Diagnosis of resources and human relations in the company

Introduction

A fundamental aspect when beginning the work of analysis in an organization is to diagnose the relationships, behaviors and human characters existing within it, verifying the way in which this affects the value generation processes for the company.

If we consider the organization as a black box, it receives a series of inputs or components, generating with them greater, equal or better value for external customers. The big question is: what is happening within the organization, what ends up generating such a level of value?

In every organization there is a physical process which can be measured and analyzed without major inconveniences. But there is also a human process that ends up affecting the physical process, thereby affecting the end result.

We must, as consultants, diagnosticians and researchers, uncover this Black Box, verifying that it occurs inside it. What is happening in the relationship of the workers with each other? What is happening in the relationship between managers and each other with supervisors and employees? What is happening between supervisors and employees? How appropriate are work procedures for staff? How appropriate is the scope of work? What kind of leadership is there? How are staff motivated? How motivated is he? How well do tools, methods and work systems fit the needs of staff? How good or bad is the relationship of the members of the sector or process,with the members of other sectors or processes? How good is the relationship of the sector member with other sectors? And, how positive or negative is the relationship between sectors and / or processes?

Let's answer the previous questions, analyze them and try to identify the factors that are damaging and benefiting the internal processes in the company.

It is very easy to make calculations, design new processes or software, make organizational modifications, but it is quite another to achieve concrete results.

There are those consultants who promise results in five or ten days, as if the habits and culture of human beings were so easy to change or change. If there is something difficult to open, it is the human mind. Closed on their paradigms, beliefs and myths, the vast majority of human beings are few prone to change, and even to recognize their mistakes and shortcomings, ascribing to others or external factors their reason for being.

It is essential that both managers and staff recognize their own mistakes in order to correct them, it is also necessary to open up to new ideas and paradigms in order to allow the recreation of the organization and its systems in order to return to the most competitive company.

Managers must know how to recognize when this happens, their lack or shortcomings in leadership, supervisors, their lack of ability to supervise, and employees, their inability to adapt to new needs and requirements, as well as lack of aptitude and attitude to adopt self-control and self-discipline.

On the other hand, how much your current human resources serve the current and future needs of your company. What happens in terms of skills? And what about attitudes? In other words: How appropriate are human resources to the needs of the company?

The market requirements and demands on the company are increasing every day, and therefore the requirements of the company on its personnel are greater. If the staff does not meet these needs, the company is and / or will be in serious trouble and difficulty.

Managers must constantly and systematically monitor both the capabilities of their human resources and the level at which human processes are being carried out within the organization. For the external consultant or diagnostician, analyzing and observing internal behavior in relation to human interrelationships and their processes is necessary and fundamental to from there understand the results and problems that are observed, and consequently seek the best way to correct and overcome the inconveniences and problems detected.

How to analyze the situation

Through a questionnaire that includes both scores and clarifications to them. It is important to develop a sufficiently comprehensive questionnaire, with both positive and negative questions.

Said questionnaires must be written by each person individually, answering them in the established order, in the presence of the consultant and without prior reading of all the questions.

Fundamental goal is to see the contradictions between the different answers, and the relationships between the answers given for the same questions by the various staff members.

There should be questions in the questionnaire on the same subject but made in different ways and in different locations.

The questionnaires should be completed in the fewest number of days to avoid too many comments between individuals.

It is very important to have each individual sign the questionnaire as a way of committing them to the answers.

It is very difficult for all individuals to agree on a high number of responses, as well as it is very difficult for them not to enter into contradictions that expose lies, fears, disabilities and lack of sense.

On the other hand, supervisors or managers should also be asked to rate each employee in order to analyze the difference between the way the employees see themselves, the way they think they are seen by their supervisors, and the how the latter really see them.

From the careful and methodical analysis will emerge both the capacities and attitudes of each staff member, as well as the capacity and internal processes of each work group.

The broader and more varied the questionnaire, the more difficult it is to hide or avoid exposing your problems by the employee.

The questionnaire shown in the Annex is given as an example, and must be adapted to the characteristics and problems of each company or sector.

Objectives of the questionnaire and subsequent analysis

Discover and expose every inconvenience, problem and anomaly between the members of the work groups, between such groups and the company and managers, between the individuals that make up the group and the company / managers / supervisors.

Detect patterns of behavior, as well as the evolution of both individuals and the group as a whole over time.

Understand the relationship between the answers and the existing problems in the company. See to what extent employees are aware of existing problems and the need for change.

Know to what extent they are aware of the needs and requirements of both the market and users.

Whether they answer in their answers or not, the number and variety of questions helps not only detect these lies, but also the level of commitment of said person with the organization.

Lying as dishonesty of the individual towards the company implies more closely controlling the behavior of said person, their commitment to the company, and the added value that it generates.

Conclusions

Implementing changes is not easy in organizations, because the staff is not always accustomed and prepared to accept the change and its consequences. We live in a world of high competitiveness and organizations must adapt quickly and effectively to them, which is why they no longer have time to wait for the change in attitude of their employees and managers. Therefore, it is essential to understand what happens internally in human processes and act accordingly.

Failure to act appropriately once the situation diagnosis is in hand, is to lead the company to a situation of serious or high degree of risk.

A company that does not mobilize in pursuit of change in a demanding and competitive environment, assumes high risks of loss of market share, drop in profitability and loss of prestige and positioning.

In a world where you have to go out and win the support of customers and users every day, where many companies prepare to displace it, there is no place for weaknesses on the part of the leaders. Either they best convince their operators of the need for change, or they will have to replace change-resistant individuals with individuals with better and greater skills and attitudes for change and competition.

one	How good do you consider your work?
		0	one	two	3	4	5
	Why?
two	How good is the workplace?
		0	one	two	3	4	5
	Why?
3	How do you rate the relationship with your peers
	job?	0	one	two	3	4	5
	Why?
4	How do you see the company?
		0	one	two	3	4	5
	What should I improve on?
5	Does your work meet the levels required by the
	market?	0	one	two	3	4	5
	Why?
6	Do you have enough time to carry out
	effective your work?		YES	NO
	Why?
	How much more time do you consider necessary?
		Hours		Minut.
7	Do you have all the necessary elements to rea_
	licar his work correctly?		YES	NO
	Why?
8	Do you consider yourself sufficiently trained for
	tasks to be performed?	0	one	two	3	4	5
	What training do you think you should have?
9	What are the most common mistakes you make?
	Why?
	What have you done to prevent it from happening again?
10	How do you consider that external users see the company's service?
eleven	Does the company meet your expectations?
			YES	NO
12	How do you consider managers to rate their work
	of the company?	0	one	two	3	4	5
	Why?
13	What is the degree of difficulty of the tasks that def_
	roll?	0	one	two	3	4	5
	Why?
14	Do you consider that you take advantage appropriately and efficiently
	your working hours?	0	one	two	3	4	5
	Why?
fifteen	How well is the teamwork going?
		0	one	two	3	4	5
	Why?
16	How effective are the procedures and methods
	of work?	0	one	two	3	4	5
	Why?
17	How bad is the level of supervision?
		0	one	two	3	4	5
	Why?
18	How bad is your state of motivation?
		0	one	two	3	4	5
	Why?
19	How bad do you consider the pay to be?
		0	one	two	3	4	5
	Why?
twenty	How do you think your supervisors view your work?
		0	one	two	3	4	5
	Why?
twenty-one	How do you rate your superiors?
		0	one	two	3	4	5
	Why?
22	How do you rate your work as an employee?
		0	one	two	3	4	5
	Why?
2. 3	How far are your job accomplishments from the ob_
	Are you proposing objectives?	0	one	two	3	4	5
	Why?
24	What rating do you consider users apply
	external to your work?	0	one	two	3	4	5
	Why?
25	How far do you consider your work achievements from
	goals that have been set for you?	0	one	two	3	4	5
	Why?
26	Do you consider that your work meets the required levels?
	ridos by users?	0	one	two	3	4	5
	Why?
27	How do you consider managers to rate their work?
		0	one	two	3	4	5
	Why?
28	Rate Yourself Regarding:
	Order
		0	one	two	3	4	5
	Cleaning
		0	one	two	3	4	5
	Job scheduling ability
		0	one	two	3	4	5
	capacity to solve problems
		0	one	two	3	4	5
	Capacity for change
		0	one	two	3	4	5
29	Do you consider it necessary to make changes in the way
	job?		YES	NO
	Why?
30	Do you consider that your opinions are taken into account
	by their superiors?		YES	NO
	Why?
31	How would you rate the level of user demand?
		0	one	two	3	4	5
32	Do you know what your obligations and responsibilities are?
	dades?		YES	NO
33	What are the critical aspects of your activity?
3. 4	What do you consider to be the main problems and
	drawbacks?
35	How much does the company meet your expectations?
		0	one	two	3	4	5
36	Are you currently motivated?
			YES	NO
	Why?
	SIGNATURE AND ACLARATION							DATE