Keeping the Human in Human Resources

In our jargon filled and target driven working lives there is a real danger of becoming totally task orientated.  When we’re at work we talk about how busy we are and everything we have on the go, we work overtime (too often unpaid) to get through the in-tray and In-box, and when we go home we will often still have work on our minds.  And it’s not just you.  The majority of people around you are probably just the same. 

It’s the nature of a cut-throat environment, especially in the depths of a recession, that everyone’s first instinct at work is just to survive.  Keep the business afloat, avoid being a victim at the next round of redundancies, and keep below the bosses radar by keeping your head down.

The trouble with this approach is it’s actually counter-productive.  A task driven focus tends to ignore the crucial fact that it’s people who make a business succeed or fail.  Not charts, not targets, not a Victorian mill owners hire and fire attitude and fiery work ethic, not the latest IT system or US originated jargon-riddled management “system” – but humans.

Don’t’ get me wrong.  All of the above features have their place, and any organisation trying to operate without good systems is a disaster waiting to happen, but my point is that the system should never be the prime focus.  The system, whether it’s the IT or the paperwork flow, or the way orders are processed in the warehouse, is there to help the people do the work in the best way they possibly can.  And a good system will help them to interact with their colleagues smoothly and efficiently, and for managers to treat each other and their staff in a way that keeps people content and productive.

Human Resources Management - The Basics

This is the art of Human Resources, and Human Resource Management - keeping the balance between the fact that everyone in an organisation is both Human and a Resource.  The business or organisation needs people to perform to succeed, but it must also create an environment that makes people want to do that.  To make sure they feel valued and appreciated for what they do, from the cleaner all the way up to the MD.  That way they want to come to work, they want to do a good job, and they’re happy to go the extra mile to keep themselves and their colleagues gainfully employed.

Far too often we hear about mangers in areas such as Sussex who exploit a difficult employment market to act like something from the 19^th Century.  Most of us at some time or another have worked for the kind of boss who, when asked what bonus they might get at Xmas, tells his staff “You’ll still have a job in the New Year”.  The irony is most of the people hearing this would really rather not be there in the New Year.  They’re not motivated and usually only do as little as they can get away with.  The smart manager is the one who creates an atmosphere that keeps people keen willing to support each other and the business.

Here's a good idea to keep with my theme......

http://www.hrzone.com/blogs/strategic-employee-recognition-derek-irvine/appreciating-favorite-co-worker/144497

and some places to get sound advice....

http://www.jrhumanresources.co.uk/managing-people.php

http://www.cipd.co.uk/blogs/