For more than a year I have asked a series of questions in each intervention that I have in various forums, conferences, workshops and others to those responsible for human resources who attend these events, such questions are related to whether or not they know the strategy and / or vision of their organization And if they participate in the strategic planning of the business, unfortunately and alarmingly the majority (more than 80% of each forum) answer me that No.
How then can they add value to the achievement of business goals, if they do not know it, if they do not know if growth or organizational restructuring is expected for the next year, if they ignore what the systems area has planned to implement a new technology and With this, will training needs arise, for example?
How do you do Human Resources planning?
The greatest contribution of the human capital areas will largely depend on the definitive modification of the roles, where the traditional concept reflected in the "necessary administrative process" must be passed, in order to become a "strategic player within the organization". To achieve this transition, you need to answer questions of greater impact.
As an example, it is necessary to align the human capital function with the objective, programs and processes, as well as with the main strategic lines and operating requirements of the business.
In the following graph we see how from the business strategy is we can know what the personnel requirements will be for the next period and also what the needs of those personnel will be and then if we have basic information to be able to design the HR strategy according to that of the business and implement the tactic (practices, policies, programs) that allow the staff to be satisfied and therefore have an impact on customer satisfaction that lead the organization to achieve what is stated in the strategic plan and thus close the cycle to do any adjustments that may be made due to changes in the internal and / or external environment.
Once this has been achieved, it is necessary to manage, with a financial approach, the items and labor costs that have the greatest impact on the financial statements; as well as aspects of the remuneration linked to the productivity and performance of each employee that allows greater profitability.
Therefore, it is essential that the human resources executive is involved in aspects that perhaps at the time did not think had to do with their primary function but that at the present time is a necessary requirement if they intend to improve their strategic position. and yes your organization or the CEO, owner, etc. Allows you to participate in steering committees where strategic business decisions are made.
It is also necessary to modify the internal culture so that it promotes the training of professionals who generate value for the company; that in the broadest and most real sense of the concept, they must act as true strategic partners in the operational areas, becoming agents of change capable of adapting the size and characteristics of the workforce to organizational structures, which in turn guarantee a response to the needs of both internal and external clients.
Human Capital areas have to be actively involved in promoting greater social responsibility; that which includes aspects such as caring for the environment, promoting the communities in which the company operates; programs to keep employees and employees healthy, so that an environment of job satisfaction is finally achieved.
There are other critical issues related to compensation plans and programs, strategic planning of talent development, labor relations, in which it is essential to prepare programs in order to achieve the transition and align human capital management with the business model. in particular.
Transition of the Human Capital area:
Unfortunately today we still find a delay in some areas of human capital. Hopefully the disregard for this function will be less and less as the managers of Human Capital in each organization and the leaders of it, achieve a substantial change in those core processes, plans, programs, and activities of human resources. to be an additional engine within the business model strategy.
This will be the first step, later we will deal with commenting on other variables not less important to achieve this change in the role of HR and I refer to the creation of awareness and commitment in the staff and the cultural transformation that is required in today's organizations to adapt to an increasingly competitive environment.
