Human resources management vs. Human Talent Management (Knowledge Management)
One of the deficiencies in organizations is that those responsible for the areas of Personnel, Industrial Relations and Human Resources develop and apply work practices in the various functions, outdated, using old and ineffective models, techniques and tools.; mainly operational, not preventive type - strategic and long-term vision; and of a reactive type in the face of day-to-day, that truly allow companies and institutions to be impacted on the one hand and, on the other, to generate development for their people. To address this problem, there are models in Mexico (Liquidano, 2005) and in other Latin American countries (Chiavenato, 2002), who, in addition to evidencing these situations through studies, pose phases of development and evolution,in which we can locate the managers and areas of psychosocial factor management, that is, the traditional administration of human resources.
Let us briefly analyze the other side of the coin. The name of human talent management or knowledge management of human talent began to be used in recent years by the authors Chiavenato (2002), García and Hernández (2000), Salleh & Wee - Keat (2002), among others. When speaking of Knowledge Management of human talent, reference is made to the functions and activities carried out by the area that until now has been recognized by human resources administrators, which we observe when managing personnel in the company and is related to the area, its functions or roles… identify six phases of evolution of human resource management: administrative, management, development, strategic, management by competences and knowledge management (Liquidano, 2005) ”
This author proposes this taxonomy, based on a non-experimental, cross-sectional, descriptive-correlational study, in 219 organizations and executives in this area (28 practices) that participated, from organizations in Aguascalientes, Mexico, for their doctoral thesis. The characteristics are shown below in the attached table:
"Of all the initiatives I have taken at Chevron… few have mattered and been as rewarding as our effort to build a learning organization… one of the keys to reducing our costs by more than $ 2 billion per year… since seven years ago." (President, January 11, 1999 cited by Evans and Lindsay, 2008).
The expansion and dissemination of world-class practices in human talent management can be seen in the following data: “ 600 Fortune 1000 companies have appointed a CKO (Chief Knowledge Officer), or have launched a corporate program of Knowledge Management. ”(Buz Allen, quoted by Ledesma L. Management Today Magazine. July 2001).
Total quality in organizations and the role of the Human Resources areas
Another of the guiding axes in the proposed Diploma has to do with the urgent need to reinforce training actions, which allow the organization to improve the total quality of products and services and incorporate techniques and tools, also, in the management of your personal. From its appearance in the period after the Second World War in Japan, it appeared as Total Quality Control, it evolved by its English name into Total Wild Quality Control, until reaching contemporary quality administration and management schemes. A study (Hendricks and Singhal, 1997 cited by Evans and Lindsay, 2008): quasi-experimental type, compared the performance and results in a series of organizational indicators of 600 companies and institutions that won quality awards,divided into control and experimental groups (having balanced the characteristics of both groups of companies and institutions). In this 10-year longitudinal study, a 6-year baseline was compared before quality training actions and four years after. Among the results they stand out for their social contribution, that the number of employees increased 23% on average in the organizations of the experimental group, in contrast to 7% in the companies of the control group.that the number of employees increased 23% on average in the experimental group organizations, in contrast to 7% in the control group companies.that the number of employees increased 23% on average in the experimental group organizations, in contrast to 7% in the control group companies.
The benefits for companies and institutions of updating their executives, middle managers and specialized human resources personnel, is demonstrated, according to the Mexican Association of Executives and Executives of Human Resources (AMEDIRH), since “to the extent that the Companies invest in quality processes in human resources management, will achieve a substantial improvement and will have a return on investment in a year and a half. He explained that investments in personnel training have a return between 30% and 60% during the first year and between 80% and 120% in three years. (Pedrero, F. 2003 cited by Patiño, H. et al. 2008)
Labor Competencies in Latin American Organizations
As a background, let me mention that Mexico formally entered these personnel management schemes in 1997, until the year 2000 it published the initial versions of the Technical Standards of Labor Competence (Ntcl's), which some of us had to design. In Training and until 2005, it is reported that 1% of the economically active population was certified, with the consequent benefits of inter-organization mobility, national recognition and labor justice by declaring competent people who have acquired competences, they demonstrated, regardless of how they acquired or the educational level they have. If this is not an eminently humanistic approach that psychologists advocate,then there is still no understanding about the competencies approach and ignorance about its methodological incorporations continues, especially in the design of the Ntcl's and procedures for evaluating results at work (since 2010 called Competency Standards under the new “architecture” as KNOWING itself calls it).
Despite being one of the most methodologically advanced models and processes in the world, well above the American approach and derived from the British model, the factors that caused this precarious situation in Mexico are due to: a) a poor spread by the authorities, as a result of the budgetary limits of the CONOCER institution, b) when ignoring the benefits and advantages for the population and for the organizations, they are hardly demanded in the selection of personnel, c) the economically active population by not feeling the need to convince If they are certified, in addition to the cost they must bear (some companies by exception do cover the fees), they do not choose to be evaluated and certified. And, d) In addition to the aforementioned social benefits in terms of labor mobility, etc.,Organizations themselves have significant advantages in improving human talent management processes by competencies, from those involved in the phase of incorporating human talent (selection of personnel among others), maintenance and improvement (training, salaries and motivation), to those for reuse in the event of separation (life and career plans, training of instructors and mentors, etc.).
However, from the perspective of impact on society both its inhabitants and the organizational world, it is unknown that now, under the new improved model of Mexico since 2010, it is possible to choose to develop Competency Standards, personnel evaluation processes and internal certification to the companies and institutions themselves, and not only continue with the establishment by organizations of the same sector. We have worked with some organizational psychologists in this scheme and we will incorporate these real Mexican successful cases, within the contents of the proposed diploma (Sulzer de México, Pemex Exploración-Production and Grupo Azul and Logitel in process).
On the other hand, we have a study that in Europe presents the world trend to use and employ the approach in the aforementioned processes of human resource management:
A critical and vital process is the evaluation of results at work, which has had a series of advances in its methodological and instrumental aspects, from stages, when techniques based on tests and psychometric batteries, features and attributes were used. generics (gift of command, initiative, etc.), moving to evaluation based on job descriptions (not quantified), to management-by-objective models (with emphasis only on final results), incorporation of the operant approach and analysis from more like behavior (with its emphasis on operationalization and efficiency levels), to more advanced and comprehensive schemes of the competence approach (mainly the European and in particular the British). Each of these great stages and without intending to make complete narrations,generated certain information under which it was taken in a continuity of subjectivity - objectivity and therefore, related to the reliability and validity of the data, a series of decision-making that affect personnel in organizations, such as their movements in the organization, training needs, etc.
In this sense and at the present time, the focus on competencies has allowed improving performance evaluation, and therefore, effectiveness in companies and institutions. But there are still outdated practices that affect the attraction of personnel and their selection, rotation of personnel, and actions to maintain human talent, such as training, administration of wages and salaries, recognition and succession plans (including individual programs of staff career potential), which give stability and loyalty to staff. Some contemporary studies in our region show the problem, with a social impact:
- “Despite the high unemployment rate registered in Mexico, 78% of employers and employers have difficulties filling vacant positions in middle positions due to the lack of trained personnel, revealed a survey by the Manpower Human Resources consultancy. Said percentage doubles the world average, which stands at 40%… ”(González, Susana 2006, cited by Patiño, H. et al. 2008)
- “… a study prepared by Manpower based on a survey of more than 4,000 companies operating in Mexico, found that the average annual rate of employee turnover is 15%.Although in the case of high positions, this reaches 7% per year. "…" Many professionals leave job stability aside to raise their working and salary status. They decide to change jobs because within the company they are in, they do not have many aspirations to grow professionally. the population in which the study was carried out (El Universal January 2008, cited by Patiño, H. et al. 2008), it is stated that unlike other years, professionals are not loyal to the company; they are willing to leave their country to meet their expectations. According to the report,more than 50% of employees consider their employment important, but only 27% value stability, and this is relative; "Three or four years are enough to mature within a company and climb jobs.
- "Until now, the policies for attracting and retaining professionals have gone hand in hand with wages, but a point has come when professionals are willing to give up part of their payroll for the benefit of their leisure," explains José Luis Gugel, Director of Deloitte's Human Capital division, according to a study applied to 318 companies. (Mateos, 2005 cited by Patiño, H. et al. 2008)
- At the State Training Forum, Lic. Hernández Sánchez in her Training, Work and Development presentation stated that recent research shows that 15% of business owners obtain constant training, most of the time self-financed, because for them the The task of training is also an attitude that is taken as a company, and not only the hiring of consultants. 60% still consider training as an expense and 25% begin to invest in knowledge because they exclude the scope of it, there is intransigence to changes and they do not know what he and his staff require to improve their performance. (Hernández, S. cited by Patiño, H. et al. 2008).
Human resources planning in organizations with a strategic focus
Another of the guiding lines in the proposal of this graduate has to do with the problems and challenges, which sometimes prevent answering questions such as: How many people will be required in the organization in the medium and long term? With what competencies? In what new work processes? Under what plans of the organization? How can we generate succession plans and individual career programs for staff with potential?
" Human resource planning aims to ensure that human resources are available at the appropriate time and place to meet the needs of the organization. Usually human resources planning is related to the strategic planning of the company, first the strategic goals of the organization are established followed by the goals for the administration of human resources. This is a process that begins with the identification of the strengths and weaknesses of the organization and the opportunities and threats of the economic and social environment, which allows the organization to identify the critical factors that will lead it to choose, train, motivate, etc. better its staff and thus facilitate the achievement of the mission and objectives of the organization. ” (Arias, F. and Heredia, V. 2006)
Study in 2002 by the Balanced ScoreCard Collaborative and the Society for Human Resources Management, (1,300 HR executives and 1,000 business executives):
- More than 70% argue that HR "fails" to align its plans, budget and effort with the execution of the Organization's Strategy.
- Only 20% see the role of HR as a "strategic partner", the rest as a "personnel manager". (Reynoso, A. 2005).
"Vertical" Personnel Administration vs. Management and improvement of processes under a sociotechnical approach
Within this approach and perspective of total quality, one of its components is the documentation and improvement of work processes, where the paradigm of managing organizations and therefore their personnel changes dramatically., under vertical lines, by hierarchy and power exclusively, which, among other problems, have caused companies and institutions to work in their areas and departments, more as isolated entities than as an integrated system. This way it is easy to have identified, that in production companies, manufacturing has constant problems with maintenance, marketing and sales with production; while in services, the substantive tasks constantly conflict with the support tasks. Behind everything, it is not the sections and establishments that work without integration, but the people. Why? They have learned to work and stick to organization charts rather than to processes that cross department boundaries.
“According to Deloitte specialists, most companies manage their businesses through isolated functions, in fact, less than 5 percent of medium and large companies in Mexico have horizontal process management methodologies. Among the main problems derived from an isolated administration by functions, instead of being comprehensive, the lack of alignment between operational demands, inefficiency, duplication of actions which implies higher costs, ignorance of workers on key processes ranging from contact with the client to logistics and finance; operational delays, as well as long periods of time to respond to change. ” (Deloittle, 2007)
This is very serious, if we pay attention that this study covers medium and large organizations and is known to all, that it is the micro and small companies and institutions that constitute more than 80% of the productive sector of goods and services in our country..
Now a comment within the academic impact, in the academic curriculum of our Faculty of Psychology, in the FES and in other professions related to Psychology in organizations, no subjects are included on the subject (it is contemplated in the new curriculum plan but It hasn't started yet, at least that's how we left it raised by the teachers who led the change and modernization of study plans until 2010). In this Diploma proposal a module is proposed for the topic in question of the administration of processes, under the psychological perspective.
"Ricardo Paz, Regional Director of Human Resources at Microsoft Andino, points out: Orientation towards the internal customer and the strengthening of the organizational climate is key to success " (Magazine Manager 100, 2005 Anniversary Edition, cited by Benítez, Carla 2005). And it is in this sense that another guiding axis that is proposed in the Diploma is to prepare and update the target population to which it is oriented, so that they learn the techniques, methods and tools of horizontal administration by work processes, and their effect in the work of the staff, thus, developing an integration that breaks down the barriers of "sectionism", so common in the lack of integration of the areas in a Latin American organization that is not successful.
We have carried out organizational studies and diagnoses with an emphasis on the psychological - organizational aspect in organizations of diverse nature and economic sector, such as the oil, food, computer, hospital and most recently the body that regulates the health protection of the population. Mexican (Patiño, H. et al. 2011) and found results such as the following:
- According to the SWOT analysis - quantified, 72% of the restrictive factors (weaknesses inside the organization and threats from the external environment to it), 72% of the total were identified from within.
- Compliance in average results, with respect to the products and services with which the institution works, is 80% (with a downward trend in achieving results with external external users).
- The evaluation of the degree of compliance of internal suppliers (other areas that must provide resources, such as complete and timely information, data quality, etc. is 70%, and externally 74%. From this gap, On average, 16.5% have a severe impact with the external user (citizens and industrial sectors) in terms of negative consequences and non-quality costs (what we could call the "red light").
- The above aspects are part of the 102 types of causes (21.6% are root causes and the remaining are causes at the second and fourth levels), grouped into the subsystems of the Organizational Context organization (environment, mission, vision, values and strategic plan 4% of the total) Administrative (planning stages to control contribute 38%), Technological (processes and documented work practices, standardized and international best practices, contributes with 10%), Structural (organization chart, job descriptions, manuals organizational, regulatory, impact 6%) and Psychosocial or Human Talent (formed by human interaction processes such as leadership, teams, communication, etc. and effective practices in the area of human resources, with 32%), and the external environment national and international, (Regulations, users, etc. 9%).
- There are 321 negative effects and consequences whose behavior is to increase in the work flow, as one of the world-renowned quality specialists (Deming) says, which are generated when each area does not achieve its results and affects another (its internal clients receive 80 effects), this in turn to the next in the process flow (120), until reaching the repercussion, at a fourth level of the multiplicative “domino” effect (121) and to the external user himself.
- Translating the previous and negative effects at the cost of non-quality as a fair price of non-compliance (Crosby), we see that its behavior throughout the horizontal workflow, since it affected the first level of immediate internal clients, these at their Once again, a trend continues to decrease its economic value, although the total reaches just over 36 billion pesos (46% internal losses to the organization).
- 55 projects and initiatives to improve quality, productivity and competitiveness were identified to correct the diagnostic problem and prevent similar occurrences (they include innovation actions). What with an investment of 525.5 million, would obtain a ROI (for its acronym in English Return on Investment): 49.5 (figure that is validated with studies and findings in other countries).
"We can affirm that the success of the implementation of… Quality Management depends on three fundamental pillars, thus distributed:
1) Systems, software - represents 5 to 10% of success.
2) Procedures - corresponds to 10 to 15% of success.
3) People - that factor is responsible for 80 to 85% of success ”(Kakuta, 2010)
Bibliography (Quotes)
Anonymous (2003). Trends in the productive world and their implications for the expected profile of workers. Bogotá, Colombia, p. Four.
Anonymous (2007). Mexican companies miss growth potential due to poor management of business processes. Consulting firm Deloitte, Julio, cited by Patiño, H., Estrada Ana Laura, García J, Jiménez Jazmín, Sandoval Esmeralda, and Sustayta Gabriela. (2081). Personnel management challenge issues. Faculty of Psychology, UNAM. (Bibliographic research in press Aluminum magazine and Internet). P. Four.
Arias, F. and Heredia, V. (2006). Human Resources Administration for high performance. 6th Edition. Mexico: Trillas.
Argüelles, A. (1999). Labor competition and education based on competition rules. Mexico. CONALEP and Editorial Limusa. Anonymous (2003). Trends in the productive world and their implications for the expected profile of workers. Bogotá, Colombia, p. 7.
Benítez, Karla (2005). Considerations on the Management of Human Talent. Managerial Vision Magazine, year 4, no. 2, vol. July 4 - December, p. 97.
Chiavenato, I. (2002). Human talent management. Colombia: Mc Graw-Hill.
Deloitte, (2007). Mexican companies miss growth potential due to poor management of business processes. July.
Dirube (2002) cited by Torres (2007). Planning of the human factor through Labor Competencies. Bachelor thesis. Faculty of Psychology, UNAM.
Evans, J. and Lindsay, W. (2008) Administration and Quality Control. Mexico: Cengage Learning.
González Susana (2006). Problems to fill places due to lack of trained personnel. La Jornada, February, cited by Patiño, H., Estrada Ana Laura, García J, Jiménez Jazmín, Sandoval Esmeralda, and Sustayta Gabriela. (2081). Personnel management challenge issues. Faculty of Psychology, UNAM. (Bibliographic research in press Aluminum magazine and Internet). P. two.
Hernández, S. (2007), On-the-job training and development. Presentation at the State Training Forum (March).
Hendricks, K. and Singhal, V. (1997) Does implementing an effective TQM Program actually improve operating performance? Empirical evidence from firms that have won Quality awards. USA: Management Science 43, no. 9 (September) pp. 1258 - 1274. Quoted by Evans and Lindsay (2008) p. 28.
Institute for Management Developmnent. Competitiveness Report Yearbook. (2001). USA. Anonymous (2003). Trends in the productive world and their implications for the expected profile of workers. Bogotá, Colombia, p. 12.
Kakuta, Gisele (2010). How to guarantee efficiency By implementing Gestaon da Qualidade. Brazil: Ed. ISTOE Edicoes, book 2, Colecáo Gestáo Empresarial. Efficiency and success for your Businesses.
Liquidano, Ma. Del Carmen (2006). The Human Resources Administrator as a Human Talent Manager. Their competences and the relationship of Human Resources Administration practices. Accounting and Administration Magazine, UNAM, No. 220, September - December, pp. 145, 146 and 174.
Mateos M. (2005.) How to retain the best talents ?. El Economista (November) cited by Patiño, H., Estrada Ana Laura, García J, Jiménez Jazmín, Sandoval Esmeralda, and Sustayta Gabriela. (2081). Personnel management challenge issues. Faculty of Psychology, UNAM. (Bibliographic research in press Aluminum magazine and Internet). P. 3.
Patiño, H. et al. (2011). Organizational and Human Diagnosis. Faculty of Psychology, UNAM. (As part of the multidisciplinary report of the eight Faculties and Dependencies that intervened). Rectory, General Secretariat, pages. 39 to 50.
Pedrero F. (2003). Few resources for training. El Universal (July), cited by Patiño, H., Estrada Ana Laura, García J, Jiménez Jazmín, Sandoval Esmeralda, and Sustayta Gabriela. (2081). Personnel management challenge issues. Faculty of Psychology, UNAM. (bibliographic research in the press Aluminum magazine and Internet), pp. 6.
Pedrero F. and Ulloa, Aída (2007) Increase job turnover in Mexico. El Universal (January), cited by Patiño, H., Estrada Ana Laura, García J, Jiménez Jazmín, Sandoval Esmeralda, and Sustayta Gabriela. (2081). Personnel management challenge issues. Faculty of Psychology, UNAM. (Bibliographic research in press Aluminum magazine and Internet). P. 5.
Reynoso, A. (2005). Human Resources in vs. Human Resources Out. The difference between Performance and Effectiveness (towards Human Capital Management). Electronic article accessible at: www.tablero-decomando.com
Justification
The updating needs of Organizational Psychologists, related careers and those responsible for the productive function of human resources in companies and institutions, include:
a) There are no contents in subjects and subjects of the FES, and in universities in other states and private universities (only in some and not with this depth), related to topics of Strategic Planning in the staff, Integrated Control Panel (Balanced ScoreCard), Skills methodology (Mexican Model 2010), Quality Management in human resources, Process management (Psychology perspective), Organizational diagnosis in human talent, Cost-Benefit model in Training and adaptations of the management processes of the human talent to the focus of competencies (Personnel Selection, Training, Salaries and Wages, Recognition, Succession and Career Plans and Plans and advice to retired personnel). As well as ISO: 9000 version 2008.
b) The National Council for the Standardization and Certification of Labor Competence, since 1997, has had minimal coverage in organizations and directly to executives, middle managers and those responsible for the administration of personnel and human resources.
c) The Management of Human Talent as an evolutionary phase in Mexican and world organizations is relatively recent and many companies and institutions have not yet evolved at these stages.
d) The Diploma offers that exist do not cover the three thematic axes: Total quality management Competences and practice with a strategic vision. In addition, they approach these lines in isolation, under the perspectives of different disciplines (Engineering, Business Administration mainly).
e) Finally and related to and with the previous ones, the real demand of the labor market for specialized organizational psychology is increasingly high and specialized.
In addition to the benefits reported by specialized literature in organizations, Organizational Psychologists and other related professions, working in organizations, will not only allow and support the planned change in companies and institutions towards a higher quality of goods and services, productivity and above all competitiveness. It will favor their labor mobility and above all, be absorbed by leading and world-class organizations, with the advantages derived from their entry, recognition and progress as individuals.
