Nigeria: NaijaLeaks and why China is bad for Africa

The cables are still coming

The need to continue to mine the WikiLeaks diplomatic cables must not wane even after the spotlights have moved on, there is much to be seen in those cables and this one must be highlighted.

NaijaLeaks, the Nigerian side of the things in this cable [1] presents a very interesting perspective to governance, leadership and accountability issues in Nigeria.

Playing one off the other

At the end of 2009, the Nigerian legislature was busy debating versions of the Petroleum Industry Bill (PIB) which many International Oil Companies (IOCs) thought was not structural or strategic but about asserting greater ownership of our national resources, in ways, this was a disincentive for new investment by IOCs but an opportunity for negotiation for the Government of Nigeria (GON).

Shell Nigeria had brashly suggested to the National Assembly that if the PIB were passed, the “Nigerian oil industry would be dead”, so the GON brought in the Chinese. Considering Shell has the best deal in the Nigerian oil industry they felt they could use that leverage to thwart a legislative process.

For those who advocate Chinese investment in Africa and sing the highest praises of China, this is one cable you should read and comprehend.

Introducing the Chinese in Africa

This is what they did, “The Chinese are very aggressive because they need the oil. They came in with big money, and they were ready with large loans with low interest rates.”

I have to give Nigerians credit for this, playing competing interests against each other whilst keeping control of the process, "We know what had happened in the Sudan and Chad and we know enough about them to know where we want them and where we don't." Then, the person goes on to say, "No one really desires to see the IOCs go when we have worked with them so long. Long-term friendships develop, a lot is learned from them, and we know how they do business.”

However, what was most revealing was because the Chinese oil companies are run, by which I think they mean owned by the Chinese government, their representatives in the oil industry do not know how to deal with democratic governments.

The Nigerian democratic experiment can be flawed but the core elements of it are working, efficient, functional and aggressive too in protecting Nigerian interests.

It is not for sale in Mandarin?

The Chinese because of their incentive of cash and softer loans had come to cherry-pick the oil fields and many of those fields were already allocated to other partners in the Nigerian oil industry. The cable says the Chinese acted dumbfounded and I think what was intended was dumb and of the fields already operated by other interests the Chinese said, “You mean we can’t have it?”

Therein lays the reason for the Petroleum Industry Bill, to create partnerships and binding contracts where interlopers cannot with their money make us rescind agreements in their favour and the punch line to this episode is, “We are lucky we have a democratic government, under the military, the Chinese and Russians would be here.”

If the Chinese had gotten their way, they would have successfully jettisoned the PIB and abridged our democratic process which is by no means perfect, this crucial bill showed that Nigeria had to keep its nerve and resist the incentives offered to pervert due process whilst protecting partnerships that have existed for decades.

Apparently, the Russians through Gazprom had tried similar tactics and the Nigerians did not like it at all, in fact, it appears Nigerians were more comfortable with the devil they know in the existing IOCs than the moneybag Russians and Chinese along with a willingness to maintain business agreements regardless of alternative business incentive.

Rotten command structure

Interestingly, the labour unions also did not want the Chinese in the Nigerian oil industry, with China featuring in the list of the five worst countries to work for; they do not have industrial relations representatives or formal human resources processes. The immediate supervisor exercises all power without being accountable to anyone and most of the Chinese officials are non-English speaking hindering constructive interaction, according to the cable.

Zambia is another African country that had suffered at the hands of the Chinese and if I recall, the writer of Dead Aid, Dambisa Moyo [2] is from Zambia and I do wonder what she has to say about the unions chasing the Chinese out of Zambia.

The issue of corruption is probably moot as well as it is global, but this is a very cautionary note, “The Chinese have no respect for local laws, and they compromise a lot of things, including safety.” According to the cable, “the Chinese were the first to bribe local officials to win contracts and get around local laws.”

This sets a very dangerous precedent in any setup that the Chinese seek to have influence, especially in Africa, if this kind of business practice is norm, we should not be blinded by the idea that the presence of money is the solution to development at the expense of other rather more established capitalist business practices which include the whole spectrum of management, accountability, industrial relations, human resources and more recently corporate social responsibility.

Know how to handle the Chinese

Therefore, it is, “The poor image of the Chinese helps to explain why they never seriously threatened renewal of the IOCs' oil mining licenses.”

Nigerians were playing the diplomacy game with relish and offered this statement from the minister in charge in which he said, “There was never any consideration of selling or trading one firm for (I think he meant against) another. NNPC has a right to relinquish any part of its equity to any third party that expresses interest and it is in that regard that the discussions with the Chinese have been carrying on.”

Nigerians have signed agreements with the Chinese and Shell get 45% of joint venture deals with the GON compared with other IOCs that get 40% and I would suppose the Chinese might be offered a lot less whilst doing well to keep a rein on their activities within Nigeria.

Sources

[1] Viewing cable 09ABUJA2170, Chinese oil companies not so welcome in Nigeria’s oil patch

[2] Dead Aid - Review

Newswatch Magazine - The Draft Petroleum Industry Bill 2009

What’s the Fuss about the Nigerian Petroleum Industry Bill?

The Nigerian Petroleum Industry Bill - Part 2

The Cable – With interesting highlighted bits

E.o. 12958: decl: 11/28/2019

Tags: econ, epet, enrg, einv, pgov, prel, ni, ch

Subject: Chinese oil companies not so welcome in Nigeria’s oil patch

Ref: Abuja 2100

Classified By: Ambassador Robin R. Sanders for Reasons in Sections 1.4 (b) and (d).

Summary

¶1. (C) Two xxxxxxxxxxxx officials recently volunteered that Chinese oil companies had made a lot of mistakes in Nigeria and neither official welcomed their presence. Nigeria National Petroleum Company (NNPC) xxxxxxxxxxxx said on xxxxxxxxxxxx the NNPC is aware of how the Chinese have behaved in the Sudan and Chad and that the Chinese do not know how to deal with a democratic government.

xxxxxxxxxxxx complained on November 11 that there is no recourse when dealing with the Chinese and that the Chinese do not respect local laws. The poor image of the Chinese helps to explain why they were never a serious threat to the renewal of the international oil companies' (IOCs) oil mining licenses (OMLs).

END SUMMARY.

Ruffled feathers...

¶2. (C) Nigeria National Petroleum Company (NNPC) xxxxxxxxxxxx discussed the Chinese oil companies' recent attempts to obtain deep water oil mining leases (OMLs) with Economic Counselor and Trade and Investment Specialist on November 13.

xxxxxxxxxxxx said that Shell Nigeria had opened the door for the Chinese by resisting GON efforts to pass the proposed Petroleum Industry Bill (PIB) and telling the National Assembly that the "Nigerian oil industry would be dead" if the PIB passed. "So they brought in the Chinese," xxxxxxxxxxxx said.

¶3. (C) Asked about how the Chinese handled themselves in Nigeria, xxxxxxxxxxxx said, "The Chinese are very aggressive because they need the oil." "They came in with big money," he said, "and they were ready with large loans with low interest rates."

But the Chinese also made some mistakes. First, xxxxxxxxxxxx said, "We know what had happened in the Sudan and Chad and we know enough about them to know where we want them and where we don't." At the same time, xxxxxxxxxxxx said, "No one really desires to see the IOCs go when we have worked with them so long. Long-term friendships develop, a lot is learned from them, and we know how they do business."

¶4. (C) Second, xxxxxxxxxxxx said, "Their oil companies are run by the Chinese government and they do not know how to deal with Qthe Chinese government and they do not know how to deal with a democratic government. For example, the Chinese told the NNPC officials which fields they wanted and the NNPC officials had to say, 'No, this field is operated by someone.'" The Chinese acted dumbfounded and said, "You mean we can't have it?"

"The PIB did not come from nowhere," xxxxxxxxxxxx explained. Much consultation occurred before the GON presented the PIB to the National Assembly and all that was not going to be undone because of a Chinese official. "The Chinese caused the problem," he summarized, "and they ruffled a lot of feathers." Xxxxxxxxxxxx added that Gazprom of Russia had used a similar approach. "We are lucky we have a democratic government" he said, "Under the military, the Chinese and Russians would be here."

...and no forwarding address

¶5. (C) xxxxxxxxxxxx colleagues also told visiting Coordinator for International Energy Affairs (S/CIEA) David Goldwyn and his delegation on November 11 that he and his union colleagues did not want the Chinese in the Nigerian oil sector. Goldwyn was asking about the problems faced by xxxxxxxxxxxx said, "The Chinese are here and that is a huge problem!"

"xxxxxxxxxxxx have a list of the worst five countries to work for," xxxxxxxxxxxx said, "and they are on that list." xxxxxxxxxxxx explained that xxxxxxxxxxxx had experienced a problem with ExxonMobil when they "wrongfully fired a worker." xxxxxxxxxxxx applied pressure through the U.S. steel workers and the worker in question was given a choice of being re-hired or compensated and xxxxxxxxxxxx chose the latter. "If xxxxxxxxxxxx a problem with a Chinese company," xxxxxxxxxxxx complained, "who can xxxxxxxxxxxx to?"

(COMMENT: Nigerian xxxxxxxxxxxx have complained to Labor Officer that the Chinese do not have industrial relations representatives or any formal human resources process other than the immediate supervisor who does the hiring and firing. Dealing with non-English-speaking Chinese officials also hinders constructive interaction.

END COMMENT).

¶6. (C) xxxxxxxxxxxx later elaborated by alleging that Chinese labor practices were not good so no one wants to be part of it. "Look at the Chinese mining companies in Zambia," xxxxxxxxxxxx said, "the labor unions there had to chase them out." xxxxxxxxxxxx noted that corrupt people in China were put to death, but overseas they quickly adapt to the local environment, including adopting corrupt practices.

"The Chinese have no respect for local laws," xxxxxxxxxxxx said, "and they compromise a lot of things, including safety."

¶7. (C) Petroleum and Natural Gas Senior Staff Association of Q7. (C) Petroleum and Natural Gas Senior Staff Association of Nigeria (PENGASSAN) xxxxxxxxxxxx said the Chinese were the first to bribe local officials to win contracts and get around local laws.

By contrast, xxxxxxxxxxxx said xxxxxxxxxxxx played by the rules and was above-board. "xxxxxxxxxxxx proud of xxxxxxxxxxxx company in that respect," xxxxxxxxxxxx said. (See reftel for additional background on Goldwyn's meeting with the xxxxxxxxxxxx).

Comment

¶8. (C) The poor image of the Chinese helps to explain why they never seriously threatened renewal of the IOCs' oil mining licenses (OMLs), the first of which the GON signed with ExxonMobil on November 20. Most of the remainder will be signed in the coming weeks.

Minister of State for Petroleum Resources Odein Ajumogobia told the joint GON-ExxonMobil press conference on the same day that, "There was never any consideration of selling or trading one firm for (against?) another." But he also said that, "NNPC has a right to relinquish any part of its equity to any third party that expresses interest and it is in that regard that the discussions with the Chinese have been carrying on."

The GON owns 60 percent of all the joint ventures with the IOCs (55 percent in the case of Shell). So, the NNPC and the IOCs could still end up having minority Chinese partners -- whether they like it or not.

¶9. (U) Embassy coordinated this telegram with ConGen Lagos.

Sanders

Fossils long before their time

Mining mishaps climbing the graph

Beyond air, rail, ferry disasters, mining mishaps seem to figure quite prominently in the records of despair and sorrow pertaining to major accidents.

Generally, victims of disaster are unfortunate in that they are in the wrong place at the wrong time; however, for mining; the people who meet their demise in circumstances in which they happen to earn their living – their working environment.

Nowhere, is the anxiety of expectancy and the dashing of hopes more dramatically played out than in the work that goes into trying to rescue miners from a coal mine mishap.

With all other disasters, help can almost immediately be given at the point that emergency services arrive, but in coal mines; determining the cause of a disaster leading on to ensuring safety for the rescuers in an unstable atmospheric environment puts back the opportunities for any salvation.

We all watched in January just after the New Year as 12 miners lost in a disaster in the United States were sought as the news wires vacillated between hope and despair till we all ended up both despondent and disgusted.

No greater lament could have arisen from the events that occurred, than to ensure that this never happens again. Asrecriminations began flying; damage-limitation and politics took precedent over the people affected; one man lies in hospital regaining speech but unsure of his future.

Coal is the future

Apparently, coal is supposed to ensure future global energy security in comparison to the finite supplies of oil. In the 10 years till 2004, coal consumption increased by 75% of which the greatest amount is accounted for in China.

Coal consumption - BP Global Reports and Publications

In an interesting reversal of roles, the largest coal deposits are to be found in the United States and none in the Middle East. One can almost wager that when the Middle East oil reserves run out and gas does not gain ascendancy, the begging bowl for energy fulfilment would be moving in the opposite direction.

Coal reserves - Australian Coal Association - Global Role of Coal

A case for Iran

Now, if Iran is seeing that far ahead, their quest for alternative energy sources through nuclear power research and development would begin to make seriously astute sense.

Not many nations would want the world superpower be become the main source of raw materials for global energy needs.

So, if coal so underpins the engine of manufacturing in the generation of electricity, production of iron, steel and cement along with other fiery processes for the production of paper, aluminium and metals of economic value; why is the process of extraction so fraught with safety and disaster issues? See How Coal is used.

Too many disasters

In China alone, which comes third in coal reserves, in the same year to December 2004 there were 3,413 mining accidents which killed 5,286 people and that was the safest year in history.

It makes me breathless, but no where near the agonising death of the many that might have been caught up in explosions or mine collapses, or the slow happy death of those who in gasping for air breathe in volumes of Carbon Monoxide which leads to death eventually as blood and organs are starved of life-giving oxygen.

There is no doubt, seeing the importance of coal to the global economy that safety should become a paramount objective or else that industry would be completely decimated for the lack of expertise and human resources – people would just not knowingly walk into death-traps once they see better career opportunities open up for them.

Another 65 lost in Mexico

Back to the issues at hand, we read that 65 men would have perished in a mining disaster in Mexico. Going from other rescue effort records that it normally takes days to mount an effective rescue; one would suppose miners would be given better survival kits as they wait out the disaster before the rescuers arrive.

The Sago miners only had one hour’s supply of oxygen, those in Mexico apparently had up to 6 hours supply, but if it takes days to mount a rescue, we should not delude ourselves into thinking the attempted rescue is would lead to a successful rescue but a recovery of bodies.

I am not chemistry major, however, one would think we could have some sort of catalytic or meta-morphing converter (shows I am a chemistry idiot, but Hey! Someone should be thinking about this) attached to helmets that allow would poisonous gases like methane or carbon monoxide to be converted to usable oxygen as the miners draw breath.

In such dire situations, the miners trapped, need to be able to participate and contribute to their own rescue efforts; with sealed communication equipment and adequate personal life-support that should run for up to a week.

Never again!

In some countries, the miners’ survivors get some sort of compensation even full scholarships for their dependants, but nothing can pay for the daily fear and anxiety that the families endure as each passing day starts and ends on a wing and a prayer.

If they draw any strength from their loss, and I hope they do, it should include ensuring no further generation would see any career development in going back to the mine but in other endeavours that allow people like me to write about these incidents from a different comfort zone.

Postscript

I have written about the significance of coal to the global economy and though I am also conscious of the implications to global warming – my premise here, was to balance the importance of coal against safety concerns especially when disasters happen.

Formerly - Coal fuels despair slowly

Don't ask that question

Managerial Integrity is tops

The last week had me in two interviews prospecting for permanent employment once again.

However, with some hindsight, I realize that I have gained knowledge about a lot of things in terms of experience and lessons but may have failed in the application of those ideas to subsequent circumstances.

In the last fourteen years of employment in Europe, 8 have been permanent contracts which exuded promise at the onset and ended in disappointment at the conclusion.

Having participated in an employee satisfaction which was part of a dissertation project of a fellow graduate student on an MBA degree, it was interesting to note the options that mattered to me.

In the end, it transpired that the one core reason why I left those jobs boiled down to the simple lack of integrity on the part of my managers.

Untruthfulness, concealment, cajoling, threatening, blatant lying, dishonest dealing and dirty politicking were some of the traits of the managers who in their minds thought they were being good managers.

They have led many of a feeble disposition to mental and health problems without any consideration that lives and livelihoods might be at stake.

In one case, it was about a manager who substituted himself for my training place, another tried to persuade of opportunities he could not offer to maintain interest and loyalty, even one had mastered the art of lying such that one was embarrassed for oneself and him too.

Potential over abilities

Anyway, I have had one manager who made an amazing difference to the work-life balance of his team.

Whilst he was well aware of everyone’s capability he did well to exploit potential, placing challenges in ways that not only developed the individual but gelled the team.

Alas! At times, management is perhaps more congenital than contagious, who knows, some people might really strive to manage their team than herd them in a bull run.

Two interviews cross purposes

The first interview was conducted with such candour and honesty, they had a lot to offer those who sought or had little and could not offer much to self-starters who have done that work of really charting out their careers.

That could easily be a foible, I learnt with some discouragement.

The other interview ended on the note of being asked to commit to employment when there were no clear indications of when the process would be completed or if it would be successful.

Biting my lip with restraint that failed woefully one could only remonstrate at what was seemingly bullying or a basic lack of decent interviewing skill. In fact, it was like interviewing a doctor from the perspective of the hospital cleaner.

10 years after the 5 year question

Where I however failed to carry over a lesson from times past was with the question of what I saw myself doing in 5 years time.

It is probably one of the worst questions to ask anyone at interview, but I am learning and still learning of how to deal with it.

This is the new perspective – layout what you see yourself doing in 5 years in the context of that job and organisation.

Then offer to ask the same question – Does the organization have the kind of career development that would view what I have said as achievable in less than that time and offer even more challenging opportunities that I have not yet considered or thought of?

Basically, this exerts the same level of soul-searching in the person, the organisation and that person’s relationship in that organisation.

The talk on interviews has only just begun.

The psychology of resignation

Post-resignation horse trading

You will notice in my notice of resignation to my manager, I made a few suggestions on how to handle my notice period. It so happens that my contract of employment stipulates that I give a calendar month’s notice.

The problem with that is the possibility of having to endure up to 8 weeks of not wanting to be where you already decided to leave.

In general, that should give your manager the impetus to arrange for a replace who would take over your duties in order not to precipitate a crisis when you leave.

However, in some cases, the boss busies himself in trying to frustrate your departure considering he possibly was instrumental in frustrating you out of the job in the first place.

The folly of that kind of attitude is the way it has the tendency to sap all available goodwill left to conclude the contract in the best possible terms.

Everyone who knows you are leaving are offered a forum to listen to every kind of unpalatable umbrage spewed out either by the manager or the leaver about each other.

Interestingly, I cannot suddenly have had a radical change in interest, commitment and loyalty which were in core principles on which my performance review was based without some extraordinary event of trail of events that have prompted my looking for greener pastures.

Our HR department can attest to a number of meetings where I expressed concerns about persons exceeding their brief, difficulties with effective communication and an atmosphere of indifference.

To this end, we have had an exchange of emails relating to the aftermath of my resignation without much progress on the part of my manager. They are listed below, however, with some analysis.

Letter 1 - To all parties with whom I am involved

Titled - For your information

Lady and Gentlemen,

I have formally notified the company of my intention to seek other career opportunities, I believe arrangements would be in place for someone or some function to assume my responsibilities at my departure which is by no means immediate [I have a notice period to serve].

Meanwhile, all already scheduled activities regarding Software Control & Deployment would run their due course to completion, the backlog of events would be cleared as much as is possible and practicable, neither would this development impact on the standard of service you are accustomed to.

It is however necessary to ensure any of your staff who liaise with my functions are duly informed, lest there be any information or service they might require before I leave.

Thanks for all the support and fruitful working relationship we have had.

My best regards

Letter 2 - To my manager

You will recall I suggested a possible negotiation of terms towards an agreeable end-date of my tenure with UPC.

I understand that you have to assess the workload and/or necessary handover processes needed to divest my responsibilities to your appointed successors to my function.

I have already informed all partners that use my services to ensure that they interface with me on whatever outstanding issues they might require my input for before I leave.

However, here are my proposals.

+        Fulfilling the 40 hour week over a 4 day week in the next month; making the end of that month my last working day.

+        Finishing at the end of the second working week of next month

I hope you can ponder these options and provide me a response today.

Thanks for your consideration and anticipating your favourable response.

Regards

Letter 3 - Manager’s response

Excuse the malapropisms, his English expression is not known for clarity

Hi,

I will assess the situation asap, but will not complete this before next week. This means current situation is expectation that you have to complete your work accordingly to your contract's terms.

From at least one of our customers I understand you yesterday have communicated directly to them and without a CC to your manager the re-planning situation for SC&D now undergoing.

Only positive effect from this was a longer list of urgent demands for SC&D actions communicated to me, if this was your goal - it was achieved.

Best regards,

Commentary:

This is a typical instance of making rules on the fly, I am not aware of any contractual obligation to copy my manager in on any of my correspondence as long as I am fulfilling my role and there is no particular need to escalate a situation for resolution.

As for the re-planning situation for SC&D, that is the first I have heard of any such plans, I have always suspected that one of the reasons our working relationship failed was because I am not clairvoyant, we cannot all be that talented.

Since this response given almost 2 weeks ago, there has been no movement on this issue since then.

Letter 4 - My invitation to a pilot leaving party

Titled - The long good bye project

Friends,

Since it appears it is going to be a rather looooong goodbye, I have decided I would first do a Pilot/UAT run before the Goodbye is accepted into Production, in the not too distant future.

This pilot involves putting succulent edibles in nutrition acceptance receptacles, masticating the inputs and ingesting the same after the momentary stimulation of your taste sensors.

Basically, it is cakes at 14:15 onwards today. Please join me in this test run.

Thanks and regards

Commentary:

This was really to make a mockery of the whole racket developing around my notice period. Also, since pilots have always been a luxury in my team before a major deployment.

This was an ample opportunity to introduce pilots as a standard pre-production step in a project.

Letter 5 - My response to my manager

I appreciate your response, even you said you were not surprised by my decision to leave and that my functions can easily be picked up by other personnel when you rebuffed my offer to come in to help in an introductory handover for anyone you might assign to take up my role. I could only assume you had already anticipated and pre-planned for this event.

My 2 years of service to you as affirmed in both my performance reviews should hopefully count for something to allow you consider my proposals more favourably and allowing us to part on usefully amicably terms.

Again, it is within your prerogative to hold me to my contract terms, it would not affect my level of professionalism and standard of service.

I have generally communicated with our customers with whom I have developed a good working relationship over the years and either of us would have had to inform them anyhow; the influx of urgent requests would have come anyway, either front-loaded to this time or back-loaded to my last few days.

What can be achieved would be achieved, the rest would have to be devolved to your appointed successors to my functions, the period of notice is to offer us all and good opportunity to handover effectively, not to suddenly try to perform miracles.

Best regards

Commentary:

My point exactly, we both have a responsibility to inform all users of my services that I would be leaving the company. If he had not made the about my role being easily picked up by others within the organisation, I would have been jumping the gun at informing people of my departure.

As a manager, if you decide to shoot yourself in the foot out of spite and ingratitude, I certainly would not be trying to save your face in order to inconvenience myself.

I want to give this job a clean break and move on, I do not intend for the regime of frustration to becloud me horizons no matter how much he now tries to redeem a failed situation.

Unfortunately, I have received no response to this reply. To fulfil all righteousness, I sent him a copy of the letter I send to our partners with a cover note. Also, by this time, my boss had still not informed HR that I was leaving.

Letter 6 - Cover Note

Hi,

This is the email I sent to the customers I deal with, it states that the already scheduled SC&D activities would be dealt with and the backlog cleared up as much as can be done.

I would be going off on holiday from Wednesday, I would like to know your decision on my proposals on Tuesday and I would be away till the first working Monday of next month.

Thanks and regards

Commentary:

No response. I do wonder when he would realise that I am not more affected by this immature "political" stalling attitude. In a masterstroke of acrimony, all this can eventually be forwarded to his manager the CIO.

Basically, if you cannot reason in a reasonable manner with someone, then all reasonable means of bringing reason to bear might have to be employed.

For now, I am exercising extreme restraint, after from the fact that I am off on holiday, nothing should mar the pleasures of rest, recuperation and preparation for the future.

Letter 7 - Before I left for a 2-week holiday

Hi,

I do not know if you have been able to assess the requirements and planning for SC&D in relation to my pending departure.

I am off on holiday from today and returning to work on the first Monday of the next month, you can contact me about your considerations by email and I would also be available on my mobile phone to discuss any new developments pertaining to this.

Thanks and regards

Commentary:

I am yet to receive any response to this after a week of sending this email. This also happens to be 4 working days after the next week referred to in Letter 3.

I suppose we only have to observe how this all plays out eventually.

Mind games numbing reason and killing feeling

I would suppose I have served due process and diligence in this matter, with my notice, my suggestions, my recommendations and patience.

I have offered him the initiative to dealing scrupulously with a situation that can deteriorate into a farce.

I do not intend for my standard of service to be compromised or deteriorate, but the simple decision to leave means I have lost all enthusiasm for that role, a last gasp at megalomania would not in any way improve this situation.

The only option left is compromise, for me, this is a dead duck manager who has run out of aces that could impact my future career.

Watch for a future blog reviewing my past managers.

HR Departments - Homo Rapprochement departed

Would HR become the Rock Stars of the Age of Talent?

This tome is hardly a whipping post for HR Departments but a radical assessment of what function they serve.

In all the organisational upheavals that have characterised changes in organisational behaviour, focus, goals and results, one can say Human Resources or Personnel Management Departments have been the dinosaurs that have held back the winds of change.

Generally, HR represents every negative impression of resources they engage for the bringing value to the organisation. Think retrenchment, reorganisation, downsizing, rightsizing, outsourcing, offshoring and so on, quintessential HR black arts aplenty.

Reform of personnel management

There is no doubt that the context of Personnel Management is in need of radical reform. They set the parameters on which employee value is quantified and remunerated.

One has yet to see a letter from HR that recognises employee value apart from the initial employment offer letter occasional promotion or salary increase notice. HR never drives those aspects of recognising employee value.

Quoting liberally from Tom Peters' Re-Imagine!.

HR people are a classic example of "staffers" who are looked upon with suspicion ... as the ultimate paper-pushing, form-demanding, "just say no" bureaucrats.

Maybe they have earned that reputation. Maybe they have mostly behaved bureaucratically. But that is ancient history. (I pray).

We acknowledge (right!?) that this is an age where value will be created on the basis of Intellectual Capital. And if that is duly acknowledged, then we must also (obviously) acknowledge that it is an ... Unadulterated Age of Talent.

And to continue this incredibly pedestrian logical chain ... if it is an Unadulterated Age of Talent ... WHO IN THE HELL OUGHT TO BE LEADING THE PARADE, ENERGISING THE ENTIRE VALUE-CREATION PROCESS?

The HR people.

(Duh.)

If they conceive their jobs correctly. If they understand the monumental nature of their opportunity.

It is an interesting point that the board of directors recognises that their HR departments are too staid for the job of headhunting the next CEO or senior partner in an organisation.

Supposedly, to attract talent one has to be talented. Do not get me wrong, there are many talented and valuable people in HR, they are also caught up in the absurd organisational barriers we all experience that sap talent and value in haemorrhaging quantities.

The change the HR department has to under-go involves changing from law-enforcers (police officers) to lawmakers (leaders). Law enforcers need a quality of subjectivity to profile the lawbreakers.

Lawmakers are supposed to be more objective, visionary and forward-looking, shaping society in such a way that citizens are encouraged to be adherents of the law.

Lacking impetus

One recognises there involves a leap of faith to contemplate such a career realignment. However, HR should recognise that they should be at the forefront of talent resourcing, realising the potential that brings value to the enterprise.

They should create the visionary concept that makes management understand that productivity improvements come from engaging the employee in all aspects of their lives - making them happy at work whilst being considerate of their lives outside work.

HR has tried to be radical with the employee recommendation programme where an existing employee can recommend someone else for a job in the firm.

Where the recruitment processes are objective, talent involving people who have worked together before can be invited into the organisation; abuse however can be incestuous as to recruiting similar dead-weights killing value and productivity.

As pedestrian as Victorian

Enough of the notices informing us of CCTV recording possible reprehensible behaviour and codes of practice and conduct. If HR had been in the job of emancipator 21st Century value recruitment, those notices would not see the light of day.

There is no doubt that if all HR does is wrapped up in Dickensian practices of work and pay robotics, they function does not belong in the enterprise, rather it should be outsourced to Professional Service Firms that are experts to seeking useful talents that contribute to the bottom line and company profile.

One place where HR is in peril of corporate irrelevance is where permanent employees are treating so differently from contracting and short-term employees. There is some need for differentiation, but not where the firm is acknowledging value and contribution.

Not appreciating value

Typically, only permanent employees are invited to Christmas parties or functions like that, whilst through out the year, the contractors put in as much toil and sweat to bring value to the enterprise.

They are part of that whole productivity chart, bringing in fresh thinking and ideas that could be lacking in permanent staff.

They at times prevent creative teams from fossilising. An infusing of such temporal talent in HR departments might just make a whole world of difference.

Once again in the paraphrased words of General Eric Shinseki...

"If HR hates change, they are on the way to irrelevance"

The New HR Department.

The Company policy is to recruit talented and creative minds, allow ideas to flourish, recognise and compensate employee value, inspire independent thought.

Dissolve unnecessary corporate barriers, listen to reasonable comment, promote excellence and condemn sycophancy. Encourage everyone to give their best and understand why their fail to improve.

Outlaw empires within the enterprise, expect commonsense to rule in decision making whilst being objective. We galvanise change and respect the uniqueness of our talent base.

Finally, we appreciate everyone who works for this organisation in whatever role, you are really our most valuable assets and we would do everything to keep you realising your ambitions and career goals for as long as you as you work for this company.

I acknowledge the phrase Rock Star of the Age of Talent is an idea from Tom Peters in his book Re-imagine. ISBN UK 1 4053 0049 3