwords.

When HR people like her control the hiring, the “preening empty suit” candidates are at a premium, while the other 90% of candidates who are older, average in appearance and dress, and analytical instead of salesy have zero chance of being hired. Since we’re in a “musical chairs” economy that produces more layoffs than hirings in most years, the people who lose their jobs in late career are the ones who have the chairs jerked out from under them and can’t get back in the work force. Of course these people voted massively for Trump in 2016.

Author Jeb Kinnison also explains, from first hand experience, these shortcomings of HR departments, and also of upper corporation management and the government’s over-bearing regulations and quota-mongering. These are all employment-killers for people with skills in demand and records of proven accomplishments who were laid off in late career.

Kinnison also mentions another factor, which is that the economy has been so bad since the late 1990s that companies don’t expect to grow, so they put off hiring as long as possible. This explains the crazy situations whereby people who are perfectly qualified for a job opening are rejected, while the job opening remains unfilled for years. Then corporation management tells the government, “We can’t find Americans who are qualified to work for us, so give us more (low paid) Indians on H1-B visa’s.”

My take away is that HR Departments are beneficial in many aspects, such as conflict resolution and adherence to legal requirements for avoiding discrimination suits in hiring, firing, and promotion. But HR is not the best department for making hiring decisions. The hiring managers should do the hiring directly as they used to. They are the ones who are experienced in the business and know better than HR how to evaluate new hires. Once people are hired in, then HR becomes useful when problems of personnel conflict or potential discrimination or sexual harassment occur.

I can relate from personal experience what Mr. Kinnison is talking about. I enjoyed his observations and anecdotal story-telling. I also enjoyed his bringing many other factors that have negative impacts on HR, such as short-sighted corporate management and excessive government demands for diversity quotas. These external factors make HR much more annoying and detrimental than it probably would be without them.

So, HR is not just a disease, but also a symptom of other corporation and government diseases.

This book puts all of that into perspective and is a valuable, and fun, read.


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” – 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” – 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

“Death by HR” – First Review: “All CEOs Should Read This Book”

Death by HR: How Affirmative Action Cripples Organizations

Death by HR: How Affirmative Action Cripples Organizations

[Death by HR: How Affirmative Action Cripples Organizations, to be published Oct. 17th but available now for pre-order in Kindle and trade paperback.]

The first review is in: by Elmer T. Jones, author of The Employment Game. Here’s the condensed version; view the entire review here.

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. For it is now fairly impossible for any company not to erect an HR wall as a legal requirement of business with the sole purpose of keeping government diversity compliance enforcers as well as unethical lawyers from pillaging their operating capital through baseless lawsuits… It is time to turn the tide against this madness and Death by HR is an important research tool…  to craft counter-revolutionary tactics for dealing with the HR parasites our government has empowered to destroy us. 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 on other topics:

The Justice is Too Damn High! – Gawker, the High Cost of Litigation, and the Weapon Shops of Isher
Regulation Strangling Innovation: Planes, Trains, and Hyperloop
Captain America and Progressive Infantilization
FDA Wants More Lung Cancer
Corrupt Feedback Loops: Public Employee Unions
Jane Jacobs’ Monstrous Hybrids: Guardians vs Commerce
Sons of Liberty vs. National Front
Trump World: Looking Backward

Death by HR: Google and Yahoo Age and Sex Discrimination Cases

Death by HR: How Affirmative Action Cripples Organizations

Death by HR: How Affirmative Action Cripples Organizations

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

Another useful tactic for the largest companies is to buy off the Democratic politicians who are promoting labor regulations and can be persuaded to go after some other company provided you send them campaign contributions and hire their friends as lobbyists, as Google has. This has the benefit of being relatively cheap and can hobble your competition. Google has used their campaign contributions to enlist US politicians to defend it from EU antitrust enforcement—David Smith of UK’s Guardian newspaper wrote:

Google has made political donations to 162 members of the US Congress in the latest election cycle, figures show, as concerns grow over the internet giant’s lobbying influence in Washington…. Google enlisted American politicians whose election campaigns it had funded to pressure the European Union in a carefully coordinated campaign to drop a €6bn ($6.5bn) antitrust case that threatens its business in Europe.

The disclosure underlined the close relationship between the company, the US Congress and even the White House, where the chief technology officer is among several ex-Google employees. Critics say that while the firm born in a garage in 1998 tries to present itself as breaking the mould, it has an army of more than a hundred lobbyists and buys influence just as big corporations have done for decades.

Google has reportedly spent more money on federal lobbying than any other company since 2012. And its political action committee has given donations between $1,000 and $10,000 to some 34 senators and 128 members of the House of Representatives in the 2016 cycle, according to data compiled by the Center for Responsive Politics. In the Senate this breaks down as $78,500 to Republicans and $46,500 to Democrats; in the House, as $126,250 to Republicans and $131,500 to Democrats.

Google’s earlier violations of age discrimination laws in hiring went unpunished for years, with one 2004 lawsuit settled out of court. But lawsuits are catching up to them. Patrick Thibodeau at Computerworld wrote:

Just over a year ago, two people who had been turned down after applying for jobs at Google filed a lawsuit against the company. They claimed they were rejected because of their age. Both were over 40. A federal court in San Jose is now being asked to decide whether many others who sought jobs at Google and were also rejected can join this case…. Cheryl Fillekes, a programmer and one of two parties in this case, is pressing forward with this collective-action claim… Fillekes, who earned a Ph.D. in geophysics from the University of Chicago and who also undertook postdoctoral work at Harvard, said she was invited for in-person interviews on four different occasions and was rejected each time.

The lawsuit alleges Google “engaged in a systematic pattern” of discrimination against people over the age of 40. It cited data from Payscale that put the median age of Google’s workforce at 29, with a margin of error of 4%. It says the median age for computer programmers in the U.S. is 43.

The other party to this case, Robert Heath, a software engineer, was rejected after a technical telephone interview….A trial is scheduled for May 2017. A Google spokesman said the company doesn’t comment on pending litigation.

One woman seeking a job at Google said an “interviewer expressed concern about a cultural fit, noting that she might not be up for the ‘lifestyle.'”

According to the court document, this unidentified woman assured the interviewer “that she was willing to work long hours,” but “the interviewer replied that he was still worried that she was not Googley enough.”

The judge broadened the case Oct. 7th to allow other class plaintiffs to enter, so it could get very expensive for Google. Julie Bort at Business Insider writes:

…The judge has approved turning the suit into a “collective action” meaning that people who “interviewed in person with Google for a software engineer, site reliability engineer, or systems engineer position when they were 40 years old or older, and received notice on or after August 28, 2014, that they were refused employment, will have an opportunity to join in the collective action against Google,” the ruling says.

Google says it’s fighting the suit. A spokesperson told us, “We believe the allegations here are without merit and we will continue to defend our position vigorously. We have strong policies against discrimination on any unlawful basis, including age.”

Interestingly, the judge is particularly not buying that “policies” defense from Google, writing in the ruling: “Having such a policy does not necessarily shield a company from a discrimination suit, particularly in light of the evidence and allegations presented here … today, most, if not all, companies are well versed in anti-discrimination and make great efforts to ensure their written policies comply with anti-discrimination law.”

In terms of allegations, one of the plaintiffs alleged that a Google recruiter told her she needed to put the dates of her graduation on her resume so interviewers could determine her age. That same plaintiff argued that she had found seven others who say they had similar experiences at Google. She also presented evidence to the court that the median age of Google’s workforce is 29 while the median age in the US for programmers is 42.8 years old.

Google has about 61,000 employees and we asked Google if the company has publicly released statistics on its median age. Age is not included with the company’s published diversity report, which discusses sex and race. Google didn’t respond.

… Some folks on Hacker News, a site where programmers discuss news items of interest to them, worry that instead of solving the tech industry’s age discrimination problem, it will make it worse. One wrote: “Fallout from this: Companies will go to great lengths to avoid contact with people who submit resumes that imply they are old. No phone screens, no responses. It’s going to be wintertime for folks in their late 30s now.”

Google has actually improved considerably from its early days when you were unlikely to be hired if over 28 — I have friends in my own advanced age group who have done well there. But Google may end up paying dearly for their casual age discrimination.

Yahoo, on the other hand, brought in Marissa Meyer to turn the business around in 2012. It hasn’t gone well… the Economist reports:

A failed turnaround and then, last month, the biggest data breach from a single site in history. Yahoo, an online firm, has had a bad run of news. On October 4th came a fresh blow when Reuters, a newswire, reported that the company had written customised software to scan all incoming e-mail for certain keywords, complying with a request either from America’s National Security Agency or the FBI.

Not only is the entire business of Yahoo worthless if you take away their stake in Alibaba (the Chinese internet sales giant), but Marissa Mayer brought in women executives to feminize the entire organization with a rapidity only possible through blatantly illegal sex discrimination — against men. Ethan Baron at The Mercury News writes about the ongoing sex discrimination case there:

“When Savitt began at Yahoo the top managers reporting to her … including the chief editors of the verticals and magazines, were less than 20 percent female. Within a year and a half those top managers were more than 80 percent female,” the lawsuit said. “Savitt has publicly expressed support for increasing the number of women in media and has intentionally hired and promoted women because of their gender, while terminating, demoting or laying off male employees because of their gender.

“Of the approximately 16 senior-level editorial employees hired or promoted by Savitt … in approximately an 18-month period, 14 of them, or 87 percent, were female,” the lawsuit said.

“Mayer encouraged and fostered the use of (an employee performance-rating system) to accommodate management’s subjective biases and personal opinions, to the detriment of Yahoo’s male employees,” said the suit by Scott Ard filed this week in federal district court in San Jose.

Ard, who worked for Yahoo for 3 ½ years until January 2015, is now editor-in-chief of the Silicon Valley Business Journal. His lawsuit also claims that Yahoo illegally fired large numbers of workers ousted under a performance-rating system imposed by Mayer. That allegation was not tied to gender….

Ard, hired at Yahoo in 2011, said in the suit that until Savitt and Liberman took over management of the firm’s media section in early 2014, he had received performance reviews and stock options reflecting “fully satisfactory” work. But in June 2014, Liberman told him that his role as head of editorial programming for Yahoo’s home page was being given to a woman Liberman had recently hired, the suit said.

Then in January 2015, during a performance review phone call, Liberman told Ard he was fired, effective that day, because “his performance was not satisfactory.”

This will be another reason for Verizon to demand a lower price than it agreed to for purchasing Yahoo, if the allegations are backed up by testimony. Yahoo, of course, is denying all. Expect a settlement. But it’s yet more evidence that Yahoo has been mismanaged.


Death by HR: How Affirmative Action Cripples Organizations

Death by HR: How Affirmative Action Cripples Organizations

[Death by HR: How Affirmative Action Cripples Organizations, to be published Oct. 17th but available now for pre-order in Kindle and trade paperback.]

The first review is in: by Elmer T. Jones, author of The Employment Game. Here’s the condensed version; view the entire review here.

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 on other topics:

The Justice is Too Damn High! – Gawker, the High Cost of Litigation, and the Weapon Shops of Isher
Regulation Strangling Innovation: Planes, Trains, and Hyperloop
Captain America and Progressive Infantilization
FDA Wants More Lung Cancer
Corrupt Feedback Loops: Public Employee Unions
Jane Jacobs’ Monstrous Hybrids: Guardians vs Commerce
Sons of Liberty vs. National Front
Trump World: Looking Backward

Death by HR: eARCs for Review

Death by HR: How Affirmative Action Cripples Organizations is scheduled for official release October 17th, and it can’t be reviewed until then.

I’d be happy to send an eARC (Electronic Advanced Reader Copy) to anyone who is willing to read it then write a quick review on Amazon or Goodreads on the 17th or after. Send an email to JebKinnison@gmail.com with your preferred reading format (epub, PDF, mobi) and I’ll get one to you.

I’m still not satisfied with the subtitle. The book is really about all the bureaucracy HR imposes on companies, not just affirmative action / diversity programs that do more harm than good. But AA is one good example of a government-pushed initiative being enforced by HR in a way that hurts everyone: the company, the diversity hires, and the economy as a whole.

Here’s the description:

Over a third of adults under 35 now live with their parents. Young men are working much less and playing video games much more as they fail to find good jobs, and the rates of marriage and family formation are way down. More people of all ages have given up trying to find a job. Meanwhile, companies report a shortage of skilled workers, and many good jobs remain unfilled for months or years.

Human Resources (HR) departments are widely disliked, and job searchers are generally advised to directly contact the hiring manager directly if they really want to be considered for a job. There are good reasons why HR acts like an arm of the government bureaucrats pressuring companies to hire more protected minorities and women–because that’s what they are, in many companies.

From the bestselling author of Avoidant comes a fresh look at HR and the hiring of mediocre employees favored by affirmative action programs. It’s a 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, promoting an internal compliance bureaucracy 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 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, weapons systems, and 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.

Silicon Valley and the tech industries are the next targets. If you’re a manager at a tech company, we’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 we’ll show why appeasement of diversity activists is a dangerous strategy that may make your organization a target for further extortionate demands.

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. We have already seen Seattle pass an ordinance requiring landlords to rent apartments to the first applicant who qualifies. And similar movements in hiring–supposedly to prevent discrimination by eliminating management choice of who to employ–are coming soon.

This book may make you angry, but it will show you how you can fight back by resisting HR and its policies.

Death by HR: Yahoo Anti-Male Discrimination Case

Death by HR: How Affirmative Action Cripples Organizations

Death by HR: How Affirmative Action Cripples Organizations

This wrongful firing and anti-male discrimination lawsuit was filed in February but just updated with a demand for trial. The Mercury news story, “Yahoo CEO Marissa Mayer led illegal purge of male employees, lawsuit charges,” by Ethan Baron, has these incriminating allegations:

“When Savitt began at Yahoo the top managers reporting to her … including the chief editors of the verticals and magazines, were less than 20 percent female. Within a year and a half those top managers were more than 80 percent female,” the lawsuit said. “Savitt has publicly expressed support for increasing the number of women in media and has intentionally hired and promoted women because of their gender, while terminating, demoting or laying off male employees because of their gender.

“Of the approximately 16 senior-level editorial employees hired or promoted by Savitt … in approximately an 18-month period, 14 of them, or 87 percent, were female,” the lawsuit said.

“Mayer encouraged and fostered the use of (an employee performance-rating system) to accommodate management’s subjective biases and personal opinions, to the detriment of Yahoo’s male employees,” said the suit by Scott Ard filed this week in federal district court in San Jose.

Ard, who worked for Yahoo for 3 ½ years until January 2015, is now editor-in-chief of the Silicon Valley Business Journal. His lawsuit also claims that Yahoo illegally fired large numbers of workers ousted under a performance-rating system imposed by Mayer. That allegation was not tied to gender….

Ard, hired at Yahoo in 2011, said in the suit that until Savitt and Liberman took over management of the firm’s media section in early 2014, he had received performance reviews and stock options reflecting “fully satisfactory” work. But in June 2014, Liberman told him that his role as head of editorial programming for Yahoo’s home page was being given to a woman Liberman had recently hired, the suit said.

Then in January 2015, during a performance review phone call, Liberman told Ard he was fired, effective that day, because “his performance was not satisfactory.”

The full filing is available here, and worth skimming. Damning if the allegations are backed up by testimony. Yahoo, of course, is denying all. Expect a settlement. But it’s yet more evidence that Yahoo has been mismanaged.

[saved copy of the filing]

More reading on other topics:

Death by HR: EEOC Incompetence and the Coming Idiocracy
The Justice is Too Damn High! – Gawker, the High Cost of Litigation, and the Weapon Shops of Isher
Regulation Strangling Innovation: Planes, Trains, and Hyperloop
Captain America and Progressive Infantilization
FDA Wants More Lung Cancer
Corrupt Feedback Loops: Public Employee Unions
Jane Jacobs’ Monstrous Hybrids: Guardians vs Commerce
Death by HR: How Affirmative Action is Crippling America
Death by HR: The End of Merit in Civil Service
Death by HR: History and Practice of Affirmative Action and the EEOC
Civil Service: Woodrow Wilson’s Progressive Dream
Corrupt Feedback Loops: Justice Dept. Extortion
Corrupt Feedback Loops, Goldman Sachs: More Justice Dept. Extortion
Sons of Liberty vs. National Front
Trump World: Looking Backward
Selective Outrage
Culture Wars: Co-Existence Through Limited Government
Social Justice Warriors, Jihadists, and Neo-Nazis: Constructed Identities
Tuitions Inflated, Product Degraded, Student Debts Unsustainable
The Morality of Glamour

On Affirmative Action and Social Policy:

Diversity Hires: Pressure on High Tech<a
Title IX Totalitarianism is Gender-Neutral
Public Schools in Poor Districts: For Control Not Education
Real-Life “Hunger Games”: Soft Oppression Destroys the Poor
The Social Decay of Black Neighborhoods (And Yours!)
Child Welfare Ideas: Every Child Gets a Government Guardian!
“Income Inequality” Propaganda is Just Disguised Materialism

The greatest hits from SubstrateWars.com (Science Fiction topics):

Fear is the Mindkiller
Mirror Neurons and Irene Gallo
YA Dystopias vs Heinlein et al: Social Justice Warriors Strike Again
Selective Outrage
Sons of Liberty vs. National Front
“Tomorrowland”: Tragic Misfire
The Death of “Wired”: Hugo Awards Edition
Hugos, Sad Puppies 3, and Direct Knowledge
Selective Outrage and Angry Tribes
Men of Honor vs Victim Culture
SFF, Hugos, Curating the Best
Science Fiction Fandom and SJW warfare

More reading on the military:

US Military: From No Standing Armies to Permanent Global Power
US Military: The Desegration Experience
The VA Scandals: Death by Bureaucracy