At a café, I overheard a young employee saying:
“Even though he’s in a higher grade, he leaves the data work to others and gives instructions too late.”
It may sound like a casual complaint, but in fact it reflects deeper issues in organizational structure and HR systems. When titles and grades are not tied to clear responsibilities, frustration inevitably surfaces.
HR systems are supposed to connect grading, evaluation, and compensation. In reality, however, many companies let these systems become hollow, disconnected from the workplace. When grading is only about titles, employees lose trust in the system.
So how can we make HR systems work for results rather than titles?
Clarifying expected behaviors for each grade, making evaluation criteria transparent, and embedding education programs are essential steps. Integrating grading, evaluation, and training into one coherent system can increase transparency, build trust, and strengthen long-term growth.
──This article continues with examples of workplace voices and concrete measures for improvement.
For the full version, please see my note article.
→https://note.com/stratphilo/n/nd9fed47dfe7c
