Before office dinosaurs ruled the business world, managers interviewed and hired employees based on who they thought would perform best in the job. They also had the freedom to fire those who weren’t performing and to give raises as they saw fit based on performance. As the company grew, HR departments started helping managers with the hiring and firing process. In theory, it all made sense and usually worked well. HR professionals were trained at screening candidates, following applicable laws, and describing corporate benefit plans. Managers even liked that some of the tedious process of interviewing was no longer on their plate.
I have worked for large companies, sold to large companies, and consulted with large companies, and I am always amazed at some of the procedures, policies, and strategies they implement in the name of cost savings or efficiency. Some of these strategies last for years, if not decades, until someone with some common sense looks at the process with a different lens. Over the past few years, some of these dinosaur strategies have become more evident. New technologies have created tremendous opportunities for companies to drive innovation, enter new markets, and cut costs. Yet, these decades-old practices thwart innovation and inhibit creative managers to drive change within their organizations.