6 days ago
Competence in its Rightful Place
I grew up in the Kingdom of Morocco, where my cultural identity took shape and instilled in me deep respect for human dignity and the imperative to cultivate one's potential. I later settled in the Netherlands, which has become a second home, embracing my professional and intellectual journey.
Despite the experience of distance, of not being there, my bond with my homeland remains unbreakable. It is fueled by a commitment to institutional reform and sustainable development. We, as a learned cohort, share a collective concern for the future of our youth and the celebration of competence and human dignity.
They say, 'the right person in the right place,' a proverb encapsulating a whole philosophy of business and institutional governance. Yet our lived reality tells a very different story.
How can we rebuild our administrative consciousness without dismantling its conceptual foundations? The question applies both to organizational mindsets and to broader social structures. In truly successful institutions, there are no second-class employees. The receptionist—too often written off as an administrative expense—is, in reality, the institution's first ambassador, shaping visitors' impressions with a single warm greeting. The cleaner—labeled by some as a budgetary burden—ensures a healthy, motivating environment that boosts everyone's productivity. The security guard safeguarding the premises protects not only assets but also the lives of colleagues. Each of these individuals is an indispensable partner in crafting institutional success, not an 'extra cost' to be minimized.
Elevating our perspective to match this intrinsic value-affirming approach calls for a conceptual overhaul that transcends the narrow dichotomy of 'productive' versus 'non-productive,' recognizing instead the multifaceted value each person brings. Such a holistic vision resonates deeply with the ethical core of Islamic thought, which affirms the transcendent dignity of every human being beyond material measures.
True recognition extends far beyond the month-end paycheck; it encompasses mutual respect and genuine acknowledgment of each individual's contribution. As His Majesty King Mohammed VI affirmed in his February 2018 address to the National Forum on Public Service, 'reforming public administration and valuing its human resources' is the cornerstone of our New Development Model. This royal directive places administrative and institutional reform at the heart of all sectoral transformations.
Often, it is the simplest gestures—a heartfelt 'good morning,' a genuine smile, an attentive ear to employees' concerns and suggestions—that yield the greatest dividends. When workers feel respected and valued, their performance and loyalty soar, and institutional outcomes improve markedly. Alarmingly high staff turnover in many organizations signals a clear warning: departures are seldom driven by salary alone but more often by poor treatment and lack of appreciation. Savvy leaders understand that investing in people produces long-term dividends and that fostering a respectful, healthy work environment matters more than recreational perks or free catered lunches.
Loyalty cannot be demanded; it must be earned. Institutions seeking dedicated personnel must first demonstrate their own dedication—by investing in professional development, providing clear career pathways, attending to employees' personal circumstances, and above all safeguarding human dignity. We cannot isolate the imperative to value talent from the broader economic context of wealth distribution, nor divorce it from questions of cultural and linguistic identity. Human capital embodies not only technical expertise but also a rich heritage of language and culture. Language is far more than a tool for communication; it is the vessel of identity, the repository of knowledge, and the catalyst for creativity.
Embracing a 'governance by listening' approach—as championed in the World Economic Forum's governance principles—serves as a model of good stewardship grounded in open dialogue and transparency. Organizations that solicit and integrate employees' input are best positioned to discover and nurture their internal talents.
Ultimately, we need a new paradigm that places people at the very core of institutional life—not as mere resources to be exploited or costs to be controlled, but as true partners in the pursuit of excellence. The greatest challenge confronting both public and private entities is to shift from viewing human resources as budgetary line items to recognizing them as strategic investments requiring cultivation and empowerment.
This transformation is not a matter of semantics but a profound reorientation of philosophy and practice. It demands reshaping mental, cultural, and organizational architectures. Placing the right person in the right role is more than an administrative slogan; it is a comprehensive ethos that centers human dignity in the development process. 'One team, one mission' must evolve from slogan to lived reality.
A developmental vision that regards human capital as its foundational pillar will only be realized through the confluence of several factors: strong political will translating rhetoric into action; deep administrative reforms ensuring transparency and equal opportunity; an education and training system aligning talent with market needs; and a societal culture that values knowledge, work, and creativity.
The equation is simple in principle, yet complex in execution: we can continue treating people as mere line items in our spreadsheets—or elevate our perspective to recognize them as true values worthy of investment and respect. Between these two paths lie the destinies of our institutions and the future of our collective development. Competence in its rightful place is not merely an administrative precept but a sweeping civilizational vision that restores the human being to a position of honor at the heart of production. This applies for both business organizations as our political system.
In his 2023 Throne Day speech, King Mohammed VI called for strengthening investment in education and training as a tool for empowering youth and preparing them to face contemporary challenges. He emphasized that 'achieving comprehensive and sustainable development depends on advancing the human element and providing favorable conditions for unleashing energies and creativity.'
In conclusion of this multifaceted reading of the 'competence in its rightful place' issue, we find that the real challenge facing Moroccan institutions today, whether governmental or private, is transitioning from viewing human resources as a cost to be controlled to seeing them as a strategic investment to be developed and enhanced.
This shift in vision is not merely a change in terminology, but a profound transformation in philosophy and practice requiring a reshaping of mental, cultural, and organizational structures. Placing the right person in the right position is not just an administrative slogan, but an integrated philosophy putting humans at the heart of the development process.
Morocco's new development model, which places human capital as a fundamental pillar, will only be achieved through the convergence of several factors: strong political will translating discourse into practice, profound administrative reform ensuring transparency and equal opportunities, an educational and training system qualifying competencies and linking them to labor market needs, and a societal culture valuing knowledge, work, and creativity.
The lingering question, then, is: How do we move from diagnosing reality to changing it? How do we bridge the gap between vision and implementation? And how do we transform development discourse that places humans at its core into public policies and institutional practices translating this direction?
Perhaps the answer lies in building a strategic alliance between various actors: the state, private sector, and civil society, around a shared vision of making the valuation of national competencies a comprehensive societal project, contributing to promoting values of efficiency and merit, elevating the education system toward enhancing creativity, and developing an administrative culture to promote flexibility and effectiveness.
Let us pave the way for a bright future for our youth. Tags: human rightsMoroccan government employees
