Well-managed chaos and organizational redundancy are both core components of a KM system and both are empirically verified to create sustainable and superior performance and advantage (Kloviene & Gimzauskiene, 2008; Zairi & Al-Mashari, 2005; Nonaka & Nishiguchi, 2001).  As it relates to creating new knowledge and utilizing existing knowledge, creative chaos contributes to an organization’s ability to achieve peak performance demonstrated through increased innovation in the form of products, services, and customer-client delivery. A key follow-on question to ask during the strategy formulation phase is “Is our system designed to exploit opportunities within our market in the form of enhanced products, services, or delivery?  This is an exhaustive question to be asked of all key stakeholders and is not confined within the C-level suite.  The input should be robust and measurable accompanied by defined expectations.  As an example, do you expect to reduce R&D time-to-market, increase patents, develop proprietary systems or products, and create strategic alliances and joint ventures?  Will leadership support a “fail-to-success” philosophy or is the margin for error slim?  How will internalization of processes be expedited?  How will you reward success and transparency?  What processes are in place – embedded within your KM infrastructure that rewards the sharing of knowledge?  Here are 4 key ways in which you can stretch your KM strategy and create intentional chaos:

1. Implement chaos with pre-determined objectives.  The opportunities are only confined by your objectives.  For example, how will you leverage your KM infrastructure in response to competitor entering the market with identical product or service delivered more efficiently than you?  What about new legislation recently enacted that has a direct impact on cost of service or product?  

2. Look for requisite variety.  Requisite variety is nothing more than implementing processes that can be quickly learned and duplicated.  Here is where you look for efficiencies from your workforce so that response to threats are addressed quickly with minimial impact on quality, service support, and customer experience – as a matter of fact, it may ideally be enhanced.  Here, you will evaluate your organization’s existing knowledge base and perhaps develop new bodies of knowledge.  This step tests your organizational culture and if you consider yourself a learning organization, it will test just how effective your organizational “university” can teach and implement skills when it counts most.

3. Evaluate organizational and individual performance.  At the conclusion of your “chaos event,” an assessment of learning, and individual and organizational feedback should be provided.  Don’t let your organization and your workforce guess at the outcome.  Develop a well-orchestrated communications plan with a key goal of allowing your team to recognize the connection between effort and benefit.  Each organization will do this differently.  If you are a young firm, you may want to project savings, revenue growth, and on-going capital requirements.  For more stable, mature companies, the chaos may actually be carried out until a defined point in your financial reporting to allow for quantifiable data and sound conclusions to be formulated.  However, it is important to remember that the shorter the measurement and time frame of your implemented chaos, the more likely you will not adequately capture any sufficient return on investments.  Avoid the trap of trying to measure ROI to quickly while balancing a realistic time for payback consistent with your organizational capacity.

4. Capture and implement new knowledge created.  The feedback cycle loop is where the chaos really counts.  The point of learning is to either discard existing knowledge or to create a unique body/subset of knowledge that did not previously exist.  In the case of organizational learning, your knowledge capture processes and supporting systems ideally capture knowledge that links to service, product, and customer-experience for the better, creating an advantage over your competitors or having a measurable impact on your organization’s readiness level.

Ever since Senge’s The Fifth Discipline was introduced, the concept of knowledge management and more specifically, the learning organization has fluctuated between passing organizational fancy to bona fide organizational practice.  Organizations that view KM as a bona fide organizational practice continually ask themselves, “Knowledge for what?”  The detailed answer is specific to your organization, but the short answer is this: Knowledge to improve product and service innovation while enhancing customer-client delivery.  You have to carry this point with you in order to elevate your KM strategy to its rightful place, which I argue is dead-center of your long-standing organizational initiatives.   So go out and create some chaos and clarify the confusion.  It may be just what your organization needs to survive and thrive.

Additional Reading/References:

Austin, M. J. (2008). Strategies for transforming human service organizations into     learning organizations: Knowledge management and the transfer of learning.  Journal of Evidence-Based Social Work, Vol. 5(3-4).

Kloviene, L., & Gimzauskiene, E. (2008). The role of institutional factors on changes of performance measurement system.  Economics & Management, 49.

Nonaka, I., & Nishiguchi, T. (Eds.). (2001). Knowledge emergence: Social, technical, 
and evolutionary dimensions of knowledge creation. Oxford: Oxford University 
Press.

Zairi, M., & Al-Mashari, M. (2005). Developing a sustainable culture of innovation management: A prescriptive approach.  Knowledge & Process Management, 12(3), 190-202. doi:10.1002/kpm.229.

To put it straight-forward: Workplace diversity is a complex, contemporary organizational challenge that continues to be the source of misinformation, misguided perception, and uneven research findings (Van De Ven, Rogers, Bechara, Kangyong, 2007; Jayne & Dipboye, 2004). Business leaders, government employees, mid-level practitioners, non-profit members, and even the business start-up owner all have justified questions concerning the morale value, and business utility of workplace diversity. The question no matter how stated, simply boils down to “What is the business value and potential benefit of workplace diversity?”   

Six key points of consideration are hereby presented:   

Point 1 – There is a tendency to equate demographic diversity with federal equal opportunity and affirmative action laws.  This is done in error because of research and organizational initiatives that link the concept of diversity with federal equal opportunity and affirmative action laws.  This error leads to resistance and reinforcement of stereotypes, having a reverse, unintended consequence on justifying the business need for diversity.  

Point 2 – Most workplace diversity initiatives consider only demographic components of diversity.  In considering only the demographic aspects of diversity, organizations do not go far enough.  As a matter of fact, organizations have in many cases only increased the likelihood that any diversity business case and subsequent initiative will be met with resistance.

Point 3 – Cognitive Diversity along with the business need is the root starting point when exploring the organizational benefit of diversity.  Cognitive Diversity, as I define it, is the observed and unobserved attributes that distinguish individuals and their accompanying value and belief system.  Of course there are varying views of Cognitive Diversity; yet, the properties of this definition allow us to include both the demographic components, and beliefs and attitudes components of diversity.    

Point 4: Workplace diversity must be centered on a business need (perceived threat, rare opportunity, or a combination of the two).  The moral case as unfortunate as it may sound is not enough.  Research shows that organizations that succeed at diversity base it on sound business considerations such as entrance or expansion within a market segment, product and services aimed toward diverse segments of the marketplace, exploitation of unexpected demand (or potential for demand) in an untapped or under-performing market (Note: Under-performing in the sense that demand for product or service was not foreseen; yet is empirically proven to show consideration for increase “presence”).

Point 5: Not all organizations should pursue diversity, especially based upon demographic consideration.  Diversity should not be pursued (despite what many tell you) to correct moral wrongs or to “reflect society.”   There are laws (both passed and under consideration) and other causes that serve such purposes.  As for “reflecting society;” your market may only represent a unique, defined niche of our collective society and any efforts to “represent society” will be viewed as insincere or not justifiable if your products and services appeal only to specific segments of the marketplace. 

Point 6:  If organizational diversity initiatives are pursued, it is essential to focus more on cognitive diversity vice the demographic components of diversity.  Highlighting differences, based on research and experience of organizations that pursue diversity (successful and otherwise), show that when demographic understanding is sought, the inverse happens – more confusion and increased hostility often results (Van de Ven, Rogers, & Kangyong, 2008; Jayne & Dipboye, 2004).  Furthermore, appreciation of demographic diversity naturally results when diversity is pursued at the deeper, cognitive level.   

 So what are the benefits of diversity if the business case warrants worthy of pursuit?  There is no shortage of benefits, if your organizational business case (considering the above) is conducted with rigor.  Some of the benefits of workplace diversity may include:

Goodwill of the Community. If diverse segments of your customer base are diverse and your organization reflects this diversity, your efforts will not go unnoticed. 

Potential increase in earnings and profitability.  Directly related to the above benefit, customers show appreciation represented via “buying power” and increased sales.  Quite simply: They buy more from you and less from your competitors. 

Increase readiness.  If you are a government organization, diversity efforts are appreciated through increased contribution or increased willingness to join your organization or cause. 

Outreach into potential talent pools.  With increased outreach and appreciation of diversity, you have increased individuals looking to contribute their talents to your organization.  If competitive advantage is embedded within human capital, which I argue this is so, than deeper, richer pools of talent with unique ideas and perspectives will enable you to leverage this diversity – resulting in, ideally, innovative products and services delivered faster and better than your competitors – for the foreseeable future. 

References/Further Reading

Jayne, M., & Dipboye, R. (2004). Leveraging diversity to improve business performance: Research findings and recommendations for organizations. Human Resource Management, 43(4), 409-424.

Van de Ven, A., Rogers, R., Bechara, J., & Kangyong, S. (2008). Organizational diversity, integration and performance. Journal of Organizational Behavior, 29 (3), 335-354. doi:10.1002/job.511.

Perhaps your organization is being impacted by one of these factors, but an assumption is that a combination of these factors is having an impact on  your company.  It is during these times that ambiguity increases despite well-intentioned efforts to prevent otherwise.  One of the things that we as leaders need to focus our efforts (both individually and collectively) is on continuous communication and feedback. 

The danger of organizational ambiguity can have profound impacts, which  contribute to the factors mentioned earlier and taken together result in organizational politics.  Organizational politics itself manifests within our employees in the form of  stress, intentional and unintentional discrimination, and at the extreme, turnover. 

Thus feedback should consider multiple formats addressing areas to include employee performance, organizational direction-visioning, and business goals.  Your key objective as a leader is to maintain or improve performance so that your organization maintains or ideally improves effectiveness and its ability to  accomplish its organizational objectives.  Presented below are three ways to enhance feedback and create an open-feedback culture that ideally will increase morale, diminish the impact of organizational politics, and contribute to increased profitability, readiness, and affiliation with organizational citizenship behaviors (OCBs):

1.  Ensure employees have access to relevant information regarding their performance.  This includes, but certainly not limited to individual efforts within the context of accomplishing organization, unit, division and department objectives.  With this access, senor leaders, managers, and supervisors should encourage open dialogue on not only the importance of the job, but how an employee’s job performance can improve at the individual level and mapping the linkage to organizational performance. 

2.  Provide informal and formal feedback outside of performance appraisal interviews.  As I persistently state within blogs, lectures, round tables, etc. is that performance discussions should not be limited to appraisal feedback sessions.  When you, as a leader, take the time to discuss employees’ performance in settings outside of performance appraisal review sessions and interviews, you are increasing trust-building and decreasing the impact of perceived organizational politics.  

3.  Discuss importance of job performance, teamwork, and feedback as it relates to desired OCB.  Integrate what your organization stands for as often as possible.  Your goal is to impact the subconscious work efforts of employees to align their behavior with organizational goals – that is always the number one objective.  Once your employees understand how their work behavior/performance outcome contributes to the organization’s ability to accomplish its objective, you have again decreased ambiguity and set a clear standard of performance. 

In the end, you, as a leader, must exercise the behavior and activities associated with transformational leadership during difficult times.  These are difficult times at some level and through your consideration of employees’ perceptions, beliefs, and attitudes as it relates to their job, job performance, job accomplishment, and job security, you will go a long way in enhancing organizational performance through increased productivity  and morale while at the same time create an atmosphere conducive to feedback, information sharing, and building trust.

But the bigger question is how prepared were you and your organization for the conditions we now find ourselves faced?  Many reacted fairly quickly through various tactics that included hiring “freezes”, carefully orchestrated down-sizing, furloughs, etc.   Perhaps the biggest lesson we learned as HR business professionals is that we are not immune to ensuring we have an effective, proactive risk management plan in place to decrease the impact of the unknown, while also ensuring we are prepared for events that have a high probability of occurring.  I am not going to get into probability or statistics, but the point is this: We must ensure that our HR risk management planning and implementation processes are vibrant and continuously adjusted minimizing the impact of unforeseen, high-risk, high-impact events.  Furthermore our HR risk management planning must effectively integrate with the overarching organizational risk management plan – a key component therein.

Yet risk management is not just for unforeseen ”disasters”, your risk management plan should also incorporate the optimistic – it is often the optimistic, macro events that leave your organization exposed – causing lost opportunities, decreased market share, or customer turnover.  Furthermore, we as HR business professionals must ensure that our risk management plan compliments our organizational threats and opportunities and not the reverse.  Here are some examples for you to consider – remember our task is to think (and act on) of the human capital-human resource impact from an organizational strategic perspective. 

1.  Impact of increased demand: Is your organization poised for an increase in demand or are all your plans considering a flat-line/zero-growth scenario forecast for the next few years?  How will your organization respond to additional manpower required to respond to increased demand?  Is the workforce trained and equipped to handle additional demand?   

2.  Impact of emergent competitor cutting into market share:  A hidden competitor emerges quickly with a product that has increased functionality or a well-rounded, responsive service offering.  You and your organization must respond.  From a human capital-workforce planning perspective what plan do you have in place?

3.  Business organization decides to divest or invest business unit/line of business:  Senior leadership is continuously asking (whether you are in the room or not): “Is this the business we should be in?” Or, “Is this a business we should consider?”  What is your plan for both scenarios?  What are the costs, change management, risk of failure for a proposed merger?  What is the downside and upside of executing a divestment/exit plan?   

4.  Brand Introduction/New Product Development (Early Green light):  There are times when acceleration of a product or a service offering/introduction may be required (See Point #2).   What contingencies does your strategic human capital-human resource risk management plan have in place for such a scenario?  We all know the reasons for accelerated introduction, but how many of us are really prepared?  Some questions to ask in formulating your HR risk management plan: Do we have the required skills on-hand (skill-set inventory)?  What changes/updates must be made within our recruiting efforts?  Is the workforce training and development plans sufficiently developed to ensure that the workforce within the line functions can support early introduction of the product/service offering?

5.  Increased/Decreased footprint in overseas/global market.  The joint venture migration is ahead of schedule, or on a not so optimistic note, there is a need to exit a market sooner than expected.  Have you engaged and developed an exit strategy that meets the organization’s accelerated growth plan or exit strategy?  Every time I think of this detail, I think back to Mr. T in Rocky 3 when he was asked what his back-up plan for beating Rocky was.  Mr. T famously replied, “Don’t need one.”  However, you do.  Ensure that you have considered and developed a plan for an increased or decreased presence in overseas/global markets.

These are just some of the business scenarios you should be thinking about when developing your HR risk management plan.  See, it’s easy to develop for contingencies when your contingencies fit in a neat box during a planned meeting that looks for highly probable-high impact scenarios.  But one thing our current business environment has taught us is that the only predictable event is the one for which we did not plan. 

Finally be strategic about your risk planning.  Ensure that your risk management plan has a top-down perspective and is not developed with what you hope happens or can best plan for from a functional perspective.  In other words, ensure that it aligns, but takes into consideration, that which is unseen/not forecast, or detours your organization for better or worse.  Your risk management plan should be proactive, supplement the organization’s risk management plan (supplementing line risk management planning where appropriate), and rigorously consider impact (both positive and negative).

“Ray doesn’t know business.  He doesn’t know the business I am trying to build.  He is one of those HR types that runs background checks and specializes in recruiting.  But he knows nothing about shipping, distribution, required freight costs and packaging.  Let’s not even talk about working with suppliers.” 

I nearly fell out of my chair and I looked at my friend who just stared at me as to say, “What is with you?”  Breaking the silence, I asked him, “Did you catch that?”  Returning my stare with a matter-of-fact smile, he stated, “Yeah, that’s the perception of HR on my job.” 

But for me it wasn’t that simple.  There stood two guys that had a vision of starting a company; the shingle based contracting business was only the beginning.  Yet even more surprising, they expressed an opinion of my passion and livelihood that is shared by perhaps many others – more than I (or we) probably like to admit. 

That casual comment has been on my mind now for almost two weeks with the words, “Ray doesn’t know the business” echoing in my head.  A statement so easily accepted by my friend that he barely even acknowledged that the statement had been made.  There I was with an undefined feeling that could only be described as a mixture of fury, embarrassment, and determination.  The question of ”What am I and my fellow HR professionals doing to change this perception?” looped in my conscience; loops in my conscience.   

I began to reflect on my conversations over the previous month with my fellow HR professionals searching for validation (or misguided perception) over the statement that the contractor had made. It also brought me back to the present and the topic of the day for HR: The strategic role of HR. 

We talk about it.

I support some of the practical thoughts and applaud the organizations and leaders that have found a strategic and practical solution that focuses on the business outcomes of their organizations.  However, I must admit, we still have work to do to change the perception (and reality) that HR is viewed as transactional back office work – by many and perhaps the majority of our business peers; we really don’t know – at least I have found no compelling study to convince me one way or the other. 

With all our talk of succession planning, talent management, organizational development, and a framework that contributes directly to our organization’s strategic goals and objectives, more often than not, when I dig deeper looking (and hoping) for my peers to state clearly a business case – they cannot.  Instead I hear (at best) discussion of management methodologies that are detached from the actual growth (or survival) of the companies in which they work. 

I search (sometimes in desperation) for someone to tell me the costs and financial impact to the organization’s bottom-line when employees are not properly trained in the field.  Or the horizontal-vertical misalignment that results when “key drivers” are not properly isolated or measured, directly or indirectly, to business performance (profitability or readiness).  Or why Key Performance Indicators (KPIs) are even developed from a overarching business perspective. 

For the fact of the matter is that discovering, developing, and transforming HR into a strategic driver within organizations is hard work.  It’s important work.  It must be done for the sake of our “role” in the organizations and in many cases our organization’s survival. And to be honest: We will not convince many – more than I care to even predict.  But we will convince several: The forward thinking HR-centric firms or up-and-coming organizations that realize that human capital alignment is at the center of the brush with HR professionals kneeling at the source with match in hand ready to ignite the flame.  I will even count victory for the contractors discussing business growth as they work on growing their new businesses.  Heck, I will turn flips when the social entrepreneur who is finding some success in her homeoffice discuss the importance of having an effective HR framework for her business.

So who takes the lead: We do!  And it starts with an opening of Pandora’s box.  It continues with a quest to learn the value-creating process of delivering our organization’s products and services to the workplace.  It requires a keen understanding of how business works up-and-down, end-to-end. It will require a keen insight into how HR contributes to organizational branding, operational processes, salesforce readiness, and R&D innovation.

We must make it happen; we must look to the day when we hear – regulary:   “Ray is all about business and is instrumental to our business success.”

And it must flow every so easily – as a matter of fact.

For example, one executive stated that he needed skill development/technical training.  My questions to him were How much was the training going to cost?  What kind of training (specifically) was needed?  And, How did would he know that training being provided was effective?  In particular, what led him and the organization to come to the conclusion that  more training was needed:  Was it market position, defect rate, employee satisfaction feedback, customer satisfaction feedback, accident rates, or lost time?  Was it a combination of all of these measures – or did you even measure at all?

The second executive stated to me that he needed to have his particular SBU performance on par with the other SBU.  He also stated that because his product/service line was new that he was under much scrutiny.  My questions continued.  How do you know that the other SBU has it right? How is your SBU performing among industry competitors (locally, nationally, internationally)?  When do you know (or will you know?) you have gotten to where you need to be when two different markets are being served?

Finally, the last executive I spoke with stated that he wanted to “really go after” a chosen management methodology.  My questions continued: What is so important about this specific methodology? What is the resistance?  What incremental yard posts/milestones are in place to let you know that change is being captured and that the change management process accompanying the methodology implementation is taking hold?  What is so important about this methodology – is it growth based or improvement based?  Is it focused on ROA or revenue based that facilitates time-to-market and market penetration?

The final conclusion that I drew was that this organization had to define just what they were after.  Between talks of continuous improvement, training, and top-line growth strategies, I could not get a single consistent theme.  Now this does not take away from any of the professionals that I spoke with that day.  They are, I assume, talented individuals with a track record of success.  However, my point is that for there to be any improvement at all you have to clearly identify what you are going for else any improvement will do and little will have changed in what you are going after.  It is important for you, as a business and/or HR professional to see through the clouds of ambitious (and often competing goals), agendas that are contradictory, and measures that are consistent with where your organization wants to be positioned (are top line measures driven by top line enablers – drivers).  The list goes on.

Unfortunately, many professionals like to storm through strategy and business planning sessions to get back to work only to get back on the same path to nowhere.  It is up to you to prepare your peers and managers for the long path ahead by applying the needed focus required for the journey your organization wants to go after?

You want the chance to contribute to strategic growth and provide value – this is your chance and they exist in almost all organizations.  Go for it and share your story here.

In addition to what we are getting right, there are businesses that KNOW that a key differentiator from a good business (or a business at all) to a great business is to recognize, embrace, and implement key effective HR practices – that directly contribute to the bottom line.

Furthermore, businesses both large and small, make it point to focus on the bottom-line contributions that HR brings.  HR Magazine (September 2006) states that “Small businesses that invest in formal employee selection, management and retention strategies see direct, quantifiable results on the bottom line.” This insightful article concludes with a powerful quote by Christopher Collins, associate professor at Cornell University and conductor of the study: “. . . we’ve proven that specific human resources strategies have a meaningful, and statistically significant impact on small business financial performance.”

One of my favorite works, “The HR Scorecard” (Becker, Huselid, Ulrich) – the almost timeless classic – unearth findings still relevant today, seven years after its publication.  This formal study provided a framework for companies to implement bottom line HR strategies by highlighting the studied companies financial performance (those that got it right and those that didn’t), making the case for implementing the right mix and relevant HR strategies, which have proven to play an invaluable role in their financial success.

So the question in my mind is not, “Will HR find its way?” Or, “Will HR finally get it right”.  Nor should the HR professional, in my opinion,  continue to question what is more cliche than true.  The fact is that we are valued business partners; the organizations that get it right in terms of financial performance and long-term business success prove to us that we are getting it right.   We, as HR professionals, and the accompanying-relevant strategies that we bring to the table are entrenched in the fabric of the most successful companies, both large and small.  The question (or statement, depending on how it’s vocalized) is: “Does YOUR organization value the role of HR?”  The follow-on question I have for you is: “What are YOU doing to ensure that this continues (or starts) to be the case.

Various tools (to include Web 2.0) are enablers, which allow HR professionals to share best practices and give informal case studies on what is working (or not working) for their organizations.  It is now common wisdom that strategic (and functional) success comes in the form of an effective HR structure, aligned within your organization’s strategic framework.  If your HR practices point toward improving only HR effectiveness, can you blame your organization for not listening?  However, if you point to the specific benefit that your organization derives in a key business, bottom line method then backs straighten, conversation-dialogue takes place, executable plans are developed, and our prized and loved profession participates in key business activities to include formulating, communication, and executing our relevant roles within the larger, overall business strategy – if not, than it’s not the function; it’s the culture of your organization and if you haven’t made your case by now within it . . .competence, role-focus, openness should come to mind.

So instead of laying out “guidelines” and “what-to-do”, let me say what we’re doing right (what-to-continue to-do):

1) Continue to build upon the HR infrastructure and framework that you have tirelessly worked on.  That framework you’re building upon is consistently answering the questions that include “What metrics and measures provide the necessary analytic/data that drive key business decisions?”

2) Continue making the case for workforce planning and development.  If there is a business outcome that links to workforce planning, continue making your case, even if it sounds redundant.  Believe me, your counterparts don’t have a problem in making a consistent and oft repeated case.

3) Continue to be prepared by having expert insight into various scenarios on business decisions/proposals.  We need to continue to have the impact, trade-offs, pros and cons of scenarios that face our organizations in both the short and long-terms.  This scenario-based planning can be directly related to our function, such as the impact of hiring freezes, implementing-offering “voluntary turnover” packages/incentives, revising sourcing strategies, or actively recruiting in local or national labor markets.  Or the insight can be indirect such as decisions to expand product lines, expand (or contract) R&D, prepare for divestment of business unit/line, etc.  Whatever the scenario or proposed action – continue to be prepared.

4) Continue to communicate as a key change agent.  Even organizations where change occurs on a more slow-paced scale (read incrementally) are experiencing change.  Continue to embrace your role as an invaluable agent of change.  Continue to drive the relevant messages through your organization while pushing the communication up (feedback), pushing the communication down (objectives, goals, policies, etc.), and spreading it all around (key internal/external stakeholders).

5) Finally, continue to focus on service delivery.  Whether you are making relevant and smart use of enabling technologies such as ERP, self-service applications-software, or SaaS, your ability to continue to focus on delivery of HR services are and will remain critical.  Keep it up!  These enabling, technological tools will continue to grow as a whole and mature individually.

So HR professionals, give yourself credit.  For every argument you hear that we are not doing enough or we are missing the boat yet again, realize that (a) our profession has made considerable in-roads since the heyday of introduction (early 20th century and our days of being the “Personnel Department”); (b) the most effective companies get it – it’s not always about you – sometimes it’s actually the perception of your function or the wiliness for your company to realize the valuable role HR plays and contributes to business success (and survival), and (c) you are the reason that we are gaining interest and have become a very creditable profession – because you have demonstrated the ability to show inside and outside  your organization, that HR is a critical business function and deserves credit.

Anytime you doubt anything in this post, I want you to ask yourself? “What other profession do I want to be a part of?”

Is HR the answer?

I thought so.