Reasons for the economic scandals and industrial catastrophes of the recent years have always included the human factor. Let’s just think of the cases of Enron, Lehman Brothers, Fukushima, Chernobyl or the Costa Concordia. This is why the attention of risk management has turned towards human risks. And it is easy to understand as the manager of the smallest company will sense through its own business results if an employee commits a fraud, fails to appear at work, joins a competitor, or simply retires. But the same applies to the strategic and medium term risks of human resources, which will evolve into risk events after some time if we fail to treat them properly.
In the recent years solutions have emerged for the management of a number of unique, typically human risks (risk of tiredness, risk of fraud, risk of burnout, etc.) but these are only effective if we know where the problem is. But we need to proceed with the diagnosis to see what requires deeper intervention. Due to the complexity of the issue, the question is complicated, “how can we identify the organizational phenomena that may later pose human risks?”, “what tools could be used to manage the different specific human risks?”.
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