The disconnect between what HR managers are looking for and what they are looking at is profound. Hiring people is like seeking relationship. A good relationship is simply driven by love. When we give it our love, we expect love in return from the other side. But passion just gives it all. Having love in return or not, we don’t really care.
I see the fallacies in job and productivity.
Love > passion
Loving the job leads to winning as the employee wants to do better — not necessarily true. They might love the brand, the perks, or a better future they patiently await. Regardless of exterior conditions, the desire of doing better at what we do every day –this is the passion.
Want to do the job > respect the job
HRs try to winnow down those who want to do the job from those who have to. But there is no distinct difference when it comes to productivity. Self-motivation is the key. I do it because I respect it. Love or hate it, squandering time on it will cost me more.
Reward + promotion > Self-growth drive
Reward + promotion likely encourage showcase of love and enthusiasm — they are more discernible. Wanting to do better, mostly at skilled positions, merely for self-satisfaction is underappreciated. A troop is a bad troop if everybody wants to become the general.
Experience > personality
Experience is highly needed but putting it on the top is beyond ridiculous. It shows how impatient HRs are, and by extension, the top management.
Young > old
This makes me laugh. Looking around the workplace, athletic figures, twenties/thirties everywhere, I beat them every.single.day. My big competitions are one grandma and a mom of a daughter of 16. We are not taller, not stronger, not faster, but we all give all we have. So many just let their talent and muscle rot under the flash clothes –they call it self-valuation
Finding the employees that self-drive to do better every day is a profound cognitive void among HRs, not to mention they would be able to fix it.
