In a general sense, the company is the most common and constant activity organized by the human being, which involves a set of daily work, common work, personal or collective effort and investments to achieve a certain end. For this reason, it is very important that every person who is part of a company, whether their own or not, knows what the definition of a company is so that they have a clear idea about the basic characteristics, functions, objectives and elements that comprise it.. In this regard Ricardo Romero (2007), author of the book "Marketing", defines the company as "the body made up of people, material goods, aspirations and common achievements to satisfy their customers."
Likewise, Julio García and Cristóbal Casanueva (2007), authors of the book "Business Management Practices", define the company as an "entity that through the organization of human, material, technical and financial elements provides goods or services in exchange for a price that allows you to replenish the resources used and to achieve certain objectives ».
In summary, and taking into account the above definitions, the following definition of company is proposed: «The company is an organized entity basically made up of people, aspirations, achievements, and aggregation of individual efforts with common objectives and purposes, material goods and capabilities technical and financial; all of which allows him to dedicate himself to the production and transformation of products ».
The new studies on people management highlight that the basic competitive advantage of companies in the 21st century does not lie in natural, energy or financial resources, and much less in technology; The greatest competitive advantage of companies in this millennium lies in the level of preparation and management of human talent. Such is the importance that human talent is given today that it is considered the key to the success of a company and its management is considered the essence of business management. In this way, an efficient organization helps to create a better quality of work life, within which its employees are motivated to carry out their functions, to decrease the costs of absenteeism and the fluctuation of the workforce. Human talent management therefore constitutesa basic factor for the company to obtain high levels of productivity, quality and competitiveness. Within this important functional area of organizational management, for any company one of the most important aspects of having highly qualified personnel, in addition, to make the objectives and goals regarding the worker with your company more clear and at the same time, demonstrate if they are aligned with the principles and objectives of the organization. This perspective includes job training and the development of an organizational culture strongly oriented to individual and corporate improvement.For any company, one of the most important aspects of having highly qualified personnel, in addition to making the objectives and goals regarding the worker with your company clearer and, at the same time, evidencing whether they are aligned with the principles and objectives of the organization. This perspective includes job training and the development of an organizational culture strongly oriented to individual and corporate improvement.For any company, one of the most important aspects of having highly qualified personnel, in addition to making the objectives and goals regarding the worker with your company clearer and, at the same time, evidencing whether they are aligned with the principles and objectives of the organization. This perspective includes job training and the development of an organizational culture strongly oriented to individual and corporate improvement.This perspective includes job training and the development of an organizational culture strongly oriented to individual and corporate improvement.This perspective includes job training and the development of an organizational culture strongly oriented to individual and corporate improvement.
In this framework of ideas, it is important to point out that the development of human talent management in organizations would allow, through the efficiency of their processes, a better use of their human talent, which is why they require an organizational culture that provides the advantages for which they were created, considering the key elements for their development.
Chiavenato (2004). “As the present century progresses, various demographic economic trends have an impact on the organizational culture, which together with the dynamic changes pose to organizations and institutions, public and private, to debate the urgent need to orient themselves towards progress. The facts have ceased to have only local relevance, starting to have the world, countries, and regions as a reference, collapsing when reference schemes become obsolete as they lose validity in the face of new realities ». From a more general perspective, elements such as: globalization, economic openness, competitiveness, among others, are relatively new phenomena that organizations face.
To the extent that competitiveness is a fundamental element in the success of any organization, managers will make greater efforts to achieve high levels of productivity and efficiency. These new scenarios through which organizations transit, in this way three important aspects can be identified: globalization, permanent change of context and valuation of knowledge.
Terán (2008). "In this operating framework, the loss of capital has the coverage of an insurance premium or obtaining a loan as a possible solution, however, for the flight of human talent, a situation faced by national companies, that way is not possible to adopt. Because it takes years to recruit, train and develop the necessary personnel for the formation of competitive work groups, which is why organizations consider personnel as their most important capital, being the correct management of this their most decisive task ».
Each individual is a phenomenon, subject to the influence of various variables, including differences in skills and patterns of various behaviors. If organizations are made up of people, their study constitutes the basic element to define the management of human talent.
Goodman (2004; p.123), “However, countless workers are generally dissatisfied with their current job, with the prevailing organizational climate or culture at the time, becoming a concern for managers. By taking into account the changes that occur in the workforce, the problems will become more important over time. "
According to Goodman (2004; p.123), "The management of human talent is a series of decisions about the relationship of employees that influences the effectiveness of these and organizations." Employees generally have different expectations about the job they want to do.
Some want to collaborate in the direction of their jobs, others participate in the financial gains obtained by their company. Similarly, there are those with poor skills, inducing employers to redesign jobs to offer extensive training before hiring. Likewise, the population indexes are changing as well as the labor force, making it mandatory to find personnel according to the expectations of the environment in which they work, translated into organizational culture.
Organizations have a purpose, survival objectives; they go through life cycles and face growth problems. They have a personality, a need, a character and they are considered as micro societies that have their socialization processes, their norms and their own history. This is all related to culture.
In this regard, Robbins (2006) states: The idea of conceiving organizations as cultures (in which there is a system of common meanings among their members) constitutes a fairly recent phenomenon. Ten years ago, organizations were generally considered simply as a rational means which was used to coordinate and control a group of people.
They had vertical levels, departments as well as relationships of authority, among others. But organizations are more than that, like individuals; They may be rigid or flexible, unfriendly or helpful, innovative and conservative…, but they both have a special atmosphere and character that go beyond simple structural features…. Organizational theorists have started, in recent years, to recognize this by admitting the important role that culture plays in the members of an organization.
The concept of culture is new in terms of its application to business management. It is a new perspective that allows management to understand and improve organizations.
When reviewing everything related to culture, it was found that most of the authors cited in the development of the research coincide, when they relate the organizational culture, both to the social sciences and to the behavioral sciences. In this regard Davis (2004) says that "culture is the conventional conduct of a society, and influences all its actions despite the fact that this reality rarely penetrates their conscious thoughts."
The author considers that people easily assume their culture, in addition, it gives them security and position in any environment where they are.
On the other hand, it was found that the definitions of culture are identified with the dynamic systems of the organization, since the values can be modified, as an effect of the continuous learning of the individuals; In addition, they give importance to the processes of raising awareness as a specific part of the organizational culture. In the same line as this author, Schein (2006) refers to the set of values, needs, expectations, beliefs, policies and norms accepted and practiced by them. It distinguishes various levels of culture, a) basic assumptions; b) values or ideologies; c) artifacts (slang, stories, rituals and decoration) d; practices. Artifacts and practices express managerial values and ideologies.
(Stewart, 1992). "It is typical of the nature of organizations that they change over time and therefore managers by definition have to be trying to manage change with a proactive vision."
Accordingly, the very survival of an organization may depend on how culture adapts to a rapidly changing environment. From this premise, (Morales 1993). "Organizations that want to be competitive remain in search of excellence, through the acquisition of new knowledge that allows them to keep up with the environment and, in turn, assume the commitment to know the degree of integration and diversification of skills, so that they can use the tools that allow them to structure an adequate portfolio of products and / or services ».
Within the framework described above, these are strategies that all management should adopt to achieve success in reaching the established objectives, according to the guidelines established by the vision of the organization. The current panorama of organizations is presented full of radical changes and with a rhythm unprecedented in the history of humanity.
(Bennis, 1966). "As changes become a permanent and accelerated factor, the adaptability of the organizational individual to such changes is increasingly determining the survival of any company." Considering the above as a constant, reality allows us to conclude the following: organizations face challenges and have shown that the present is one of those who adapt more aggressively to the new realities, that modern management sciences make sense when properly applied, that the challenges of the future are surmountable when you become aware of the role of innovation in a changing environment.
As organizations challenge change, it will be decisive for management to develop new technologies to improve the skills and abilities of individuals. In this regard Herrera (1997) says that all of this points to the need to design new strategies, structures and create new cultures; This implies an in-depth review of managerial activity.
(Maraven, 1997). "The essence of senior management is to accurately visualize where an organization's efforts should be directed, and to move it at the lowest cost." However, doing this is not easy, since there are unforeseen events, and so many possibilities of unique limitations, that it is complex to face them with rigid schemes - but executing change with new approaches, suggests that change in some way is a phenomenon that presents an unprecedented challenge.
Naím (1989) considers three basic ideas about change management. First: it consists of the capacity that senior management must have to manage changes, since these involve costs, risks, temporary inefficiencies and a certain amount of trauma and turbulence in the organization. Additionally, they can compel senior management to invest time and effort and obviate other key issues for the company. Second: once the change begins, it acquires a dynamic of its own and independent of whoever promotes or directs it, that is, it may happen that in some of the most successful cases of change, the results obtained are consistent with what was originally planned.
Although in some cases, what was planned and what was obtained did not completely coincide. This phenomenon is motivated, among other things, by the fact that once the process of change is triggered, a series of events, actions, reactions, consequences and effects occur that can hardly be anticipated and completely controlled by those who manage the change.
Third: change in a company is a slow, costly, confusing and conflicting process, which normally occurs through certain more or less common stages (p. 479). Therefore, it is not only important to design and plan the desired future state, but to deeply analyze the transition state necessary for the organization to move towards the desired objective.
It is important to highlight that the change requires a high level of commitment, investment and dedication to achieving the new situation; that without the active participation and support of those who have the decision-making power in the company, it is very likely that the change will not be successful or be inconclusive, which can be detrimental to the organization.
Therefore, the changes are a product of the growth of the organizations, in terms of the plans they develop, due to the diversification of their actions, specialization of their activities, the leadership of their divisions and the characteristics of the market where they operate and compete.
In our days a new era is beginning, called the Age of Talent, that is, the time when capital and technology are no longer sufficient for an organization to remain current and survive in today's globalized environment, but rather Now it is essential to have the capacity for innovation and talent, especially in the generation of spaces for the development of high-performance teams. From this perspective, the continuous improvement of organizations in the performance and effectiveness of their processes is assumed, while highlighting the relevance of the need for the training of work teams.
The definition of talent indicates the set of intellectual gifts that make up the so-called Human Capital, which is considered as the intangible asset that the organization attracts and maintains for the strategic development of the organization, this human capital that translates into natural capabilities. or acquired for the proper development of an occupation.
María Escat (2005). «La idea de relacionar talento humano y el desarrollo de equipos de alto rendimiento se fundamenta en: personas talentosas que efectivamente promueven, desarrollan equipos efectivos en función de sus desempeños y productos para la institución; instituciones que centran su atención en un nivel central de análisis que son las personas como partes del equipo por sobre el equipo. Por tanto, al analizar las personas, se puede indicar efectivamente las características que se busca o bien que se considera para descubrir las personas talentosas que puedan potenciar nuestros equipos dentro de nuestras organizaciones. El rol de liderazgo, que ejercerá la persona que aporte el talento en un equipo de trabajo de alto desempeño, es fundamentalmente diferente de lo que con frecuencia se describe como el rol de liderazgo gerencial de planeación, organización, dirección y control».
Team leaders are focused on the continuous development of their team's capabilities, so much so that many of the responsibilities associated with the administration and supervision of the group are managed by the group itself. Therefore, the development of the team, by changing the management logic, allows the teams to consider themselves in a new situation of contribution of innovation and projection of their organization.
Therefore, the central task of managing organizations will be to attract, maintain and motivate those talented people who allow organizations to be kept within the leaders of their field and detach themselves from old sayings such as "people spend, the institutions remain ”or“ nobody is indispensable here ”. Here the important thing is the person, the team and, therefore, the performance and the contribution that they make to their organizations.
As a consequence of that need in the team, the so-called interdependence arises, each of its members must play a role that complements the rest of the team. The added value indicated by talent is the ability to develop the organization, planning and proper functioning of this team based on the objectives of the task.
Based on the above, María Escat (2005) proposes the following definition: “units made up of an undetermined number of people who organize themselves to carry out a certain task and who are related to each other, who as a consequence of that relationship interact within from the same team to achieve the objectives they have set out to achieve, recognizing that they need each other for such fulfillment and recognizing themselves as a team. These demands mean that the roles of its members must be complemented ”.
Furthermore, work teams can focus their activity on: People-centered teams, where teams prioritize the task and the results. Focused on the task, where the interest is articulated in the processes that are carried out in the task. And finally, the Focused on results, where the interest of the team is linked in obtaining the expected results. Ideally to achieve a high performance team. Convinced that the managers of the companies of the future will require having the skills of a coach. Someone who is able to identify the obstacles that obstruct the performance and learning of their people and develop interventions capable of dissolving them.
In this regard Mario Morales V. (2.002) Points out the need to transform the traditional way of doing business and move towards a very different way of doing business, capable of solving the deep crisis that today affects the traditional company. A new way of doing business that not only responds to the new requirements of the environment, but also adapts to the important transformations that companies have undergone in the past 30 years. Very profoundly changing the organizational ethos that has characterized the history of business development. Only from a different organizational ethos will the company be able to respond to the challenges that the 21st century prepares for it.This requires profound changes in the character of work relationships in the company and the adoption of a management model that is very different from the traditional one. The traditional company has been based on the figure of the manager - foreman, on the formal authority that is conferred on him and on the emotionality of fear. The new way of doing business erects the figure of the manager - coach, develops the manager 's "moral" authority capacity and expands the emotionality of trust and respect in work relationships. These will become one of the most precious assets of the companies of the future.The new way of doing business erects the figure of the manager - coach, develops the manager 's "moral" authority capacity and expands the emotionality of trust and respect in work relationships. These will become one of the most precious assets of the companies of the future.The new way of doing business erects the figure of the manager - coach, develops the manager 's "moral" authority capacity and expands the emotionality of trust and respect in work relationships. These will become one of the most precious assets of the companies of the future.
In this way, to enter into this context, the term coaching is a new term that is gaining strength in Venezuela.
There are different concepts to define coaching. Thus, according to the International Association of Coaching (IAC), (http://www.coachfederation.org/) "coaching is a transformational process of personal and professional awareness, discovery and growth".
For the International Coach Federation (ICF), “Coaching consists of a continuous professional relationship that helps to obtain extraordinary results in the life, profession, company or business of people.
Through the coaching process, the client deepens their knowledge, increases their performance and improves their quality of life.
In each session, the client chooses the topic of conversation while the coach listens and contributes with observations and questions. This interactive method creates transparency and motivates the client to act.
Coaching accelerates the advancement of the client's objectives by providing greater focus and awareness of their choice. Coaching takes as a starting point the current situation of the client and focuses on what the client is willing to do to get to where he would like to be in the future, being aware that all results depend on the intentions, choices and actions of the client, backed by the effort of the coach and the application of the coaching method ”.
Lastly, the Spanish Coaching Association (ASESCO), (http://www.asesco.org/) “Coaching is a new discipline that brings us closer to achieving goals, allowing us to develop personally and professionally. It is a competition that helps you think differently, improve the communications you maintain and deepen yourself »
Regarding this, it is inferred that coaching is the art of working with others so that they obtain unusual results and improve their performance. It is an activity that generates new possibilities for action and allows extraordinary results in performance.
The coaching philosophy and techniques are exactly the same for any type of client. The only great difference between one and the other is basically the nature of the client, and therefore, the purpose that one or the other seeks.
We must consider the context of the coaching framework. In this sense, ontological coaches are those who have developed coaching techniques according to their context. Coaching can be classified in different ways, depending on who it is aimed at and the objectives that are sought.
Likewise, in another context, it is worth highlighting the crisis of the current management model that is applied in a large part of ours, in this regard Professor Miguel Ángel Macaluso (2008), President of the New Argentina Business University Foundation, points out that:)
The current management model, which is applied in a large part of our companies, arises when the predominant type of work was manual work. It is a management model that is based on the resolution that Taylor gave to the problem of the productivity of manual labor at the beginning of the last century. Its fundamental management mechanism is what has been called "command and control" and its main figure is the "manager-foreman". The traditional company, as we know it, is built around this model. Its main features, in a nutshell, are as follows. It is a model whose fundamental lever is formal authority. The traditional manager seems to say "Grant me formal authority and I will move the world." Indeed,One of the most important tasks of this manager is to ensure that the worker meets the established goals, for which the manager instructs him what to do, supervises what he does, evaluates his results and sanctions him accordingly.
For this purpose, it relies on its authority. To ensure this model works, so that the worker complies with what the manager orders, the company institutes a system based, directly or indirectly, on fear. Failure to comply with the boss's orders is paid dearly. Consequently, there is an important enemy to be dealt with: error. If not eliminated, mistakes should at least be avoided at all costs. The number of errors is the best indicator of ineffective management.
This model is in crisis. It is possible to speak of this crisis in very different ways. On the one hand, recognizing the rigidity of this model in an environment that changes rapidly and that requires high flexibility. The manager-foreman model shows to be extremely inappropriate for this environment. Looking at the environment, however, does not allow us to recognize the root of the crisis, let alone its resolution alternatives. To be able to do this, it is necessary to look inside the company and not towards the environment. It is necessary to observe what has happened in relation to the nature of the work.
Well, if we ask ourselves about the nature of work today, we find that manual work, the origin of the traditional management model, ceased to be predominant. (page 16).
Today, the most important job is the so-called knowledge job, in an increasing number of companies, this has become the quantitatively majority job. But even in those in which this has not yet been achieved, the knowledge work is the one that has the greatest impact on the company's ability to add value. The manager-foreman, who exhibited great effectiveness in the management of manual work, is highly ineffective in this new scenario, in this regard Warren Bennis (2002), indicates to us that in a study carried out by him, when asked a large group of workers Intellectuals, the percentage of their job potential they deliver to their companies, the answer is surprising. On average, these workers only deliver 20% of their job potential. And when asked,What is the obstacle that prevents them from giving the remaining 80%, the answer can only bewilder: “My boss! If this one allowed me to do what I can! ” Management, which has as one of its most important objectives to ensure the greatest effectiveness of work, has become the main obstacle to achieving it. This is most likely the root of the current management crisis. This, however, is not surprising. In the traditional model, the boss's order defines the optimum of what the worker can do. However, with the development of knowledge work, the boss usually knows less than many of his subordinates. If we continue to do what he orders and as he orders, it is not surprising that we lose 80% of the productive potential of these workers.the answer cannot but bewilder: “My boss! If this one allowed me to do what I can! ” Management, which has as one of its most important objectives to ensure the greatest effectiveness of work, has become the main obstacle to achieving it. This is most likely the root of the current management crisis. This, however, is not surprising. In the traditional model, the boss's order defines the optimum of what the worker can do. However, with the development of knowledge work, the boss usually knows less than many of his subordinates. If we continue to do what he orders and as he orders, it is not surprising that we lose 80% of the productive potential of these workers.the answer cannot but bewilder: “My boss! If this one allowed me to do what I can! ” Management, which has as one of its most important objectives to ensure the greatest effectiveness of work, has become the main obstacle to achieving it. This is most likely the root of the current management crisis. This, however, is not surprising. In the traditional model, the boss's order defines the optimum of what the worker can do. However, with the development of knowledge work, the boss usually knows less than many of his subordinates. If we continue to do what he orders and as he orders, it is not surprising that we lose 80% of the productive potential of these workers.which has as one of its most important objectives to ensure the greatest effectiveness of work, has become the main obstacle to achieving it. This is most likely the root of the current management crisis. This, however, is not surprising. In the traditional model, the boss's order defines the optimum of what the worker can do. However, with the development of knowledge work, the boss usually knows less than many of his subordinates. If we continue to do what he orders and as he orders, it is not surprising that we lose 80% of the productive potential of these workers.which has as one of its most important objectives to ensure the greatest effectiveness of work, has become the main obstacle to achieving it. This is most likely the root of the current management crisis. This, however, is not surprising. In the traditional model, the boss's order defines the optimum of what the worker can do. However, with the development of knowledge work, the boss usually knows less than many of his subordinates. If we continue to do what he orders and as he orders, it is not surprising that we lose 80% of the productive potential of these workers.This, however, is not surprising. In the traditional model, the boss's order defines the optimum of what the worker can do. However, with the development of knowledge work, the boss usually knows less than many of his subordinates. If we continue to do what he orders and as he orders, it is not surprising that we lose 80% of the productive potential of these workers.This, however, is not surprising. In the traditional model, the boss's order defines the optimum of what the worker can do. However, with the development of knowledge work, the boss usually knows less than many of his subordinates. If we continue to do what he orders and as he orders, it is not surprising that we lose 80% of the productive potential of these workers.
We must be optimistic and self-assess to know our skills and those that we lack, for this it is necessary to develop a plan to acquire and develop our professional skills. In 21st century Venezuela we find that there is a reduced labor market. In addition, project contracts have become fashionable; There are almost no jobs for life. However, these premises should not frighten us.
What we must do is focus on being competent and well trained in the full domain of science in which we are developing. This training will allow us, in many cases, to maintain employment or have extra value compared to other competitors. What will make a difference in the labor market of this century, where all employees are increasingly competent due to the high degree of preparation and knowledge they acquire, is ethical training. Those loyal and honest people will continue to be important. Loyalty, honesty and ethical values are also important factors that add value to the competitor. Employers are looking for serious, competent people with deep ethical values who know how to adapt to and manage technology. These acquired skills and many others that can be obtained will be strengths.
To be good competitors we must have a great spirit of improvement and have clear goals. We must be enterprising, optimistic, humble, dynamic, flexible, curious, and with initiative.
We must also self-evaluate ourselves to know our competences and those that we lack, for this it is necessary to develop a plan to acquire competences and follow up on them.
In this way we will contribute significantly to the development of our professional competences, by organizing activities, training extras. It is about identifying activities, such as conferences, visits, forums, workshops, among others, that contribute to developing professional skills. Finally, we will become better competitors from the ontological point of view as a tool to achieve organizational leadership, intervening in the ways of observing and observing people in order to facilitate the connection with their aspirations as an incident factor in competitiveness and leadership.
