why are human resource the most important resource????

 B' cauz they in a fix quantity for using dude ashwin.

if resources are available who uses it ? they are humans who use them .

the rest of the answer is answered by you cant fly.

In every major HR text that I have come across, they always have the same introduction. “Human resource is the most important resource for a company.” But if truth is told, is it really?

All of us are employees of a leagl entity called “the company”. It is a curious existence to work for. It has no mind of it’s own, no thoughts, no judgement and no plans for its own existence. Yet, it has a path, a goal, an objective and a definite purpose. And people who work for it provide it with the mind, thought, judgment and plan to fullfill that purpose. A company needs people to prolong it’s existence. But hypothetically, a company would still survive without people.

Unless each and every employee is gone, companies need not care about the people they lose. For every job, every post,  every talent, there is a replacement available. Yes some talent are so important that losing them might hurt a company in the short run (Yahoo!, AMD). But in the long run a business entity with the right goals and objectives will get the replacement and will soon be on its way to the podium.

Resources are important, but one resource is hardly more important than the other. Human Resource is not the “most” important resource. It is a resource like everything else. It is perishable, replenishable and above all substitutable.

How? Suppose your whole finance department quit today, what will you do?

For 7 days you can make do with limited payouts and zero money transaction. And you can use those 7 days to evaluate 5 agencies who are willing to provide the same service under their own management with a similiar or even lower cost.

At the end of the day, my argument is this, HR is an important resource which is required for a company to reach it’s goal on a timely and efficient manner. But it is equally important as any other resource and does not require the special attention and care that any HR book may suggest. Just like raw materials, you need to make sure your Human Resource is of good quality, is preserved right, is processed right and is properly stored in the inventory.

And you should make sure that, just like your raw material,you have an alternative supplier for your HR as well.

Human Resources has grown as an industry to include experts in the field of Organizational Development, Change Management, Continuous Process Improvement, as well as those who gain impressive training and enjoy significant tenure in Benefits Administration, Recruiting, Policy Analysis, and Training. Yet more often than not we look for managers with degrees in business administration or MBAs with a sub specialty inHRor promote people with no experience or background in management at all. The subtle thinking here is thatHRcontinues to be a small subset of core competencies needed to run a company. Our business and the people who drive them are too complex to continue to rely on managers who have simply been promoted within non-management disciplines with employee management tacked on. As industry, all industries, continue to compete for talent, the skillsHRprofessionals bring to the table will represent strategic core competencies, historically known as skills. We have evolved and the language associated with our skills has evolved along with us.

HRis the partner in your business that is the expert on people and human behavior. If they are not, they are the wrong people. Talking about strategy without Human Resources core skills represented at the table is like trying to plan for next years budget without this years numbers. Metrics are powerful tools but, as with any kind of measurement, a lack of understanding about their application renders data worthless. GoodHRis about observation and analysis behind the scenes, compiling complex data about individual workers as they progress through the workforce.

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.