The Human Resources area within the company and in general within organizations has changed a lot in recent years as a result of the evolution that the company as such and modern organizations have experienced.
Likewise, the human resources professional has had to adapt to the new ways of understanding the company and be able to satisfy the needs that it has in terms of human management. Blasco (2004) describes in his article Recruitment and Selection, old and new role of the psychologist, how the professional in charge of the recruitment and selection process in companies, who has generally been a psychologist, has had to modify his way of making selection of personnel according to the transformations of the business world. “That changes are getting faster and faster is beyond doubt. That there is no other professional outlet than to assume this dynamic, adapt and make the most of it, is the only reality. ” (Blasco, 2004, p. 98).Among the main changes that have affected the human resources function, Blasco alludes in its article to the following: a) very accelerated technological innovation that applies to all areas of the company, b) the massive development and implementation of telecommunications and the globalization of information, c) new forms of employment and contracting, d) the rapid evolution in forms of organization, e) the internationalization of companies giving rise to interaction between different cultures, f) the appearance of new university degrees oriented to human resources management and, g) the excessive transformation of universities into training centers for technicians and not experts and innovators in their disciplines. Consequently and as human resource professionals,all of the above is the cause of a set of changes in our activity, which requires new skills ”. (Blasco, 2004, p.101).
The specialized training of the manager of human resources in the company is relatively recent. This vocational training, of a formal nature, must be carried out by a higher education institution so that said professional can face the world of work with a theoretical theoretical base, of a higher level, that is, university level, which allows him to assume his tasks with a technical basis. and scientific, apart from the good faith and common sense that, according to Quijano (2006), was enough in not so distant times.
Among the functions of higher education, included in article 13 of the Organic Law of Higher Education in Ecuador, is that of "training responsible, ethical, and supportive academics, scientists and professionals, committed to society, duly prepared to be capable of generating and applying their scientific knowledge and methods, as well as the creation and cultural and artistic promotion ”(Art. 13, Organic Law of Higher Education, literal c).
In this sense, universities must offer careers that meet the economic, social and personal needs of citizens through different jobs and jobs and different organizations. Likewise, these careers must seek scientific and technological development for the social and economic well-being of the country.
The university offer must be based on the needs of the country at each moment of its historical development. This is what the Organic Law of Higher Education calls the principle of pertinence and it is included in article 107 that says: “The principle of pertinence consists in higher education responding to the expectations and needs of society, to national planning, and to the development regime, to the prospect of world scientific, humanistic and technological development, and to cultural diversity. To do this, higher education institutions will articulate their teaching offer, research and activities related to society, academic demand, local, regional and national development needs, innovation and diversification of professions and academic degrees,to trends in the local, regional and national occupational market, to local, provincial and regional demographic trends; to the link with the current and potential productive structure of the province and the region, and to the national policies of science and technology. ”(Art. 107, Organic Law of Higher Education). That is why universities and higher education institutions must be continually reviewing their study plans, adjusting them to the national reality and anticipating their needs in order to be able to provide the professionals that the country needs.and to national science and technology policies. ”(Art. 107, Organic Law of Higher Education). That is why universities and higher education institutions must be continually reviewing their study plans, adjusting them to the national reality and anticipating their needs in order to be able to provide the professionals that the country needs.and to national science and technology policies. ”(Art. 107, Organic Law of Higher Education). That is why universities and higher education institutions must be continually reviewing their study plans, adjusting them to the national reality and anticipating their needs in order to be able to provide the professionals that the country needs.
According to Castillo and Cabrerizo (2006), curricula in higher education constitute a way of organizing knowledge structured in cycles, subjects and disciplines that must constitute an instrument of social and cultural progress. One of the components of the study plan is the professional profile of the graduate, which must contain aspects regarding personality traits, ethical requirements, patterns of intellectual and physical growth that represent the requirements of professional practice and the competencies that the professional should exhibit. in a certain field of work activity. (Castillo, S. and Cabrerizo, J., 2006). To do otherwise would be, not only not to contribute to national development,but to run out of students since they would not be offering careers that had enough career opportunities and contribute to increasing the university unemployment rate.
According to Quijano (2006), the directors of Human Resources have not had great recognition among their fellow managers in organizations. They are seen as people who work with intangibles, carry out less rigorous activities and have serious problems in showing the added value of their contribution to the organization. According to this author, managing people has not been seen with the same importance as making investments, managing financial resources or properly organizing production. This has been verified both in the academic and business worlds. For this reason, in Business Administration careers, the weight has been in the “hard” subjects such as accounting, finance, the organization of production or marketing, while the weight of the “soft” subjects, related to human behavior and its management,It has been much lower than the first.
On the part of companies, many of them do not have a human resources department or have it poorly structured. And in many of them, the professional in charge belongs to the area of engineering, law, clinical psychology or medicine.
Nowadays it would be inadmissible that, in a major company, the finance or production area were not occupied by a professional trained and trained in their respective areas of competence. However, it is still assumed in many organizations that the HR director can be anyone with common sense, skill in interpersonal relationships, and, above all, loyalty to management.
Just as we expect that the decisions, diagnoses, and treatments prescribed by a physician are grounded in expert knowledge, accurate technologies, and proven scientific theories, so too should expert knowledge based on scientific theories and techniques be expected from the human resources professional. accurate.
Hence, formal, university, technical and scientific preparation on issues related to human behavior and its management is a necessity that today's world requires of these professionals.
Bibliographic references
- Blasco, R. (2004). Recruitment and selection, old and new role of the psychologist. Psychology Magazine of the University of Barcelona, 91-122. Castillo, S. and Cabrerizo, J. (2006). Teacher training in higher education, Didactics and curriculum. Madrid: McGraw Hill, Chiavenato, I. (2007). Human resources management. Mexico: McGraw Hill, Corral, J. (2009). The director of Human Resources as CEO. Human Capital, N. 231, 58-60. Organic Law of Higher Education. (2010). Official registration number 298 of October 12, 2010.Pereda, S., & Berrocal, F. y. (2008). Work Psychology. Madrid: Editorial Síntesis.Quijano, S. (2006). Human Resources and Consulting Directorate in organizations. Barcelona: Icaria Editorial SASastre, M. and Aguilar, E. (2003). Human resources management, a strategic approach. Madrid: McGraw Hill.
