Human Resources Management Quotes

Most people don't need to be babied through business processes. Most often, what they need is a clear understanding of the objective and access to available resources. From there, they'll leverage their own creative capacity and skillsets to ensure that the objective is accomplished.

Children imitate their parents, employees their managers.

The value of a business is a function of how well the financial capital and the intellectual capital are managed by the human capital. You'd better get the human capital part right.

...while extraordinary products and unique services still afford a competitive advantage, the one advantage that stands the test of time...is people.

Always there lurks the assumption that although the Western consumer belongs to a numerical minority, he is entitled either to own or to expend (or both) the majority of the world resources. Why? Because he, unlike the Oriental, is a true human being. No better instance exists today of what Anwar Abdel Malek calls “the hegemonism of possessing minorities” and anthropocentrism allied with Europocentrism: a white middle-class Westerner believes it his human prerogative not only to manage the nonwhite world but also to own it, just because by definition “it” is not quite as human as “we” are. There is no purer example than this of dehumanized thought.

Whether we accept it or not, this will likely be the century that determines what the optimal human population is for our planet. It will come about in one of two ways: Either we decide to manage our own numbers, to avoid a collision of every line on civilization's graph - or nature will do it for us, in the form of famines, thirst, climate chaos, crashing ecosystems, opportunistic disease, and wars over dwindling resources that finally cut us down to size.

Employee values should align with company values.

My men are my money.

Employees aren't inanimate objects that can just be moved around like bricks. They're people with emotions and goals and comittments and more. They should be treated like stakeholders, because they are.

Unleash the potential that is in another and you unleash the potential that is in you.

The job of human resources is to make sure that resources come to work with their hearts and go back to their homes with happiness.

In trying to explain this linkage, I was inspired by a traditional African tool that has three legs and a basin to sit on. To me the three legs represent three critical pillars of just and stable societies. The first leg stands for democratic space, where rights are respected, whether they are human rights, women's rights, children's rights, or environmental rights. The second represents sustainable and equitable management and resources. And the third stands for cultures of peace that are deliberately cultivated within communities and nations. The basin, or seat, represents society and its prospects for development. Unless all three legs are in place, supporting the seat, no society can thrive. Neither can its citizens develop their skills and creativity. When one leg is missing, the seat is unstable; when two legs are missing, it is impossible to keep any state alive; and when no legs are available, the state is as good as a failed state. No development can take place in such a state either. Instead, conflict ensues.

Business leaders should value diversity of thought and experience, just as nature thrives on diversity.

In terms of the utilization of resources, the human resource is the most important resource.

Businesses are best equipped to educate young people, not governments.

Resume's are incapable of holistically communicating a candidates value.

Training good employees begins with the way we educate students in elementary school through high school. The way people are programmed in their youth directly affects the kind of employee they will be.

Every posting, message, or email creates an impression, a public persona, from which other people make judgments. We make judgments about others, but how often do we turn that critical analysis on ourselves?

Every innovation—technological, sociological, or otherwise—begins as a crusade, organizes itself into a practical business, and then, over time, degrades into common exploitation. This is simply the life cycle of how human ingenuity manifests in the material world. What goes forgotten, though, is that those who partake in this system undergo a similar transformation: people begin as comrades and fellow citizens, then become labor resources and assets, and then, as their utility shifts or degrades, transmute into liabilities, and thus must be appropriately managed.

That big glorious mountain. For one transitory moment, I think I may have actually seen it”. For one flash, the Mommy had seen the mountain without thinking of logging and ski resorts and avalanches, managed wildlife, plate tectonic geology, microclimates, rain shadow, or yin-yang locations. She’d seen the mountain without the framework of language. Without the cage of associations. She’d seen it without looking through the lens of everything she knew was true about mountains. What she’d seen in that flash wasn’t even a “mountain”. It wasn’t a natural resource. It had no name. “That’s the big goal”, she said. “To find a cure for knowledge”. For education. For living in our heads. Ever since the story of Adam and Eve in the bible, humanity had been a little too smart for its own good, the Mommy said. Ever since eating that apple. Her goal was to find, if not a cure, then at least a treatment that would give people back their innocence. “The cerebral cortex, the cerebellum”, she said, “that’s where your problem is”. If she could just get down to using only her brain stem, she’d be cured. This would be somewhere beyond happiness and sadness. You don’t see fish agonized by wild mood swings. Sponges never have a bad day.

Subdue. Fruitfulness, increase, and filling lead naturally to the end result of subduing. To subdue means “to dominate or control,” not in the negative sense of oppression, but in the positive sense of administration. Using business terminology, to subdue means to dominate the market. As we learn to manage our resources, God expands those resources and enlarges our influence. He increases our “market share,” so to speak. There is no limit to what the Lord can do in and with and through any individual or any married couple who surrender themselves and their resources completely to His will and His way. He wants to cover the world with His “orchards” of human fruitfulness.

Everybody tries to protect this vulnerable two three four five six seven eight year old inside, and to acquire skills and aptitudes for dealing with the situations that threaten to overwhelm it... Usually, that child is a wretchedly isolated undeveloped little being. It’s been protected by the efficient armour, it’s never participated in life, it’s never been exposed to living and to managing the person’s affairs, it’s never been given responsibility for taking the brunt. And it’s never properly lived. That’s how it is in almost everybody. And that little creature is sitting there, behind the armour, peering through the slits. And in its own self, it is still unprotected, incapable, inexperienced... And in fact, that child is the only real thing in them. It’s their humanity, their real individuality, the one that can’t understand why it was born and that knows it will have to die, in no matter how crowded a place, quite on its own. That’s the carrier of all the living qualities. It’s the centre of all the possible magic and revelation. What doesn’t come out of that creature isn’t worth having, or it’s worth having only as a tool—for that creature to use and turn to account and make meaningful... And so, wherever life takes it by surprise, and suddenly the artificial self of adaptations proves inadequate, and fails to ward off the invasion of raw experience, that inner self is thrown into the front line—unprepared, with all its childhood terrors round its ears. And yet that’s the moment it wants. That’s where it comes alive—even if only to be overwhelmed and bewildered and hurt. And that’s where it calls up its own resources—not artificial aids, picked up outside, but real inner resources, real biological ability to cope, and to turn to account, and to enjoy. That’s the paradox: the only time most people feel alive is when they’re suffering, when something overwhelms their ordinary, careful armour, and the naked child is flung out onto the world. That’s why the things that are worst to undergo are best to remember. But when that child gets buried away under their adaptive and protective shells—he becomes one of the walking dead, a monster. So when you realise you’ve gone a few weeks and haven’t felt that awful struggle of your childish self—struggling to lift itself out of its inadequacy and incompetence—you’ll know you’ve gone some weeks without meeting new challenge, and without growing, and that you’ve gone some weeks towards losing touch with yourself.

Human resource management begins in elementary school. You can’t expect to hire a 21 year old or a 40 year old or a 60 year old and magically with good training, replace the programming they received in K-12. This is why businesses should invest in early education.

Most people do not see their words as power.

Diversity, Equity and Inclusion should be a top priority of every Chief People Officer — not as a matter of charity, but of corporate preservation.

If you are paying someone to motivate you (seriously), you should rather pay to a psychiatrist.

Finally, it means creating a growth-mindset environment in which people can thrive. This involves: • Presenting skills as learnable • Conveying that the organization values learning and perseverance, not just ready-made genius or talent • Giving feedback in a way that promotes learning and future success • Presenting managers as resources for learning Without a belief in human development, many corporate training programs become exercises of limited value.

Human resource management begins in elementary school. You can’t expect to hire a 21 year old or a 40 year old or a 60 year old and magically with good training, replace the programming they received in K-12.

Carefree Scamps are unconventional to the extreme but they get better results, and frequently their employers, who were often in two minds about offering them the position in the first place, eventually realise they’ve found a diamond, yet not only are they unsure how to handle them, they can seldom work out how specifically they accomplish their objectives because in one way or another they’re always rocking the bloody boat. The Carefree Scamp takes quite a bit of ‘managing

He strode briskly away, to do whatever it was the managers did. Have meetings, I guess. Make phone calls. It was hard for us on the technical side to understand why the company required so many managers. Engineers built things. Salespeople sold things. Even Human Resources I could understand, kind of. But managers proliferated despite performing very few identifiable functions.

It is this kind of resourcefulness, I think, that explains how this hardy band of Vikings managed to survive more than one thousand years on an island that is about as hospitable to human habitation as the planet Pluto—if Pluto were a planet, that is, which it’s not.

Do not punish people for being honest and truthful. The day we will start punishing people for demonstrating honesty and truthfulness, will also be the day we will start surrounding ourselves with liars and dishonest people. Reward the behavior you want your people to demonstrate.

It’s really simple. People what to be where they feel valued and where they have the full capacity to provide value. When people have that, they stay. When they don’t, they leave. Companies that provide this to employees experience retention. Companies that don’t, experience attrition.

A DIFFERENT KIND OF CHECKLIST If we want our kids to have a shot at making it in the world as eighteen-year-olds, without the umbilical cord of the cell phone being their go-to solution in all manner of things, they’re going to need a set of basic life skills. Based upon my observations as dean, and the advice of parents and educators around the country, here are some examples of practical things they’ll need to know how to do before they go to college—and here are the crutches that are currently hindering them from standing up on their own two feet: 1. An eighteen-year-old must be able to talk to strangers—faculty, deans, advisers, landlords, store clerks, human resource managers, coworkers, bank tellers, health care providers, bus drivers, mechanics—in the real world.

If your physical body experienced an excessively high attrition rate for its cells, you would be concerned because the result would be immune related disease or rapid death. Yet some companies accept high attrition rates as if it’s ok. It’s not ok. It’s a symptom that the company has a disease that needs to be cured.

Human resource managers should practice mindfulness and self-reflection, acknowledging their limitations and biases. It should not be the case that all or most human resource managers think the same way, look the same way, and decide the same way - because the inevitable result of that monotony is an even more disturbing monotony of opportunity.

Employment is a social thing and not just a transactional thing. Good salaries and wages are good. Perks and benefits are good. But also, having managers and leaders in place who are kind and genuine and caring towards employees - having that type of atmosphere at the company - that contributes a lot to employee happiness and employee productivity.

History was once rewritten by the victors. Now we write our own immutable histories with every email, text, and post.

Emails are viewed as an essential historical record of an organization. A record that cannot be expunged must be created with care or not created at all.

Debbie Biondolillo, Apple’s former head of human resources, who said, “Your title makes you a manager. Your people make you a leader.

People tend to spend so much time focusing on what they feel they can't do, rather examining the true potential of what they can.

For every opinion, there is an equal and opposite opinion.

A business that’s struggling to make payroll is like a pair of parents struggling to feed the kids. It’s unacceptable.

Leadership is not just delegation of work, it is participation in the work.

The value of a business is a function of how well the financial capital and the intellectual capital are managed by the human capital. You'd better get the human capital part right.

Why do we need so many people on Earth? I ask you. What are they good for? They live out ludicrous lives of pointless desperation. Ninety-nine percent of the human population is so much wasted resources. Stubborn vermin, we humans are. Granted, in the past, the unwashed masses were necessary. We needed them to till our fields and fight our wars. We needed them to labor in our factories making consumer crap that we flipped back at them at a handsome profit. Alas, those days are gone. We live in a boutique economy now. Energy is abundant and cheap. Mentars and robotic labor make and manage everything. So who needs people? People are so much dead white. They eat up our profits. They produce nothing but pollution and social unrest. They drive us crazy with their pissing and moaning. I think we can all agree that Corporation Earth is in need of a serious downsizing. ... The boutique economy has no need of the masses, so let's get rid of them. But how, you ask? Not with wars, surely, or disease, famine, or mass murder. Despots have tried all these methods through the millennia, and they're never a permanent solution. No, all we need to do is buy up the ground from under their feet -- and evict them. We're buying up the planet, Bishop, fair and square. We're turning it into the most exclusive gated community in history. Now, the question is, in two hundred years, will you be a member of the landowners club, or will you be living in some tin can in outer space drinking recycled piss?

There are many well-known arguments for why the Holocaust perpetrated by the Nazis was different. It was higher tech. Death came faster. It was industrial in its scale. All true. But it’s also true that every holocaust is different. Every genocide has its own particular characteristics, and every hated group is hated in its own special way. By sheer numbers of dead, the genocide of Indigenous peoples in the Americas surpasses all others. In terms of modern technologies, the transatlantic trade in kidnapped and enslaved Africans, and the plantations the trade served in the antebellum South and the Caribbean, were highly modern for their times. So cutting-edge, scholars have shown, that the systems developed to transport, insure, depreciate, track, control, and extract maximum wealth from this coerced labor shaped many aspects of modern accounting and human resources management. And as Rinaldo Walcott, a scholar of race and gender, writes in his manifesto On Property, “The ideas forged in the plantation economy continue to shape our social relations.” Among those social relations are modern policing, mass surveillance, and mass incarceration. On what else does the claim to exceptionalism rest?

Trichloroethane. All my extensive testing has shown this to be the best treatment for a dangerous excess of human knowledge... For one flash, mommy had seen the mountain without thinking of logging and ski resorts and avalanches, managed wildlife, plate tectonic geology, microclimates, rain shadow, or yin-yang locations. She'd seen the mountain without the framework of language. Without the cage of associations. She'd seen it without looking through the lens of everything she knew was true about mountains. What shed seen wasn't even a "mountain." It wasn't a natural resource. It had no name. "that's the big goal. To find a cure for knowledge.

Li Fang is relieved that she found a husband just in the nick of time. The parents of the university graduate and former human resources manager in Beijing feared that their only daughter was getting old and might never be able to marry. Li worried that she would pass the 'best child-bearing age' and might no longer be able to give birth. She is 26." -Leta Hong Fincher, "Leftover Women: The Resurgence of Gender Inequality in China

An email cannot be ignored. You may wish an email was not sent to you, because you learned what you did not want to know, but it must be acted upon because there is now a permanent record linking you to that information.

Don’t be bloody silly. We’re out of touch. They’ve got a whole new language. And line managers. And bloody Human Resources instead of a perfectly decent Personnel Department. And focus groups instead of getting on with the job.

A single employee, with one message, can succinctly capture the essence of a corporation the same way an iconic photograph captures a moment. Unfortunately, it is usually the negative massages that are published or used in lawsuits.

A healthy corporate culture is built through proper man-management techniques put into action, which in turn aids in shaping a peacefully coherent work environment with healthy interactions capable of drawing out the maximum potential from the employed.

Human resource managers should practice mindfulness and self-reflection, acknowledging their limitations and biases. It should not be the case that all or most human resource managers think the same way, look the same way, and decide the same way - because the inevitable result of that monotony is an even more disturbing monotony of opportunity. At scale, across millions of organizations, this creates systemic problems that eventually require drastic compensatory actions that almost have to be done by government.

People act in ways to maximize their self-interest within a company, so create incentives that align employee's objectives with the organization's mission statement. Reward compliance with core values as much as profitability, especially in the face of competitive pressures.

If you think of capital allocation more broadly as resource allocation and include the deployment of human resources, you find again that Singleton had a highly differentiated approach. Specifically, he believed in an extreme form of organizational decentralization with a wafer-thin corporate staff at headquarters and operational responsibility and authority concentrated in the general managers of the business units. This was very different from the approach of his peers, who typically had elaborate headquarters staffs replete with vice presidents and MBAs.

Progress in human welfare has been driven by progressive political movements and governments that have managed to harness economic resources to deliver robust public goods and fair wages. In fact, the historical record shows that in the absence of these forces, growth has quite often worked against social progress, not for it.

No animal species had managed to conquer the world and it's resources like humans had. Even dinosaurs were now extinct. Human beings had won the overall victory, they had sourced and evolved, developing knowledge which allowed them to command and control their environment. The world and all its resources were now a slave to humanity.

As a manager, I was able to put the USA workplace mental health system to the test. In each of three separate companies there was an employee that was displaying mental health issues and I reported this to the human resources department. The outcome: I was terminated every time. The conclusion: Reporting mental health issues in USA employees will lose you your job!

let’s step back and consider the idea of economically driven structural violence in abstract principle. Imagine an island with 100 inhabitants. One person has managed to acquire, through customary trade methods, 99 percent of the resources of the island. The other ninety-nine are poor, sharing only 1 percent of the resources, and they are consequently suffering physically and psychologically. They are getting sick, fighting among themselves, and dying off prematurely for lack of economic means. The one wealthy person has more than enough to provide for everyone on the island without suffering any real loss of well-being, but chooses not to help. While intending no harm to anyone, the wealthy person simply thinks “everyone gets what they deserve” however unfortunate their plight.

Sonnet of Human Resources There is no blue collar, no white collar, just honor. And honor is defined by character not collar. There is no CEO, no janitor, just people. Person's worth lies, not in background, but behavior. Designation is reference to expertise, not existence. Respect is earned through rightful action, not label. Designation without humanity is resignation of humanity, For all labels without love cause nothing but trouble. The term human resources is a violation of human rights. For it designates people as possession of a company. Computers are resources, staplers are resources, but people, Aren't resources, but the soul of all company and society. I'm not saying, you oughta rephrase it all in a civilized way. But at the very least, it's high time with hierarchy we do away.

On another Indonesian island – the small island of Flores – archaic humans underwent a process of dwarfing. Humans first reached Flores when the sea level was exceptionally low, and the island was easily accessible from the mainland. When the seas rose again, some people were trapped on the island, which was poor in resources. Big people, who need a lot of food, died first. Smaller fellows survived much better. Over the generations, the people of Flores became dwarves. This unique species, known by scientists as Homo floresiensis, reached a maximum height of only 3.5 feet and weighed no more than fifty-five pounds. They were nevertheless able to produce stone tools, and even managed occasionally to hunt down some of the island’s elephants – though, to be fair, the elephants were a dwarf species as well. In

New York City manages expertly, and with marvelous predictability, whatever it considers humanly important. Fax machines, computers, automated telephones and even messengers on bikes convey a million bits of data through Manhattan every day to guarantee that Wall Street brokers get their orders placed, confirmed, delivered, at the moment they demand. But leaking roofs cannot be fixed and books cannot be gotten into Morris High in time to meet the fall enrollment. Efficiency in educational provision for low-income children, as in health care and most other elementals of existence, is secreted and doled out by our municipalities as if it were a scarce resource. Like kindness, cleanliness and promptness of provision, it is not secured by gravity of need but by the cash, skin color and class status of the applicant.

We can see our forests vanishing, our water-powers going to waste, our soil being carried by floods into the sea; and the end of our coal and our iron is in sight. But our larger wastes of human effort, which go on every day through such of our acts as are blundering, ill-directed, or inefficient, and which Mr. Roosevelt refers to as a lack of" national efficiency," are less visible) less tangible, and are but vaguely appreciated. We can see and feel the waste of material things. Awkward, inefficient, or ill-directed movements of men, however, leave nothing visible or tangible behind them. Their appreciation calls for an act of memory, an effort of the imagination. And for this reason, even though our daily loss from this source is greater than from our waste of material things, the one has stirred us deeply, while the other has moved us but little.

Every innovation—technological, sociological, or otherwise—begins as a crusade, organizes itself into a practical business, and then, over time, degrades into common exploitation. This is simply the life cycle of how human ingenuity manifests in the material world. What goes forgotten, though, is that those who partake in this system undergo a similar transformation: people begin as comrades and fellow citizens, then become labor resources and assets, and then, as their utility shifts or degrades, transmute into liabilities, and thus must be appropriately managed. This is a fact of nature just as much as the currents of the winds and the seas. The flow of force and matter is a system, with laws and maturation patterns. We should harbor no guilt for complying with those laws—even if they sometimes require a little inhumanity. —TRIBUNO CANDIANO, LETTER TO THE COMPANY CANDIANO CHIEF OFFICER’S ASSEMBLY

On the island of Java, in Indonesia, lived Homo soloensis, ‘Man from the Solo Valley’, who was suited to life in the tropics. On another Indonesian island – the small island of Flores – archaic humans underwent a process of dwarfing. Humans first reached Flores when the sea level was exceptionally low, and the island was easily accessible from the mainland. When the seas rose again, some people were trapped on the island, which was poor in resources. Big people, who need a lot of food, died first. Smaller fellows survived much better. Over the generations, the people of Flores became dwarves. This unique species, known by scientists as Homo floresiensis, reached a maximum height of only 3.5 feet and weighed no more than fifty-five pounds. They were nevertheless able to produce stone tools, and even managed occasionally to hunt down some of the island’s elephants – though, to be fair, the elephants were a dwarf species as well.

the market economy is based on cyclical consumption and it really doesn’t matter what is being produced, how it is being produced, or why. If demand or production slows, so too does the movement of money, and when this happens, the economy contracts, systemically reducing the standard of living for many. Ecologically, this means capitalism is structurally oblivious to humanity’s existence on a finite planet. The system wants to produce, not conserve. In fact, if you think about it, you will discover an interesting paradox to market logic: the fact that capitalism is a scarcity-based economic system that actually seeks infinite consumption. In other words, it favors a threshold of goods scarcity to secure competitive profits, theorized as a model to properly manage scarcity, optimizing resource use and distribution. Yet, at the same time, the system demands more and more human dissatisfaction and “want” in order to function and grow. It rewards consumption, with no inherent incentive to conserve anything.

The upper management team had informed me that an employee that worked for me was a poor performer and would be terminated soon. This employee was clearly displaying mental health issues that were causing problems in the workplace. When I followed the company procedures and reported this to human resources, their response was to inform me that my contract would not be renewed and I would be immediately fired if anyone complained about me. This was my introduction to how mental health issues are handled in the USA.

We know from project management that there is usually slippage, and tasks almost always take longer than what one envisions. There is also no room for fitting human well-being into task schedules. We need to instead relearn what designing a day should be in the twenty-first century digital world. It should include strategies to not exhaust yourself, and to improve your well-being. And it includes understanding your own rhythm of attentional states, and the fact that you have limited and precious cognitive resources.

The ‘Regal Seven (key) Ingredients of a Successful Company’ is: Pursue the goal of Profit Maximization keeping in mind the shareholders interests. To be achieved by developing and rendering Quality Goods and Services at a Reasonable Price. By inculcating Value and Ethics within the structure Through Sound People Management principles devised and effectively implemented. Further organizing Learning Programs and instill concept of ‘Learning and Earning’ Develop/Construct Customer Satisfaction. Build-Build-Build ; Build vision based values, Build your staff, Build customer satisfaction ; and witness your organization being built in the market.

The most obvious examples of pathological problems are: uncontrollable negative cash flow, continuous emigration of key human resources away from the organization, unresolved quality problems, rapidly declining market share, and tremendous drops in the company’s capacity to raise financial resources. Organizations with those problems can’t afford therapy because therapy takes time, and time is a resource those organizations do not have. Instead of an organizational therapist, the board should hire an organizational turnaround specialist who can temporarily take on the chief executive officer’s role, and perform whatever “surgery” is necessary.

Few people realize that Indian constables, who policed increasingly displaced Native populations during the early stages of US colonialism, and slave patrols, which captured Black slaves who had escaped their white masters, were this country’s first police. To understand these historical origins—along with the present state of law enforcement and the mechanics of the prison-industrial complex—is to understand that the role of the police in the United States has not changed substantially over time, though it has been rebranded. The main function of US policing remains the same: the management of people who have historically been identified as human resources, or human hindrances, by the prevailing power structure.

Given the central place that technology holds in our lives, it is astonishing that technology companies have not put more resources into fixing this global problem. Advanced computer systems and artificial intelligence (AI) could play a much bigger role in shaping diagnosis and prescription. While the up-front costs of using such technology may be sizeable, the long-term benefits to the health-care system need to be factored into value assessments. We believe that AI platforms could improve on the empirical prescription approach. Physicians work long hours under stressful conditions and have to keep up to date on the latest medical research. To make this work more manageable, the health-care system encourages doctors to specialize. However, the vast majority of antibiotics are prescribed either by generalists (e.g., general practitioners or emergency physicians) or by specialists in fields other than infectious disease, largely because of the need to treat infections quickly. An AI system can process far more information than a single human, and, even more important, it can remember everything with perfect accuracy. Such a system could theoretically enable a generalist doctor to be as effective as, or even superior to, a specialist at prescribing. The system would guide doctors and patients to different treatment options, assigning each a probability of success based on real-world data. The physician could then consider which treatment was most appropriate.

The “United States” does not exist as a nation, because the ruling class of the U.S./Europe exploits the world without regard to borders and nationality.  For instance, multinational or global corporations rule the world.  They make their own laws by buying politicians– Democrats and Republicans, and white politicians in England and in the rest of Europe.  We are ruled by a European power which disregards even the hypocritical U.S. Constitution.  If it doesn’t like the laws of the U.S., as they are created, interpreted and enforced, the European power simply moves its base of management and labor to some other part of the world.   Today the European power most often rules through neocolonial regimes in the so-called “Third World.”  Through political leaders who are loyal only to the European power, not to their people and the interests of their nation, the European power sets up shop in Africa, Asia, and Latin America.  By further exploiting the people and stealing the resources of these nations on every continent outside Europe, the European power enhances its domination.  Every institution and organization within the European power has the purpose of adding to its global domination: NATO, the IMF, the World Bank, the military, and the police.   The European power lies to the people within each “nation” about national pride or patriotism.  We foolishly stand with our hands over our hearts during the “National Anthem” at football games while the somber servicemen in their uniforms hold the red, white and blue flag, then a military jet flies over and we cheer.  This show obscures the real purpose of the military, which is to increase European power through intimidation and the ongoing invasion of the globe.  We are cheering for imperialist forces.  We are standing on Native land celebrating the symbols of de-humanizing terrorism.  Why would we do this unless we were being lied to?   The European imperialist power lies to us about its imperialism.  It’s safe to say, most “Americans” do not recognize that we are part of an empire.  When we think of an empire we think of ancient Rome or the British Empire.  Yet the ongoing attack against the Native peoples of “North America” is imperialism.  When we made the “Louisiana Purchase” (somehow the French thought Native land was theirs to sell, and the U.S. thought it was ours to buy) this was imperialism.  When we stole the land from Mexico, this was imperialism (the Mexican people having been previously invaded by the European imperialist power).  Imperialism is everywhere.  Only the lies of capitalism could so effectively lead us to believe that we are not part of an empire.

The relevant time scale for superhuman AI is less predictable, but of course that means it, like nuclear fission, might arrive considerably sooner than expected. One formulation of the “it’s too soon to worry” argument that has gained currency is Andrew Ng’s assertion that “it’s like worrying about overpopulation on Mars.”11 (He later upgraded this from Mars to Alpha Centauri.) Ng, a former Stanford professor, is a leading expert on machine learning, and his views carry some weight. The assertion appeals to a convenient analogy: not only is the risk easily managed and far in the future but also it’s extremely unlikely we’d even try to move billions of humans to Mars in the first place. The analogy is a false one, however. We are already devoting huge scientific and technical resources to creating ever-more-capable AI systems, with very little thought devoted to what happens if we succeed.

Caste is the granting or withholding of respect, status, honor, attention, privileges, resources, benefit of the doubt, and human kindness to someone on the basis of their perceived rank or standing in the hierarchy. Caste pushes back against an African-American woman who, without humor or apology, takes a seat at the head of the table speaking Russian. It prefers an Asian-American man to put his technological expertise at the service of the company but not aspire to CEO. Yet it sees as logical a sixteen-year-old white teenager serving as store manager over employees from the subordinate caste three times his age. Caste is insidious and therefore powerful because it is not hatred, it is not necessarily personal. It is the worn grooves of comforting routines and unthinking expectations, patterns of a social order that have been in place for so long that it looks like the natural order of things.

Vocational guidance officers speak about scores necessary to get into university, how to calculate them, what band might be needed to get into various institutions, what countries they can offer information on, what courses are available. The post-school future they outline is entirely about getting into a university. There is nothing on alternative futures. The parents around me seem fine with this. Presumably they have academically successful children and have bought into the notion that raising a child is primarily about getting them to pass exams to enable them to be an economically productive unit in society. All those claims of building better humans, of being the best you can be, of following your passion, of learning to be inclusive and that everyone has something to offer, are all lies. It is simply about being a banker, IT or human resource person, sales manager, accountant, or a supportive spouse.

Thirty-nine-year-old moderately successful Human Resources Director. Interests include regency romances, reality TV, and baking large novelty birthday cakes for other people’s children. Hobbies include drinking Tia Maria and eating Turkish delight in the bath and dining out with her mum and dad. Wanted to be a ballerina but didn’t end up with a ballerina body; however, has been told she is an impressive dirty dancer when drunk. Knows her wine, so please just hand the wine list over. Godmother to nine children, member of two book clubs, Social Club Manager for the Australian Payroll Officers’ Association. Suffers from a severe blushing problem but is not shy and will probably end up better friends with your friends than you, which you’ll find highly irritating after we break up. Has recently become so worried about meeting the love of her life and having children before she reaches menopause that she has cried piteously in the middle of the night. But otherwise is generally quite cheerful and has on at least three separate occasions that she knows of been described as ‘Charming’. Yep, that about summed it up. What a catch.

Lucilla, though she said nothing about a sphere, was still more or less in that condition of mind which has been so often and so fully described to the British public—when the ripe female intelligence, not having the natural resource of a nursery and a husband to manage, turns inwards, and begins to "make a protest" against the existing order of society, and to call the world to account for giving it no due occupation—and to consume itself. She was not the woman to make protests, nor claim for herself the doubtful honours of a false position; but she felt all the same that at her age she had outlived the occupations that were sufficient for her youth. To be sure, there were still the dinners to attend to, a branch of human affairs worthy of the weightiest consideration, and she had a house of her own, as much as if she had been half a dozen times married; but still there are instincts which go even beyond dinners, and Lucilla had become conscious that her capabilities were greater than her work. She was a Power in Carlingford, and she knew it; but still there is little good in the existence of a Power unless it can be made use of for some worthy end. She

Why do we despise, ostracize and punish the drug addict when as a social collective we share the same blindness and engage in the same rationalizations? To pose that question is to answer it. We despise, ostracize and punish the addict because we don’t wish to see how much we resemble him. In his dark mirror our own features are unmistakable. We shudder at the recognition. This mirror is not for us, we say to the addict. You are different, and you don’t belong with us. Like the hardcore addict’s pursuit of drugs, much of our economic and cultural life caters to people’s craving to escape mental and emotional distress. In an apt phrase, Lewis Lapham, long-time publisher of Harper’s Magazine, derides “consumer markets selling promises of instant relief from the pain of thought, loneliness, doubt, experience, envy, and old age.” According to a Statistics Canada study, 31 per cent of working adults aged nineteen to sixty-four consider themselves workaholics, who attach excessive importance to their work and are “overdedicated and perhaps overwhelmed by their jobs.” “They have trouble sleeping, are more likely to be stressed out and unhealthy, and feel they don’t spend enough time with their families,” reports the Globe and Mail. Work doesn’t necessarily give them greater satisfaction, suggested Vishwanath Baba, a professor of Human Resources and Management at McMaster University. “These people turn to work to occupy their time and energy” — as compensation for what is lacking in their lives, much as the drug addict employs substances. At the core of every addiction is an emptiness based in abject fear. The addict dreads and abhors the present moment; she bends feverishly only towards the next time, the moment when her brain, infused with her drug of choice, will briefly experience itself as liberated from the burden of the past and the fear of the future — the two elements that make the present intolerable. Many of us resemble the drug addict in our ineffectual efforts to fill in the spiritual black hole, the void at the centre, where we have lost touch with our souls, our spirit, with those sources of meaning and value that are not contingent or fleeting. Our consumerist, acquisition-, action- and image-mad culture only serves to deepen the hole, leaving us emptier than before. The constant, intrusive and meaningless mind-whirl that characterizes the way so many of us experience our silent moments is, itself, a form of addiction— and it serves the same purpose. “One of the main tasks of the mind is to fight or remove the emotional pain, which is one of the reasons for its incessant activity, but all it can ever achieve is to cover it up temporarily. In fact, the harder the mind struggles to get rid of the pain, the greater the pain.” So writes Eckhart Tolle. Even our 24/7 self-exposure to noise, emails, cell phones, TV, Internet chats, media outlets, music downloads, videogames and non-stop internal and external chatter cannot succeed in drowning out the fearful voices within.

Man’s destiny was to conquer and rule the world, and this is what he’s done — almost. He hasn’t quite made it, and it looks as though this may be his undoing. The problem is that man’s conquest of the world has itself devastated the world. And in spite of all the mastery we’ve attained, we don’t have enough mastery to stop devastating the world — or to repair the devastation we’ve already wrought. We’ve poured our poisons into the world as though it were a bottomless pit — and we go on pouring our poisons into the world. We’ve gobbled up irreplaceable resources as though they could never run out — and we go on gobbling them up. It’s hard to imagine how the world could survive another century of this abuse, but nobody’s really doing anything about it. It’s a problem our children will have to solve, or their children. Only one thing can save us. We have to increase our mastery of the world. All this damage has come about through our conquest of the world, but we have to go on conquering it until our rule is absolute. Then, when we’re in complete control, everything will be fine. We’ll have fusion power. No pollution. We’ll turn the rain on and off. We’ll grow a bushel of wheat in a square centimeter. We’ll turn the oceans into farms. We’ll control the weather — no more hurricanes, no more tornadoes, no more droughts, no more untimely frosts. We’ll make the clouds release their water over the land instead of dumping it uselessly into the oceans. All the life processes of this planet will be where they belong—where the gods meant them to be—in our hands. And we’ll manipulate them the way a programmer manipulates a computer. And that’s where it stands right now. We have to carry the conquest forward. And carrying it forward is either going to destroy the world or turn it into a paradise — into the paradise it was meant to be under human rule. And if we manage to do this — if we finally manage to make ourselves the absolute rulers of the world — then nothing can stop us. Then we move into the Star Trek era. Man moves out into space to conquer and rule the entire universe. And that may be the ultimate destiny of man: to conquer and rule the entire universe. That’s how wonderful man is.

The successful individual sales producer wins by being as selfish as possible with her time. The more often the salesperson stays away from team members and distractions, puts her phone on Do Not Disturb (DND), closes her door, or chooses to work for a few hours from the local Panera Bread café, the more productive she’ll likely be. In general, top producers in sales tend to exhibit a characteristic I’ve come to describe as being selfishly productive. The seller who best blocks out the rest of the world, who maintains obsessive control of her calendar, who masters focusing solely on her own highest-value revenue-producing activities, who isn’t known for being a “team player,” and who is not interested in playing good corporate citizen or helping everyone around her, is typically a highly effective seller who ends up on top of the sales rankings. Contrary to popular opinion, being selfish is not bad at all. In fact, for an individual contributor salesperson, it is a highly desirable trait and a survival skill, particularly in today’s crazed corporate environment where everyone is looking to put meetings on your calendar and take you away from your primary responsibilities! Now let’s switch gears and look at the sales manager’s role and responsibilities. How well would it work to have a sales manager who kept her office phone on DND and declined almost every incoming call to her mobile phone? Do we want a sales manager who closes her office door, is concerned only about herself, and is for the most part inaccessible? No, of course not. The successful sales manager doesn’t win on her own; she wins through her people by helping them succeed. Think about other key sales management responsibilities: Leading team meetings. Developing talent. Encouraging hearts. Removing obstacles. Coaching others. Challenging data, false assumptions, wrong attitudes, and complacency. Pushing for more. Putting the needs of your team members ahead of your own. Hmmm. Just reading that list again reminds me why it is often so difficult to transition from being a top producer in sales into a sales management role. Aside from the word sales, there is truly almost nothing similar about the positions. And that doesn’t even begin to touch on corporate responsibilities like participating on the executive committee, dealing with human resources compliance issues, expense management, recruiting, and all the other burdens placed on the sales manager. Again,

You’re probably wondering what happened before you got here. An awful lot of stuff, actually. Once we evolved into humans, things got pretty interesting. We figured out how to grow food and domesticate animals so we didn’t have to spend all of our time hunting. Our tribes got much bigger, and we spread across the entire planet like an unstoppable virus. Then, after fighting a bunch of wars with each other over land, resources, and our made-up gods, we eventually got all of our tribes organized into a ‘global civilization.’ But, honestly, it wasn’t all that organized, or civilized, and we continued to fight a lot of wars with each other. But we also figured out how to do science, which helped us develop technology. For a bunch of hairless apes, we’ve actually managed to invent some pretty incredible things. Computers. Medicine. Lasers. Microwave ovens. Artificial hearts. Atomic bombs. We even sent a few guys to the moon and brought them back. We also created a global communications network that lets us all talk to each other, all around the world, all the time. Pretty impressive, right? “But that’s where the bad news comes in. Our global civilization came at a huge cost. We needed a whole bunch of energy to build it, and we got that energy by burning fossil fuels, which came from dead plants and animals buried deep in the ground. We used up most of this fuel before you got here, and now it’s pretty much all gone. This means that we no longer have enough energy to keep our civilization running like it was before. So we’ve had to cut back. Big-time. We call this the Global Energy Crisis, and it’s been going on for a while now. “Also, it turns out that burning all of those fossil fuels had some nasty side effects, like raising the temperature of our planet and screwing up the environment. So now the polar ice caps are melting, sea levels are rising, and the weather is all messed up. Plants and animals are dying off in record numbers, and lots of people are starving and homeless. And we’re still fighting wars with each other, mostly over the few resources we have left. “Basically, kid, what this all means is that life is a lot tougher than it used to be, in the Good Old Days, back before you were born. Things used to be awesome, but now they’re kinda terrifying. To be honest, the future doesn’t look too bright. You were born at a pretty crappy time in history. And it looks like things are only gonna get worse from here on out. Human civilization is in ‘decline.’ Some people even say it’s ‘collapsing.’ “You’re probably wondering what’s going to happen to you. That’s easy. The same thing is going to happen to you that has happened to every other human being who has ever lived. You’re going to die. We all die. That’s just how it is.

Most exciting, the growth mindset can be taught to managers. Heslin and his colleagues conducted a brief workshop based on well-established psychological principles. (By the way, with a few changes, it could just as easily be used to promote a growth mindset in teachers or coaches.) The workshop starts off with a video and a scientific article about how the brain changes with learning. As with our “Brainology” workshop (described in chapter 8), it’s always compelling for people to understand how dynamic the brain is and how it changes with learning. The article goes on to talk about how change is possible throughout life and how people can develop their abilities at most tasks with coaching and practice. Although managers, of course, want to find the right person for a job, the exactly right person doesn’t always come along. However, training and experience can often draw out and develop the qualities required for successful performance. The workshop then takes managers through a series of exercises in which a) they consider why it’s important to understand that people can develop their abilities, b) they think of areas in which they once had low ability but now perform well, c) they write to a struggling protégé about how his or her abilities can be developed, and d) they recall times they have seen people learn to do things they never thought these people could do. In each case, they reflect upon why and how change takes place. After the workshop, there was a rapid change in how readily the participating managers detected improvement in employee performance, in how willing they were to coach a poor performer, and in the quantity and quality of their coaching suggestions. What’s more, these changes persisted over the six-week period in which they were followed up. What does this mean? First, it means that our best bet is not simply to hire the most talented managers we can find and turn them loose, but to look for managers who also embody a growth mindset: a zest for teaching and learning, an openness to giving and receiving feedback, and an ability to confront and surmount obstacles. It also means we need to train leaders, managers, and employees to believe in growth, in addition to training them in the specifics of effective communication and mentoring. Indeed, a growth mindset workshop might be a good first step in any major training program. Finally, it means creating a growth-mindset environment in which people can thrive. This involves: • Presenting skills as learnable • Conveying that the organization values learning and perseverance, not just ready-made genius or talent • Giving feedback in a way that promotes learning and future success • Presenting managers as resources for learning Without a belief in human development, many corporate training programs become exercises of limited value. With a belief in development, such programs give meaning to the term “human resources” and become a means of tapping enormous potential.

Sometimes i feel that i am unlucky due to couldn't enroll in the Harvard Business School but at least by this encouragement that i enrolled in MBA in Human resource management program whereas i grown as a leader and build the team in the field of HRM through motivation.

HR professionals often see their largest job challenges as sourcing talent, improving performance management, defining compensation, and providing training programs and other HR systems.

Human Resources management is a skill ingrained with an art to execute.

One of the most vexing dilemmas that stable corporations face when they seek to rekindle growth by launching new businesses is that their internal schools of experience have offered precious few courses in which managers could have learned how to launch new disruptive businesses. In many ways, the managers that corporate executives have come to trust the most because they have consistently delivered the needed results in the core businesses cannot be trusted to shepherd the creation of new growth. Human resources executives in this situation need to shoulder a major burden. They need to monitor where in the corporation’s schools of experience the needed courses might be created, and ensure that promising managers have the opportunity to be appropriately schooled before they are asked to take the helm of a new-growth business. When managers with the requisite education cannot be found internally, they need to ensure that the management team, as a balanced composite, has within it the requisite perspectives from the right schools of experience.

I am fond of pointing out to entrepreneurs and executives that “in theory, you don’t need practice.” What I mean is that no matter how brilliant your business model and growth strategy, you won’t be able to build a real-world (i.e., non-theoretical) blockbuster company without a lot of practice. But that problem is magnified when you’re trying to blitzscale. The kind of growth involved in blitzscaling typically means major human resources challenges. Tripling the number of employees each year isn’t uncommon for a blitzscaling company. This requires a radically different approach to management than that of a typical growth company, which would be happy to grow 15 percent per year and can take time finding a few perfect hires and obsessing about corporate culture. As we will discuss in more detail later in the book, companies that blitzscale have to rapidly navigate a set of key transitions as their organizations grow, and have to embrace counterintuitive rules like hiring “good enough” people, launching flawed and imperfect products, letting fires burn, and ignoring angry customers. Over the course of this book, we’ll see how business model, growth strategy, and management innovation work together to form the high-risk, high-reward process of blitzscaling.

Likewise, until we drop unwarranted assumptions about people, we can’t expect to bring about lasting improvements in our organizations: we can’t magnify our human resources using manipulative management techniques any more than we can repair Humpty Dumpty with more horses and more men. Nevertheless, in this topsy-turvy world, matters often get turned around. We confuse efficiency with effectiveness, expediency with priority, imitation with innovation, cosmetics with character, or pretense with competence.

Department Floor(s) Administration 1 to 5 Finance 6 to 8 Human resources 9 to 10 Gym and Squash Court 11 Technical 12 to 17 Training 18 to 20 Administration for technical training 21 to 24 Junior and Middle Management 25 to 28 Very Senior Management 29 Security 30

You cannot treat people as if they were a commodity.

The five most highly correlated factors are: Organizational culture. Strong feelings of burnout are found in organizations with a pathological, power-oriented culture. Managers are ultimately responsible for fostering a supportive and respectful work environment, and they can do so by creating a blame-free environment, striving to learn from failures, and communicating a shared sense of purpose. Managers should also watch for other contributing factors and remember that human error is never the root cause of failure in systems. Deployment pain. Complex, painful deployments that must be performed outside of business hours contribute to high stress and feelings of lack of control.4 With the right practices in place, deployments don’t have to be painful events. Managers and leaders should ask their teams how painful their deployments are and fix the things that hurt the most. Effectiveness of leaders. Responsibilities of a team leader include limiting work in process and eliminating roadblocks for the team so they can get their work done. It’s not surprising that respondents with effective team leaders reported lower levels of burnout. Organizational investments in DevOps. Organizations that invest in developing the skills and capabilities of their teams get better outcomes. Investing in training and providing people with the necessary support and resources (including time) to acquire new skills are critical to the successful adoption of DevOps. Organizational performance. Our data shows that Lean management and continuous delivery practices help improve software delivery performance, which in turn improves organizational performance. At the heart of Lean management is giving employees the necessary time and resources to improve their own work. This means creating a work environment that supports experimentation, failure, and learning, and allows employees to make decisions that affect their jobs. This also means creating space for employees to do new, creative, value-add work during the work week—and not just expecting them to devote extra time after hours. A good example of this is Google’s 20% time policy, where the company allows employees 20% of their week to work on new projects, or IBM’s “THINK Friday” program, where Friday afternoons are designated for time without meetings and employees are encouraged to work on new and exciting projects they normally don’t have time for.

Passage Four: From Functional Manager to Business Manager This leadership passage is often the most satisfying as well as the most challenging of a manager’s career, and it’s mission-critical in organizations. Business mangers usually receive significant autonomy, which people with leadership instincts find liberating. They also are able to see a clear link between their efforts and marketplace results. At the same time, this is a sharp turn; it requires a major shift in skills, time applications, and work values. It’s not simply a matter of people becoming more strategic and cross-functional in their thinking (though it’s important to continue developing the abilities rooted in the previous level). Now they are in charge of integrating functions, whereas before they simply had to understand and work with other functions. But the biggest shift is from looking at plans and proposals functionally (Can we do it technically, professionally, or physically?) to a profit perspective (Will we make any money if we do this?) and to a long-term view (Is the profitability result sustainable?). New business managers must change the way they think in order to be successful. There are probably more new and unfamiliar responsibilities here than at other levels. For people who have been in only one function for their entire career, a business manager position represents unexplored territory; they must suddenly become responsible for many unfamiliar functions and outcomes. Not only do they have to learn to manage different functions, but they also need to become skilled at working with a wider variety of people than ever before; they need to become more sensitive to functional diversity issues and communicating clearly and effectively. Even more difficult is the balancing act between future goals and present needs and making trade-offs between the two. Business managers must meet quarterly profit, market share, product, and people targets, and at the same time plan for goals three to five years into the future. The paradox of balancing short-term and long-term thinking is one that bedevils many managers at this turn—and why one of the requirements here is for thinking time. At this level, managers need to stop doing every second of the day and reserve time for reflection and analysis. When business managers don’t make this turn fully, the leadership pipeline quickly becomes clogged. For example, a common failure at this level is not valuing (or not effectively using) staff functions. Directing and energizing finance, human resources, legal, and other support groups are crucial business manager responsibilities. When managers don’t understand or appreciate the contribution of support staff, these staff people don’t deliver full performance. When the leader of the business demeans or diminishes their roles, staff people deliver halfhearted efforts; they can easily become energy-drainers. Business managers must learn to trust, accept advice, and receive feedback from all functional managers, even though they may never have experienced these functions personally.

We professors are often forced to hand out grades, and if I were teaching Risk Management 101 and had to give us humans a midterm grade based on our existential risk management so far, you could argue that I should give a B-on the grounds that we're muddling by and still haven't dropped the course. From my cosmological perspective, however, I find our performance pathetic, and can't give more than a D: the long-term potential for life is literally astronomical, yet we humans have no convincing plans for dealing with even the most-urgent existential risks, and we devote a minuscule fraction of our attention and resources to developing such plans. Compared with the roughly twenty million U.S. dollars spent last year on the Union of Concerned Scientists, one of the largest organizations focused on at least some existential risks, the United States alone spent about five hundred times more on cosmetic surgery, about a thousand times more on air-conditioning for troops, about five thousand times more on cigarettes, and about thirty-five thousand times more on its military, not counting military health care, military retirement costs or interest on military debt.

Human resource directors and hiring managers tell me they usually know within the first thirty seconds of a job interview whether or not the person is even a viable candidate.

Our informal study with good sample size has revealed that companies are not able to prepare successors from within the organization because they take their performance management as a tool for (A) granting increments, incentives, and promotions than to use it for (B) building capability, capacity, and commitment in Human Resources of the company. They are spending more time on A than on B. Today we hardly see any structured Learning and development calendar in companies which are based on genuine PMS findings. Sustainable growth comes only by building talent from within through L & D efforts, understudy and assessments, and development centers.

38. No One Cares How Much You Know Until They Know How Much You Care My SAS patrol sergeant Chris Carter was the living embodiment of this advice, and if you are ever in a position of leading a team or managing people, following his selfless example will help you become a better leader and enable your team to achieve more. Can you imagine how I felt after Chris had let me drink his last drops of water? Gratitude doesn’t come close. One of the regiment’s toughest, most hardened of soldiers was showing that he was looking out for me way beyond the call of duty. And once I had been shown how much he cared, I knew that, in return, I would never let him, or the regiment, down. That simple act of kindness, of caring, is always at the heart of great brotherhoods. Call it what you will: camaraderie, shared purpose. The end product was that here was a man I would work my guts out for. And that made us all stronger. Ditto, on a mountain: the most important bit of kit or resource on any expedition is always the human asset. When valued and empowered, humans have proved they can truly overcome the impossible and scale the unconquerable. But first we have to be valued and empowered. The real value of a team is never in the flash hi-tech equipment or branded sponsors. It’s the people and the relationships between them. As a leader, in whatever field, it is one thing for your team to see how much you know, but that knowledge isn’t what will make your team great. What makes the critical difference is how you use that knowledge. Do you use it to empower and support those around you? Do you value others above yourself? Is your ego small enough, and your backbone strong enough, to raise others up high on your shoulders? If you let people know, through your words and actions, that they really matter, that their work matters, that their wellbeing matters to you, then they will go to the ends of the Earth for you. Why? Because they know they can trust you to use all your knowledge, skills and power to support and encourage them. You see, no one cares how much you know until they know how much you care.

Employee Engagement is such a complicated corporate challenge of recent years, that it has turned decades old corporate belief "any can hold portfolio of Human Resource Manager" into myth.

It is worth pondering how much of our struggle with avarice is linked to a tendency to value things solely in terms of their usefulness. When the older generation laments that they are only a burden to society, since they are no longer capable of useful work or productive labor, and their medical care is a constant drain on others’ resources, have they internalized a system of value that measures people’s true worth in terms of a cost–benefit analysis? Time spent with children also becomes “unprofitable” in more than one sense, for we have precious little in the way of tangible payoff to show for such investments. The very use of metaphors of financial transactions to describe personal care for other human beings points to a conceptual framework tilted toward the distortions of avarice. The salary charts for the helping professions, especially compared to the salaries of those who work in financial fields managing investments, also point not so subtly to implicit assumptions of what is truly of value and worth. We are measured by our usefulness, and our usefulness is measured by the production of things and the possession of money. Greed now invades human life and its value in this subtler way as well.