The environmental dimension in companies begins to displace their traditional management area and incorporates a new actor; the human management area that emerges as the new protagonist and responsible for the scope of the footprint and impact generated by business action.
In this new interpretation we recognize the Business Environmental Competence as: «The set of observable, individual and / or collective behaviors that promote, favor and ensure a sustainable business culture of respect for the environment regardless of the company to which it belongs” (1)
In such a way that the reflection aims to offer the human talent management area in the company a practical model that initially supports the processes of Selection, Training and Performance Evaluation, three key sub-processes that allow identifying the level of appropriation of the competition in the collaborators of the company (2).
The responsibility of the human talent area in the company is precisely to attract, retain and develop people capable of offering transformative management that generates added value to the activities carried out by the company, that is, that goes beyond performance factors to which was hired. From an environmental perspective, people entering any of the company's positions must demonstrate behaviors that include a genuine concern for environmental issues.
Below, I would like to present a brief reflection of the impact and contribution of business environmental competencies to each of these sub-processes:
1. The selection of personnel and the importance of the SER in the connection: It is a matter of choosing, among all the candidates, the one who meets the established profile and who possesses the skills required to successfully carry out the position. Initially, it is then a matter of inviting all those responsible for selection in companies to include the environmental issue in their process as a requirement that facilitates environmental management.that companies must comply with by law (3). Linking environmentally competent people or at least with orientation towards these issues, will contribute to the elaboration of procedures capable of quantitatively measuring the environmental scope of the company's employees, this will undoubtedly be in the near future when competition in behaviors is operationalized and Measurable and evaluable actions according to the gap that is identified between the required environmental profile and the profile of the applicant for the position (4).
2. The management of training and the strengthening of SABER in the company: This component has the horizon of meaning, the recognition that employees need to be trained in the different specific areas in which they carry out their work. The company that trains its collaborators in environmental competencies necessarily aims at obtaining and fulfilling the objectives proposed in its strategic plan, but at the same time it is facilitating that its collaborators are able to become aware of the environmental reality that transcends the company.. Training in environmental competencies must consider the taxonomic level (5) required to ensure the effectiveness of the proposed process for each of the groups selected to participate in the different activities aimed at promoting business environmental competencies.
3. Performance Evaluation and Recognition of Doing: Business history has shown that not all evaluation processes have the same characteristics and the models used vary from predesigned formats to blank sheets where each of Those evaluated interpret the new challenges they must face to significantly increase their performance (6). It is necessary to find an own model for the company that preserves the factors of quality, confidentiality and truthfulness, in such a way that the environmental aspects selected by the company are addressed.and that they will be those that allow recognizing the levels of incorporation that they have had in management. The environment will also be a new and challenging component in the process that feeds the diagnosis required to establish improvement plans in the management carried out by people in the company. Management will have in their hands a tool that will allow them to assess whether the model used is appropriate to the reality of the company, the report will say that these results are not the end of the process but the beginning of an intervention plan for both the company like towards the work teams and the people who build the environment-friendly culture.
These first conceptual approaches to the subject of business environmental competences invite us to continue reflecting on the practical scope that a tool that emerges for the area of human management can have. The scope should be given, later, in a practical questionnaire that allows measuring the level of presence or absence of competition in those who live environmental responsibility in the company day by day and perhaps in a dictionary that shows these competences in the frameworks of performance of the company. I therefore invite you to become actively involved in this process so that, from our vision of the organization, we provide new practical alternatives to make the environment amodel of responsibility that transcends fashion and contributes to the well-being of present and future generations.
1. Definition proposed by the author as a conceptual work guide.
2. These three sub-processes correspond to efforts that involve the linking of talent and that express the initial conditions with which the person enters the company, training is the labor qualification processes where it is possible to train environmental skills, for example and performance evaluation that corresponds to the expression of management results.
3. More and more legislation is approaching companies so that they incorporate the environmental issue into their management, depending on whether their orientation to pollution is more to land, water or air and according to this they will comply with current legal regulations Some business actions are even governed by international protocols or conventions. Just to mention some of them we can start with the Rio 1992 declaration and Agenda 21, the Political Constitution of 91 (Articles 8, 40, 79, 80, 88, among others), Law 99 of 93, Law 09 of 79, among many other regulations.
4. Based on the DISC model that was originally used for therapeutic and clinical purposes based on the theory outlined in "Emotions of Normal People" (1929) and then from 1950 it is taken to companies as a way to predict behavior of people. Currently, it is a widely used tool in the personnel selection processes because it has the behavioral profile of the position and that of the candidate, the result of which is obtained by applying a 24-question test.
5. The depth of knowledge based on B. Bloom's proposal allows us to recognize that the training processes have different scopes. The six levels of depth proposed are: Information, understanding, application, analysis, synthesis and evaluation.
6. Performance evaluations, in many organizations have been poorly managed and for many people it is the prelude to the departure of the company, however the proposal by Coens and Jenkins leads us to raise the possibility that, even environmental issues, may be evaluated using an objective recognition technique of observable behaviors.
