An organization in which the human beings that comprise it are not involved in the organizational project and without a common philosophy, is often a victim of ineffectiveness and job dissatisfaction and is probably doomed to failure. Human beings are the fruit of interaction. beliefs, values, desires, needs and motivations and all of these end in a behavior, a way of perceiving reality and accommodating to it.
Little by little, the various forms of management have become more professional and have changed to the point of not exerting pressure and giving way to collective decision-making by the members of the organization.
Human Resources management is the result of the interaction of three basic elements: the environments, the organizations and the members of the organization themselves.
The approach is managerial in nature. There is a search for equitable, flexible and integrated labor relations to increase productivity, improve efficiency, create company culture and ensure total commitment to meeting social and business objectives, within the changing labor framework. The purpose of the personnel is the integration of the person and the organization.
What differentiates an organization that is successful from another that does not have success is, above all, people, their enthusiasm, their creativity. Everything else can be bought, learned, or copied.
The current models of organizational management present a common denominator: they all seek alignment between human resources and organizational management, each managing their own approaches, objectives and strategies.
What can we understand by strategic alignment?
They are the organizational management actions that allow us to direct the human resource as a unified set to the strategic objectives that the organization wants to achieve. To be effective, it must communicate.
They teach strategy, talk about what the company stands for, and help employees, suppliers, and others relate their actions to it.
This new management approach with strategic alignment practically covers all aspects of the business, which means that human resources as a whole are the fundamental actors that create and implement the planning of business objectives and work processes, leading them to obtain favorable results for all: shareholders, clients, collaborators, market, etc.
Talent management
Talent Management according to the Consultancy Hay Group, Spain (2001) -is a strategic management approach whose objective is to obtain maximum value creation for the shareholder, the client, the professional and society. Talent management is carried out according to the consultant, capturing, developing and retaining individual talent and organizational talent.
These facilitators for attracting and retaining talent include:
The companies that will prosper in the next decade will be those that focus their resources more decisively on the activities that drive value creation. The people who make up the company must clearly understand how they contribute to creating shareholder value.
Areas that generate change in human resource management
The areas that generate change in the Human Resources Administration are: technological, sociological, commercial, political, and economic.
- Technological scope:
The discovery and implementation of new technologies has allowed a profound transformation of society, giving rise to new and varied products and an in-depth review of management systems in companies.
- Sociological scope:
The emergence of new professions and careers, hitherto little or nothing considered and the strong development that others have had, whose field of application was very limited, together with the improvement of communications in a broad sense and the impact that this phenomenon has had on the company-worker relations, has led to a higher level of knowledge, better fluidity of information and more accuracy of the methods used in predicting the future, allowing early decision-making in administration and management business.
- Commercial scope:
Technological changes have facilitated flexible production and / or service systems that manage to obtain new products, which greatly influences companies and the behavior of today's society.
- Political scope:
The collapse of the political system of the countries of Eastern Europe, with the bewilderment it has produced in parties with similar ideologies, is producing mutations in society.
The changes that have occurred worldwide have had a great influence on the management of human resources in companies, especially on the quality and professionalism of the staff.
- Economic scope:
The crisis the world economy is going through is a consequence, in part, of the financial crisis.
All this results in a noticeable decrease in the benefits of employers and, as a consequence, in imbalances in the labor markets, registering unemployment rates comparable only to those of the crisis period of the 1920s.
For their part, companies aspire to be professionally more competitive to improve their position in the national and international market, trying to find new products and / or services and forms of organization, which forces them to redefine or redesign strategies, objectives, new ways of working and greater flexibility.
This important objective cannot be exclusively achieved through the incorporation of the so-called new technologies, but it is necessary to have the adequate, motivated and trained human capital capable of understanding and carrying out different responsibilities; for this reason and with increasing emphasis, the need to train and exceed the human capital required by the new company is being recognized, not only to update its knowledge, but also to improve learning methods based on the application of new technologies for the training and development of personnel.
The human factor is a basic and strategic element of business management practice. It is basic because the efficient human execution of the elaborated plans depends on its efficient administration. It is strategic because organizational changes cannot be carried out, logically, without the assistance of the people who have to carry them out.
In this sense, a dynamic perspective of HRM in companies is proposed, the management of change as a way of obtaining the involvement of workers in fulfilling the mission, vision and objectives of the company, which means that the practice The HRM addresses three fundamental elements:
- First of all, the person. The person is a "resource" of the company, with the capacity to interpret, decide and seek their own satisfaction. Secondly, to working conditions and compensation. The contribution that people have to execute and in correspondence with their performance will be the reward for their work.
In this sense, human resource management is a function that looks in two directions:
- It seeks to relate people to the different positions and the job needs that they require. It seeks to relate people according to criteria of competence and also of motivation.
Here the compensation conditions intervene. It is stated that the practice of assigning (filling job vacancies) and integrating personnel (accepting people in positions), is a tool to relate people to work plans and objectives.
For this reason, HRM is a strategic function: its mission is to place competent and motivated people in the necessary time and place.
- Thirdly, to the company's human resources management system (SGRH). Modern HRM is carried out according to systems that, for its effective operation, must be subject to practices and criteria to control its results and update its techniques.
In other words, the HR function has the mission of assigning and integrating human talent into the cultural frameworks of the company's organizational division.
The function of integrating corresponds to the cultural policy within the SGRH, so its objectives are to be able to:
a) Provide the company with the necessary competence and commitment according to the position and organizational sector.
b) Maintain the collective cognitive structure of the company so that it can provide the individual satisfactions and the expected collective benefits.
Starting from the essence of work, in the new century where the trend is that the worker is linked to the company physically and emotionally, companies have to assume the initial training of their staff and their specific adaptation to the activity they carry out, the culture and the organization's own values.
This training is carried out, both on the job and outside it, and it is not oriented exclusively towards the specific task that it performs, but it has a multidisciplinary character.
What is a team
The team concept has its origin in the sports version of the theme.
However, this view from sport is incorporated into the organizational field in the middle of the century.
The starting point for defining and differentiating teams is the notion of people articulated with the whole.
So I emphasize the inclusion of people first.
They are not obvious but the essence of the team's conception. Without people there is no notion of team.
These people are not disjointed. They are articulated in a complex web of interrelationships that include interpersonal links, the organizational chain of command, context, individual history, etc.
This organizational fabric is basted by the function and role of each member.
The result is a function of the previously determined objectives. It is the purpose accomplished. At the core of the team is the search for results. People get together, participate, compete, etc. to get results. And these must be measurable.
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Planned change process
Organizations with a proactive vision have the ability to perceive and understand the changes and the effect they have on the behavior of those involved.
Processes that must occur in each of the phases to achieve change in a human system.
Defrosting (Invalidation): during this stage the forces for change are generated and consolidated.
Change Through Cognitive Restructuring: Planned modifications are introduced, starting with the easiest for the organization to accept, then gradually moving on to changes of greater complexity and scope.
New Freeze (Consolidation Of Change): this phase helps management to incorporate their new point of view, that is, the necessary conditions and guarantees are created to ensure that the changes achieved do not disappear.
Organizational reaction to the incorporation of change
The effects of the change are not automatic, nor necessarily equivalent to what was expected.
Consequently, organizational man is conceived as a being who seeks his integral development from the encounter of his three dimensions: intellectual, affective and social; organizations are spoken of as the vital space that should enable man to develop; and for this development to take place, it must be an organization in need of change.
Organizations must become spaces for communication and reflection, a product of the joint construction of the people who make it up. Furthermore, consider the change of culture as a continuous learning process, framing man as the center of the development of an organization.
No change can be successful without prior planning; Furthermore, determine whether these should be initiated by those who really feel the need for change.
Whatever the case, when the company is in the process of change, cultural norms must be reoriented by changing the management system, that is, the multiple management processes, the organizational structure and the management style that drives the company.
Competitiveness is a strategy that results from combining entrepreneurship with the ability to continually learn. In a general sense it can be said that it is an attitude and an aptitude.
The changes have been as instruments of adaptation. Almost all driven by a crisis of mission and strategy of the organizations and, by the need to adapt, more than by any intention to change the internal organization itself.
Organizational change for greater competitiveness
The new scenario to which organizations are subject are hasty changes that demand high flexibility and adaptability to the demands of their environment.
A key element for the acceptance of the culture change is communication. The transmission of values, beliefs through effective communication processes.
For many organizations, organizational change management also means moving from a traditional culture in which bureaucratic, motivational styles and values of power and affiliation prevail, and a climate of conformity; to a performance culture, where it is possible to contribute new ideas; People can take calculated risks and are encouraged to set challenging goals, through recognition of merit and excellent results.
Globalization within the processes of change
In order to undergo the processes of change in human beings from the individual to the institutional levels, leadership is necessary that takes into account the cognitive, emotional and behavioral aspects that lead the organization to a true transformation.
Finally, the image and thought of the leader are essential to give direction to the change process, to achieve coherence in the human team and consistency in decisions, which will make an organization more competitive in a market economy, where everyone should have the same opportunities and the same risks.
How to manage organizational change
On the other hand, it is necessary to carry out a previous diagnosis of the organization to appreciate its true situation and define both its real mission and the strategic guidelines that should guide it, at the same time that it facilitates the identification of those environmental variables that may have a negative impact. or positively, on its main areas of management, with which potential obstacles, weaknesses and threats could be anticipated, in addition to the potentialities themselves.
Are we doing things well, can we do it better? Is our response capacity better than that of the competition? Are we truly prepared to face and take on changes in the environment?
The manager's role as leader of the organizational change process
In the face of a process of organizational change or reconversion of attitudes, the role of the manager should be to lead the change itself, becoming a visionary, a strategist and an excellent communicator and inspirer of all those aspects that involve the development of the organization. new technologies and the increasing boom of the so-called "information revolution" has led to accelerated changes in organizational structures, at the same time that it conditions a new global profile for the manager, where his main personal characteristics must include greater ability to adapt to new circumstances, an international mindset and excellent conditions for learning and communication, in addition to having elementary principles such as ethics, honesty and justice, whose assessment is universal.
While the ability to understand and direct all of the organization's processes is vital to developing effective leadership, the modern manager must not only master the technical, logistical, strategic, and financial aspects as a whole.
conclusion
Investment in the training and updating of personnel is another aspect of special significance, in order to make it the axis and motor of the transformation processes.
Working for work is today a sign of unproductivity. What is required to be more competitive is dynamism, that is, energy oriented towards the achievement of objectives.
The failure of change efforts in many organizations has been due to not taking into account, beyond rhetoric, the personnel as the center of the transformation and not achieving an adequate balance between their adaptation and changes in processes.
The human resources manager must be able to support change, considering it as a strategic tool for achieving organizational success.
