Management of human resources

People management has always been necessary for organizations to function.

For example, it may be necessary to hire new staff or adapt the skills of existing staff; When employers began to consider the need to manage and structure human resources in the company, most of the decisions they had to answer were the number of workers they had to hire and for what period, in most cases due to adjustments. of production.

However, the management of the social is not only due to the needs produced by adjustments in production. It is also the result of the social struggles that the various unions represent. On the other hand, it is part of lands whose operational and strategic complexity is increasing. Therefore, what has happened is that there has been a change: from the regulation of “mere” work to encompassing it in a series of strategic objectives, as a consequence of the emergence of social law and its institutionalization, of the psychosocial approach and its application..

There is an increasing complexity that forces the distribution of tasks and requires greater professionalism. Today, more participation is needed from people, and this makes them more demanding. So the management of human resources:

It broadens its competences: From the administration department and the regulatory and security functions, to strategic implications: social security job management, quality of life in the workplace, creation of solidarity and effective teams.

2. The objectives

2.1. Basic definitions

People are considered as resources, both because their work is a factor of production, and because their development, their initiatives and their potential actively contribute to the overall effectiveness of the organization.

In order to understand the relationship between the objectives and purposes of human resource management, it is necessary to develop a global and coherent vision of the organization, specifying, in general terms, its own purposes, regrouping the activities involved in its realization, as well as the range of resources used (people).

Human resource management is an area that affects all employees, both as active and passive subjects.

The components:

Strategic, correspond to the definition of personnel policies and the articulation of social functions; Operational, are the methods used by the organization to obtain, conserve and develop its human resources; Logistical, are the administrative tasks, instrumental regulations that derive from the first two aspects.

2.2. Three complementary purposes

The first objective of human resource management is to find the right people to carry out the missions and carry out the activities that the organization entrusts, that is, to select, retain and qualify the people.

Managing people also consists of the individual elements being integrated into an effective collective organization, which implies a double activity:

Assist each person in the performance of their duties and the achievement of their professional objectives. Provide the collective organization with an adequate structure and operations.

Synergy is an important notion that expresses the idea of cooperation between individuals or functions of the organization, in order to achieve convergent effects.

The management of human resources must contribute to each one achieving their objectives and further personal development, gaining in effectiveness against an action directed towards the economic objectives of the company only.

3. Referred powers

Having the pertinent instruments for evaluation and analysis and we find ourselves with four types of limitations:

Economic and operational Psychosociological Legal

Have appropriate models and tools for action: Before acting, it is advisable to pay attention to the objectives and means of production; to current technologies; to both visible and informal structures; to the norms and values that will guide the action.

You also have to know the types of instruments; which are the answer to the various limitations that we have previously examined and are:

of economic origin of legal origin of psychosociological or pedagogical origin of an operational nature

Know how to act globally and consistently. Technical coherence is achieved through knowledge and mastery of two types of tools: reality models and action instruments. Both can be found in standards, general methodology, existing organizational techniques, or professional habits.

The policies that are followed and the decisions that are made have no value if it is not for the human mind that conceives them, therefore, explaining your intentions is, at least, as important as being successful in your projects.

From the point of view of the energies of action, human resource management consists of the search for a complementarity between two forms of intervention:

Mobilize, promote and develop commitment and collective animation. Suppress the tension generating points.

The effectiveness of the tools used depends on the behavior of those who use them. Those responsible should be asked to be honest with themselves and to know how to manage themselves before trying to take care of others and, therefore, they must have a great psychological maturity, which requires, on their part:

Openness to others Management of own vulnerability Adaptation capacity

To put this type of management into practice, good diagnostic and action instruments are needed, therefore a more demanding professional know-how. On the other hand, the fact of working directly for people implies personal authenticity in terms of values, reliability in their relationships with others and effective maturity.

4. The strategic objectives of human resource management

Whoever intends to optimize the management of human resources cannot be content with a conventional activity. Must reflect in the long term, taking into account employees and how to associate them with the organization's policy

4.1. Participation in the human aspects of strategic management

4.1.1. Beginning

- Social policy and strategy of the organization:

All social policy must adapt to the general objectives of the organization to which it refers, that is, to the strategic relations with other departments and to the short-term relationship and the longer-term orientations.

- From resources to employment:

Social policy is both a resource and an employment policy. When considering them as resources, employees are considered as actors within the organization, some present and others potential. With regard to employment, it is necessary to harmonize the functioning of individuals based on the functions conferred on them. It is looking for synergies, that is, collective results in accordance with the objectives of the organization.

4.1.2. Economic, technological and organizational alternatives

One of the strategic objectives in human resource management is that employees can be effective, contributing to the objectives of the organization. But the projects of an organization are very strongly marked by the economic environment and technological changes.

For this reason we will start with the idea of flexibility, which is the organization's ability to modify its structure and its projects, reacting to its environment. A decision is more flexible when it can be better adapted, that is, it accepts different alternatives and leads to different options. Just as the operation of an organization is more flexible when it admits more modifications.

4.1.3. Alternatives in the distribution of powers, decision processes and cultures present in the company

When a company needs to modify its social policy, we cannot modify its habits if we do not try to understand them first and then modify them, always little by little and from within.

On many occasions, it is better to make the necessary changes due to the participation of employees, and for this it should be taken into account:

The existing powers. The cultures present in the organization.

4.2. Prevention and anticipation of needs in qualified personnel

Pension management involves various practices:

Develop joint strategies, the purpose of which is to anticipate future needs in personnel and jobs, what we call “pension management of employment and professional careers. Medium-term adjustments, with a constant concern to adapt and respond to situations of individuals through specific or specific programs.

The social security management of human resources must combine two divergent aspects:

A collective vision Individual wishes

4.2.1.General simulation model

We start by taking an inventory of current personnel resources, which are structured by hierarchical level, as well as by type of job. From this balance, the changes that these resources will undergo in a given term are studied, therefore the projection is based on the probable variations in staff, which can be of two types:

Certain jobs will disappear due to retirement, voluntary withdrawal, resignation or natural death. Certain changes in structure will be due to promotions, internal changes and the reorganization of jobs.

From these studies, we have a matrix of actual employees and another of the employees that would be desirable. Comparing these matrices, the differences that have been observed can be upward (it will proceed to outsourcing and internal promotion) or downward (it will be advisable to take certain preventive measures such as progressive reclassifications and appropriate social measures) although the most common is that structural mismatches occur.

4.2.2. Means for pension management.

The preceding model requires a structured set of instruments: a reliable information system, simulations carried out from a coherent database. But it will only be of value if it is based on a coordinated social policy and the effort to convince staff of what constitutes their interest:

Coordination techniques: pension management must be associated with a master plan, that is, with a set of rules and limitations that will set the action itself. Facilitation techniques: many employees are willing to admit a certain degree of professional flexibility if they are provided understanding and appropriating that fact. What they do not want is to be in a precarious situation. Internal adjustments: such as contracts of limited duration or the use of temporary workers; employers' initiatives (adaptation of schedules, use of training periods); government initiatives.

A balance needs to be struck between internal and external adjustments. Employees will only believe us if we have a global policy, based on principles that respect each employee, even if it is temporary.

4.3. Mobilize men and require their involvement

Managing individuals is taking them to participate in actions that affect them, and helping them to do a pleasant and competitive job.

4.3.1 Balances and solidarity

equitable remuneration: remuneration must be stimulating and appear equitable both internally and externally. Rewarding collective experiences: competence at work should not be very strong, we must give priority to teamwork over individuality.

4.3.2 A shared company project

The company project is the best way to get salaried people to make the organization's objectives their own. It is a tool to empower staff and sensitize them to the company's strategy.

4.4. Conditions for achieving effectiveness

4.4.1 Clarify objectives

Whatever the organization, we will always have an underlying policy regarding people. But it is more beneficial that this policy is explicit, and that it is known. Having to formulate and explain it we will be forced to a certain realism. And also to be more rigorous. Clarifying company policy involves:

define concrete medium and long-term objectives, explain how those objectives are achieved; what are the underlying ideas and what are the concrete means.

4.4.2 Adaptation to the context of the organization

Any policy must be tailored to the organization to which it applies. Regarding its objectives and methods, it must have three characteristics:

That it be creative, but conforming to the legal and administrative rules of the sector in which the company operates. That it integrate the environments within their possible impacts, both for today and tomorrow. That it be realistic in relation to the state of the organization in its aspects. technical, structural, economic and social, granting, therefore, more or less importance to the following aspects:
1. The management of the professional career The social climate The parity relations The image that the organization transmits from the social point of view.

4.4.3 Permanent control of the results.

A social strategy has no value but regularly measures its effects, in order to adapt its objectives and expand its means of action. Assessments must be conducted at various levels:

From an economic point of view (profitability). From a legal point of view. From an operational point of view. From a psychosocial point of view. From a socio-political point of view.

4.4.4 Adequate distribution of tasks.

As for the work of those responsible for the human resources department, it is important to properly distribute the functions reserved for the general management, which would be better attributed to a specialized agency, those that can be entrusted outside the company and those that are part of the tasks of the company managers.

5. Social information systems

To carry out its social policy, an organization needs to have an adapted information system that allows us to carry out, at all times, the necessary diagnoses for the evaluation of company problems.

5.1. Objectives of an information system.

5.1.1. Goals.

The information system is a database that must be fed with all kinds of data related to general objectives and operational needs. And whose only representative objective is to allow a permanent diagnosis.

5.1.2. Methods

It will need to be based on:

The individual reports of the employees The state of the procedures and the policies followed in the social management, with special attention to the evaluations that have been carried out The risks and the social dysfunctions in depth For the preparation of the decisions some data will have to be added of an economic, technological and strategic type.

5.2. Diagnosis and social controls

5.2.1 The social balance and its indicators.

This balance corresponds to the change experienced in socio-industrial relations. In a double aspect:

From a sociological point of view. From a management point of view.

We are going to divide the social balance in seven parts that only try to expand the elements that were previously dispersed:

Employment: existing at a certain time and its characteristics Remuneration and complementary charges, as well as how to achieve the figures Hygiene and safety conditions Training Education professional relations Other living conditions related to the company.

In theory, social balance is a means to refine observation, judgment and diagnosis in social matters, increases reasonableness and social debate between social agents and, at the same time, improves agreement. With social marketing objectives, it can serve to show that the climate, labor relations and professional competencies are appropriately targeted.

The responsibility for carrying out the social balance sheet rests with the director of the company who has the obligation to send it to the union delegates, the labor inspection and the company committee, as well as it would be interesting to show it to the shareholders.

5.2.2. Control of social management

For B. Martory, social control is a means of collaborating with the organization's social management, contributing to the management of human resources by analyzing the results and the corresponding costs. In practice, information and social management are broader when they refer to executives than to other employees.

There are two great methods to collect and process information:

The quantitative approach proposes tables of figures, statistical data or accounting studies They offer statuses, allow comparisons, allow to see deviations and when multiple data are contrasted, the figures may indicate certain problems to be solved. The qualitative approach consists of certain summaries of discourses, by observation One of the means is to be attentive to everything that happens in the organization or you can also carry out surveys of employees or talk to them in order to better understand things.

5.2.3. Basic inventories

Above all, it is convenient to build the information bases. The data contained in them must be organized reliably and easily. It is convenient to group them around operational limitations and legal obligations:

Items related to payroll or administration. Observations from the social balance. Individual staff reports.

5.2.4. Action related evaluations

From the previous inventories, certain analyzes can be carried out to facilitate the control and preparation of the action. Depending on the cases they can serve:

To control processes For budgetary management For strategic evaluation

Social ratios translate the relationship between two characteristic measures of human resource management. In practice, we can distinguish the basic ratios, which are global measures for one year and for the entire company, and the analytical ratios, which divide them into subsets (by staff category or for shorter periods).

Dashboards are sets of indicators that allow the organization and its various services to appreciate the evolution of social data. They can be established using statistical values, ratios, budget lines or qualitative studies.

The indicators can be grouped by topic:

Those who measure activity Those who measure budget elements Analyzes related to structure, movements or behavior

Surveys that analyze the social climate express the way in which employees live the organization in which they work. This climate is the result of the individual perceptions of the employees, based on their professional experiences. If these are negative they will translate the low level of productivity, the lack of involvement and the possible conflicts of the employee. If he feels comfortable at work, he will push others to take responsibility for his work.

Finally, the dossiers elaborated on the particular problems, such as, for example, an in-depth study of how much it costs to change an employee from a job.

5.3. Pension information and social audit

5.3.1. Preventive observations and pension simulations

Until now, the information that was collected came, above all, from what already existed in the organization, but when necessary, the content or scope of this information can be expanded in three different ways:

Expanding internal information Trying to anticipate social risks Performing pension simulations, to know how certain budgets or certain variables would be transformed depending on such situation, event or decision.

5.4. Technical contributions of computerization

5.4.1. Available applications and their use

Most of the time, payroll management is already computerized with a fairly high satisfaction rate among users. Little by little, other programs have appeared, under the names of management tools or decision aids. For example:

Administration and staff dashboards Management of the training plan Training aids Computer-assisted education Recruitment aids Interpreted tests Management of the recruitment plan Management of wages Payroll management Management of results..

5.4.2. Outline of a computerization process

If they want to improve the use of informatics, those responsible for human resources have to respect the following steps:

Start with those services where increased productivity is most likely Do not make any decision without having experienced it Reorganize work at the same time as new programs are introduced Think about spare solutions in case of emergency Structure the applications around a central file

6. The operational and institutional functions

There is, of course, a service or direction that is responsible for managing employees: it is the personnel department. However, the general management retains important decision-making capacity.

6.1. Distribution of management functions

6.1.1. Joint management

Shared human resource management that falls within the framework of the organization's general policy and due to its globalization requires a certain division of functions:

The strategic part is assumed by the management and the group that makes the decisions The action plans and their implementation correspond to the intermediate cadres and external subcontractors The other employees are responsible for their individual or collective reactions

The coherence demanded by the actions related to the management of employees requires a good synergy between the functions, but it is not easy. Many problems are due to conflicts between powers and competencies between different agents. Sometimes, human resources departments experience certain internal conflicts that are the result of disputes or competition in each other's tasks. Such tensions, when not fully resolved, end up degrading the external image of all its members.

6.1.2. The weight of the general management and operating controls

Theoretically, the general management performs three main functions:

Adjusts the general objectives and the action strategy Determines the operating principles Spreads certain behaviors and certain values that should be shared

The operational managers must manage their work team, they must ensure that each employee contributes to the collective results, while ensuring their fair remuneration, and they must coordinate the team's work to optimize their action.

6.1.3. The tasks of the human resources department

For a long time, personnel services dealt with administrative and disciplinary tasks. Subsequently, other tasks were added to the first ones: the hiring and monitoring of professional careers, training, the mobilization of employees, the organization of work, the remuneration policy and the pension management of employment.

The functional objectives should be, before the general management, a demonstration of their experience in proposing strategic alternatives and technical knowledge, as well as helping to carry out political alternatives and processes of change.

Internal organization, in small companies, is developed by streamlining the hiring, training and remuneration processes.

In certain cases, the human resources department uses external agents to help them in their action. This type of collaboration is useful for at least three reasons:

Certain activities are too specialized to create internal positions dedicated to them. Others require certain special skills, a mix of rigor and impartiality that should be asked of external consultants. Other tasks may be the occasion to relieve certain departments of important administrative work. so they can dedicate their time to more important tasks.

6.1.4 The importance given to social agents and employees

When we are faced with open management, everyone can have a certain influence on social objectives, their application and their control. Employees can cause incidents, create obstacles or create tensions that hinder the action being carried out.

6.2. Union presence and representative bodies of workers

6.2.1 Missions of staff representatives

The works council aims to allow the collective expression of employees. It permanently defends its interests in decisions that affect them within the It also has cultural and social competences, as well as the resolution of particular problems.The staff delegates present to the employer all individual and collective claims related to working conditions, wages and the application of the statute of workers. Union delegates have the function of representing their union before employers. There is also a committee that ensures hygiene, safety and working conditions, although these points are also valued by the unions in negotiations with employers.

6.2.2 Theory and practice of union action

As an individual, the employee can assume very unrepresentative quotas of power within the company because the employers accumulate all the power. And from there arises the need for workers to group together in search of greater quotas of power within the company by creating unions, which have performed important services to workers within companies.

Sociologist A. Touraine distinguishes three main models, in which they can find differentiated forms:

The first is based on spontaneous awareness of the opposition of interests between employers and workers. The second is based on negotiation. The third promotes integration.

In practice in the face of crisis situations and technological renewal, unions have abandoned a good part of their ideological references. But they find it difficult to find a new language.

6.3. Dysfunctions, conflicts and negotiations

6.3.1. The grounds of conflict

Conflicts are fundamentally based on the importance of men in the organization's strategies. Other conflicts depend to a greater extent on tactics and are due to particular situations:

Problems with salary Lack of information to act Negative labor conditions Insufficient training or social promotion Incompetence or abuse of certain managers Non-compliance or inadequate compliance with social legislation The distance between the style of the organization and that of society in general.

6.3.2. Trading techniques

From a general point of view, negotiation is the process in which two or more parties try to agree on one or more issues, based on different needs and points of view. There are several trading methods:

Defensive or stabilizing methods (what one gains from negotiation loses the other) Constructive methods (arrangements yield a kind of null balance) Sequential processes (through agreements to develop common problems

7. Evaluation of jobs and work behaviors

In order to update social policy, the sources of information must be constantly renewed. Statistical and accounting information is not enough. Regularly review available knowledge about jobs and the people who hold them.

7.1. Professional activities and jobs

7.1.1. Jobs, jobs and destinations

A job position can be defined as the meeting point between a position, which is at the same time geographic, hierarchical and functional, and a professional level that refers to competence, training and remuneration; and it must be considered in two ways:

In their compulsory activities In their optional activities

The objectives of a job analysis are as follows:

Create a new position. Classify a position on the scale of qualifications, bylaws and salaries. Optimize, simplify, recompose, restructure, reorganize, redefine, delete part or all of a position. Compare the analysis of the position and the appreciation of the functions performed by the owner.

7.1.2 Methods for analyzing jobs

Direct analysis: direct description of the objectives and the activities that compose it; using the following techniques:

Ask the incumbent following an established script Suggest the incumbent to make a written inventory of their activities Organize exchange meetings between various job holders We look at how a beginner works (see most common mistakes) We observe the best workers without disturbing them.

Indirect analysis:

By studying their results. By simulating them in a laboratory. By analyzing their "critical incidents". By studying the "communications" of the position.

7.1.3 Classification systems

In the private sector, we are witnessing a trend in collective bargaining based on classifications, which play an important role because they allow establishing a hierarchy in positions and determining the salary categories of their holders.

7.1.4 Problems related to an inadequate job analysis

Improperly analyzing jobs or incorrectly appreciating their roles and profile can lead to numerous difficulties.

From an operational point of view you can see:

Positions that are quantitatively unsuitable and that hide, whether it is insufficient activity or excessive work areas Positions that are qualitatively unsuitable, with poorly defined tasks, uncertain or that do not correspond to the established objectives Poorly managed interactions that generate isolations, mismatches or tactical distances between the various functions

From the point of view of human resources and social policy, poor job management leads to all kinds of dysfunctions. It prevents successful hiring and increases the number of unsatisfactory job losses; it also aggravates absenteeism from work and the number of accidents at work, implying some degradation of the social climate.

7.2. Individual potential and behavior at work

Appreciation of behavior can help us to reorient the activity and functions of employees, taking into account the results and the potential that we know. It also helps us draw conclusions related to training, motivation and remuneration.

7.2.1. Individual assessment as a management tool

We can use behavioral assessment at work to achieve better interaction between individuals, to improve the effectiveness of people and work teams against their objectives, as well as collect information on current performance and the skills that can be developed. in people and teams.

7.2.2. Individual assessment, agent of training and change

The evaluator's behavior can help develop a better evaluation by:

If you speak to convince, you will lead your interlocutor to reject what you say If you speak to listen next, you are exposed to certain offensive remarks If you want to solve problems together through trust and sincerity, then you are about to have a real exchange, source of learning common.

7.2.3. Techniques of permanent contacts to the evaluation interview

The initial hiring is also the basic evaluation, since it constitutes the moment in which the first findings and orientations are made.

We will later distinguish the evaluation process of the periodic interview with each employee, this being the time dedicated to make a mutual balance of what has been done.

Analyzing the jobs is often a task of the human resources management, since they have a detailed knowledge of the activities they control. It is the operational managers who are on the front line, but the human resources department must point out the importance of what is at stake.

It is normal that the hierarchical managers can evaluate the results of their subordinates, but it is also important that there can be other parallel evaluations to achieve an evaluation that is as objective as possible.

7.2.4. The risks of improper evaluation

Operational risks: when behavior at work is poorly appreciated because the competencies and potential of employees are not well understood, when there is no communication with the employee about their competitiveness. Psychological risks: it is delicate to appreciate behaviors. The assessor can make psychological mistakes and the assessor can cover himself with armor that hinders all communication.

8. The recruitment

Recruitment is the process of choosing between different candidates for a position, when it has been deemed useful to create, maintain or transform that position.

8.1. From personnel needs to job profile

8.1.1. Locating needs

The notion of contracting always comes from specific needs:

They can be strategic, if they correspond to the creation of new tasks. They can respond to certain temporary emergencies or tactical adjustments. Or they can be related to the movements of personnel. But do the stated needs really require that someone be hired? Sometimes it is better to train existing employees, rather than adding other competencies that will be difficult to integrate into the current work of the working group, which means that, although hiring sometimes seems to be the solution to all problems in many Sometimes there are other more profitable solutions.

Once we have made sure that contracting is the most effective and necessary solution, we must set the duration (limited or unlimited).

8.1.2. Legal framework and limitations in the process

All hiring involves the preparation of an employment contract, which means that a series of legal considerations must be included, which are various types of protection for both parties.

We must take into account the most appropriate deadlines for hiring, and take the appropriate measures. Costs should be carefully studied as they may be the cause of certain improvements in the contracting process.

8.2. Pre-hire options

8.2.1. Agents and means for selection

Internal service is preferable when it comes to large or complex hires, or when the internal culture of the organization is particular and requires specific processes. In other situations, it may be appropriate to use external directors.

Regarding selection, there are numerous tools, although sometimes we can ask ourselves about the interest of some of them.

Interviews and tests are often preferred by recruitment departments, and the most useful are those that ask the candidate to act as if he or she is performing the job for which they are selected. We must not forget the content of the announcements, the letters of candidacy or the questionnaires addressed to the candidates, which greatly helps us with the selection.

8.2.2. External or internal contracting

Each company shows its preferences for the type of contract and we will try to delimit the strengths and weaknesses of the two ways.

Advantages of internal contracting:

It reduces costs and selection deadlines. Candidates adapt more quickly to the position. Some positions can be eliminated and others can be enabled at lower cost. The other advantages are psychological; such as increased loyalty to the company of the selected people.

Advantages of outsourcing:

It is a remedy to the impossibility of internal contracting To avoid psychological problems among wage earners It serves to partially renew human resources

I want to emphasize that we cannot determine the best system for all companies, but that each one can have its preferences and be equally successful.

In the internal recruitment process we can create an internal employment market through public action on the needs of the position or through the technique of the quarry or the nursery, which consists of the continuous training of people destined for a specific position in the future.

8.3. Reception of the employee, his follow-up and his relations with the other services of the company

8.3.1. Reception and integration after hiring

The means used to receive the candidate in the event of outsourcing are:

Reception by the person in charge Sponsorship: possible interview with managers or people who have the desired information Regular follow-up interviews

In the case of internal promotion, it is advisable to ensure that the employee adapts to his new work context. In case of geographic transfer, certain financial compensation may be offered for the costs of the removals.

An inadequate contracting can be characterized by the following points that constitute both means of control and correction:

The selection process is not demanding enough Not enough people have responded to the publication of the need We have not been able to adequately delimit the needs Integration has not been satisfactory We have not sufficiently related the recruitment and other elements of human resource management

9. Training

9.1. What is vocational training for?

They are the pedagogical means offered to employees to develop their skills at work.

It allows to follow the rapid evolution of the profession and professional practices. We can use it to anticipate changes or to react quickly to what we couldn't foresee.

The second type of objective is of a social and cultural nature. Its purpose is to evolve the behavior of employees.

9.1.1 The possible objectives

From the point of view of the organization:

Increase the competitiveness of the organization Guarantee or develop competencies due to a recruitment, an internal transfer or a promotion Provide for the circuits through which, progressively and generally, knowledge will be increased to adapt the qualifications of personnel to the needs of the organization Put special emphasis on the categories of less qualified personnel

From the point of view of individuals, the objectives are mainly to achieve better training that allows them to better carry out their work as well as to facilitate the possibility of promotion, without forgetting the need not to be “obsolete”.

9.1.2 The basic principles

Training is a means and not an end in itself. Its value is related to the quality of the objectives it sets and the actions derived from them. You should weigh your opportunity, take it at the right time, and make it attractive. It is an investment from which the company expects a profit in the medium or long term, the profitability of which must be calculated in such a way that it is totally profitable.

9.2. Policies and action programs

9.2.1 Preparation and management of an action plan

The stages to prepare an annual plan that leads to concrete actions are the following:

A stage of analysis AND a period in which the objectives are set The contents of the training plan must be coherent, but equally accessible and operational. Avoid: Poorly defined objectives Do not accommodate individual demands Shred the budget, because trying to please everyone we can not please anyone Forget, more or less arbitrarily, certain categories of personnel

9.2.2 Adaptation to new technical challenges

Any worker in a company wants to be trained in new techniques many times based on techniques already known but with new or unknown applications, which requires a dual purpose; get to train the worker in the structure of the technique and apprehend new applications.

Faced with the necessary changes, the managers of the company, very often, instinctively resort to hiring and training, which is a mistake because we cannot structure an annual training plan when new people are entering the company every very often. short time, or on the contrary create a training plan for workers who will not be able to correctly assimilate the theory necessary for new technologies. Therefore, when the change must be generated, it must be without breaks so that the general strategy of the company can be continued without interruptions.

9.3. Counting of needs, trainers and pedagogies

9.3.1 Discover the needs

Among the possible ways, we can point out several ways:

A detailed, job-specific observation of adaptation needs A more comprehensive reading according to role types An inventory of critical incidents and competency issues that are translated A report on staff evaluation Knowledge of individual demands from a questionnaire annual.

In organizations of a certain size, the person in charge of training can form a reflection group with the managers of each key sector of the company. The group will be supported by diagnoses carried out within the framework of pension management of jobs. From there you can deduce the main lines of the actions that should be carried out.

9.3.2 Trainers and places for training

It all depends on the importance of the content that you want to transmit and the behaviors that must be modified. When it comes to teaching a technique, we will choose a trainer focused on the content and its teaching. When it comes to modifying behaviors, the trainer should focus on who receives the training and will become an animator.

As in hiring, there are various reasons for hiring external deformers and for hiring internal trainers. Being each company the one that determines which is the most convenient option. And the same could be said of the places where the training is given. If it is in another company we can give a bad image to our clients but on the contrary we can get knowledge for our employees that we could not provide otherwise.

9.4. Administration, logistics and effectiveness control

9.4.1 Your follow-up

To manage the training, follow-up cards are usually kept (which allow the information required by law to be saved):

By trainee, by professional category and by department By course and type of project By body that ensures training on behalf of the organization

9.4.2 Control modalities

Controlling training has three main advantages:

It allows to know what the trainees have lived and to what extent they are satisfied. It is a way of evaluating the scope of what has been learned. The most important thing is that it is a way of measuring the relationship between costs and what has been learned.

10. Remuneration

10.1. General point of view

Remuneration is the set of financial resources that are awarded to employees to remunerate their activity in the company.

Remuneration constitutes the fundamental aspect of the counterparts granted to work activity, its most material and measurable aspect.

10.2. Elements that determine the remunerations

The fundamental element of remuneration is the salary that is paid at least monthly to each employee.

The general regulations impose a series of fundamental rules on us, such as the minimum wage, it is prohibited to index wages over general rates, equality in wages between men and women and the obligation to negotiate wages and working time annually.

Remuneration also depends on the economic level of the country where the company is located, the economic situation, the situation of the sector, the evolution of income and prices, etc…

10.3. Objectives of the organization

An organization must base its remuneration policy on three principles:

Active management of the wage bill: Keeping it at the levels necessary for the development of the organization. Taking into account the consumer price index, as well as the possible laws that regulate the wage bill. A balanced distribution of the money it distributes: A remuneration policy sometimes faces complex challenges that should be coordinated among them. For example, you can try to reconcile:
- Individual emulation Commitment to specific objectives Equity of remuneration The concept of solidarity
Diversified remuneration: there are many ways to encourage the action of workers or to remunerate their work: bonuses, extra payments, use of a free vehicle, granting loans at lower interest rates than the market, use of housing, assignment of the.. Many times although the cost is the same for the company. One type of remuneration may have a greater effect than another, which must be controlled and studied in each case.

10.4. Technical, administrative tools and means of control

10.4.1. Payroll administration

It consists of the following tasks:

The registration of the entries, exits and modifications that affect the statute of the workers. The constant adjustment of the parameters that intervene in the calculation of the salaries. The computerization of the payroll, very well received by the workers. Respect for the administrative regulations in the documents. both individual and collective Payment on fixed dates

11. Communication and revitalization of collective work

11.1. The communication

Communication systems are at the core of human resource management. Many organizations' problems stem from difficulties in communicating. All communication consists of two interdependent and interrelated elements:

Transmission of content Interpersonal relationships

In every organization there are: A formal communication that is transmitted through hierarchical structures and the official media and an informal communication that uses more spontaneous exchanges, local broadcasts or parallel information.

11.1.1. The characteristics of communication in the company

A communication system within the company must be carefully developed and regularly controlled.

The three directions of information that we are going to talk about are just a way of expressing ourselves and are communication:

Ascending: is that information that reaches from the workers to higher levels of the organization. It always comes from lower levels and are usually demands, requests, reports, quality circles Descending: it covers certain managerial aspects, orders, department notes, opinions and other forms of evaluative reports Lateral: made up of contacts between departments and assumes that groups, hierarchical functions and structures are related by interactions of a diverse nature

For both the general management and the human resources department it is good to keep three complementary communication networks active:

A relationship with employees in which no hierarchical reference intervenes A regular relationship with staff representatives Mediation by upper and middle management

11.1.3. Theoretical conditions for good communication

Communicating something requires being attentive to three complementary aspects of any relationship: Syntax, semantics, pragmatics, the characteristics of individuals and the characteristics of context.

11.1.4 The media

Despite the existence of numerous media, it is advisable to choose only some of them and develop them perfectly in the most effective way:

Department Notes Job Meetings Spontaneous Workplace Exchanges Individual Interviews

There are also a number of methods to facilitate feedback

Opinion polls Boxes for ideas and suggestions Management questions

11.2. Organizational communication management

11.2.1 A communication policy

In an organization, communication methods and techniques should serve to open and enhance exchanges between employees; to build together the perceptions, the language, the practices that allow daily life and a practical agreement and to spread the fundamental orientations, the objectives that follow from them and the lines of action that should be respected.

11.3. Work enhancement

The empowerment of work loses its value if it is not based on healthy communications. One way to involve employees is by giving them decision-making power over their own activity, over the context of their work and their personal evolution. In order for him to engage in his action, a person needs to feel able to carry it out, see certain advantages in it and feel a certain freedom of action. The first condition refers to the development of skills. The second to quality in work counterparts. The third invites a democratization of structures, powers, and technologies. By respecting these conditions, we will be able to facilitate the participation of employees in all stages of management, from strategic preparation to operational implementation, through control of the action.

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