LAST week there were two letters in the Stabroek News dealing with issues of humanisation and mechanisation of the local sugar industry. Mr. E. B. John first wrote on the 10th that “Priority should be given to humanisation of GuySuCo over mechanisation”; and then on the 11th, Mr. Mohamed Sayad wrote a response that “GuySuCo needs to invest in modern machinery and technology, not just human resources”.From the mere titles of the letters, it is clear that Mr. Sayad unfortunately misread or misunderstood Mr. John’s comprehensive letter; a misunderstanding that is also evident from the details in Mr. Sayad’s letter in which he makes the point that it would be unwise to have a skilled, competent, motivated staff “operating in an environment of outdated machines and antiquated technology.”
Strangely, he writes about the need for a “synchrony” between mechanisation and talent development and savvy to deal with modern machines and technology, but his discussion favours technological development before human development; perhaps unconsciously, he presents the famous ‘chicken-and-egg’ conundrum between human vs mechanical development. One might legitimately ask What good is a machine without the skills to operate and maintain it, in the same way that we can question the wisdom of having expensive machines (e.g the new Skeldon Factory) without the necessary skilled labour force.
Obviously, Mr. John emphasises the human development, while Mr. Sayad‘s emphasis is on technological development. I think most people will favour the complementary or, as Mr Sayad put it, the synchronised approach.
Finally, I feel constrained to comment on Mr. Sayad’s confusing, apparently backhanded complimentary comments on Mr. John’s flattering interjection about my erstwhile leadership role in the Human Resource Management of GuySuCo. Suffice it to say that HR development is a team effort; its contribution to production, productivity and profitability requires consistent inputs from professionals within and outside the Human Resource Management function.
I am happy and indeed proud of the fact that during my relatively brief leadership of the HRM function in GuySuCo, a vibrant team of HR professionals was put in place with great potential for contribution to GuySuCo’s effectiveness and success. I do not think it is fair for anyone, including Mr. Sayad, to directly or even tangentially ascribe to me GuySuCo’s drop in production and profitability since my departure.
NOWRANG PERSAUD