The new business environment, accelerated changes, technological innovation, continuous improvement, high competitiveness in the national and global market, the new talent-based workforce, are some of the global scenarios where the world moves. modern; as a consequence, many companies not only understand that it is necessary to renew, incorporate new technology and redesign work processes, aimed at optimizing quality and prices; They also understand that it is necessary to refocus on the human factor as a fundamental asset and true architect of progress.
Organizations become successful when they give greater value and emphasis to the people they work with and in this sense, it is necessary to change the way of leading, the way of preparing and training them to successfully face the new challenges of the global environment, which do not no one gives truce; Only those companies with vision, planning and constant renewal will survive, and in such conditions, collaborators are and will be our main strategic partners in the business, as the main source of inspiration and growth strategy, becoming nowadays the new wealth of organizations. and the first competitive advantage.
"Modern organizations that achieve success are true examples of the expansion of teamwork, training and creativity of its people"
Garfiel (1994), in his book “Employees come first”, states that modern organizations that achieve success are authentic samples of the expansion of teamwork, training and creativity of its people.
The successful companies in the world are none other than being visionaries, they have based their development strategy on their main strength: their people, and it is also important to have a management team with training in coaching, also inspired by a new work philosophy, in the which human values are essential and are part of their life, culture and habitual practice; workers are not simpler surnames: Pérez, Ramírez, Rodríguez, or resources that are only "used and discarded", they have a different value, a "proper name", because they are our strategic partners, collaborators, internal clients, now they are: Carlos, Felipe, Luis, in short, is an entire human team sensitized, motivated, loyal, involved and committed to a mission and vision shared by all.
The need to conquer our internal market sooner and prepare our people to beat the competition - this is what we call Internal Marketing.
Internal marketing is the essential premise:
External customer is not the first
The current rules of the game in the world of business and the open or free market economy, force organizations to build their product and / or service offer in a different way, also encompassing the expectations, needs and motivations of “Another market. ”, Which is made up of all our collaborators as an essential premise, with whom a change in management and direction strategies different from the traditional ones must be used, with a much more creative mentality than before and even with other personality profiles that contributed to a effective influence, to bring them, persuade them, involve them, retain them, just as we do with our external clients,a situation in which maintaining the credibility of the people will be fundamental "Change in people and in organizations is the only permanent thing in the world".
Levionnois (1991), refers that "addressing internal marketing is first and foremost, considering the management and optimization of personnel as an end in itself, and not as one of the means placed at the service of the company to more securely achieve the profitability objectives ”Today's worker has much more talent and sensitivity; In their work environment, "Observe, analyze, interpret and act, ah.. and they have memory", we are no longer, faced with traditional attitudes of conformity, acceptance or simple opposition. The current worker acts with greater creativity and criterion and is sensitive to the treatment it receives and can act in the way it assimilates the impact of our action towards it.
It is therefore convenient that both the treatment provided to the staff is important, as well as enhancing their development to acquire or develop greater skills.
"New competences in the management of human capital"
Global chiefs of staff are already thinking that the most important functions when doing effective personnel management, not precisely the operational tasks, such as making the payroll, selecting people, training and coaching them, controlling attendance, carrying out Only these types of activities are of no consequence, we would think that companies are dinosaur and dysfunctional companies that stayed in the past.
The human resources executive, today has to face, as we have seen, new challenges in management, especially in managing behaviors, dealing with the issue of how to effectively motivate people, how to optimize their skills, how to manage knowledge etc, therefore it is necessary to take a look at other activities or orientations that you can do in addition to the classic ones, among activities we highlight:
- · Train yourself in coaching, this will be a fundamental competence for managing people. · Optimizing and / or fostering an open, warm and participative work climate, helping to internalize fundamental values. · Fostering a work culture inspired by a common vision., · Empower people, promoting creativity, innovation and psychological autonomy to “manage” their jobs, · Develop new skills and competencies, facilitate the recognition, appreciation, motivation and development of people, assuming a conciliatory attitude, Obtain credibility, empathy, resilience, assertiveness in your relationships and great mastery of the art of negotiating. · Become an effective internal provider of personnel to the different work areas to guarantee organizational efficiency and effectiveness.· Connect them to a concrete reality of work and a world of relationships with bosses, colleagues and clients. · Inject optimism and motivation into people. · Focus on a mission and joint vision of work. · Form high performance teams, · Learn to live closely with people feel their "moods" their idiosyncrasies, their fears and fears. · Facilitate people to adapt to changes efficiently and effectively. · Stimulate people towards the production of unprecedented results. · Renew relationships and make communication effective in human systems. · Predispose people for collaboration, teamwork and consensus building. · Uncover the potential of people, allowing them to achieve objectives that are otherwise considered unattainable..· Decentralize some personnel functions in the bosses of other areas, and prepare them how to deal with human problems, how to positively influence them, how to better capitalize their work skills, in short understand and manage the people in their charge; These tasks will help to “Break the umbilical cord”, leaving aside centralism in the personnel area in solving all the problems inherent to people, many times they are simple problems that the area managers can solve.These tasks will help to “Break the umbilical cord”, leaving aside centralism in the personnel area in solving all the problems inherent to people, many times they are simple problems that the area managers can solve.These tasks will help to “Break the umbilical cord”, leaving aside centralism in the personnel area in solving all the problems inherent to people, many times they are simple problems that the area managers can solve.
The function of directing people in the organization is considered by some specialists as one of the most complex and difficult tasks, which requires multiple competences from the executive, one of the important ones being a solid psychological and humanistic training and having coaching training as we have pointed out..
"Coaching is a management technique, the purpose of which is to develop people's potential, strengthen confidence, self-esteem and personal growth"
"Socrates" already said to his disciples "I cannot teach you anything; it can only help you to seek knowledge within yourself; which is much better than passing on my little wisdom ”
Coaching is a relatively new term in the Spanish language, however it is known that in North America, many companies such as the case of Baxter, Gillette and ABB, among others, have incorporated this practice as usual, emphasizing that they have found a strategy that makes it possible a very positive change aimed at the mobility of all executives to leave old metacentric paradigms of authority and power, which in the past did not give good results. The new paradigm in the management of people, starts from a fundamental principle "Humanism and more humanism in organizations", thus the task of managing and directing people in an increasingly globalized and competitive environment,it starts from a largely ontological meaning that needs to be examined and in the muti-abilities of new executives who aspire to succeed in this role.
The word coach (English) has two meanings: study with a guide-teacher-coach; or carriage, an element that transports someone from one place to another. Coaching provides a structured approach to the development of aptitudes, abilities and attitudes that benefit people in their lives, despite the need detection has also been carried out in a workplace.
Coaching is more commonly known in sports psychology, which bases some of its principles on learning game tactics to achieve the necessary synergy, to get the most out of the team's potential to achieve the expected objectives.
In the workplace, the coach is any executive or manager adequately trained for it. The personnel executive must necessarily be a coach, he will develop, among other fundamental activities, discovering the talent and individual competences of people, to locate them in a role or position most appropriate to them, guaranteeing the correct performance of functions and high occupational performance..
Coaching, as a management strategy, goes beyond just findings of individual qualities, its function must have a systemic organizational approach that is oriented towards the training of staff.
Coaching, as a management strategy or leadership model, has the fundamental objective of developing the potential of people, in a methodical, structured and effective way, aimed at obtaining the perfect adaptation and development of human potential in the assigned fundamental functions and tasks.
Coaching is a strategy that is essential and permanent in organizations, however it must be prioritized when the organization is in a process of change or metamorphosis to strengthen management, through a new strategic plan, structural adjustments, such as reengineering, downsizing, benchmarking, incorporation of new technology, etc., considered as fundamental strategies to optimize customer orientation, improve product or service quality.
The coaching training process is based on the following stages: The Contract (Contract); Observation and Evaluation (Assess); the Constructively Challenge and the Handle Resistance.
The coach in the personal role has new responsibilities, his training as a strategist is essential.
Training in coaching must be provided, when the executive is going to join a new position, when he is promoted to a new position, when he needs to form effective work teams, when they have difficulties in managing personnel, when he recognizes that he needs to improve himself., develop your self-esteem or personal skills among other aspects.
The coach's intervention in people is a very relevant, results-oriented action, facilitator of behaviors and especially personalized training work (executive development sessions), group coaching (team building), or coaching training (team development). coach competitions).
An important task within the coach training process is to train and guide the managerial levels how to strengthen their profile and personal training, eliminating the limitations of the "blind area" of their personality (The part that we do not see, but the other people do come)) and that sometimes they make us make many mistakes in our performance and that, however, we are not aware of it, so we may not be so popular with people, we do not have the credibility we need to have, we are not very assertive when we express our ideas or when we direct the staff.
This training is essential, every executive must be a coach par excellence, since it will help strengthen their personal marketing and the development of skills to manage and face human problems, negotiate, establish successful interpersonal relationships at all levels, discover and capitalize on the strengths of its people, eliminate weaknesses and limitations, optimize the performance of personnel, understand that the level of the position should not change the person, no matter how high or powerful they are, since in this role they have to step on land firm, assume a simple, warm and positive attitude; Let us not forget that morale in the chief of staff is like a fine crystal, making mistakes will overshadow the crystal, all the people in the organization think they see him, the exemplary, weighted, mature person, cuts, etc.Perhaps in some organizations it is not so important to appreciate how another executive behaves, but he does realize how good the chief of staff they have can be.
The executive trained in coaching will be able to:
- Optimize the strengthening of confidence and self-esteem levels, job satisfaction and personal growth. It will be able to exploit and unlock the potential of the person to maximize their performance, help to learn, rather than teach. Develop a management system that allows them to manage their personal or professional life. Achieve a particular style of coach, with some specific leadership characteristics that are novel for the development of leaders in organizations. Obtain a methodology of continuous planning over time in strategies and tactics that always aim towards greater effectiveness in management.Achieve a comprehensive, coherent, continuous system, day by day, for the development of the individual talents of people at work, connected with the measurement of individual performance,with the results of the team and the presence of love for work and passion for excellence. Create a synergistic system of teamwork that further strengthens individual competencies to benefit better results for the team. Achieve a paradigm shift in people to see work as an obligation, towards work that provides satisfaction, happiness and individual development, as the Japanese would go "Uchi" means work, family, integration, growth, companion, trust, loyalty, etc.towards work that provides satisfaction, joy and individual development, as the Japanese would go. "Uchi" means work, family, integration, growth, companion, trust, loyalty, etc.towards work that provides satisfaction, joy and individual development, as the Japanese would go. "Uchi" means work, family, integration, growth, companion, trust, loyalty, etc.
Coaching Principles
- Coaching focuses more on the possibilities of the future, and not on past mistakes or current performance. To get the best out of people, the coach must believe in his potential as a coach. Our beliefs about the capabilities of others have a direct impact on their performance. Coaching works based on a relationship of trust and confidentiality maintained between the coach and the trainee. The trainee does not learn from the coach, but from himself stimulated by the coach.
Although sometimes it is not easy, the coach should avoid transferring his experience to the trainee, since if he did, he would be violating one of the basic principles of coaching.
Coaching Benefits
- Improvement of staff performance in the performance of their jobs. Develops the power of people, placing them in positions in which they can perform better or have possibilities for further development. · Improve manager-collaborator relationships. · Encourages effective leadership in managers and supervisors. Facilitates people's motivation and enthusiasm. Increases people's involvement and commitment to their organization. Produces an increase in corporate values and especially human values. Strengthens the work environment, making it more warm, friendly, participatory and reliable. It reinforces people's self-esteem and self-confidence.
Coach Features
We have adapted some of the features described by Hendriks
- Feed back: Coaches advise, set direction, and provide frequent feedback, indicate tasks that best develop the skills that help achieve success. The latter is done by anticipating problems and obstacles that the team may face, they provide the necessary resources, removing obstacles.Clarity: A coach ensures clarity in his communication, otherwise people start to fail or do nothing, or Worse still, they begin to assume what must be done, which always costs time and money. Support: It means monitoring the work of the team, providing the help they need, whether it is information, materials, advice or simply understanding. Building confidence: It allows Team people know that you believe in them and what they do. Indicate the successes obtained.Review with them the causes of such successes and give recognition to the excellence behind each victory. Mutuality: It means sharing a vision of common goals. To ensure this, you should take the time to explain your goals in detail. Make sure that your team members can answer questions such as: Why is this goal so good for the team or for the organizations ?, or What steps must be taken to achieve the goals ?, When ?, etc. Empathy: Understand the point of view of the collaborators. Ask questions to get involved with people, that reveal the reality that team members live. The more questions SE is asked, the more it will be understood what will happen inside the individuals. Don't assume that you already know what they think and feel, ask them. Risk:It is letting team members know that mistakes are not going to be punished by dismissal, as long as everyone learns from them. Patience: Time and patience are key to preventing the coach from simply reacting: whenever Liver responses should be avoided as possible, as they can undermine your team's confidence in your ability to think and react. Confidentiality: The best coaches are those who manage to keep their mouths shut. Maintaining the confidentiality of the individual information collected is based on trust and therefore on your credibility as a leader. Respect: It implies the perceived attitude with the supervisor or manager, towards the individuals that she guides. You can highly respect your team members, but if that contradicts your unwillingness to get involved,his poor ability to exercise patience, his deficiency in sharing goals, etc., indicates little respect for his team.
Bibliography
Levionnois, Michael (1991) "Internal Marketing and Human Resources Management"
Madrid. Edit. Diaz de Santos, SA
Eslava E. Bellido, C (1999) "Human Resources Management"
Lima-Peru-Saniplan-GMBH DeutscheBeratungsgesellschaft für Hygiene und Medizin
Garfield Charles (1994) "Employees Are First" Mexico Edit.Mc Graw Hill
Selman, J. Evered, R. (1993) "Coaching and the Art of Management"
http: //www.coachingempresarial
