The Risk of Taking the “H” Out of HR: Why People Leave When Organizations Stop Caring
Ruth L. Sinkeler
Human Capital Development. Change Leader. Training| Recruitment| Outsourcing| Projectmanagement| Consultancy for entrepreneurs & organizations who wish to excel. Network Queen. Su-Carib-NL
In today’s fast-paced business environment, many companies find themselves laser-focused on one goal: increasing profits. While this is understandable — after all, a company must remain financially viable to survive — the relentless pursuit of profit can often come at a significant cost. In too many organizations, the focus has shifted away from people and become all about the numbers.
When the “Human” aspect of Human Resources is diminished, employees begin to feel like mere cogs in a machine, valued only for their output rather than for their individual contributions, growth, and well-being. And as we’ve seen time and again, this is precisely when employees start to disengage and ultimately leave the company.
Numbers Over People: The Growing Disconnect
More organizations are becoming driven by key performance indicators (KPIs), revenue targets, and quarterly earnings reports. While financial metrics are important, there’s a danger in allowing these figures to dominate decision-making at the expense of employee well-being. In some companies, HR has shifted from being an advocate for employees to becoming an enforcer of profit-driven goals, where decisions are increasingly about “the bottom line” rather than the people behind it.
This profit-first mentality can dehumanize the workplace. When people feel reduced to numbers or treated as resources to be optimized, they lose the sense of connection and purpose that drives engagement and satisfaction. As a result, many employees decide to leave organizations that no longer feel invested in them as individuals.
The Role of Technology: A Double-Edged Sword
At the same time, advancements in HR technology and automation have added to the challenge. While technology can be an incredible enabler, streamlining processes and making data-driven decisions easier, it can also exacerbate the issue when overused or misapplied. In some organizations, the balance has tipped too far — technology is being used not to enhance human interaction, but to replace it.
In these cases, people feel their contributions are reduced to metrics — performance scores, productivity rates, or even algorithmic assessments. While these tools can provide valuable insights, they should never replace human judgment and empathy. The danger lies in using technology as a way to further dehumanize employees, reinforcing the idea that the person behind the role doesn’t matter, only the numbers they generate do.
Why People Leave: The Cost of Ignoring the Human Element
The consequences of taking the “H” out of HR are clear. Employees want to feel valued for who they are, not just what they do. They want to know that their employers care about their development, well-being, and success. When organizations prioritize profits over people, they erode trust and loyalty — two critical factors that drive employee retention.
Time and again, we see that when companies stop investing in their people, people stop investing in the company. And the result? A mass exodus of talent, often from the very employees who could have made the most significant contributions to the organization’s success.
领英推荐
Bringing the “Human” Back into HR
The solution is not to choose between profits and people but to find a balance where both can thrive. Profitability and productivity should never come at the expense of employee well-being. Instead, companies need to recognize that caring for their employees is a pathway to long-term success. Human-centered HR practices create an environment where people feel appreciated and are more likely to stay, perform at their best, and drive the company forward.
Technology can and should be an ally in this effort, helping to free up HR professionals from administrative tasks so they can focus on fostering meaningful relationships, building trust, and supporting employee growth. It’s about using technology to enhance the human side of HR, not diminish it.
Conclusion
If organizations continue to prioritize profits and numbers at the expense of people, they will lose the very talent they need to succeed. The “H” in HR is not just a letter — it represents the heart of the organization. By refocusing on people, companies can create workplaces where employees want to stay, contribute, and grow, which will ultimately drive not just profits, but sustainable success.
Ruth L. Sinkeler