From the letters page of The Economist:
A bridge too far
Bartleby has an unerring ability to detect the nonsense emanating from HR (July 13th). At my job operating a drawbridge I am expected to set performance goals relating to “core competencies.” These include building relationships, oriented outcomes, creativity and innovation. Curiously, they do not include safely operating the 900-tonne piece of mechanical infrastructure entrusted to my care. At my annual review, learning agility is defined in terms of “an awareness of changing workplace trends”. That such skills are valued more highly than not crushing pedestrians says something.
(The writer has a blog. Go check it out.)
Tantalisingly, we are not told whether he actually succeeded in meeting his performance goals.
Give him a raise, I say.
Brian Hughes is an academic psychologist and university professor in Galway, Ireland, specialising in stress, health, and the application of psychology to social issues. He writes widely on the psychology of empiricism and of empirically disputable claims, especially as they pertain to science, health, medicine, and politics.