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Accurate? (Squid Game analogy)

Deborah

With credit to Suzie Bogle who posted this on LinkedIn.  I haven't watched Squid Game as I have an aversion to gore.  But this represents my life in HR far too often.  Does this resonate with anyone else?

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  • If HR are doing that sort of thing it can only mean, they have real power but little influence in their organisation.

    Whilst I appreciate the cartoon is just a simple joke, that sort of power relationship just isn't a good advert for any position of power in an organisation, whether its bean counters/accountants , CEOs, Directors, H&S, R&D and/or other managers on. ( I have no idea what Squid Game is! )

    I'm not sure its a good advert. We should be leading by being ...."an authority, in authority** -but without being authoritarian". If you have to drag someone to make them do it, you have to ask yourself what you are doing wrong that makes you have to force someone into doing something. Why don't managers listen to you? Why should HR think that it should be in a position of authority over managers who are managing processes which directly contribute towards the effective running and profitability of the company??

    If you have to force someone to do something, you must be doing something wrong.

    **Oh, and you don't really have to be in authority to have influence. Knowledge is power.
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  • If HR are doing that sort of thing it can only mean, they have real power but little influence in their organisation.

    Whilst I appreciate the cartoon is just a simple joke, that sort of power relationship just isn't a good advert for any position of power in an organisation, whether its bean counters/accountants , CEOs, Directors, H&S, R&D and/or other managers on. ( I have no idea what Squid Game is! )

    I'm not sure its a good advert. We should be leading by being ...."an authority, in authority** -but without being authoritarian". If you have to drag someone to make them do it, you have to ask yourself what you are doing wrong that makes you have to force someone into doing something. Why don't managers listen to you? Why should HR think that it should be in a position of authority over managers who are managing processes which directly contribute towards the effective running and profitability of the company??

    If you have to force someone to do something, you must be doing something wrong.

    **Oh, and you don't really have to be in authority to have influence. Knowledge is power.
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