We are in the final few days of 2009 and it is appropriate to start a general review of the year. Importantly we should see what positive lessons we have learnt with a view to applying them in 2010. It would really be a great pity if organisations and institutions did not learn and hence did not start becoming genuine learning communities and organisations in the public and private sector.

By no stretch of the imagination can the year be considered the best of times socially and financially in all major sectors of the society. In the education system, school violence escalated to unprecedented levels and even with the best of intention and efforts there is no evidence that the situation will improve any time soon. What has emerged, however, is that the gravity of the problem was insufficiently appreciated and responded to in a timely manner.

The financial state of the country undoubtedly compounded the problem and constrained a comprehensive response. There were money woes all around which stymied appropriate actions. While the economic situation is unlikely to improve soon, a resolve must be made, however, to use more efficiently the resources available and allocate more to addressing the problem of schools and the wider societal crime and violence. This should be done without inflicting collateral damage. In the circumstances, the mobilisation and management of human resources would be critical.

Ironically, there were far too many instances of the poor management of people through apparent misuse of power in public organisations during the year. Under the facade of managing staff, some managers virtually damaged the image and character of the former. They fail to learn that it is neither a good idea nor a good management practice to vilify staff in public. Furthermore, damaging morale was not thought one of the worst things an organisation could do to its staff. Of course, informed and effective managers know what to say to staff when and where. They also know that nothing of merit is gained by acting emotionally than rationally in dealing with any problem that arises in the organisation, particularly when the problem is little understood or no effort to comprehend it is made.

It is fast becoming a practice to vilify teachers, education officers and nurses in the media. In fact, it is fashionable to bash public officers even when it is unwarranted. The ongoing disparaging public remarks made against some professional groups without evidence to support has been disgusting. Some are given “basket to carry water” and when the water leaks out they are blamed in the most caustic and unconscionable way. At the same time, a few chosen people are put on a pedestal and portrayed either as “the fountain of new ideas” or “Mr /Mrs Fix It”. When they eventually fail to manage, the charge of sabotage is conveniently made. What all of this has been doing is eroding morale among many efficient and diligent professionals and functionaries. The result is a dispirited set of service providers.

Another worrying concern during the year has been the apparent lack of interest by some state agencies and organisations to identify experienced and qualified persons in their employ and prepare them through additional training for top leadership. Encouraged by some in the public media to look outside first for replacements for leadership positions, some policymakers bypass deserving candidates without first doing a diligent internal search. Of course, in the last 15 years or so, in almost all proposals for management and administrative reform, succession planning has been a main recommendation. Yet there appears to be no genuine effort at implementation and observing the principle. Less painstaking methods for replacements seem to be preferred.

Many senior staff need no lecturing or intimidating reminder that they do not have an inalienable right to the next position above the one they occupy. However, they quite rightly expect to be adequately evaluated in a transparent and an objective way for filling more senior positions that become vacant. Effective and quality service supported by spiralling experience when present should not appear to be a disqualification for anyone serving in the organisation. Furthermore, the idea of getting “fresh blood” should not be taken to the ridiculous extent where proven quality service is sacrificed for the desire to experiment with unproven “new ideas”. Worse still, religious, gender, political and social class bias should not figure in the decision-making process.

A fundamental issue raised obliquely here is the need for reorienting and retraining of managers to manage people with proficiency and sensitivity. They must manage without the overbearing posture of “management”. In fact, management or administrative reform must focus attention on the making of competent managers. If results are what managers wish to deliver, they must know that these are produced primarily through people who must be well managed, motivated and not damaged. Staff must be respected and supported. Not the least they must be made to feel that they have a stake in the organisation as anyone else and that they count. The strong evidence in both the public and private sectors is that the human resource is badly managed resulting in diminished output.

Another critical issue for attention is that of accurate problem identification. Problems in the organisations are infrequently studied for their source. The first response to a problematic situation in many organisations is almost predictably an emotional one and a finger pointing often to the person considered most vulnerable. However, the problem is more often than not one having to do with the organisational systems and not the individual. Ironically enough, some problems in the organisation have their root cause in the inadequate training of managers to manage staff. This matter needs considerable probing and redress.

A review of the principles and procedures for making appointments andpromotions in the public service has become an urgent issue for action in 2010.

As we look towards the new year, organisations should resolve to do a better job of managing and treating fellow workers. They should search for best practices in managing staff and strive to become centres of excellence in the practice of human resource management.

This column wishes all a reflective and peaceful Christmas.

wesebar@yahoo.com