When you hear the term “human resource,” what does that mean to you? I always think of the department responsible for maintaining the employees files. But, consider that human resource is also the employees themselves. The humans. The resource. Or, you are the resource. Have you ever stopped to really consider what the term really means?
Dictionary.com defines it as:
noun
the personnel of a business or organization, especially when regarded as a significant asset.
“our core skills are in building pan-European businesses and managing human resources”the department of a business or organization that deals with the hiring, administration, and training of personnel.
“director of human resources at the company”
And, Human Resources Edu, says:
Human resources is used to describe both the people who work for a company or organization and the department responsible for managing all matters related to employees, who collectively represent one of the most valuable resources in any businesses or organization. The term human resources was first coined in the 1960s when the value of labor relations began to garner attention and when notions such as motivation, organizational behavior, and selection assessments began to take shape in all types of work settings.
We’ve been looking at the differences between catabolic and anabolic leaders. How might someone operating in the catabolic state treat human resource vs. someone coming from an anabolic frame of mind?
Catabolic leaders take advantage of the people around them. A catabolic leader looks at the people around him and only considers what the others can do for him and for the business. Rather than being seen as a “significant assets,” employees are seen as pawns in a game that the catabolic leader controls, and neither their feelings nor needs are considered. The catabolic leader rarely, if ever, gives credit to anyone else, since he believes that when employees work for him, he owns them and all of their accomplishments. Imagine a drill sergeant, bossy and condescending. This leader puts himself first, always having to be right and feel superior. Is it so surprising that the company culture is one full of people that present problems?
Anabolic leaders, on the other hand, utilize instead of use the people around them. Employees are seen as having something to offer, and the leader looks for ways to incorporate staff talents and company needs. This leader sees employees as gifted and full of potential. Anabolic leaders help team members find their gifts, and utilize those gifts to best serve the organization, as well as the team members themselves. They recognize the knowledge and skills of those around them, and they act in ways that make others truly feel like partners. Greatness is expected, and thus received.
Anabolic leaders coach their team members, using important skills such as listening, acknowledging, validating, championing, and visioning to create relationships and make each of their team members a leader in his or her own right. Thus, the culture is one where people find solutions.
Although HR is generally thought of as the place to handle “problems,” when leaders see the people in their companies truly as resources, what a different place and focus that department might have. I love this concept from Lucy Li, regarding cultivating a happier workforce: she says that leaders who are ”…forward-thinking—spend their energies managing employee engagement and strengthening culture.” What a concept! Who doesn’t want to spend their energy lifting people up and considering the company atmosphere?
Think about how you and your organization treat your human resources. Are they problems needing help and solutions, or true resources to be nurtured, motivated, and empowered?