> HR has no clue on how time consuming is to transfer context knowledge. It is not consuming HR's time, I suppose. Therefore... The general problem is that di

> HR has no clue on how time consuming is to transfer context knowledge. It is not consuming HR's time, I suppose. Therefore... The general problem is that different parts of the company are evaluated based on their separate metrics, which usually ignore the "externalities" they create for each other. Sometimes those externalities are caused by incompetence that isn't captured in the metric. (Imagine that you would pay developers by the number of lines they write, but no one would ever check for bugs. If one day the developers start producing really bad code, their measured productivity stays the same; it's the measured productivity of the users that would plummet. The developers might even get a bonus that quarter, if they produced more lines of code than usual.) Sometimes the metric is actively harmful, so that doing the right thing would actually hurt the measured productivity of the department. (Imagine that the developers are paid for introducing new features, but no one acknowledges the existence of bugs. It would be a nice thing to fix at least the worst bugs, but doing so would mean the developer stays behind at implementing new features, and gets fired. So even if the developer is fully aware of the situation and wishes to fix the bugs, out of self-interest they would choose not to.)