OBJECTIVES
Assess the requirements of the competency management system, integrated into the Integrated Human Capital Management System (SGICH), contributing to a culture of competitiveness in tourism organizations.
labor-skills-managementMaster scientific instruments and techniques that allow the identification, validation and certification of organizational competencies, the processes of the main activities and the positions of said processes, linked to the current Cuban standard.
BIBLIOGRAPHY
BASIC BIBLIOGRAPHY:
Cuesta Santos, Armando. Competence Management. Technological University of Havana (ISPJAE): Faculty of Industrial Engineering, Ed. Social Sciences. Havana, 2003.
Cuba, 2007. MTSS. Integrated Human Capital Management System- REQUIREMENTS. Cuban Standard 3000, 3001, 3002 of the MTSS
FURTHER READING:
Acosta Corzo. E. and N. Pelegrín. Procedure manual for the design and implementation of competence studies at MINTUR. Varadero 2010. URL: http://www.gestiopolis.com/organizacion-talento/competenciasorganizacionales-laborales-manual-procedimientos.htm Acosta Corzo E. and R. Durant. "Basis for planning and evaluating the job competency matrices of the main professor in the Varadero Hospitality and Tourism (EHTV)". Varadero 2010. URL: http://www.gestiopolis.com/organizacion-talento2/planeacion-evaluacion-matrices-competencias-laborales-turismovaradero-cuba.htm
"Increase Cuba's competitiveness in the markets…"
"Increase the competitiveness of Cuba in the markets, starting, mainly, from the elevation of the quality of services and the achievement of an adequate coherence in the quality / price ratio."
VI CONGRESS OF THE COMMUNIST PARTY OF CUBA
GUIDELINES OF THE ECONOMIC AND SOCIAL POLICY OF THE PARTY AND THE REVOLUTION
IX POLICY FOR TOURISM
GUIDELINE 257
Approved on April 18, 2011
«Year 53 of the Revolution»
PRACTICAL SCIENTIFIC PROBLEM
High academic results in managers and students during the process of obtaining knowledge, expressed in measurements of classic intelligence coefficients (IQ), did not correlate with successful job performance in the organizational management of tourism..
The emotional pole of human intelligence has been ignored, implying mistakes in recruitment strategies, promotion, training, among other key activities or processes of GCH.
CONCEPTS
Human Resource: All the people who enter, remain and participate in the organization, at any hierarchical level.
Human Capital: People resulting from a cumulative training process that combine knowledge, skills, abilities and values, which satisfy the organizational culture, to create more wealth with efficiency.
Integrated Human Capital Management System (SGICH)
-Cuban system regarding the Integrated Management of Human Capital (SGICH)
In the Cuban company, the missing link between strategy and management is constituted by competencies.… Which represents a revolution in the management of
Human capital
Despite the fact that the country has the potential to systematize the actions that guarantee the best Strategic Management of tourism companies, it has not been possible to achieve a competitive advantage
System of competences that are integrated. Cuba NC: 3001
WHAT CONCEPTS AND APPROACHES TO ADOPT ABOUT COMPETENCES?
Competencies that are requested to fill a position in this XXI century
Approaches to the study and operation of management by competences in the organization.
BEHAVIOR APPROACH
The first and one of the most sustained is the conception of competition based on visible tasks or behaviors (Osbom 1990, Collins 1991). In it, competence is conceived in terms of behaviors associated with performing particular tasks; therefore the evidence to determine its existence is provided by direct observation of performance.
This approach does not concern itself with interior phenomena and the connections between tasks and ignores the possibility that the conjunction of tasks could lead to their transformation.
ATTRIBUTES APPROACHES
The second model focuses on general professional attributes that are crucial for successful performance, such as the capacity for critical thinking, which provide the basis for transferable or more specific attributes.
This Anglo-Saxon approach focuses on the content of the job, as well as its relationship to the organization's overall strategy. Supporters of this approach share McClelland's views that intelligence tests and academic records alone do not provide predictive value for career success,
It is geared towards generic and universal competencies, assuming that any country needs very similar competences if it is taken into account that increasing performance is one of the "universal pathways" to achieve the survival of organizations, although they also recognize the existence of specific competences
HOLISTIC APPROACH TO COMPETITION
The third model has been called a holistic-functional approach (A.
Gonczi et al, 1990) insofar as it integrates and relates attributes and tasks, combines the two previous conceptions, values and applies the worker's ability to put his knowledge gained from experience, which allows various actions to take place that intentionally involve you and take into account the context and culture of the workplace. It allows us to incorporate ethics and values as elements of competent performance, in dynamic interaction with the knowledge, abilities, attitudes and aptitudes of the individual.
CONSTRUCTIVE APPROACH TO COMPETENCES
Another approach is the so-called constructivist model. In this analysis, the emergent nature of the competencies is pointed out, based on the process of elaboration of these by the researcher himself. It is the least widespread and sometimes appears integrated with one of the previous trends (Cuesta, 2001). Through this model, the competencies of the personnel are not defined a priori, but are built based on the analysis and process of solving problems that arise in the organization.
Organizational skills
apart3.24.System of corporate capabilities and values
keys, fundamentally linked to its human capital, that guarantee the success and competitive advantages of the organization, associated with its essential work processes, which as a trend are causally related to successful performance of the entity, in correspondence with a certain culture organizational.
EXAMPLES OF ORGANIZATIONAL COMPETENCES
Achievement orientation / results orientation
It is the concern for working properly or competing for standards of excellence.
Customer orientation (orientation to help and serve the customer) It implies a desire to help or serve others by meeting their needs. It means focusing efforts on discovering and meeting the needs of clients (citizens). Flexibility
It is the ability to adapt and work in varied situations and with diverse people and groups. It involves understanding and valuing different positions or conflicting points of view, adapting your own approach as the changing situation requires.
Organizational commitment:
It is the individual and voluntary ability to align one's behavior with the needs, priorities and organizational goals, acting in such a way to promote those goals and fulfill the mission of the organization.
Transparency:
Conduct of integrity and professional ethics.
Customer orientation. It implies a desire to help or serve others by meeting their needs. It means focusing efforts on discovering and satisfying the needs of clients, both internal and external.
Process competencies
They are the specific capacities of a process that allow it to fulfill its mission and assume responsibilities in tribute to the development of organizational competencies.
The responsibilities of a process will be related to its role in adding value, in ensuring the effectiveness of internal relationships (within and with other processes) and external relationships (with external entities) and that significantly impact the fulfillment of the mission. of the process and the organization.
JOB SKILLS (NC 3000)
Synergistic set of knowledge, skills, experiences, feelings, attitudes, motivations, personal characteristics and values, based on demonstrated suitability, associated with superior performance of the worker and the organization, in accordance with the technical,
productive and service demands. It is an essential requirement that these competencies are observable, measurable and that they contribute to the achievement of the organization's objectives. ”
LABOR COMPETENCES. COMPONENT ELEMENTS
Acosta E. (2010) GAPS Competency Management System Process Approach
Difference Between Superior Job Performance and Adequate Performance
Adequate performance Work Performance and worker performance, appropriate to the requirements established for their position and expresses the demonstrated suitability Superior performance Performance and superior performance of the worker, with high economic and social impact, present and future, identified with the competencies required for their position.
WHAT METHODOLOGICAL PRINCIPLES ARE BASED FOR THE CPG?
Unity in human behavior
People are not only competent from the cognitive point of view, but also emotional, and as a whole: biological, psychological and social, the person is competent or not, in certain activities or dimensions of work performance. Unit in the knowledge of human behavior.
The GPC must be integrated with each thread.
Personnel selection is a process carried out using effective techniques, with the aim of finding the candidate that best suits the present and foreseeable characteristics of a position and a specific company. The training, taking into account these present and future characteristics of the position and company, develops the personnel.
Achieve versatility in human behavior
The most current trend in personnel selection is to seek candidates not for an X position, but for the X, Y, Z position, meaning flexibility or multi-competencies in the employee, and not only for the tasks of the position but for interpersonal relationships (prioritizing the competence of working in a team) and integration with the organizational culture.
WE MUST BE CLEAR IN THE TYPES OF SKILLS
The labor competition system. (Great Britain,
Australia, Mexico)
It is made up of technical councils at the level of branch of activity or productive function.
Made up of representatives of employers and workers. Launch of a system of labor competition under the direction of the social agents of production and the government, in which the educational system is one of the members among several other agents.
They are integrated into other active labor market policies, for example, relocation and requalification of labor in certain sectors (Canada case), or integrating it into a development approach of the local community (United States)
SYSTEMIC MODEL
In Mexico, and in analogy with the British system, the rules of the CONOCER (Council for the Standardization and Certification of Labor Competence)
Typologies of competencies with the highest worldwide recognition. Irigoin and Vargas
The Mexican system distinguishes three types of powers:
Basic (linked to general levels of reading-writing, arithmetic, etc.).
Generic or transversal (for example, teamwork, effective communication).
Specific (the competences of a specific job or position).
Highly employed by the group
KNOW
Typologies of competencies with the highest worldwide recognition. Irigoin and Vargas
There are those who refer to two types of competences: technical or job and generic.
The former refer to those distinctive attributes or traits that an exceptional worker requires in a given position. These include specific knowledge, skills, or attitudes necessary to perform the specific tasks of the position.
The second are those observable and habitual behaviors that enable the success of a person in his or her job or managerial role, as part of the organizational and social strategy.
Typologies of competencies with the highest worldwide recognition. Irigoin and Vargas
The managerial or generic strategic competences are those necessary to obtain good economic results and among these the authors cite: vision, problem solving, resource management, customer orientation and the network of effective relationships.
-The intra-strategic management competences are those necessary to develop employees and increase their commitment and trust with the company.
It is essentially about executive capacity and leadership capacity, among which communication, empathy, delegation, coaching and teamwork.
DO WE KNOW ABOUT SKILLS, CAPABILITIES, ATTITUDES AND VALUES?
The abilities, capacities, attitudes and values, as forms of competences.
WHAT ARE SKILLS?
The success in the different activities that the subject performs depends to a great extent on the way in which these activities are assimilated by him: habits and abilities constitute ways in which this assimilation is reflected.
SKILLS: mastery of psychic and practical actions that allow a rational regulation of the activity with the help of the knowledge and habits that the subject possesses.
The abilities. EXAMPLES
-SKILLS TO CALM DISGUSTED CUSTOMERS -SKILLS
FOR SALE
-SKILLS FOR SERVICE
-FOR INTERPERSONAL COMMUNICATION
HOW TO DETECT THE DEVELOPMENT OF SKILLS
For the time you carry out the operations (functional invariants)
For the independence evidenced in the performance of the activity
For the quality or the results obtained in the activity
(developing or perfecting the assimilated actions)
THE CAPABILITIES
Psychological formations of the Personality that make it possible to successfully carry out certain types of activity.
Examples: Ability to learn fast, ability to dance, to learn languages, ability to direct, communication, negotiation, creativity, etc.
Indicators that reflect the presence of a capacity to conduct themselves according to the attitudes that they have expressed verbally?
The three basic components of attitudes are:
Affective component: central aspect of the attitude, made up of needs, motives, feelings that drive the subject towards the object. The person reacts or comes in contact with the object if it satisfies him, if they experience certain emotions or feelings before him.
Cognitive component: this reflects beliefs, ideas, perceptions, knowledge, information, that the person has about the object of the attitude (work, friend, study, client, races, etc.)
Behavioral component: Indicates the behavior of the individual regarding the object of attitude. Is the object of actions externally observable, through which the attitude is expressed, by which its existence can be evaluated
SOCIAL REALITY AND VALUES
THAT THE FOLLOWING ELEMENTS SHOW?
Breakdown of labor discipline
Loss of interest in work for some people
Weakening of the sense of individual and social responsibility
Simulatory and double-standards
behavior FACTORS THAT INFLUENCE ATTITUDES AND
VALUES
The role of practice is highlighted. For
the value of the participation of the subject with the object of the attitude, in the internalization of the norms and real involvement.
Attitude changes occur best when the pressures or gratifications are in correspondence with the actual results, that is, when there is equity between the behavior and the acknowledgments received.
Other factors such as self-esteem, the subject's image of himself, his motivations of another type.
Attitudes and value system.
Attitudes are generally related to a type of object, be it concrete or abstract, while value systems are orientations of the subject towards general classes of objects; that is, that individual attitudes are organized in value systems. When we say, for example, that a person is SERVICEFUL, we imply that their value system contains stable attitudes in favor of always offering to others, related to their projects, with their daily actions and motivations.
The values. Concept.
They are the type of motivation that defines the way we involve ourselves in the different relationship systems of which
we are part. (F. González, 1997)
Values represent the social integration of culture. (Antonio
Case, 1993)
The value is any object, idea, conception that has a socially positive meaning for a subject or group and a determined society, whose concretion represents social progress. (J.
Ramón Fabelo, 1989)
EXAMPLES OF VALUES THAT WE DEFEND
DIGNITY: it is respect for oneself and for the moral norms established by others.
ASSOCIATED MODES OF ACTION
Conduct consistent with community ethics.
Combat all manifestations of selfishness, individualism and submission.
Take pride in the achievements associated with your own performance or work.
Put talent at the service of the nation
HUMANISM
HUMANISM: It is love for human beings and
concern for the full development of all, on the basis of justice.
ASSOCIATED MODES OF ACTION
Feeling the problems of others as their own. Providing affection, understanding, collaboration and generous dedication to people
Respect people based on the intrinsic value of the human being
Promote a climate of trust, respect and friendship among people, in the family, the community, the student body or labor.
Self-control the manifestations of aggressiveness that can occur towards other people, affecting their physical and moral integrity.
SOLIDARITY
SOLIDARITY: It is to commit in idea and action with the well-being of others: in the family, the school, the labor groups, the nation and towards other countries. It is always being attentive to all the human mass that surrounds us.
ASSOCIATED MODES OF ACTION:
Be willing and execute internationalist actions inside and outside the country, even at the price of high material and spiritual sacrifices.
Contribute from the individual, to the fulfillment of collective tasks Socialize the results of work and study.
Actively participate in solving the problems of the group and the community.
RESPONSIBILITY
RESPONSIBILITY: It is the fulfillment of the commitment contracted before himself, the family, the group and society.
ASSOCIATED MODES OF ACTION
Carry out the assigned tasks with discipline, efficiency, quality and rigor.
Assume criticism and self-criticism as a powerful instrument of moral self-regulation
Know and Respect socialist legality and established administrative norms
Promote a climate of commitment, consecration and level of response to assigned tasks.
Respect and defend social property over the means of production. UCare for the environment.
LABORIOUSNESS
LABORIOSITY: It is expressed in the maximum use and pleasure in the face of work and social activities that are carried out from the awareness that work is the only source of wealth, a social duty and the way to achieve social and personal objectives..
ASSOCIATED MODES OF ACTION:
Show full dedication to the work and social activity that is carried out.
Possess the ability to face obstacles and find solutions to the problems presented in the social activity that is carried out
Comply with the tasks entrusted with discipline, efficiency and quality
Feel greater personal fulfillment, the greater your social contribution in the activity you carry out.
Combat any manifestation of accommodation and loitering.
RELIABILITY
RELIABILITY: It is expressed by acting in
an honest, truthful way in all areas of life. It is to achieve harmony between thought, speech and action.
ASSOCIATED MODES OF ACTION:
Respect social and personal property, do not steal.
Have the courage to express what you think.
Combat the manifestations of double standards, hypocrisy, treason, fraud and lies.
Be self-critical and critical.
Ensure that economic resources are allocated towards its social objective.
Communication can influence the modification of attitudes..
Some of the aspects that must be paid attention to in communication and information are:
1. Credibility of the communicator: this
credibility can be based on the authority or the prestige of a political or technical character that the source possesses.
one.. Structure of the message. Great importance has been attached to this aspect, especially considering the sequence of the arguments. As well as determining whether the use of unilateral or bilateral arguments is better, to nullify the effects of contrary propaganda. In addition to evaluating the use of emotional or rational arguments.
3. Characteristics of the recipient or subject.
Directives
focused on collaborators
** Leadership and development of people
Focused on personal effectiveness
** PERSONAL DEVELOPMENT
MORAL INTEGRITY /
Self-control /
Self- assured
directives
Focused on results
* Customer orientation
* Strategic Management
* Decision making
* Business vision
* Change management
* Orientation to
work results
GASTRONOMIC DEPENDENTS
Culture of service Gastronomic skills Reliability Commitment to the result Teamwork
How identify, validate and certify job skills?
DOCUMENTED PROCEDURE
identification, validation and certification
Tools and methods
Responsibilities of those involved
How the process is carried out
How the results are recorded and presented for approval
Validate through the corresponding document, the distinctive competences of the organization, those of the processes of the main activities and those of the corresponding positions
Certify the competencies of the workers.
Management by competencies and Organizational Strategy It
is necessary to translate the proposed strategic formulas into a series of concrete interventions in management policies and processes.
An organization is vertically aligned if its HR policies and practices support individual and collective behavior patterns that are consistent. with the company's strategy
Reliability of the results in the levels of competences reached by the professionals.
During the course of the validation of the project, it was possible to corroborate through the techniques, the development of higher levels of skills in 75% of the workers in the sample, while only 25% have managed to reach an adequate level and the non-existence of workers who have not reached the required
levels Competency levels reached by the workers
Typification of the impacts of the CPG
(customer satisfaction in the key service process)
These changes enclosed behaviors, which prove the growth of people, through the generation of ways of working, which positively impact their levels of job performance.
Comparative graph on Customer satisfaction
Housekeeper process
The impacts on the levels of key skills of workers in these areas.
Those evaluated obtained higher scores from one year than the other, in addition to raising the levels of the key skills of workers in these areas, reflected in:
The increase in service quality (customer satisfaction)
An increase in industry of employees
Elevation of the care of social property
Better use of the working day
Significant reduction in the application of disciplinary measures
Comparisons of the ED in gastronomic dependents
WHICH METHODOLOGIES, TECHNIQUES OR INSTRUMENTS SHOULD BE MASTERED?
Methodologies for Management by competences It
is necessary to focus on whether the investigation of the attributes (knowledge, skills, attitudes) as
results of a review of the functions of the position or of an analysis of critical behaviors of the individuals. (Adams, 1997.) Starting with workshops with «expert» workers to identify the competencies that lead to superior performance (Mertens, 1998) Or, we must focus on the non-explicit attributes, those underlying ones that lead to «superior performance »(Gonczi, 1995.)
FUNCTIONAL ANALYSIS OF THE POST
It will be possible to identify the labor competences inherent to a position or position following three basic principles:
- It is applied from the general to the particular, since it starts from the key purpose, deriving from it the main functions and those subordinate to them, until obtaining the performance criteria.
- Identify discrete functions, since they are expressed through actions and conditions that affect their execution and that are transferable to different contexts.
- Maintains a semantic structure: Verb - Object - Condition
FUNCTIONAL ANALYSIS OF THE POST
The execution of the technique includes the following actions and procedures to be worked on:
Precision of the key or fundamental purpose of the Organization and the position.
Determination and study of the strategic, general functions of the position.
- Derivation of basic functions. Making the functional map.
- Description of the general productive functions.
-Realization of the detailed diagram of the process.
- Determination of critical performances.
- Analysis of critical incidents.
-Derivation of contingencies and conditions that have an impact on performance.
FUNCTIONAL ANALYSIS OF THE POST
Determination and study of the strategic, general functions of the post.
- Derivation of basic functions. Making the functional map.
- Description of the general productive functions. -Realization of the detailed diagram of the process.
The second moment of the process continues, with a system of interrelated actions based on identification, which derives from the following successive questions:
What are the main functions that guarantee the fulfillment of the mission of the position?
What functions must be carried out to allow the preceding function to be achieved?
FUNCTIONAL ANALYSIS OF THE POST
The declaration of the fundamental purpose must express: What does it exist for? What do we aspire to achieve? And how should you achieve it?
Example: Fundamental purpose or mission of a hotel entity and the preform adopted.
Active Verb Object Conditions and Context
Achieve leadership in the services included in the Cuban hotel sector. Through the improvement of comfort, the personalization of the service, the high economic efficiency, that prestige the Cuban product.
FUNCTIONAL ANALYSIS OF THE POST
The second moment of the process continues, with a system of interrelated actions based on identification, which derives from the following successive questions:
What are the main functions that guarantee the fulfillment of the mission of the position?
What basic functions must be performed to allow the preceding function to be achieved?
Active verb OBJECT Conditions and Context
Supervise the training of cadres and workers of the organization, with the use of DNA and feedback on the process.
Control the forms and levels of stimulation and personalized attention to the organization's workers, through
actions that make its legal application, diagnosis and monitoring possible.
Basis for the analysis of critical incidents.
Expert procedure (Delphi by rounds) and Competency Management.
First round
Development of the first round, where each expert (E) in the group was given a sheet of paper on which they had to respond without comments in the group. Question:
What are the competencies that must be included in the content of the management position X?
- The specialists who apply the method link all the competences, and then reduce the list by eradicating repetitions or similarities. And they configure table 1.
Table 1. Matrix of competencies (C) expressed by the experts (E)
Second round
Each expert is given a separate sheet of paper where the previous matrix is shown. Question:
Do you agree that those are indeed the competencies for that position? With those that you do not agree, mark them with N.
Empirically, if Cc resulta 60% turns out, it is considered acceptable the agreement.
Third round
. the most successful performance?
Experts are advised that number 1 is the most important competence, 2 next in importance, up to n8
Table 3. Expert weightings.
Fourth round
Tables 3 and 4 are sent to the experts, showing them the order reached. Question:
Do you agree with the weightings and the order obtained? Ponder carefully. You can modify or maintain your weights.
Table 4. Order of importance of the competences
“Let us dedicate ourselves, with modesty and without fanfare, each one in the position that corresponds to the daily and strict fulfillment of duty. I think this is the key to winning! Castro Ruz Raul. (2008).
Taken from the Speech delivered by the President of the Councils of State and Ministers in the first ordinary session of the VII Legislature of the National Assembly of People's Power, on July 11, 2008
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