Section Two
Because of the redundancies and costs associated with
the deployment of human resource generalists to operating
units, some observers have questioned the value of such
assignments. Fred Foulkes has provided an interesting account
of an exchange between the top human resource executives at
two large companies. One argued that his Boston-based
company had no human resource representatives at its Texas
location where it had 400 employees. Instead, the company
provided a toll-free number for its employees to call human
resource representatives in Boston when they needed
assistance with major issues, such as attempts at unionization
or sexual harassment. In marked contrast, the other executive
supported the deployment of human resource specialists to the
operating units. He pointed out how difficult it would be for
employees to have productive conversations with strangers on
a toll-free line in Boston about such sensitive matters such as
the autocratic behavior of their manager. Thus, although
deployment to the operating units has costs, it also adds value
that comes from having good human resource staff
representatives on site who can sense the atmosphere and
organizational climate. There is probably substantial value
added by the deployment of trusted, sensitive, and
compassionate staff members to the operating units.^10
barry
(Barry)
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