As we approach this problem, I want to clarify first that the aspect that we want to highlight from DeSai Establishments is the following: We do not ask this question about your human resources, pointing to whether in your organization you have employees with a long list of postgraduate degrees and doctorates and other training.
Our question aims to enable you to inquire and check if the personnel you have on a daily basis to work, make the proposed objectives effective.
We want to read this reality in light of its HR scheme. and doing a functional and inclusive analysis, where owners, directors or managers and employees constitute a single totality to analyze.
Surely there will be something to improve based on this theme, but the most important thing will be to analyze how I can achieve these improvements. And of course recognize the need for growth.
Employees may be highly qualified for the task at hand, but that capital we do have is not being leveraged properly, and we are actually underestimating high job potential. For this it is vital to analyze the development of the tasks performed and the information circuits used.
Have you thought that not everything is a matter of incentivizing staff with salary? Of course this is not a minor issue. But surely it is not the only one, and many times it is not the most important either.
Leading a work team is a very important task and requires personal talents that can always be developed, and if you have already developed them, you must improve them and adapt to changes in scheme and context.
If you have a person who is paid very well but who feels that his work is not valued, we will quickly stifle the creative capacity and social commitment of this worker with the values and objectives pursued. Do your employees know what those goals are? Are they part of the same?
Many companies feel that it is not necessary to communicate these types of elements to their staff, making a mistake that can cost them the loss of valuable personnel. Also demonstrating the importance of this topic, they often avoid the question of having to sit down to elaborate said objectives and "concrete" goals to be carried out.
How can I analyze the situation in my company:
As you can see, reaching a diagnosis of the situation involves hard work that takes time. But it is possible to measure with certain speed some parameters that will help us know where we are standing.
You will need to control for some important factors that based on your results will tell you where to start with the adjustments.
Staff turnover: this aspect is a directly proportional indicator of the comfort situation that prevails within your social system. In general, this item is not adequately analyzed. And it is not only to indicate numerically the number of people who enter and leave. Details should be taken care of, such as: What age group is the highest turnover, about which areas of the company, the seniority of the disengaged personnel and of course the reason for the disengagement. It is important to clarify that the dismissed employees must also be reported here, this element may be indicating a problem in their selection.
The easiest way to refer to staff turnover is to measure it in a percentage per stipulated time. Absolute indicators are useless, in all cases you must resort to more accurate measures to follow your path over time. A company that has a staff of 100 people, that in a span of six has a rotation of two people, is not in the same situation as another that has a total of 10 employees and also has a rotation of two people in the same weather.
In conclusion, a recommended way is to use a simple formula that is easy to apply: Total disengaged / Total staff (including income).
Incidence of work accidents: another fundamental factor. If this value is high, you can easily find out through their ART, in general, organizations with a high level of accidents (with a high incidence in industrial activities) tend to have problems with their ART, which sometimes ask for particular requirements to reduce them.
This point will take you to visualize in what situation your facilities are, if they are adequate for the work carried out, if the operators have the necessary clothing, also if they use it.
It may happen that companies are growing and they are enabling new work areas without adequate hygiene and safety planning, or without planning plans that allow rethinking work activity in the specific space, this point becomes very important, since the authorizations Municipal and even those that are granted to agri-food companies are defined in a high percentage by this point. So we recommend keeping this in mind.
Absences: this indicator confronts us with the internal reality that people maintain with the company. For someone who is experiencing a situation of discomfort at their workplace, it is much easier to find reasons not to attend. And if they also feel insecure about their source of income, they may be looking for another job and they may have to get sick often in order to attend other interviews. Or, although this is not the reason, this subject is unhappy with his task, which is not what he expected or many other issues that move him away from a welfare situation. Not taking care of this theme also makes those workers who are never absent uncomfortable and demoralizing. Equity is a strongly encouraging value, do not forget that generally when someone is not another one must supply it.
Completion of tasks in a timely manner: this point must be carefully analyzed. The elements that possibly affect this issue, may come from different places and are not always linked to the employee's abuse. In general, and especially when workers have been in the company for a long time, they work with a lot of conscience, taking deep care of the company they feel part of, and the one they saw grow with them. Although it is easiest to think that workers are making mistakes and that they are not doing their job properly, it should be evaluated whether the administrative system, even in productive tasks, should not undergo certain changes. Have tasks and circuits ever been designed in a way, but isn't it time to reevaluate the situation again and analyze the necessary changes?
Remuneration guidelines and assignment of tasks: beware of long-term employees. Two fundamental questions. It often happens that those who have been working for a long time, end up carrying a large number of functions, because nobody has constantly in mind who fulfills each task. Or on the other hand and above all in a context of high legal and tax insecurity such as the one our country is experiencing, the same tasks that previously required a short time are complexed daily, and those who have the possibility of reorganizing the tasks are unaware of these points.
Second, the remuneration guidelines must be exactly known by the employees, so that each one can know in advance what the value of their salary is. This provides great security to the worker and officiates as a control, since if we can all control ourselves we may avoid mistakes and waste of time.
Finally, it is necessary to bear in mind to handle with great tact the inclusion of young professionals. It is necessary to work hard on a correct selection that allows the personalities of the group to be adapted so that the new incorporations do not generate competition but an adequate synergy of work.
Take care of your human resources, train them, make them feel the true use they have for you, negotiate, do not impose. Remember: You can give the orders, but you will not be able to execute all the tasks alone.
Good selection, good leadership = greater efficiency and higher income.
