“I have to tell you,” Brett started, “in the urgency of the day, dealing with all the systems in my department, there is never enough time to really focus on hiring. It may be important, but it ends up as the last thing on my list and never gets started. That’s why we hired someone in HR.”
“The breakdown of any system in your department can almost always be traced to a lack of competence in one or more roles on your team. This shortfall of competence eats up your time, creates unnecessary meetings, literally sucks the life out of your team.” I stopped. “And it can be prevented.”
“How?” Brett wanted to know.
“How do you think? You can prevent a lack of competence in the role before it happens, or you can deal with the mess after it happens? How do you prevent a shortfall in competence on your team?”
“Well, I think that is what we hired the HR person to do.” he flatly stated.
“Here’s the problem. As the manager, I hold you accountable, as a matter of contract, for the output of your team. All crumbs lead back to you. I cannot hold the HR person accountable for any lack of competence on your team. It is up to you and your manager to field a competent team.”