Training in human resource management for business improvement

The success of any organization depends on a series of factors, mostly related to the activity of Human Resources.

Precisely this sphere today faces great challenges due to the changes that are taking place in the world in all aspects, and its immediate repercussion on economic and social processes.

This implies the need to acquire new competences regarding how to manage Human Resources in times of uncertainty and instability.

Our country does not escape these changes that directly affect the Human Resources Management model, the most delicate and complex component of management and which frequently faces great obstacles and resistance to change.

At the present time we are immersed in Business Improvement, which aims to obtain efficiency, efficacy and effectiveness through a process of continuous improvement in the management of the socialist state company, and although we consider that its bases are closer to more Modern and evidences the need to increase competencies in the field of Human Resources Management, the most contemporary approach has not yet been considered.

In fact, the work presents a set of regularities that characterize this activity, which is the result of our experience for more than 10 years, in research and consultancies carried out as well as in the training of our cadres, confirming that our companies maintain a character administrative and personnel and not a Human Resources Management approach.

This supports the need for a process of training managers with a more advanced management orientation in this field, based on a redesign of their skills profile that allows them to rethink their mission and redefine many of their functions in new circumstances, where their resources humans play a leading role.

At the start of the Third Millennium, Humanity has discovered - amazed - that organizations are made up of people (¡¡¡) and that the main source of value creation is given in the knowledge that emerges as a result of human interaction: That knowledge is a social fact.

José Luis Lara

The Argentine State and its Human Capital in the Age of Knowledge

Training in human resource management: Key factor in business improvement

The success of any organization depends on a series of factors, mostly related to human resources activity, an area that has to take on great challenges due to the changes that are taking place in the world in all aspects, and their immediate repercussions. in economic and social processes.

This leads to the need to acquire new skills in how to manage Human Resources in times of uncertainty and instability.

The Public and Business Administration do not escape these changes that directly affect the Human Resources Management Model, being its most delicate and complex component, frequently facing great obstacles and resistance to change.

It seems evident that effective human resource management must be conceived in global strategies to satisfy three fundamental objectives:

Obtaining greater social benefits. The development of organizations. The satisfaction of interests and aspirations of the people who make up these organizations.

Based on this approach and the need that our country has to increase competencies in the field of Human Resources Management, with a more advanced management orientation, it is necessary to train all managers in this field.

The management of human resources

Human resources are the Achilles heel of modernization policies. Modernizing means changing the culture of the organization and, therefore, influencing the values and attitudes of people who work in the public and business sectors, and, as is well known, there are no magic formulas for this purpose, and even less for organizations of the same size. and the complexity of the Public Administration

If you want to know the degree of modernization of the administration of a country, the best indicator available is that of human resources and, more specifically, the transition from traditional personnel administration to the strategic management of human capital. which is also valid for the business system.

When we talk about strategic management of human resources, we are actually talking about completely different ways of thinking and doing than when referring to personnel management and that affect values, therefore, in the culture of organizations.. This strategic management of human resources is recognized by four significant aspects such as:

Consider human resources as the competitive advantage based on the competences that they possess and that they are willing to use in carrying out their work as active participants in the organization.

For this, various personnel policies are proposed that promote advanced human resource management beyond the traditional personnel administration that considers it a cost, hence its reduction for any reason.

Have a proactive approach to the occurrence of problems when making decisions and act early to eliminate or lessen their effect.

On the other hand, the personnel approach reacts after the problem has occurred.

Develop an integrative management, that is, the functions to be performed have an interrelation that allows generating added value in the process and competitive advantages; focuses on competency management, knowledge management, they are learning organizations.

The traditional approach is considered independent activities, each guided by its own practical tradition.

Having a strategic level as it is located at the apex of the organization, where important decisions are made, but it is the responsibility of the entire organization, without neglecting its functional nature, which advises and guides the activity, and a corresponding operational level. everyone who has subordinates, being here where the functions are properly executed.

The Strategic Management of Human Resources generates, in the development of each of its functions, coordination relationships and information flows that maintain an integration of all the activity and allow to obtain an added value recognized by the entire organization and for this it is necessary the professional preparation that not only the managers linked to the activity have, but all in general.

Some of the most important functions of Human Resource Management are summarized below:

The planning is intended to foresee the necessary workforce, understood as the skills that the organization will need at any time and place. The planning of human resources must have as its premise the analysis and description of the jobs, based on the competences required by the position. Recruitment is an activity of outreach, attention, and must achieve a quantity and quality of candidates that guarantee a good selection; This is influenced by the experience of the recruiter, the accuracy of the information provided by the organization, requested by the candidate, and the chosen source of recruitment, whether internal or external. The selection of personnel aims to provide the organization of a workforce with the necessary skills to ensure good performance;This is a process of comparison and decision, which is supported by various techniques to achieve a quality result. Induction are actions aimed at achieving the installation and adaptation of new workers to their work group and, therefore, to the culture The training and career development are permanent, systematic and planned processes, based on the current needs and perspectives of organizations, groups and individuals, oriented to changes in the knowledge, skills, attitudes and capacities of men to increase the effectiveness of your work and the effectiveness of your organization. Performance management is closely linked to the evaluation of competencies, potential and the results obtained,This allows us to have an estimate of how the work is being carried out while constituting a motivating entity for it and its performance in relation to new demands, which manages to increase motivation with new forms of stimulation and contributes to matching needs. of the individuals who work in the organization with its mission and objectives, responding in terms of efficiency, effectiveness and effectiveness. Remuneration starts from the valuation of jobs and is based on the results obtained individually and collective, so it will tend to be a variable component favoring the effectiveness that must prevail in organizations. Promotions are increasingly based on the competence of individuals, so the concept of performance evaluation,potential assessment and career development plans foresee the future evolution of human resources within the organization. Organizational structures that are increasingly flat and flexible lead to lower intermediate levels, leading to greater decentralization, greater autonomy in decision-making, which requires greater skills and more responsibility from all workers. Work systems are made up of the content of the job, the technology of the job, the people, the management style, the policies and practices of the organization. We must bear in mind that the direct link of the worker with the organization is their job, hence it is the starting point for the entire process of human resource management.

The development of these processes characterizes Human Resources Management as a strategic and integrating activity, since all decisions and actions are closely related to each other and must respond to the strategic objectives established by the organization.

The activity of Human Resources becomes an eminently directive, macro-organizational and constantly changing function, more linked to the development and flexibility of work systems

If we reflect on how our companies carry out these functions, we could say that most of them do not perform or regulate them, as they do not have the necessary knowledge to tackle Modern Human Resources Management since this activity, being centralized in the State Committee of Labor and Social Security today Ministry, did not promote adequate preparation and interest in these issues by the managers of the organization.

In our country, Business Improvement is being carried out, which aims to obtain efficiency, efficacy and effectiveness through a process of continuous improvement in the management of the socialist state-owned company, which although it is not yet close to the most advanced trends, It is an important step to move from a bureaucratic approach to Personnel to Human Resources Management.

This entails the need to acquire new competences in terms of how to manage these human resources, although the accumulated experience helps to improve them, this is not enough, so it is necessary to obtain a broader knowledge from the Training that allows the development of new competences.

The work presents a set of regularities that characterize this activity, which is nothing more than the result of our experience for more than a decade, in research and consultancies carried out as well as in the training of managers.

Diagnosis of Human Resources Activity. Summary of the Regularities of the Main problems (1991 - 2001).

It is interesting to note that throughout these years, the different diagnoses carried out in Courses, Workshops, Diplomas, Masters and Consultancies in the Organizations where they have interacted (SIME, MINBAS, MINVEC, MINTUR, CUBALSE, MINCIN, MINIL, MICONST, MIP, MINAGRI, MEP, MIC, Popular Power, among others) repeat the same problems in both the public and business sectors, regardless of the organizations, levels of management or types of activity, reflecting that they are still working with a Personal.

What problems have been found in the development of the Human Resources activity?

General features

There is no link between the organization's strategy and the Human Resources Strategy Lack of Human Resources Policies in the company Human Resources Management does not exist as a system Human Resources activity is underestimated, being seen as an administrative function, with a reactive character. Lack of vision on the strategic role of Human Resources managers. Low level of the holders of the position that affects the activity. The current regulations do not correspond to the current changes, there being a bureaucratization of labor legislation. They are not properly The functions of the human resources area are defined and non-activity functions are assigned. Human resources activity is considered an unattractive and not prioritized area.Human Resources functions are assumed only as an activity of the Human Resources area.

Human Resources Planning

There is no strategic planning of Human Resources Planning is at the level of covering templates, it does not have a future projection. Obsolete and rigid job qualifiers. Poor job design.

Recruitment and selection

The Recruitment process is not done, or is inefficient, Little use is made of internal recruitment sources. The selection process is insufficient. Selection techniques are inadequate and inadequate.

Induction

The induction process is deficient and in many cases it is only carried out to recent graduates. Conventional methods of the trial period are applied

Training and Development

There is no adequate training plan for human resources seen as an investment to achieve objectives as DNA is not carried out according to the needs of the organization. Training is not according to development. There is no training strategy or plan. to be followed by different groups or categories. Training in job performance is not evaluated. Lack of vision of managers regarding the importance of training

Remuneration and Compensation

The salary policy does not correspond to the requirements of the current times. Little stimulation of staff / recognition. The salary does not correspond to the level of responsibility. Lack of effective stimulation systems. Traditional methods of remuneration are applied. Inconsistent salary policy, not according to the content of the job.

Performance evaluation

The evaluation is formal and schematic and is only carried out to cadres and technicians. The system emphasizes evaluating results and the payment system. The evaluation does not consider performance competencies.

Attention to Man

Unsuitable working conditions Poor attention to man, not only material but also moral and social recognition.

Business Improvement and the Training Process

Improvement is a process of continuous improvement to equip Cuban companies - the fundamental link of the economy - with the necessary capacities and powers that enable organizational change based on better administration and the application of modern techniques in business management.

In its bases, the fundamental characteristics of the business management and administration system are defined, the faculties granted to it and the general policies and procedures for action, based on the 16 Subsystems that make up the Improvement.

Analyzing these subsystems we can see that the activity of human resources has an incidence in almost all of them, but in particular in the subsystems of:

General Organization Management Methods and Styles Organization of the Production of Goods and Services Organization and Regulation of Work Quality Management Labor and Salary Policy Man Care

Although these subsystems do not include all the functions related to Modern Human Resources Management, they contribute to improving it and it should be noted that they tend to be seen with a level of dispersion that threatens an integrated and systemic conception, as well as the strategic nature of they must have these processes.

Regarding the policies, guidelines and procedures that are established, they are very general for some functions such as: training, job design, performance evaluation, etc., such important functions that require new knowledge. On the contrary, it goes into more detail into more administrative aspects such as a pro forma contract, etc.

Another important element in this analysis is that in many companies the responsibility for the improvement process has been delegated to the Human Resources Area, which, as stated in the diagnosis, generally there is little preparation in its activity and is not part of the apex. strategic in the organization, therefore, lacks a global vision of the problem.

The Improvement process is established as the first step in “Personnel Preparation”, in our interaction with companies we have seen that it is carried out, but it is only limited to the knowledge of the Bases, not to preparing for modern trends in business activity in general in terms of concepts and techniques, so when addressing the second step "The Initial Business Diagnosis" they are not prepared to develop it because how they will develop it if they do not know the gap that separates their current situation from the desired state.

Then they go to hire external advice, which if it is of quality and the company knows how to take advantage of it can be a training process, but this situation does not always behave like this and it is concluded that the Diagnosis is prepared by the advisers and the entity loses the opportunity to learn these techniques.

If the preparation in these aspects is not resolved when the Diagnosis is carried out, it will be very difficult for a good projection to be achieved in Step 4 when developing a study that concludes with the “

Elaboration of the Improvement File ”and in case this is approved, the greatest difficulties will be in the 6th Step when trying to execute the“ Implementation of the Business Improvement ”and the expected results are not obtained.

All this is ratified by the number of deficiencies detected in the presentation of the final files, where most of these problems correspond to the Subsystems of the Human Resources Activity:

General Organization

Flat and flexible structures are not designed. Base units do not define clear and simple functions, nor are they given the necessary powers. They define positions of chiefs without assigned personnel.

Management Methods and Styles

Many collective management bodies are created, which duplicate or overlap functions. The creation of collective management bodies is not delegated to the base units.

Organization of the Production of Goods and Services

The company's areas of responsibilities are not listed. The role of the brigade leaders is not enhanced, their functions and powers are not clear.

Quality management

Quality management bodies are created to supplant the functions of the corresponding structural division. The functional and structural organization that the quality activity will have is omitted. Etc.

Labor and Salary Policy

The suitability for certain occupations is specified but not defined. How many expert committees are created and in which areas are not expressed. The probationary period for different positions is not expressed. In the evaluation of performance no indicators are defined or who evaluates.

Lack of design of new occupations in administrative and service areas and structures with excess staff are designed. The forms of payment systems that are proposed fail to demonstrate their links to the real results of all workers and have inaccuracies in the indicators. The payment systems do not include other company indicators that appear in the Planning Subsystem. It does not reflect a quantitative and qualitative evaluation of the results expected to be obtained with the forms of the proposed payment system. Etc

Attention to Man

In the budget in the concepts of work clothes and footwear, food and cleaning products, the MLC norms approved by the government are modified.

General features

The principle of comprehensiveness in the preparation of the file is not fulfilled, not guaranteeing the linkage and interrelation of the different subsystems. Errors are made that show that the Bases for Business Improvement have not been studied in depth.

If some of these deficiencies are analyzed, we can see that there is a correspondence with the diagnosis that had been presented, only that they are related by the different subsystems and the diagnosis by the modern conception of the essential flow of human resources, which shows the need unavoidable of the training.

In the National Diploma in Business Improvement concluded the previous year, the participating managers expressed how important that knowledge had been received at the beginning of the process, this is ratified in the two Provincial Diplomas we are teaching.

At the National Seminar on Measurement and Planning of the Increase of Labor Productivity in Cuban Companies, Armando Pérez Betancourt, Head of the Executive Group for Business Improvement

"He described the response of the entities to Business Improvement as delayed and among the causes, he valued the fact that employers do not have updated knowledge of management techniques and lack skills and habits in this regard."

In each teaching activity with activity managers, we develop a diagnosis of learning needs, and there is agreement in pointing out that these are:

Strategy and Management of Human Resources..Planning of Human ResourcesRecruitment and selection.Career development.Evaluation of performance.Stimulation and motivation.Remuneration and compensation.Labour market.Organisation systems.Change and leadership.Organizational behavior.Conflict and negotiation..Communication General Economic aspects Management informatics Business improvement MTSS resolutions and documents

This training could be carried out, not only in courses and diplomas, managers demand a more dynamic and creative way of improvement, which includes:

Seminars, Workshops, Exchange of experiences, Events, Forum, Links with Universities, Management Techniques Centers, Branch Schools, E-mail, updated information on the activity (bulletins, etc.).

All the elements raised demonstrate in a tight synthesis the need to develop a managerial capacity that improves the professional profile of managers, redesigning their functions, in a way that allows them to meet business, political and social objectives.

This entails assuming a Strategic Management of Human Resources with a strong preparation, whatever the hierarchical position and the role it performs, taking into account the other elements of the administrative subsystem.

Conclusions:

In the last 10 years, Human Resources Management has acquired a leading role, and constitutes the competitive advantage in organizations, which shows the need to move from a Personnel Department to Human Resources Management. Our organizations have the activity of Human Resources as a pending task for some time, since it has been a very underestimated task, which makes our managers unaware of this activity. Business Improvement constitutes a great step forward for the change that the Cuban economy requires., but we must bear in mind the current trends in the field of Management in general to identify well the gap that we must reduce. Through our experience in teaching this subject in the different sectors of the economy,It confirms the need for this knowledge to be part of the competencies of all managers regardless of the level they occupy in the organization. Knowledge is only useful when it can be applied. If organizational knowledge is not transformed into action, it is not knowledge, it must be stimulated both within organizations and in their relationship with the environment. People do not change just because they have the will to do so; it is necessary to significantly restructure your work and redesign the way the organization operates with the consequent reorientation of the organizational culture.Knowledge is only useful when it can be applied. If organizational knowledge is not transformed into action, it is not knowledge, it must be stimulated both within organizations and in their relationship with the environment. People do not change just because they have the will to do so; it is necessary to significantly restructure your work and redesign the way the organization operates with the consequent reorientation of the organizational culture.Knowledge is only useful when it can be applied. If organizational knowledge is not transformed into action, it is not knowledge, it must be stimulated both within organizations and in their relationship with the environment. People do not change just because they have the will to do so; it is necessary to significantly restructure your work and redesign the way the organization operates with the consequent reorientation of the organizational culture.it is necessary to significantly restructure your work and redesign the way the organization operates with the consequent reorientation of the organizational culture.it is necessary to significantly restructure your work and redesign the way the organization operates with the consequent reorientation of the organizational culture.

José Constantino Nalda and Ernesto Carrillo From Personnel Administration to Human Capital Management

Idem.

Organizational Structure and Human Resources Management. Topic 2: The Human Resources Department. DEADE CUBA 1995/1996

Most common deficiencies presented in the final files of the Improvement, received on September 15, 2000, by e-mail from the Executive Group for Business Improvement.

Juventud Rebelde Newspaper, June 26, 2001. José Alejandro Rodríguez: Business Improvement Separate Breaching Entities.