Organic Human Capital
- Fai Ahmad
- Mar 1, 2019
- 3 min read
Updated: Mar 11, 2019
In this piece, I'm shifting my focus to the self-indulged top-level management. The C-suites, them bosses and ahli-ahli lembaga pengarah and how they are hurting their own talents. By no means I'm writing this to educate corporations about how to run their company. I'm no Bill Campbell most definitely. As with any other pieces I wrote previously, it is simply based on my own observations and personal experience.
These points I'm sharing are no longer idealistic or utopian. It has become necessary and practical. I believe these are needed to pave the way for future workplaces to maintain some sense of sanity and relevance to an A.I and robot ridden future. Hence A relook on the way we approach work and life must be overhauled, slowly but surely.
These are some points that I believe can nurture the growth or at least stop being in the way of a great organic human capitals.
1 - Company leaderships need to throw away the 'listen to me, I'm your boss mentality'. Team members aren't poultry - they have families, life, hobbies, problems, dreams, aspirations. Listen and be emphatic. Nurture and foster. If you can't accept this, you're unfit to be a leader in this day and age.
2 - Work from home must be an option. Establish an S.O.P that allow this type of arrangement to be practical and effective across the company.
3 - Team building activities, away days and office birthdays are simply a waste of resources! Besides feeding our people with expensive birthday cakes, lunches and insincere wishes, replace it with smaller, meaningful activities that foster real relationships. Get out of the office and do some experience-based activities.
4 - Training should not be limited to only business related and technical learning curriculum. It should also cover personal growth and foster an entrepreneurial mindset in each and every individual in the organisation. Great organic human capitals need that indefinitely.
5 - Human capital should be treated like what they are meant to be - talents. Not staff, not work-force. Talent. Talents need time and space to perform. It's such a waste of resource to be treating your so-called talents by shoving instructions and no-questions-asked policies down their throat.
6 - Monetary gain is not the ultimate objective. A quality life is. A quality life must not only be gauged by employee's take-home salary. It needs to be measured by their level of happiness at the workplace. Establish happiness KPI if need be.
7 - Meetings aren't supposed to dominate the workplace. The dominant mindset across the organisation should be working towards achieving the company's vision and mission.
To me, the most important aspect of building a thriving organic human capital is the level of respect given by the employers. Corporations will lose out to disruptive young companies who are more agile, smart and future-proof. These startups are not bounded by the bureaucracy and toxic-politics of old corporations. Young companies realise not to play by the outdated rules. They now create their own rules and dynamic, future-ready organic human capitals are flocking to work in these rebel establishments.
Yang membezakan organic human capital dengan chicken coop workforce ni ialah, pihak atasan perlu hormat, layan dan berikan kebebasan yang sewajarnya untuk kakitangan mereka berkembang dan menyumbang. Keseronokan menyumbangkan tenaga dan kebolehan while living a meaningful life, is the point I'm trying to drive.
End of the tunnel itu pasti, tapi perjalanan hidup itu perlu ada unsur kebebasan because that's the whole of idea of nurturing organic human capitals.
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