Are job descriptions fixed? Are the criteria public and balanced? Are selection committees neutral and documented? Then the discussion smoothly, with politeness and positive language, shifts to talk about professional conduct and the need for a development plan.
In many organizations, a silent scene is repeated: legitimate questions are raised about the integrity of hiring or promotion procedures. On the surface, this approach seems less harsh than reviewing files and documents, but in essence, it shifts the weight of the issue from the system to the individual, replacing accountability for procedures with personal training, and thus the light of truth fades, where it should shine brightly.
The problem is not with development itself, as development is a constant necessity to maintain the health and efficiency of organizations. The flaw lies in when development is used as a substitute
