Dear Editor,
Colleague Human Resources Directors/ Managers across local organisations must wonder how it is possible to recruit 157 excess employees at GWI and not accept responsibility for such an obvious organisational travesty. They must ask about basic job structures in each department/ section, of the allocation of personnel for each specific operation, and most importantly, amongst others, of the budgetary implications of this excessive process. Why would the HR Directorate not be authoritative enough to bring to attention of operational Heads the issue of overstaffing of such pandemic proportions? Were job descriptions agreed and issued to each recruit? Would not the repetitiveness of some operatives’ be quite obvious? Were there regular operational reports reviewed by the appropriate level of decision-makers, including HR, who would query the justification for perceived superfluous manning of locations? Not unreasonably there would have been incidents of absenteeism, which presumably would not appear to have substantially retarded operational progress. Why then were not the right questions asked?
Like what is the full complement of operatives at GWI that 157 would not have been noted earlier as ‘excess’, by a competent management? So that it is not enough that the operatives should suffer for eminently poor decision-making at the management level, where the faultline must be. Now, having completed this superficial exercise in organisational reconstruction, a more incisive analysis of an obviously defective management structure must be conducted, and appropriate action taken with respect to the defaulting decision-makers. Ask some of the 157 excess victims who they are.
Sincerely,
E.B. John
