Thanks for sharing the perspective of SHRM CEO Johnny C. Taylor, Jr.,
(From the CEO, February 2018) on the #Me Too movement. Many companies incorporate sexual harassment into their orientation and training, but
they look at it as a safeguard, as in “You can’t touch us, we told them so, they
signed of on having understood the policy” (even though this isn’t a guaranteed absolution). Standing up to those in power takes courage and can
cost someone her job. Still, this must become the norm. The stakes—for both
individuals and companies—are too high for it to be otherwise.
Nancy Smith | Indianapolis
Unless HR has ultimate power in
the organization, they are often
not the fnal decision-makers. I’ve
worked under great leaders in good
organizations who tried to do the
right thing. I’ve also worked in
organizations where leaders didn’t
follow the recommendation of HR.
It’s unfair to put this on one department. If HR chose to do nothing or
did not recommend as they should
and escalate when necessary to the
ultimate person in power, they are
responsible. But only if they did not
do these things.
Lynn Anglebrandt | Royal Oak, Mich.
This is a fair commentary and a chal-
lenge to all of us in the profession. We
need to consider what can be done to
creating an emotional connection
between customer and brand—which
translates into higher sales and
Still, companies must assess what
services they should ofer to keep a
competitive advantage. This brings
us back to understanding what
knowledge, skills and abilities the
company needs to have in-house to
ofer those services with confdence
and unabashed expertise.
Joel Schwan | Genoa, Ohio
Many employers are afraid to invest
in training because they think doing
so would be a waste of money if an
employee leaves. But they don’t stop
to consider: What if they stay?
Kevin LaBranche | Kansas City, Mo.
HOW TO LEAD FROM WHERE YOU ARE
This article (Executive Briefng, December 2017/January 2018) is a great
reminder that, regardless of where
we fall within the organizational
chart, each one of us has the ability
to infuence and make a diference.
Aislinn Kari | Catasauqua, Pa.
HR Magazine welcomes feedback from readers. E-mail us at HRmag@shrm.org or engage with us on social media.
#METOO: WHERE WAS HR?
prevent abuse and to encourage those
with concerns to come forward.
Stephanie Davidson | Martinsville, N.J.
HR is only as efective as the leadership’s commitment to promoting
a workplace of respect and inclusion. As we have witnessed, serious
ofenses often occur at the highest
levels of an organization. That puts
HR on a constant tightrope, sometimes even victimized themselves. To
paraphrase, the entities that give the
HR department any authority, power
or infuence are often the harassers
themselves. See the quandary?
Terri Rasters | Livermore, Calif.
THE SKILLS GAP IS A MYTH
It’s not that employers cannot fnd
talent, but rather that their expectations are unrealistically high
(Viewpoint, December 2017/January
2018). Companies create their own
skills gaps when they demand a master’s degree and years of experience
for an entry-level corporate position.
Training in-house is a great idea.
Take Starbucks and the Ritz-Carl-ton, for example. Employees at these
companies get more training than
the average agency worker, who is
expected to be far more technically
profcient and costs more to the employer. Better job training will result
in workers who treat customers well,