We, as humans are complex and unique, all holding a variety of skills, strengths, and weaknesses.  We are the sum of our learning, experiences, environment and competencies and we apply all that in a complex environment of work and social interactions.  We are much more than just the pure technical ability we bring to a role.  It is interesting however, that in some organisations the objectification of people has led to a reduction in organisational capability.

Kramer and Gavrieli suggest there is strong evidence that people in power tend to objectify others, (treat them a objects) and ignore their emotions, values, preferences etc.  In doing this they have the capacity to ignore the broader contribution of people to an organisation.

Discretionary effort is the oil of the machine, no one has been able to successfully write a job description that completely covers every aspect of a role and the expected contribution of an individual to a company, it isn’t possible.  The employee that boosts the morale of the team just by their presence, or the person who works overtime when required to ensure the task is in the best possible position before they leave, are the little things that make a huge difference.

So, while we might see on paper that this candidate has the same skills set and technical capabilities as that person, we are only judging them on a very small aspect of their contribution. They are not the same, people are not replaceable.

In not recognising the broader positive contribution an individual brings to a team, company or organisation, we leave ourselves open to damaging the culture and reputation.  That person who goes a little bit further for customers, may actually be adding more value to the company that a month’s worth of advertising.

In tough times where the community is recognising the vulnerability of people, leaders need to recognise the full contribution of an individual and embrace them.  Someone undertaking a task can be replaced by some one else, but our organisations are so much more than a task, they are social entities and good people are not replaceable.

 

 

 

About the Author

Peter James

Peter James is a professional career coach, with expertise in the areas of strategic and ‘hands-on’ change management, coaching, group facilitation, leadership development and organisational design and change. Peter James is director at Career Life Transitions.