If we want to examine the raison d'être of human resources, it is important to look back to the beginning: historians date the birth of HR to 1878, when the 60-hour week for women and children was first regulated by law in the USA. Since 2000, we have been in the digital information age, where there is more freedom than ever before. It is no longer just about payroll accounting, but also about key figures such as satisfaction, identification, and commitment. Yes, even psychological aspects now play a role.
The increasing complexity of its role has shown how important effective and productive human resource management is for unleashing human potential. Accompanying this change in its raison d'être, human resources began to explore the connection between its goals and overall business success. New technologies, globalization, and demographic developments meant that HR had to constantly reinvent itself. The focus increasingly shifted to people. In the search for a powerful raison d'être for human resources after 2000, it was quickly found. In analyzing people, it became clear that a lack of self-esteem is a serious issue.
So HR has focused on "self-affirmation": "You are good just the way you are!" "You are OK, I am OK!" Employees should feel affirmed, and people in companies should not compensate for their human weaknesses by humiliating others. That makes sense, a lot of sense in fact!
What happened in practice?
The "affirmation of the self" became the "affirmation of the status quo." It was less and less about mental effort—and thus less about mental growth—and more about recognizing and affirming people as they are now. So that they feel good and comfortable at work. Thus, everything revolved more and more around positive feelings. No matter how. The negative, mentally more demanding aspects were increasingly suppressed. Like an unwanted guest. What could not be unloaded was unloaded. Thus, the desire for affirmation turned into a craving for good feelings – to the point of demanding affirmation from others.
It's like this: when there are no more shadows, all that remains is the sun. As a result, more and more people today feel overwhelmed by the increase in speed, complexity, and transparency because they are mentally unable to keep up. Their mental filters and differentiation skills are underdeveloped. Overwhelm is on the rise. The number of mental illnesses is constantly increasing, even though there have never been so many opportunities for development for each individual.
This "affirmation of the self," this "right to feel good," was condensed into the word "appreciation."
Appreciation is essentially a very important and valuable concept. However, over time it has been misused, because appreciation in the social norm means "recognition as a human being." It is a form of unconditional recognition beyond roles, expectations, and performance requirements. For some, it is a form of love. It is probably the most important feeling a person needs. If someone does not find this feeling in their nest, their private environment (social norm), they seek it in the company (market norm) and even demand it there. This is precisely what has become a major misunderstanding, because appreciation in a company means "respect for results" that move the company forward.
Because this mental differentiation did not exist, the two norms were lumped together and mixed up. With fatal consequences. Criticism was increasingly equated with and perceived as a lack of appreciation as a human being. This is also reflected in the call for "eye level." Criticism is perceived as belittlement. This is not only due to the nature of the criticism, but also because people have forgotten how to deal with the negative aspects of their being. But these character weaknesses are part of our nature, precisely because we are human. They are important for employee development. If we repress these things, we can no longer transform them. We remain stuck.
How the gap between knowing and doing is growing ever wider
Like someone who learns more and more about how humor works, but never makes anyone laugh. They learn, for example, how human transformation works. As a result, they become increasingly knowledgeable about how others should transform themselves. Their knowledge expands enormously, but their ability remains limited. This is the basis of the illusion of superiority described above. On the one hand, there are the educated, the "knowers."
On the other hand, there are those who lack insight and still need to be converted. It is appalling how many weak-minded continuing education professionals get upset about others' resistance to advice because they already have so much training. They project an image of change, but exemplify ignorance of self-awareness. Reflection is shown for image reasons, but is not implemented in genuine employee development. Because it is mentally very exhausting and extremely uncomfortable. But the desire for good feelings and harmony prevails.
Every company, every department, and every product has its raison d'être. Just like every person. The raison d'être of human resources must be questioned regularly. Whenever the desired effect is not achieved. Those who fail to do so will eventually be questioned by others. Through radical upheavals in the market or through a crisis. Either the disruption is voluntary or it is forced. That is neither good nor bad, it is simply the way it is. So it also applies to HR. The problem with this is that those who are used to constantly questioning others will eventually forget to question themselves.
Yours, Boris Grundl
