Businesses that don’t under the value of their human capital resources are in error. In spite of the power of technology and automation, it takes people power to make business operations work. Failing to understand this reality will leave an organization vulnerable to their competition. This week we will cover human factor buy-in, the last element in socio-technical systems.
Organizations must shift their paradigm to viewing workers as more than mechanical parts for their organizational objectives. Gareth Jones and Jennifer George, authors of Contemporary Management, maintain that managers have a responsibility to effectively oversee their human resources which includes the people involved in the creation and distribution of goods and services.  Given this reality, the ability of managers to leverage their talent is crucial.
Talent management is the process through which employers anticipate and meet the needs for human capital. Peter Cappelli, author of Talent Management, explains how mismanaging employees in organizations is problematic for an organization’s sustainable success: “The failures in talent management includes mismatches between supply and demand on the one hand, having too many employees, leading to layoffs and restructuring, and on the other hand, having too little talent, leading to talent shortage. 
In the United States, talent management miscues fall into the following categories: (a) Do Nothing Mode – makes no attempt to anticipate human resource needs and develops no plans for addressing them and (b) Reactive Mode – relies on outside hiring to meet human capital needs, but this approach has begun to fail now that the surplus of management talent has eroded.
Trust is the cornerstone of any meaningful relationships in organizations. Yet, many employees do not trust their organizations due to the lack of employment security in most companies. According to a USA Today poll, nearly half of those interviewed said that corporations can be trusted only a little, or not at all, when it involves looking out for the best interest of employees.
Michael Hackman and Craig Johnson, authors of Leadership: A Communication Perspectives, argue that a leader’s credibility is directly related to the quality of his relationship with followers. Marios Katsioloudes, a researcher specializing in Socio-technical analysis, explains that as profitability of mechanization increases, the importance of technology is implied while there is a devaluation of the workers. U.S. businesses cannot point to the lack of employee performance on a global front for mismanagement errors.
Japan, a long-time benchmark for American companies, is being defeated by American employees; today, the average U.S. worker puts in 36 more hours per year than Japanese workers (1,825 vs. 1,789).
Over the last two decades, balancing work and home life have been difficult since Americans have added 200 hours to their annual work schedule. Employees want to be valued.
Jeffrey Pfeffer, author of The Human Equation, acknowledges that organization success is directly related to implementation, and this capacity comes from the workers, how they are treated, their skills, and their efforts as it relates to the organization.
Leaders should see followers as more than mechanical parts for their organizational objectives. Managers assume that giving employees new technology is enough to keep them happy. Likewise, leaders should view followers as a vital component of the socio-technical system.
Discuss the concept of human factor buy-in for today’s organizations.
© 2013 by Daryl D. Green
 The Human Equation by Jeffrey Pfeffer