Re-humanizing, is a new management concept and process focusing on changing the Human Resources paradigm.
Re-humanizing is a new concept rebuilding the role of employees and human resources. Human resource managers and employee benefits managers become customer-focused marketing managers; their customers are senior management, department heads, current employees, future employees, and retirees. Their products are traditional benefits--those that have a monetary value such as time off, retirement accounts, educational allowances, etc. and non-traditional benefits--those that focus on employee values. Employee values include recognition for contributing to the success of a project, spending more time with family and community, working in a team setting, training for personal development, training to improve job performance, being held accountable, and seeing others held accountable.
Re-humanizing harmonizes the organization's values with employee's values and creates an atmosphere where employees want to work for the success of the firm because they believe in the company and how the company treats them.
Re-humanizing was developed by Ronald H. Wohl, a Certified Management Consultant, and president of R.H.Wohl & Associates, Inc./In Plain English; Lew Priven, President of Lew Priven and Associates, Inc.; Yvonne Herndon, President of Herndon Consultants: and Lynn Keesling, CEO of the Keesling Institute. These four human resource consultants form the Capitol Human Resources Group (CHRG) in the Washington, DC area.
This concept and process based on years of helping corporations more effectively use their workforce, especially after firms undergo business process reengineering. Re-humanizing recognizes that employees are uncertain over the future of their jobs, while loyalty is among the top concerns of senior management. Employees see senior management as interested only in profits, not in the employee's long-term career in the business. Consequently, employees feel the business is not loyal to them...so why should they be loyal to the business.
Employees see their jobs being outsourced, training reduced, managers given too many people to supervise, and long-term careers with the same firm becoming a myth. At the same time, they are working very hard, with fewer resources, to make the business more efficient and profitable. But, while top management compensation rises dramatically, employees see their income rise minimally and their status with the firm eroding.
Loyalty will come when managers show they value the contributions of their employees. Often this means keeping employees informed of the progress of the firm, getting employees more involved in helping to solve the business' problems, and treating employees as colleagues, looking at their goals and values, and blending them with the goals, values, and mission of management.
Human resource and employee benefit managers must become trusted, strategic partners of the management team. To do so, they must gain the confidence of each of their customers. These managers must understand the company's business, as well as its goals and objectives. They must also understand why employees work for the business, what employees want from their work and their workplace, and what the company wants from employees.
Then, there must be a paradigm shift to non-traditional benefits to respond to these values, including the use of people-oriented problem solving. Often this process will not cost as much as recruiting new employees and outsourcing jobs.
Employees who have a history with the company hold the institutional memory. They know what worked and what didn't. Employees who interact with customers know what customers want. This is invaluable knowledge that employees can and want to bring to the problem-solving process. People-oriented problem solving can provide long term strategic solutions and short-term tactical solutions, as well.
Loyalty will be the by-product of this new relationship, in addition to short-and long-term profits. Through re-humanizing, benefit communication will become an increasingly valuable means of giving employees the information they want and need to know, not just about traditional benefits, but about the company and its appreciation of the role of its employees. By harmonizing the corporate culture with employee values and implementing non-traditional benefits, management will show that the company recognizes employee values and needs. Benefit communications will become the key internal customer relations tool for the business
Answered By: Laughing with you not at you - 3/18/2008