The international boom in the rise in metal prices has led the mining sector to transform its concepts related to production, which today, at the speed of information technology and best business practices, leads them to seek sustained profitability in the human factor.
Today, in a sincere and open diagnosis, we can say that very few companies were and are to this day, prepared to face this challenge, rather they do not take for granted that the losses that today are covered by their profits, could be reduced and / or eliminated if its central strategy had focused on the human factor.
The development of mining in all its scales has turned Peru into a strategic productive sector, a sample of which are the export levels that have increased notably in recent years.
The management successes of the Mining Units that opted to improve in the face of change (continuous improvement), were based on the development of the labor competencies of their workers, who are competent for the following:
• They manage their personal resources (knowledge, abilities, attitudes, skills and values) as well as the environment (technology, organization, others) to respond to complex situations, and
• They carry out their activities according to explicit success criteria and obtaining the expected results, with the consequent added value
Therefore, if we conceive the following formula:
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Profitability Based Business Profitability |
= |
Standard of Labor Competence |
+ |
Job Profile |
+ |
Management of Safe Behavior |
We will be able to propose a Competency-based Human Resources Management Model with results of Business Profitability and sustained in a favorable climate of healthy attitude towards security
Previously we must define the Labor Competency Standards, and the Job Profile.
A Labor Competency Standard are characteristics that the worker must have in order to be competent in a certain job, determining the level of performance expected in a job, focusing on what the worker achieves (results) through a Functional analysis. A standard is made up of the following variables:
• Strategic activities: they are the components of a competence in certain actions, that a worker must have the capacity to develop to carry out a job successfully.
• Performance indicators: formulas that allow us to evaluate competent performance.
• Associated behaviors: it shows us the way in which the worker, through behavioral indicators, develops strategic activities appropriately.
• Knowledge: detailed information that the worker must have on certain elements, to competently carry out strategic activities.
• Cognitive, psychosocial, psychomotor and relevant skills for the adequate performance of strategic activities.
The Labor Competency Standards are the basis for:
• Develop training and professional training programs,
• Analysis and description of jobs,
• Attraction, selection and incorporation of personnel,
• Prepare Succession, Remuneration and Benefits Plans,
• Implement human resource management systems and
• Evaluate and accredit the performance of workers based on competencies.
A Job Profile based on competencies is a concentration of Labor Competency Standards that account for the activities and tasks that make up a job, also determines us:
• The general environment within which the worker operates,
• The competence variables associated with the profile,
• The competencies related to the situation of the Mining Unit in which the worker must demonstrate his competitiveness to carry out his tasks.
• Evidence if a worker is able to carry out their activities that are associated with their job profile through direct and indirect evidence, according to the expected criteria.
Job Profiles, defined according to competencies, respond to an ability to carry out complete tasks rather than isolated activities or tasks, thus generating added value for their professional training, training and, most importantly, human resource management. from your work area.
Example of roles considered in the job profile of a mine section manager
We must bear in mind that in order to define what are the labor competencies of the various jobs, we must carry out a process of raising competencies based on the company's Strategic Plan, having defined the processes and sub-processes that are developed in the Mining Unit both the operational areas (Geology, Mine, Plant) and the support areas (Maintenance, IT, Community Relations, Human Resources, Security and Environment) define the organizational balance with the consequent number of jobs to be developed in this In this way we will have a balance between the behaviors sought and the competencies defined.
Below is the Human Resources Management Model based on Labor Competencies, in which we highlight in the first instance the processes of the Human Resources area; that with the application of the best business practices 03 results will be obtained that ultimately determine the Profitability of the Mining Company.
The first result generates an adequate work environment, development of knowledge and skills, with the corresponding commitment and identification of all staff, and the determination of job competencies, the second result is coupled with performance criteria and the field of application in which the work is carried out (equipment and materials used, safety specifications, nature of the information generated and used, work environment).
The third result triggers a skilled worker, who performs his job with high standards of productivity, quality, and safety awareness, who adopts it as part of his daily work.
This entire briefly described sequence determines business profitability.
The drawbacks that may arise in its implementation may be the following:
- Unions, which have a crucial responsibility due to their adaptation to global changes and the creation and distribution of wealth, may not want to apply the model in the first instance, it is not an easy task, which means applying new thinking in The management of human resources. It is necessary to invest time, with the unions, since for the implementation it is necessary to count on their collaboration. Supervision by the staff of the Mining Unit is strategic in the implementation of the model, therefore the investment in training of supervisory personnel should not be spared. In addition to having the support of Senior Management, there is some resistance to change, when applying the model, which determines that all constant effort is necessary to bring down this resistance,It should also be borne in mind that this model assesses whether the worker is not only thinking about whether he is going to change or not, rather it determines how fast the worker is changing.
The benefits of implementing the Model in question are the following:
• Optimization of personnel selection and recruitment costs.
• Increase in production levels.
• Application of best organizational practices.
• Greater control of operational losses is carried out (dilution), as well as better quality control (law).
• The training ROI (Return on Invest) indicator increases.
• Decrease in work absenteeism.
• The technical capabilities of the contracting personnel are optimized, with the consequent decrease in costs associated with the Unit Prices of the contractors.
• Competencies are defined:
o The Organizational or Strategic Competences for the achievement of the Vision, Mission, Values and the Business Strategy that are required for the entire organization with different levels of mastery.
o Generic competencies that distinguish a group of workers who belong to a Functional Unit.
o The Specific or Technical Competencies required for a given job.
• The level of human resources is creditable, even more so when the Mining Unit is certifying in OHSAS 18001 and ISO 14001 standards.
• Significant reduction of labor conflicts, since the union is considered a stakeholder, by participating in the implementation of the model.
• In addition to the process of raising awareness of the activity's own dangers and the risks to which it is exposed, accidents and incidents would be significantly reduced, raising the level of production.
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