?

Log in

No account? Create an account
I should post something! Um. Hmm... I cooked Indian for dinner… - The Mad Schemes of Dr. Tectonic [entries|archive|friends|userinfo]
Beemer

[ userinfo | livejournal userinfo ]
[ archive | journal archive ]

[Feb. 21st, 2007|11:36 pm]
Beemer
I should post something!

Um.

Hmm...

I cooked Indian for dinner last night. I substituted game burger for ground lamb, and it was okay. I think it would have been relatively pedestrian even with lamb. Still, not as complicated as I usually think of Indian being. I should do more of that.

Had a long discussion at lunch today about my experienced with mentoring at work with a guy who's doing a project on it for a class on leadership. (1,2,3... yes! 8 prepositions in that sentence!) I think the whole subject is kind of problematic, because "mentoring" is a very ill-defined term and there are a lot of hurdles to overcome in getting it to happen in an organization. The conclusion I came to is that really, an organization shouldn't focus on mentoring, but should focus on the end results that it generates, and recognize that they can be achieved in a number of different ways.

Personally, I'd much rather have a consultation with a professional from HR who could evaluate my skills and my career path and then give me advice on what to focus on and where to improve to advance my career...
LinkReply

Comments:
[User Picture]From: boat_of_car
2007-02-22 04:00 pm (UTC)

ditto ditto

Agree with both of the above and add:

I have yet to meet an HR person who had the first clue what it was that I actually do in whatever company I was in at any time. Part of that is always the technical or academic aspect, but mostly it's just that an HR person, unless they are tasked with a spcific kind of recruiting, doesn't have the time or energy to absorb all of that. I can see that they might be good for generic career advice (wear a tie, this manger likes early birds, that sort of thing) so that might be fine for someone just starting out. Sadly, though, this doesn't come close to addressing the issue of competence and ongoing knowledge growth: a big part of career advancment, particularly in technology, is about the kind of competence you can only get 'on the job'. I was lucky early on in my current career to work in an academic environment for a manager who focused on staff development along with technology development, and I've had one manager since then that had a similar attitude. Those were the two best experiences I've ever had. HR was no help at all in either of those cases, in fact, HR turned out to be the biggest obstacle, after budget and upper-managment roadblocks.

So, I guess what I'm saying is that I don't have as much faith in HR as you seem to.
(Reply) (Thread)