Question

Why are human beings are considered as the most important resource for development

Answer 1

Heya ✋

Let see your answer !!!!!

● Human beings are integral part of the ecosystem.

● They are endowed with intelligence.

● They are endowed with creative skills.

● They are endowed with thinking.

● They are the biggest and most valuable resource.





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Answer 2

People can make the best use of nature to create more resources when they have the knowledge, skill and technology to do so. This is why human beings are considered a resource. It is the abilities of human beings which help in transferring a physical material into a valuable resource.

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In a recent study done by the Hay Group just 40% of employees commended their company on retaining high quality workers. 41% agreed that performance evaluations were fair. 58% rated their job training as favorable. Most said they have few opportunities for advancement-and they didn't know in any case, what was required to move up. Most telling, only half the workers below the manager level believed their companies took a genuine interest in their well-being (Fast Company, August 2005). What does this really mean? As a manager why do I care about this statistic? Do I think it even applies to me?

The numbers are often scary and the management books talk about solutions that worked really well in the authors companies or consulting projects but what about your company? You have a manager that just doesnt care. The President knows that turnover is bad but doesnt ever seem to do anything. Your boss is the Owners uncle. Change would be great but it never seems to happen. Where isHR? Are they at the table?HRprofessionals are confronted with these questions and problems everyday and can build measurable strategies to address turnover, low morale and underperforming employees.

I know it is difficult to measure the tangible results ofHRwhen so much is intangible. The truth is, it is hard because we are not in the habit of evaluating leadership. We are not in the habit of seeing ourselves as a potential barrier to success in our business. Often timesHRis marginalized because its easier to replace the employee who quits than believe we are getting in our own way.

AsHRprofessionals, we enjoy the luxury of constant process evaluation. Our only product in fact is the process we bring to workers. We use this process to inform the group, influence the group and define the culture of the group. Gone are the days where you can roll out a policy or make changes to compensation plans and concern yourselves with simply informing people. The luxury of thinking workforce instead of about Bill in operations is gone, yet companies from the very large to the very small continue to believe that people work for the company. People work to meet their own personal goals or because theyve developed collegial relationships that are meaningful.

We long for loyalty yet dont completely understand why we dont have it. There are hundreds, maybe thousands of management techniques to keep the people in our companies productive and happy yet a defining characteristic of the younger workforces is that they expect to have many different jobs. How is it that we find ourselves so dependant on stabilizing our workforce yet see no clear way to meet that objective? The hit we take to the bottom line is significant when we think about the cost associated with recruiting and training new staff. In my own business, if turnover is high, I cant expect to see my revenue drop by two digit percentages.

As your business is growing and you are evaluating the competencies needed to ensure your business can succeed think twice about who you assign the measurement of employee productivity. Regardless of where you decided those tasks should land be assured that your competition is putting the financial resources towards getting the right person with the right experience in the doors of their company.

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