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Dear Editor,
Recently, comments about the sugar industry and its controversial productivity have resurfaced. The author comes from a time when the sugar industry was regarded as the employer of choice in British Guiana, one of the reasons being its investment in human resource development – spawned by Bookers Sugar Estates Ltd. in the 1950s in the form of CADETSHIPS. These overseas university scholarship recipients have proven their worth in their respective fields of expertise and are motivated by a rigorous performance evaluation program to rise to the highest levels. Bueckers established an agricultural scholarship program at the University of Guyana. The Guyana Agricultural School was conceived by the sugar industry – the first school for management candidates; the second purpose was to identify appropriate on-site supervision capabilities.
But then the first trade apprentices graduated in the 1950s, with a large proportion reaching higher technical levels. But in some ways, the current ramblings, which focus largely on older performers, are actually controversial performance records. As a result, little is heard of accomplished people who can serve as role models, as there are hardly any ambitious young people pursuing a career in the industry. What emerges at the decision-making level is a strange mixture of past losers, doubters, and ill-informed contributors—the almost total effect being that the blind lead the blind, and the deaf do not listen to the dumb. Those who know more about organizational communication must be curious about basic staff/department meetings; basic reporting relationships regarding health, safety, leave, agency appointments, performance appraisals, promotions; training (apprenticeships) and development; industrial relations, Worker Participation; Others (Regional Meetings) – including Sugarcane Farmers Committee meetings required by the Sugarcane Farmers Committee Act.
Unfortunately, these records reveal a significant decline in the quality of the human resources (personnel) management department that had commanded the highest respect since Booker Sugar’s founding in the 1950s. The first personnel officer meeting in 1962 made recommendations to the Board of Directors, which approved them as policies for full implementation internally, some of which even earned the respect and replication of other organizations at home and abroad. It was this corps of performers that won quasi-professional applause and established one of the most dynamic National Associations of Personnel Officers, which was soon forced to transform at the behest of various professional managers who insisted on membership. Guyana Institute of Management. An organization in which they can grow as people; to be role models not only for their subordinates, but also for their children.
Now in the sugar industry, the question that arises is the quality of leadership that can be provided in the human resource development, the authoritative ability of the department to promote and report the strengths and weaknesses of comparators and senior performers whether as individuals or as a team, therefore, Succession planning and career development goals are somewhat elusive. The division’s teams are limited not only by their own limitations, but also by those posing as their leaders. These dogmatists brag about how much is grown on farms and produced in factories; but think too little about the self-respect of the people they lead and respect for their careers; more importantly, they are a family owner, and a role model for their children – all stemming from their commitment to the same future of the sugar industry. In the end, teamwork is key. I know – since 1958.
To date, some criticism has been published regarding the strengths, but without addressing the apparent weaknesses. However, closer reflection reveals that strengths related to successful past achievements are compromised by limited information from new leadership and the apparent mediocrity of past performers. Those who should know better must demand proposals for a viable five-year development plan that at least draws attention to the sugar industry as a career environment for future ambitious generations who will also enjoy the current new Sports and other personal achievements. and entertaining staff. The level of consciousness of an organization cannot exceed the level of consciousness of its leadership.
Interestingly, one of the industry’s most recent critics (apparently re-employed) happens to be the subject of my review of his performance as a real estate manager during my tenure as HR Director in 2017. Devendra Kumar worked as an estate manager in Skeldon and Wells Estates. His interactions with four senior staff members were so negative that they were fired in one fell swoop—all during the last time the current administration was in power. As it happens, one of the affected senior employees he mentioned in his recent letter was able to resume his career along with others at the location. He is still working at GuySuCo. However, I am fully aware of the positive relationship with the previous estate manager, Welsh, and agree with the board’s decision to release him (and of course others) at the time of closing in 2016: he should be brought back as employment was discussed so late The problem with this process is that it seems to abandon the common-sense use of personal files, which have always been available to the HR department of the organization, which is undoubtedly as old as the sugar industry, assuming of course that he was ever sought.
Sincerely,
EB John
Retired Human Resources Director
Gaisuco
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