Human Resource Management? What for?

 Human Resource Management? What for?

Tell me, what is the most valuable asset in your organization? If you believe it is the people who make it up, I can assure you: that is exactly right. Today, virtually every educated leader understands that in any organization the most valuable asset is its employees, and that it is largely up to them whether the company declines or prospers. Of course, not everyone is equally critical, but that does not mean you should work with them any less.

Unfortunately, there are many cases when strong, flourishing companies at the height of their activity suddenly collapsed—rapidly or slowly but steadily—due to circumstances that seemingly did not depend on the top executives, their commercial talent, or their skills. On closer inspection, the causes turned out to be their own employees. Perfectly normal, law-abiding, decent people—primarily because of initially incorrect professional selection and, later, the absence of or improper human resource management—over time began to work as if “doing a favor,” or even became easy prey for competitors.

According to studies by American management specialists, in every organization more than a quarter of employees, due to dissatisfaction with the production process and personal grievances, engage in sabotage. And what do the associated losses amount to? It is unlikely you will find a specialist able to calculate this precisely. And do we even need to?

In countries with developed economies, low unemployment, and a “firm” legal framework, it is easier to track what is happening inside an organization. Employees who are dissatisfied or who consider themselves unfairly treated there try to seek justice—or simply resign and move to another job. In other words, management has a real opportunity to monitor the situation by looking at turnover indicators, complaints and grievances from subordinates, and changes in their attitude toward work. If turnover exceeds 30%, there are most likely serious problems with personnel. Although it is not excluded that this could be an organizational strategy aimed at “squeezing the juice” out of low-paid staff and at selecting low-skilled workers who are plentiful on the labor market.

The dynamics of organizational development, or “We Are Waiting for Change.”
When forecasting the dynamics of organizational development at the stage of innovations, one can expect a certain dissatisfaction, apprehension, and fear among personnel in the face of change, initial rejection, and even possible sabotage of everything new. However, with consistent and transparent personnel policies, the fear, rejection, and other negative emotions that arise during periods of change give way to employee activity and an improved moral and psychological climate. In a company of 150–200 people, the first results will be noticeable within six months.

It is very important, in the course of this work, to carry out activities aimed at explaining the meaning of the innovations and involving personnel in the process. First and foremost, this should be done with the leadership team so they can understand and adequately convey the ideas of human resource management to their subordinates.

It is important to lay out the HR department’s problems and tasks at this stage and then stimulate employees to generate their own ideas on the topic, involve them in discussing proposed solutions, and solicit concrete suggestions that, in their opinion, will be most effective. As a result, the tasks and ways of solving them cease to be imposed “from above” and appear to be born by the employees themselves—the staff becomes a co-participant in the common cause. Consequently, instead of resisting change, employees are inspired by new prospects and strive to achieve new goals—their goals.

Successful, interesting proposals must be put to use promptly, with public recognition of the employees who put them forward. In this case, resistance to change and innovation decreases, the organization is enriched with new ideas, there is an emotional shake-up and a natural stimulation of activity. A process begins in which employees generate new proposals. It is very important to encourage and support this process in every possible way.

Subsequently, the entire management process becomes internalized: employees not only adopt the norms of behavior within the organization but also share its ideas, goals, and ways of achieving them. This leads to cohesion, mutual understanding, and a common approach to achieving the objectives set for the team. That is, the solution to the problem is no longer something brought in and imposed “from above,” but rather something that seems to be born by the employees themselves—and therefore does not encounter resistance during implementation.

A sequence of such actions leads the organization to operate as a single, well-tuned mechanism—or rather, an organism—each member of which is aligned for maximum contribution within the overall system. As a rule, with adequate understanding of the processes and the support of the organization’s leader, an HR manager can build such relationships within a year.

Thereafter, the work of the HR manager is reduced to fine-tuning and the possible development of new areas of activity—changes that are subtle and smooth, practically imperceptible to the personnel. This, in fact, can be one of the main indicators of a well-oiled human resource management system.

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