It is a complex and difficult task.

Moving the mind set away from human resources is a complex and difficult task. I personally support the transformation from treating humans as resources into treating humans as actual humans. However, my own experience tells me that it's a really-really-really high wall to climb.

Maybe it's because I work for the government that the wall felt really difficult to climb. In the government, i.e. in an organization where hierarchy is part of the culture, the ones on the lower level of hierarchy will usually be considered as replacable. This mind set is so rooted in culture of government organizations. When your subordinate doesn't do the job, find someone else who can.

As an agile practitioner, this is one of the things that gets in the way of agile implementation in the government. Collaboration isn't really collaboration because it is stuck at the condition that people with lower ranks should just listen. Attention to capacity and capability? Why bother when we can simply replace those incompetent "resources".

The best chance to change that condition is through management. Even the lowest level of management should be enough as a starting point. Management should really start treating their subordinates as actual humans. Start by giving less order and more freedom to choose how they want to finish their job.