Human assets

Our HR strategy should not only attract talented people, but also retain (as many) talented people (as we can). People are our assets. If they go, they take the experience also with them, besides creating temporary problems at the individual desk level.

Nothing short of a comprehensive, all-encompassing total care of human assets will work in today's conditions, more so, when employees spend most of their waking hours in offices and factories, giving it their best, says this article in Business Line.

Regards.

- Dilip.

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Source: Business Line, 02-05-2006

Human assets

Humans beings have feelings, emotions, values and beliefs.

Essentially, each of these differs from person to person, based on his/her background, environment, upbringing and experiences.

When one joins an organisation, he/she has high expectations and wants an environment where these variables are well taken care of, and nurtured, for what is the most desired ideal — self-actualisation.

Of course, this is easier said than done. More often than not, the organisation has a totally different set of priorities that clash with those of the employees.

When the mismatch becomes too big or seemingly unmanageable, employees quit the organisation. This brings into focus the need for total care of human assets.

Managements that take an individualised view of human needs and develop a `personal touch' score far better than others which manage `just like that'.

For instance, with the increasingly sophisticated information and communication technologies available, many employers are encouraging, even facilitating, employees to work from home.

Many organisations sponsor their employees for part-time/correspondence courses linked to their core field of specialisation, that will give them a chance to grow.

Similarly, to assume that only money makes all the difference is to miss the wood for the trees. The feeling of togetherness, of belonging to a large family where employees enjoy mutually beneficial and supportive relationships, has also been seen as a decisive factor in job satisfaction.

Managerial styles are also important. Youngsters are often put off by the behaviour of bosses, who are mostly tough taskmasters without even the semblance of caring for their people.

It is essential that such managers be exposed to experiential learning programmes on team-building, communication skills, and so on.

In short, nothing short of a comprehensive, all-encompassing total care of human assets will work in today's conditions, more so, when employees spend most of their waking hours in offices and factories, giving it their best. This is one sure-fire way to keep employees aligned with their organisation's goals and objectives.

A. B. Sivakumar