Hear me out...

There are non-HR concentrators here who wonder why they should even take an HR elective, let alone an HR course.  And, there's an alum who shared his/her thoughts (though wouldn't idnetify him/herself which makes me wonder how convinced he/she is in those opinions...) on why HR in the core is a bad idea.  But hear me out.  This alum, who labled him/herself as a middle manager is just that, a middle manager.  I think middle managers don't realize (a) they're even doing HR work every day and (b) the value of understanding HR at the executive level (assuming they make it that far.)

The debate really just begun.  And I'd like to stop talking about it and hear what others have to say.  Chris Jones, another second year here who is concentrating in both Finance and HOP (but has taken a job in Finance) shared some good insights on my original post on this topic, both against and in support of my position.

Chris' assertion that "HOP is largely about managerial effectiveness across people and teams, which makes sense to include in a core business school class" is exactly the issue that I think needs to be debated here at Owen.  If it isn't HR, then we shouldn't sell it as such.  But he differentiates between "HR" and "managing people" when in reality that's HR.  Think about who creates those people management strategies, parameters and guidelines in a firm?

That said, second year General Management concentrator Bana Shomali wishes she'd taken advantage of more HOP classes though she's referring to HR challeneges.

"I worked in the McKinsey's Middle East office over the summer.  There are great opportunities for growth in the Middle East, but the challenge is to change the Middle East's bureucratic organizations toward competitive and adaptive ones. It's pretty easy to figure out what needs to be done in the Middle East to improve the top or bottom line, its a much greater challenge to make things happen.  I think anyone who is considering a career in consulting MUST take courses in HOP (Leading Change, Strategic Alignment, Compensation, Staffing)."

So maybe that's the confusion in the market.  What you think are managerial effectiveness issues are actually (gasp) HR issues.  Managing people IS Human Resources.  So go survey the recruiters, and, survey executives.  That's who I think can add to the debate.

Comments

[Chris Jones]

And the debate continues. The crux of the question is still whether HOP is the same thing as HR. My argument is still that there is a difference in those terms. Perhaps there shouldn’t be, but right now—there is.

I think HR knowledge becomes more valuable the further you get up the executive ladder. I think that is why many alums come back and say they wish that had taken more HR classes. HOP, defined by my previous comment on Susan’s blog as “managerial effectiveness across people and teams,” is valuable at just about any level. Knowing how to motivate people and work with them effectively, for instance, can be extremely valuable skills.

Consider Owen’s own website. “The HOP concentration prepares students to implement business strategies and enhance individual and organizational performance.” Where is HR in this description? I think this goes to prove my point that HR is not the same thing as HOP—at least not right now.