• Dustin Leszcynski

    “This process is interesting in that it creates a two-tier culture – the excellent people and the “general” or “other” people. I may be alone in this observation, but it appears to me that the movement to centers of excellence, in many firms, quickly is reducing trust within HR.”

    What about bringing in outside consultants to solve and execute Human Capital problems? Is this not even more harmful to trust within the organization than what COE’s may do, essentially creating a 3-tier culture (Consultant > COE > Generalist)?

    In the recent Deloitte Talent Edge 2020 report, 38% of organization’s most pressing talent concerns today is the ability to develop leaders and succession planning. If an organization does not trust it’s internal employees to innovate and solve the most mission critical projects, how will it have the leadership ready to move up and into the most senior roles?

    • http://www.eepulse.com Theresa M. Welbourne, PhD

      Great observation – wish I had the answer. I wonder if relabeling the center of excellence might be a step in the right direction? I don’t know what the underlying issues are – just observing the phenomenon.

      • Pauljameson

        Why not give employees power, by letting them communicate how they feel about information that they hold, then the results could be observed in a hierarchal and multifaceted prediction ?using software?     using software?     

  • http://twitter.com/safetybobsf Bob Lehto

    Another excellent article Theresa. I can’t wait for part 3!