This is the first is a series of articles on human risk.
What is human risk? Do you believe that the management of human risk is important? How important is human risk to your particular organisation? Do you believe that your organisation is doing enough to manage human risk? Is the management of human risk the responsibility of HR or is it more important than that?
Of all the type of risks being invoked human or people risk appears to be the one area that is being ignored by most organisations. That is a grave error.
A lot is being written these days about risk management in general. The management, mitigation and control of risks are the biggest concerns for all enterprises but even more so for banks. Foremost amongst these risks are operational risk, market risk and credit risk.
I recently asked a representative of a major training organisation if anyone had inquired about courses on managing human risk and he looked at me as if I had just landed from another planet.
It appears that managing human risk is neither at the top nor at the bottom of the risk management agenda—it is not on the agenda at all. I would venture to say that human risk has not even been properly defined. It is quite possible that if we were to ask ten people for a working definition of human risk we would get ten different answers.
This is the first in a series of articles in which I propose to explore the topic of human risk. The series will seek to; define human risk, look at the many ways in which it can affect an organisation, learn from real life examples and explore how it should be managed and/or mitigated.
Your feedback will not only be greatly appreciated but it will also be very important in this work so please feel free to respond and comment in any way. I would be very grateful if you would start doing so by completing the poll below.
I think we are in for a very interesting journey.
Jonathan Ledwidge is the author of the book Clearing The Bull, The Financial Crisis And Why Banks Need A Human Transformation (iUniverse).