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H into HR A long time ago, we used to be Human Beings, not Human Resources. Now, we are simply parts of the process with no more inherent value than the cog in the wheel. The shift in title from "Personnel to Human Resources" either mirrored a mind shift in perception or preceded it. Either way, it’s time we returned to looking at human beings as human, not elements of a process. This not only makes sense in terms of values and ethics, it is also a sound idea commercially because people have far more talent and creative ability than a machine and we can only harness it by treating people as people – not as parts of the machine. If this were not enough of itself, the challenges of the Knowledge Technology era demand that we use our talent pool far more wisely. If we choose to look at people in a more wholistic way, by going beyond the Human Resources (HR) paradigm, we can keep being the lucky country by facilitating people using their full range of abilities - creating our own luck. So, how do we take the next step? Firstly, we need to understand that the HR people themselves are not to blame here. They inherited a new world view amidst a growing focus on competencies which relegated the importance of mental agility and ingenuity. Skillset became more important than "mindreadiness" (a term we have coined) - Perceptual Receptivity (PR), Critical Intuitive Awareness (CIA) and Broad Intellectual Growth (BIG). However, we must support the best in all of us and once again refocus our attention on generating a climate of facilitation, empowerment and the use of principles rather than a narrow adherence to rules which may be meaningless in an ever changing world. The solution of course is to firstly ensure a name change. What’s in a name …… a mindset rather than mindreadiness. So, I would change HR to a new title which would symbolise a new perceptual framework. Options could be:
Next, I would develop a culture focused on acknowledging, releasing then harnessing the intrinsic talent which might be dormant in an organisation. This does not mean everybody walks off the production line. It does however require that we listen to our people more carefully, honestly and openly. Even better if we choose to solicit their input. Finally, HR processes must become a facet of the greater vision for the organisation, not a realm of its own. This vision ought then be lived through providing a greater vision for our people re: Alignment Plus process which generates buy-in and personal investment with staff by starting at the place which interests them most, themselves. ©1997 Leigh Kibby |
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