FOR years I have watched business owners, CEOs and managers make “people” decisions — good and bad, big and little, and difficult and easy people decisions. Often, I have been privileged to participate in their decision-making by providing advice and counsel. In some cases, I learned of the decision and outcome too late to impact the results. While most leaders can recall the ramifications of their bad choices, many haven’t analyzed where their HR decisions went wrong. Some people are able to make effective people decisions, while others are plagued by the turmoil their choices create. After much analysis of good and bad HR decisions, I have some insight to share. First, let’s define a “people” decision. Simply put, it…