
This photo was taken at a "beer bash" at an ISP. The man in question is in HR. What's he drinking? Bottled water. What's he looking for? People drinking too much so they can politely be told to behave. He's not your friend. Shit, he's almost a sort of HR-looking Agent Smith. You gotta love the glasses.
Anyone who's read
Catch-22 by Joseph Heller (incidentally, a close friend of Kurt Vonnegut, Jr.'s) will recall the tale of Yossarian. I would like to analogize here, and inject from Yossarian the feeling of despondence and sheer hopelessness – our kitchen staff are bombing us here, and it's business as usual.
Human Resources is a good organization to have around. For example, they do a lot of the recruiting, which management doesn't want to do. They can answer questions about 401(k)'s. They can tell me which form I need to submit to my health carrier to get reimbursed for the out-of-network office visit I had. These are all very simple, pedestrian tasks (because even with recruiting, they're searching for keywords, screening out the felons, and providing management with a stack of resumes; porpoises could do this).
But, somewhere in the late 80's or maybe early 90's, HR grew into a policy organization too. It makes sense, because they need to be able to
tell me that getting acupuncture with "full release" is not covered under our insurance.
Now, HR provides guidance on morals and ethics, career development, performance evaluation, and they build these enormously complex websites which are completely unnavigable. So people whose real majors were sociology or psych wind up making what they think are very good judgments based either other policies they've made, or on whatever moral or ethical sense they rely on. The problem is thus.
The whole system is broken.
The more questions you ask of HR, the more they start to think that you're not a "team player," because you obviously don't understand or don't like the rules that are in place. Or you might have the audacity to suggest that the policy be changed to allow something not presently allowed (like coverage of a domestic partner). So, more and more, you become the problem for doing exactly what HR asked you to do – use their processes to resolve requests, conflicts, or job-related issues (career development/performance review).
The telescopes on Haleakala which are run by MHPCC. These are not astronomical telescopes; their focal lengths are more in the neighborhood of 300 miles.
I'm going to provide a real example here of how this becomes a problem.
I was working for Microsoft, and had properly taken leave, applying months in advance, stating that I was going for my wedding anniversary (and also because I wanted to see the
MHPCC). The hotel we were staying at, the Marriott Renaissance Wailea was undergoing renovations (so we got the waterfront room as a complimentary upgrade), but unfortunately due to the renovations had no internet access. Not wired, not wireless. I had brought on the trip my powerbook because we take so many pictures on vacation it requires "dumping" the CF card frequently (sometimes 3-4 times a day).
We had produced so many pictures of so many wondrous things that I went to an internet cafe and uploaded my photos to flickr. I'm not sure what inspired me to check my work email, but I did through Outlook Web Access. I had a reminder from my boss,
Lance Horne, to turn in some document by COB the next day (A friday; Hawaii is six hours behind DC). I replied and told him I had it about 1/2 to 2/3 done, and that I'd get it to him when I got back. He insisted that it wasn't a valid excuse to miss a deadline simply because I was on vacation.
"But I didn't even bring
a work laptop with me! I can't
actually go and complete it!"
He told me that I must not be very serious about my career if I wasn't willing to do the work assigned to me.
So this is a manager-employee conflict. Who comes in? HR. What I did was call the woman I knew at HR, who had handled some health stuff for me previously, and said "can he make me work on vacation? I thought the rule was you
didn't work on vacation because you're supposed to rest. I've been working like a dog, and
accrued six weeks of vacation."
Her answer was murky. She said that no, paid vacation means I do not have to work, and he cannot "make" me work. What he
can do is "ask" that I work, and if I do not thusly work that it will be counted negatively against me on my performance review.
She then immediately called Lance. Lance was
livid to be receiving a call from HR telling him how to manage his employee. I then got another call from Lance that was roughly equivalent to (shaking fist) "why you little..."
What do we learn from this parable? That HR exists to create and follow its own policies, as well as provide them to others. We also learn that HR are sort of the "hall monitor" in a company (different than ops sec), and can tell your boss that you are right, they are wrong, and that they should change their behavior to more closely match company policy. But in so doing, you do nothing but irritate the supervisor, who then starts looking for a way to either get out of the HR "ruling," or simply firing you.
By the time I got back from Maui, Lance and I had so poisoned our relationship that there was absolutely no way we could work together. All this because I followed HR policy, and then asked HR for "backup" when my boss was unaware of (or didn't care about) the same policies.