twentyforty
Well-known member
@jirskyr said in [Pathways\. What pathways?](/post/1436250) said:@twentyforty said in [Pathways\. What pathways?](/post/1436215) said:I would suggest the board encourage Pascoe to recruit/contract either a HR scientist or OD professional to put in place some organisational structure and performance/procedures manual in order to create some accountability.
No offence but I find that stuff to be gobbledygook, especially in the context of running a football club.
My personal experience with HR is that, in an organisation comprised of strongly varied roles and skills, the HR department can barely keep up with the true needs and concerns of their total talent pool. So I mean the difference between managing 100 people with the same job/outcome versus a team with highly varied responsibilities.
A football club would be an organisation with highly varied skills and responsibilities - almost nobody has the same role or KPIs, not even within the football team itself.
My opinion is HR should do their fundamentals (pay, appraisals, crisis/performance management) and support the decision-makers to hire excellence.
Given that I don't even really understand what the HR scientist or OD professional roles, I tried to do some research online to find an explanation. For example (and these may be bad examples, I just took a cross-section):
https://www.hrtechnologist.com/articles/digital-transformation/the-rise-of-chief-hr-data-scientist/
https://www.visier.com/clarity/hr-data-scientist-top-skills/
Honestly I can barely understand what these articles are saying. It reads like the creme de la creme of management speak. I can only imagine how it would go down inside a football organisation, to have some HR Head come in and start talking about "procedure manuals" and "Diversity program evaluations".
I couldn't even imagine where a HR scientist would obtain a sufficiently robust dataset to be undertaking those kind of analyses, in a company of maybe 100 employees who all have different roles, and for whom half the staff mostly need to "run and tackle large men".
And apologies I don't mean this as an offence, I have an impression you know what you are talking about, but I'm thinking about this from the perspective of a football operation that has barely laid down their new plan for recruitment/performance pathways.
Hahaha, I don’t disagree with your points, but surely the club could do with some improvement in its organisational structure. These guys seem to be getting in each other’s way, even when they go on a mission as a group(Pangai ) they stuff it up. I’m thinking it’s the underlying issue which prevents players signing on and dampens the enthusiasm of existing players? Let’s face it, the organisational culture is driven from the top down. I’m not suggesting the OD consultant be there full time, just long enough to departmentalise and introduce some accountability, maybe 3 years? ?