HRM: humans need to be seen as a starting point

By: Together Abroad 20-12-2015 6:01 PM
Categories: * Daily employment news, Business news,
HRM must, once again, start seeing human needs as a starting point for developing their strategies. It is essential to create a culture of respect and trust, says Professor Dirk van Dierendonck of Rotterdam School of Management, Erasmus University.

"By creating such a culture, people are less afraid and take away feelings of stress within an organisation. Workers are willing to take more risks, be innovative, to share information and feel recognised. Then people start to come into their own," says the professor. He explains that organisations can generate trust and respect in many different ways. "Some organisations, for example, change their assessment and focus on finding a suitable position for each employee. Other organisations look at their talent management more to judge expected performance in the future rather than past performance. "Would I like to have this person in my team? Is he or she ready for a promotion right now? '"

HRM has always had the task of combining the achievement of strategic organisational goals with the concern for the welfare of employees. But Van Dierendonck, in his inaugural speech, stated that employees really come into their own within a human-centered approach.

Talent Management

"This approach begins with the recognition that organisations are essentially their employees," says the professor. "Organizations are therefore only able to perform well as the people who work there do so. In our globalised, increasingly service-oriented economy, workers include professionals who see their work as a source of personal development and happiness. Employee performance today is more intertwined with their welfare. Organisations that ensure their people can use their talents optimally will probably perform even better. "

Servant leadership

An HRM approach that focuses on the flourish of staff, calls for a people-oriented leadership culture. Professor Van Dierendonck argues for a serving and humble leadership. This type of leader helps employees grow personally by giving them a greater variety of skills and competencies to use and develop. Servant leadership is also concerned with the question of what effect the actions of the organisation has on society. Servant leaders probably also function well in self-managing teams that are emerging today, Van Dierendonck expected.

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