Human Resources and Human Beings

Financial Management is the management of money that we have. 

Human Resource Management is the management of people that we don’t have. Or why would Human Resource Strategies focus on the management of vacancies and human resource gaps?

If we would concentrate on human beings rather than human resources, we could have a discussion on how to better manage people. For instance:

• Why do we many of us – especially in the field - get caught up doing three hundred little jobs, rather than doing the one important one?

• Why do many staff suffer from sheer impossible workloads, while others walk the corridors, bored? 

• Why do some staff potter around for years with a piece of work that never gets concluded? And why do other pieces of work get tossed around until they end up on the desk of someone who had nothing to do with it in the first place?

• Why do we hire someone to manage consultants rather than doing the job?

• Why do we have this gruesome proliferation of energy-sapping taskforces, working groups and meetings?

• Why do some people have fun at work, and some don’t?

Can the Division of Human Resources give us some ideas, policies and standards? If we could bring the best out of the talent we have, we would increase our competitive edge and maintain leadership on children’s issues. Governments would want us to be there.

(To avoid any misunderstanding:  I am not writing this on my behalf. I think I am given the opportunity to contribute to important pieces of work, I do spend time in taskforces, I feel well treated, and I am having fun.)

(12 September 2003)

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