People are Not Resources!

In the world of business and project management, it is common to hear the term “resources” used to refer to the people who work within an organization. While this term may seem innocuous, it carries significant implications regarding how we perceive and treat individuals in the workplace.

I’ve been guilty for years of using that very same phrase to describe what in fact is my colleagues and coworkers without fully understanding the full implications. It is a word, just a word, but it does have power, nevertheless. Recently I was given a sticker at a meeting with Red Hat that got me thinking.

So, I delved into the subject trying to learn more about practice of referring to people as resources, the historical context behind it, and why it is essential to reconsider this terminology to promote a more human-centric approach to work.

The concept of “human resources” emerged during the early 20th century as a way to manage the workforce in an industrialized world. The term was initially introduced to highlight the importance of viewing employees as valuable assets with specific skills and abilities. In this context, the word “resources” referred to the human capital that organizations could invest in to improve productivity and efficiency.

However, over time, the use of this term has evolved, and its connotations have shifted. In contemporary times, it is not uncommon to hear phrases like “manpower resources” or “human capital management,” reducing individuals to mere components in an organizational machine.

Referring to people as resources can inadvertently dehumanize them, reducing their worth to their productive capacity and contribution to the organization’s bottom line. This depersonalization can lead to a myriad of negative consequences, both for employees and the overall work culture.

The word creates and erosion of individuality. Viewing people as resources can undermine their individuality, making them feel like replaceable cogs in a machine rather than valued contributors with unique skills and talents.

Dehumanizing language can contribute to employee disengagement, leading to reduced morale and productivity. When employees feel undervalued, they may become less committed to their work and the organization’s goals.

While reading up on the subject I find several authors that points out the negative impact on mental health. Dehumanization in the workplace has an adverse effect on employees’ self-worth, leading to increased stress, anxiety, and burnout. This troubles me the most, since this have never been my intention nor the intention of anyone I have met during countless meeting.

But I can see it now and I wish I understood it sooner, how the use of impersonal language can erode trust between employees and management. When individuals feel like mere resources, it becomes challenging to foster a culture of open communication and mutual respect.

Furthermore, treating employees as resources can hinder their willingness to contribute innovative ideas or take creative risks. The fear of being seen as expendable may lead individuals to play it safe and avoid taking initiative. No one wants to be just a cog in the machine, a faceless worker drone. Nor have I ever worked for a corporation that wanted this either. Individualism is something that I find is encouraged by most employers but alas we often undermine this by using a clumping people tougher with one simple word.

Therefore, it is crucial to challenge the practice of referring to people as resources and adopt more people-centric language in the workplace. This shift goes beyond mere semantics; it reflects a fundamental change in how we perceive and value individuals as part of an organization.

Luckily for me, I work for an employer that I feel is quite good at emphasizing human potential, but this is sadly not a standard that I applicable to the whole sector or even most organizations. Organizations should therefore focus more on highlighting the potential and capabilities of their employees rather than reducing them to mere resources. Emphasizing the uniqueness of each individual’s skills and talents can create a more inclusive and empowering work environment.

This fosters a sense of belonging, to be a part of something bigger, not as a cog but as a valuable family member. I often see the large consulting firm that I’m a part of as a large extended family. It might sound absurd or even a little bit forced but, I have always felt like we have a special warm and caring environment within the group that makes me feel at home even when abroad and visiting other offices than my own.

I think that by prioritizing employee well-being and mental health you can fosters a more supportive and compassionate workplace. Valuing the whole person, not just their productive output, contributes to higher job satisfaction and increased loyalty.

By acknowledging the diverse contributions of employees promotes inclusivity and creates a sense of belonging. This recognition can lead to increased creativity and innovation within the organization and make us all, both the employer and employ, much happier and more in tuned.

Using people-centric language helps build positive and respectful relationships between employees and management. When individuals feel valued and respected, they are more likely to engage actively in their work and contribute to the organization’s success.

It might seem like I’m showering my employer with praise for an upcoming raise but strangely enough that is not my end goal here. Even if a raise would be welcome, I would not say no to that.

I’m just lucky, I guess, to work for an employer that encouraging ethical leadership and who has already addressed several of these issues long before they were brought to my attention.

By recognizing the inherent dignity and worth of every individual within the organization, by using people-centric language, we as leaders, can model respect and empathy, fostering a culture of inclusiveness.

For many organizations this change will be much harder, and some have a long way to go. The practice of referring to people as resources has deep historical roots in the management of the workforce, but it is time to challenge this language and embrace a more human-centric approach.

Recognizing and valuing the unique contributions and potential of each individual is essential for creating a positive and supportive work culture. By shifting towards people-centric language, organizations can promote employee engagement, well-being, and creativity.

Ultimately, fostering a culture of respect and empathy will benefit both employees and the organization as a whole, leading to greater success and fulfillment in the workplace.

So, let us remember that people are not resources; they are the heart and soul of every organization, deserving of dignity, respect, and appreciation for their valuable contributions.