Harvard hires the top of its HR workforce.
The University says it hires the best, and hires them fast.
The company also has an internal HR system, which makes hiring and firing more difficult.
But the HR company is far from perfect.
Here are five ways HR at Harvard has become a nightmare.
Harvard hires people from different departments at different times.
This means the company can fire people without telling them why.
It can also make mistakes.
When the company has a bad day, people can complain to HR, but that can’t be shared.
Harvard doesn’t make anyone accountable.
“It’s hard to hold an employee accountable,” said Harvard HR Director David B. Dennison.
Harvard’s HR system also means that the company’s HR team doesn’t have oversight.
“That means that you can’t change what they did, or the way they do things,” said B.V. Srikanth, the HR director.
It’s easy to lose track of how much you’re paid.
Harvard makes you wait weeks or months for your pay.
This is especially true for people who are new to the job and are not compensated as much as their colleagues.
“This is one of the major barriers that we face,” said Srikant.
The HR department can’t track who gets paid, because the company does not have a formal contract with the employees.
“We don’t have a system in place where we can say, ‘Hey, you are being paid $5,000 a year,'” said Breen.
It has no transparency.
Harvard says it has “no policy of disclosing pay.”
But the company said it does have “a policy that all compensation paid is reviewed for compliance with federal and state laws, as well as federal and local labor laws.”
The company said the policy does not apply to “salary or bonuses.”
Harvard says this is because the pay itself is confidential.
“If someone is paid a salary and then that is subsequently disclosed to HR and the employer, we will provide compensation to the employee,” said the HR department.
Harvard outsources HR to private companies.
Harvard is outsourcing HR to companies such as Evernote, a startup that is selling data analytics.
“There are lots of reasons why this is not a good idea,” said Dennion.
But there are also some obvious reasons.
“A large part of this is that there are no regulations in place,” said M.K. Dutta, a labor attorney at the Center for Responsible Lending.
“The only thing we have to know is that the pay is paid, and the person is paid.”
Harvard said it is not selling or selling out HR.
The CEO of Evernotes, Paul Szymanski, said the company is not making any salary decisions.
But he did say the HR process will continue.
“I think there’s a good chance that we’re going to see some change in the way HR processes pay,” said Szymanski.
HR is not an accurate measure of success.
Harvard employees are not always paid well.
Harvard said HR is “not a perfect indicator of whether an employee is making the kind of money that they are making.”
That’s true for every company.
“People are really not sure what the metrics are,” said V.
K Krishnamurthy, the founder and CEO of HR consulting company Workplace Integrity Consulting.
He said a company’s performance is a reflection of the way employees are performing, and that includes HR.
“HR is not measuring success, it’s measuring the performance of an organization,” said Krishnamorthy.
“And that’s not the best measure.”