Diagnosis of the integrated management system of human capital sgich in a company

Application of a Technology for the Diagnosis of the SGCH in an Engineering Service Company of VC immersed in the design of the SIGCH, to analyze and characterize it or not in the company of a Strategic Human Resources Management, also to determine the level of Integration of the SIGCH premises and modules.

Also proactively integrate the processes of the Human Resources Management system and, in turn, this with the business strategy, based on an Integrated Human Resources Management model, with the effective participation of workers to increase work productivity.

The results of the company may be improved by the Strategic Management of Human Resources, through an unequivocal adaptation between the strategy of human resources and the organizational strategy, the business environment, the organizational characteristics (culture, structure, resources, etc..) and the capabilities of the company. If the human resources strategy neglects these elements, it will probably become ineffective for the company; It will be unable to add value to business strategy and consequently will not enhance the improvement of business results.

The main scientific novelty provided by this work lies in the application of an integrated, strategic model with a participatory approach, diagnostic and support technology, the Cuban standards of the SGIRH, the identification of the main modules of the model with the greatest difficulties and their Organizational technical interactions.

Development

Currently, essentially the three elements that clearly distinguish a Strategic Management of HR, are:

The consideration of HR as the decisive resource in the competitiveness of organizations, The systemic or integrative approach in HRM and The need for coherence or adjustment between HRM and organizational strategy.

By Strategic Human Resource Management is understood, the set of managerial decisions and actions in the organizational field that influence people, seeking continuous improvement, during the planning, implementation and control of organizational strategies, considering interactions with the environment.

Human Resources Management is becoming increasingly significant and relevant, there is consensus among prestigious authors and researchers that there are four main elements that make it strategic:

The conviction that people are the strategic factor par excellence for the generation of competitive advantages and, therefore, Human Resources Management is considered the key to achieving strategic objectives. (Martell and Carrol, 1995) The orientation of the plans towards the long term including the planning of the personnel. (Alpander, 1982); (Hendry and Pettigrew, 1986); (Valle, 1995). The relationship between Human Resources Management and strategic business processes. (Martell and Carrol, 1995); (Hendry and Pettigrew, 1986); (Valle, 1995). The important role that line managers play in the strategic transformation of the human resources function. (Martell and Carrol, 1995); (Lundy and Cowling, 1996).

The results of the study obtained show that Human Resources Management is conceived as an assurance to the productive business activity, and not, to attract, maintain, develop and promote the effective participation of workers to increase productivity, falling on the heads of resources Human decision-making of a set of key activities because many Boards of Directors do not analyze, discuss and make the corresponding decisions as they do for production, finance, marketing, among other functions.

The SGCH Diagnostic Technology used was applied in a VC Engineers Service Company immersed in the design of the SIGCH, to analyze and characterize the problem situation related to the existence or not in the company of a Strategic Human Resources Management, in addition to determine the level of integration of the premises and modules of the SIGCH.

From the aforementioned, the scientific problem in the company under study is derived: determining the integration of the internal processes of Human Resources Management and this, in turn, with the business strategy, in correspondence with the needs and realities of the country.

Once the problem is identified, the General Objective is assumed:

Apply a reference model, scientifically based, that allows the company to design its own Human Resources Management System with internal integration of processes and external with the Business Strategy, based on the diagnosis of the level of strategic integration and the Cuban regulations that they implement it.

This general objective was broken down into the following specific objectives:

Construct the theoretical and practical framework of the research derived from the consultation of updated national and international literature and other sources of reference on the object of study. Apply diagnostic technology in the company under study, which allows deepening the causes of the scientific problem.

To fulfill the general objective and the specific objectives, the action research process was developed according to the general dialectical-materialist method in the following general phases:

Theoretical investigation on the problematic object of study, which made it possible to identify the lack of internal integration of the Human Resources Management processes and of this with the Business Strategy, the analysis and confrontation of criteria and experiences collected in the consulted international and national bibliography and construction of the theoretical and practical referential framework. Conception of the reference model, which includes diagnostic technology, the level of strategic integration of human and support resources, and Cuban standards for its implementation in accordance with its guidelines. Diagnostic technology to determine the level of strategic integration of Human Resources management in a company in the Cuban business system.

Theoretical and empirical methods such as analysis and synthesis, induction-deduction, comparison, generalization and modeling, and the systemic approach were used to design the reference model. The following techniques were used: observation, interviews, surveys, measurements, group dynamics, statistical methods and computational information processing.

To help tackle the study and solution of the scientific problem, the following research work hypothesis is formulated:

In the diagnosed company, it is possible to proactively integrate the processes of the Human Resources Management system and, in turn, this with the business strategy, based on an Integrated Human Resources Management model, with the effective participation of workers to increase the work productivity.

The following can be considered as other contributions:

In the methodological order, the reference model used allows the company to design its own Integrated Human Resources Management System. In addition, the applied research-action method stands out for the high level of employee participation. In practical terms, the gap in the current level of integration of the company is stable through the self-diagnosis carried out by the company itself, the use of computer support, allows monitoring of the progress that the company is making in the area of integration. In the social order, the application is aimed at complying with labor policy, which has as its core: the socialist culture of work; the application of the principle of distribution "from each according to his ability, to each according to his work";the principle of demonstrated suitability and job skills; the principle of the participation of workers in the analysis, decision making and solution of problems; permanent and continuous training, as an investment for the development of labor competencies and the satisfaction with quality of the needs of society.

Diagnostic technology is based on measuring the state of Human Resources Management processes, the level of internal integration, the premises and the level of external integration, the results of which allow the adoption of measures for full strategic integration, also the effective participation of workers to achieve superior job performance and increase work productivity.

The main technique that supports diagnostic technology is the checklist to determine the level of strategic integration, whose responses are designed in three stages of development: low, when the minimum score of 5 points is reached; medium, when 10 points are obtained and high when the maximum score is reached, which is 15 points. In addition, tools to capture, process and analyze information such as: interviews, surveys, expert methods, cause and effect diagram, etc. can be used during the execution of the diagnosis.

Diagnostic technology contains the tools to measure the level of external integration, by complying with five premises that define the degree of strategic orientation of the company and the level of internal integration of human resource management processes, based on in the modules of the IWRM model, as well as the level of strategic integration, which is the relationship between compliance with the premises and compliance with the modules.

The premises established and to be verified are the following:

Strategy formulated, agreed with the workers and in the implementation phase to make the objectives a reality. Senior management leads the formulation, implementation and integration of human resource management processes. The effective participation of workers in the solution of problems and decision-making. Satisfactory work environment. Basic competencies in managers and technicians in charge of human resources processes.

Compliance with the previously defined premises gives the company strategic orientation. A company with a strategic orientation is considered when, when analyzing the behavior of the premises, it fulfills as a first condition, to obtain the maximum qualification in relation to the formulation of the strategy and in the others, scores lower than the average must not be achieved. Then the score of each of them is divided against the maximum possible score to be reached and is expressed as a percentage. This allows identifying those with the lowest and highest participation.

The total sum of the five premises is divided against the total possible score to be achieved, which determines the level of external integration.

Modules of the Integrated Human Resources Management model

The procedure for the application of diagnostic technology in the company consists of:

Explanation to the administrative leaders and representatives of the organizations about the objectives, scope and methods for the application of the diagnosis and the need for individual study, to answer the corresponding questionnaire. (Questionnaire checklist). Meeting of the board of directors to analyze the answers to each question, selecting only one as valid, which is the one that most closely approximates the reality of the company. Each response will be adopted by consensus. Companies that comply with the premises have a strategic orientation, therefore, they have a certain level of external integration, they are in a better position to continue applying the IWRM model and those that are proven not to achieve it,they must delve into the causes and conditions that prevent them and will not continue the process until the situation is reversed. If a consultant or a representative of the higher instance participates, this will serve as a facilitator to establish consensus.When the company's board of directors acquires appropriate training, it is up to the director to conduct the self-diagnosis process, relying on the computerized support that It allows monitoring of the progress that the entity is making in terms of integration. In this way, the company can establish a comparative status with the previous results, and that it repeats when it decides, until it manages to cover the gap with the strategic integration index of advanced companies or the maximum possible. As part of the diagnostic technology, a computer support was designed,which is used for self-diagnosis and monitoring by the company itself of the advances or setbacks it achieves in the application of the IWRM model, and whose manual is attached in annex 8.In companies with a strategic orientation when continuing to apply technology Based on the modules of the IWRM model, the level of internal integration is determined. In order to determine the level of internal integration, the behavior in each of the nine modules is evaluated and the score obtained is divided against the possible one to be achieved, and it is expressed as a percentage, which allows verifying the modules that contribute the most and least to integration. The total sum of the module scores is divided between the possible points to be achieved and the level of internal integration is expressed.Subsequently, the strategic level of integration of the company is determined, which consists of the relationship between the level of internal and external integration, by dividing the level of internal integration of the modules and the level of external integration of the premises, between the points possible to achieve in each of these indicators and is expressed as a percentage.

The applied methodology for the design of the support technologies consists of the identification of the existing problem in the job qualifiers, the training and suitability of the workers, the analysis of the causes and the design for each case of the technology, which is validated through participatory methods.

Results offered by diagnostic technology:

TOTAL premises

Strategic orientation 100.00% Effective participation of workers 86.67% Competencies of managers and technicians who attend to human resources activities 100.00% Satisfactory Work Climate 77.78% Leadership in Human Resources Management 77.78%

89.47%

Results offered by diagnostic technology:

It establishes the degree of strategic orientation with which the company is currently operating. It indicates the direction of the change process towards which the company must be oriented, by identifying the reference model of full strategic integration. It measures and evaluates the current level of integration of Human resources management with the company's strategy. It shows the human resources management processes that favor this strategic integration the most and which least favor, due to their level of development. The computerized support allows the systematic monitoring of the Advances that the company is achieving regarding its strategic integration. It determines the integration gap by comparing the current level of integration of the company with the average level of integration of the advanced companies in the country.

CONCLUSIONS

The model is a cycle that begins with the application of diagnostic and support technology, followed by the application of the modules and will be completed by the implementation of the NC 3000: 2007 of the SGIRH.The Integrated Management System designed in the company Starting from the reference model, it will imply a fundamental change of mentality, as the functional approach of the activity of personnel and isolated and universalistic human resources practices is replaced by a total human resources management exercise whose center is the effective Participation of competent workers led by leaders and middle managers with theoretical and practical command of the foundation of the model. The Integrated Human Resources Management System designed by the company based on the model,In addition to its integration with the strategic system, its alignment with other systems established by the ISO 9001, ISO 14001, NC 18001 standards, among others, which will have an impact on continuous improvement and the purpose of maximizing the efficiency and effectiveness of the company..

RECOMMENDATIONS

Maintain a process of continuous improvement of technologies, tools, regulations, among others, as well as incorporating into theoretical and practical budgets, the new contributions arising from the consolidation of the integrated management system of human resources in the business year. Completely the conception of the model of integrated management of human resources in companies with strategic orientation so that they design their own SGIRH according to their peculiarities and needs, and their experiences. Execute the preparation of all the leaders and especially, the certification of leaders and technicians who attend the human resources areas in the entities,in the domain of the SGIRH model through training among other ways as a basic element to ensure the process of change that involves the application of said model.

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