The Misleading Term „Human Resources“

In today’s corporate world, the term „Human Resources“ is often used to describe the workforce of an organization. Yet, this phrase feels impersonal and even outdated, reducing people to mere assets or commodities like machinery or raw materials. The reality is that humans are not “resources” to be consumed or depleted—they are the very lifeblood of an organization.

Employees are the ones who create, innovate, optimize, and directly interact with customers. They are not replaceable cogs in a machine. Every individual brings unique skills, experiences, and insights that can’t be easily replicated. Without people, there would be no product, no service, and no success. In fact, humans are the true capital of a company.

Moreover, as technology advances, the relationship between people and tools is evolving. I recently attended a course on how AI and human teams can work together, blending strengths to form the perfect team. AI can assist in tasks that require data processing, analysis, and automation, freeing up human team members to focus on creativity, strategic thinking, and problem-solving. When humans and AI collaborate effectively, their combined potential is far greater than either could achieve alone.

However, this synergy highlights even more why the term „Human Resources“ is inadequate. People are not simply a resource to be managed alongside machines. They are decision-makers, innovators, and the ones who can leverage AI to push the boundaries of what’s possible.

When we speak of „resources,“ we think of something finite—something to be used up. This mentality fosters a culture where people are viewed in terms of output and productivity rather than creativity, intelligence, and potential. It’s a dehumanizing way of thinking that ignores the most important factor in any organization: its people.

This issue becomes even more pronounced when recruitment is handled by inexperienced young professionals who often lack the life and work experience necessary to properly assess candidates, especially those with decades of expertise. As one expert in the field noted:

“Recruiting requires more than systemically matching requirements with resumes and asking memorized standard questions. It requires professional experience, empathy, and life experience to engage with applicants of all ages on equal footing.” Source (German Language): https://bernd-slaghuis.de/bewerbung/bewerbungsprozess/

Many experienced professionals, particularly those over 50, find it frustrating to have their future decided by someone fresh out of university, who has little understanding of the job or the real-world challenges. It’s no surprise that seasoned professionals feel displaced and undervalued in such interactions.

Worse yet, it could be seen as negligent on the company’s part. Allowing inexperienced recruiters to make decisions on the hiring of seasoned professionals without the necessary insight or empathy can result in missing out on talent that could drive the company’s future success. When recruiters rely too heavily on checklists and standard questions, they risk undervaluing the very people who could propel the business forward.

Neglecting to ensure that those responsible for hiring have both the technical and people skills required to recognize true talent is short-sighted. Such negligence can lead to hiring the wrong people or, even worse, passing over the right ones—harming the company’s growth and reputation in the long term.

It’s time for organizations to shift their perspective and treat employees as human capital—recognizing their essential role as the driving force behind a company’s growth and innovation. By valuing people for who they are, rather than reducing them to a „resource,“ companies can build stronger teams, better cultures, and achieve greater success. In this new world where AI and humans collaborate as true partners, the human element remains more crucial than ever. This is also a part of agility. Adapting to the changing expectations of people who’re interested in a cooperation with a company. It’s B2B.

My opinion

I regard my expertise as a product, which emphasizes the tangible value I bring. I’m not just offering skills; I’m providing a solution that directly impacts both internal improvements and customer success. By framing my contributions this way, it’s clear that my presence adds measurable value, whether I’m working within the company or representing it to clients. This mindset reinforces that I’m more than just an employee—I’m a key asset that drives success and revenue.

Here an excerpt from an Article, written by Mr. Dr. Bern Slaghuis, an expert when it comes to topics like recruitung. The text was translated from German to English by deepl.com (YAAT | yet another ai tool 😉 ):

„Young recruiters with little life experience

This is particularly upsetting for experienced applicants over 50: ‘That girl/guy has no idea about the job and what it’s really like out there and is now supposed to decide my professional future!’ Believe me, this is where things get louder in my office. Especially when I have experienced sales types and real doers sitting in front of me who feel out of place compared to 22-year-old recruiters fresh from their bachelor’s degree.

Yes, I can understand that and I also think that the average age of employees in recruiting is too young in many HR departments. Recruiting requires more than systematically matching requirements with CVs and reeling off memorised standard interview questions – I’ll come to that in a moment. I consider knowledge gained from professional experience, empathy, knowledge of human nature and, above all, life experience to be absolutely essential in order to be a good recruiter on an equal footing with applicants of all ages.

What can you do as an applicant? As in almost all cases in this article, there is nothing you can do. That’s why it’s not worth complaining about it, but you should clarify the consequences for your future behaviour in discussions with recruiters. I think it’s important to give younger recruiters a real chance, but if you have the feeling during the interview that you can’t take the other person seriously, then you should have a plan for this in your pocket. You can address it openly and ask for an experienced employee to join the interview, or you can choose to say nothing and accept the situation. Yes, neither option is a dream in the role of applicant, but getting upset about it afterwards is not the answer