Few years down the road, Human Resource Management (HRM)
was not a subject taught at the educational institutions across the
world. However, it has now expanded and engulfed almost every
organisation like a plaque, rendering all other functions of the company
dependent on this all-powerful department.
What we witness today, the
human resource professionals, instead of providing a support function,
are slaughtering every individual in every conceivable way. A proper
name should have been “Human Resource Massacre”.
As the story
goes, once a financial institution needed to employ a security guard for
which outsourcing was considered to be a viable option. An individual
offered his company’s services and employed a guard for the financial
concern.
In due course of time, he realised that one guard is not
enough to handle a 24-hour job; hence, another guard was employed.
Things went fine for a while before one of the guards fell ill and the
owner of the company realised that there has to be a fallback option, in
case of any unforeseen emergency. So the third guard was employed.
Then
came the task of transportation of the guards to the site for which
there was a requirement of administrative staff to handle the vehicles,
fuel and other miscellaneous logistics. The administrative setup was
followed by the Accounts Branch and subsequently to handle the whole
setup, a Human Resource (HR) Department was set up.
Organisations
run on the basis of profitability; hence, the owner of the company
rushed back to the financial institution for the revision of the
contract to accommodate additional expenses. On their refusal, the only
option left was to reduce the number of the staff in the organisation. A
meeting of the HR department was called on emergency basis and after
due deliberations of few days, the HR recommended firing of the two
guards, thus getting the same output from one guard. A classic example
of how HR works.
By definition, the HRM is the management of an
organisation’s workforce or human resources. It is responsible for the
attraction, selection, training, assessment and rewarding of the
employees, while also overseeing organisational leadership and culture,
and ensuring compliance with employment and labour laws, an area not
very well accommodated by majority of multinationals for in
circumstances whereas the employees desire (legally authorised to hold a
collective bargaining agreement) the HR will have to also serve as the
company’s primary liaison with the employees’ representatives which,
according to the monetary-driven nature of the businesses, is not liked
by the top management.
The expectation from the HRM is much more
now than the conventional roles, for now it is expected to add value to
the strategic utilisation of employees and that employee programmes
impact the business in measurable ways. The new role of HRM should
involve strategic direction and metrics measurements to demonstrate
value. But to reach that level of excellence, the prevailing HR
practices need to get out of the arrogant approach of being superior to
others.
Why can’t HR be more fun? How many employees of an average
company really see HR that way? Not many! It used to be once when there
existed an environment where things got done. A tea and coffee party on
the premise was permitted, time to learn your job was expected,
investments in learning and leisure were encouraged. Ever wondered what
really happened? HR got “legal” and more “professional” by becoming more
rigid and over procedural and, in the process, killing creativity.
Human beings are looked more as “assets” or “liabilities” that have to
be “managed” (read harassed) to reduce risk. Today’s HR is typically a
person, who sits next to the boss when you are about to get laid off.
How much pathetic ones career can be?
What is required is the
change of mindsets. Starting point is to first stop using the
dehumanising terms used for individuals as assets, human capital or
liabilities. Dealing with them as “commodities” is humiliating them
“professionally”. Once we start dealing with them on human levels, new
chains of human bonding’s can create sustainable positive synergy that,
in turn, will benefit the company businesses. The answer lies in moving
from the “massacre” of human beings to “managing” them.
The
writer is a PhD in Information Technology, alumni of King’s College
London and a social activist. He is life member of the Pakistan
Engineering Council and senior international editor for IT Insight
Magazine. He has authored two books titled Understanding
Telecommunications and Living In The Grave and several research papers.
Blog: drirfanzafar.com Email: drirfanzafar@gmail.com