The present work was carried out in a hotel facility, with the fundamental purpose of preparing the Labor Competency Matrices in the Gastronomy process of the same, adjusting these to the requirements of the Hotel and the Chain and serving as a basis to improve the current System of Performance Evaluation.
From the development of the work, it was found that there is currently no correspondence between the quality levels of the facility and the evaluations of the performance of the workers in the process under study, which indicates the need for a change in the Human Resources Management that forces a greater demand in the evaluation of performance, proposing a methodology for the determination of Matrices of Labor Competencies.
To achieve and fulfill the objectives of this work, a group of techniques such as: Document Review and Analysis, Interviews, Surveys, Observations and Group Work were used.
Abstract
The present work was carried out in a hotel, with the main purpose of elaborating the Matrices of Labor Competition in its of Gastronomy process in close relationship to the demands of the Hotel and of the Chain and serving as a base to improve the current System of Evaluation of Acting.
Within the development of the work it could be proven that at the present time there is no correspondence between the levels of quality of the hotel and the evaluations of the acting of the workers in the process it indicates the necessity of a change in the system of administration of human resources that leads to a major demand in the evaluation of the acting,
intending a methodology for the determination of Matrices of Labor Competitions. For the achievement and execution of the objectives of this work they were used a group of techniques, such as: Revision and Analysis of Documents, Interviews, Surveys, Observations and Group Work.
Introduction
In the world context, a series of profound changes and innovations in the scientific and technological field have been carried out in the last decade, which have been coupled with changes in the internal structures of companies and in their relationships with their employees, which has forced the management systems used by organizations to be transformed.
Human Resources Management has also undergone considerable changes, characterized fundamentally by the change in the conception of personnel, since human resources are no longer seen as just another resource, becoming the essential element in organizations. This leads to the possibility that Human Resources Management has evolved, and is currently engaged in new challenges, with Competency Management being one of them, making it, within the organization, a path capable of achieving harmony between the organizational objectives and the individual development of the people, raising to a degree of excellence the competences of each one of the individuals involved in the actions of a company.
This model forces companies to previously carry out an analysis of the organizational culture, values, strategy, leadership styles, among other factors, which allow the entity to begin to define core competencies and from They will be broken down until they reach the competencies that the worker must possess in their job with the aim of achieving a degree of successful competitiveness. In addition, with this model the organization can develop new management tools related to Recruitment and Selection of Personnel, the Study of Potential, Career Plans and Performance Evaluation; being of vital importance for this last factor,since from the same behaviors can be proposed more in line with the demands of the Installation and the demands of the environment.
The Hotel Installation under study is immersed in this new environment, which is implementing a Competency Management philosophy as the basis for the Performance Evaluation process, which will be carried out gradually. Therefore, the work was aimed at achieving the following objectives:
- Prepare the Labor Competencies Matrices in the Gastronomy area that correspond to the processes and the organizational culture. Propose Methodology and Techniques to prepare the Competence Matrices. Determine Labor Competences in the Gastronomy area. Propose possible indicators and techniques that are used to measure the levels of the Labor Competency Matrices.
Development
The term competencies has its origins in the year 1949 as referenced on the website http://www.gestiopolis.com/competencias-laborales/, by Professor T Parsons, about a conceptual scheme that allowed structuring social situations, according to a series of dichotomous variables. From this moment on, studies on the subject continued, and in 1973, David McClelland, professor of psychology at Harvard University, looked for new variables capable of reliably predicting adequate adaptation to the problems of everyday life, and consequently professional success, which he called competencies, which allowed a better prediction of job performance.
So on, the study of this term by various authors continued, with different models appearing worldwide to analyze job competencies, depending on the approach you want to give to staff learning and the position that the person occupies in the command and responsibilities structure. of the organization, which can coexist several at the same time, without this negatively affecting coherence as a system.
On the website http://www.campus-oei.org/oeivirt/fp/03a01.htm it is exposed by CONOCER (1999) that these models can be classified as: functionalist, behaviorist and constructivist.
The Functional Model, consists of the breakdown or disaggregation, and the logical ordering of the productive functions that are carried out in a company, following the principle of describing products at each level. This model is generally used at the operational level and is limited to technical aspects.
The Behavioral Model is a methodology that focuses on the identification of work behaviors in relation to tasks and occupations. It generally applies to management levels.
The Constructivist Model, in this perspective, the competences are linked to the processes in the organization: it is the development of the competences and the improvement of the processes. This partly links the two previous models.
Various criteria have been issued on the term labor competencies, some of these can be found more on the website http://www.gestiopolis.com/competencias-laborales-y-competencias-profesionales/, where it is stated that:
According to Mertens (2000), Labor Competence is the “aptitude of an individual to perform the same productive function in different contexts and based on the quality requirements expected by the productive sector. This aptitude is achieved through the acquisition and development of knowledge, skills and abilities that are expressed in knowing, doing and knowing how to do it. ”
According to CONOCER (Mexico) it is the “productive capacity of an individual that is defined and measured in terms of performance in a certain work context, and not only of knowledge, abilities, skills and attitudes; These are necessary but not sufficient in themselves for effective performance. ”
In general, after having analyzed the concepts raised by the aforementioned authors and others not mentioned, we consider that labor competences could be defined as “a set of knowledge, values, abilities and skills that workers develop from certain qualities, in a business political, social and economic context, and success in job performance will depend on this, playing in this continuous learning process, an essential factor for the Organization ”.
In recent years, there has been a growing trend towards the definition of competencies, profiles of competencies or matrices of competences as an essential part of the analysis and design of the job, where not only the demands that, from the intellectual or Professional behaviors are needed, but behaviors that the organization, processes, or the areas in which they participate require from the workers.
One of the essential elements of Competency Management and labor competencies is the fact that they develop from the resources, qualities of workers, these being linked to a training and development process, where organizations exercise decisive role, then being linked to performance evaluation, training and compensation. Considering that it goes from lower to higher levels until it reaches highly competent workers, with job skills matrices being an effective way to achieve this purpose.
Linking the levels of competencies from knowing, to wanting and being able to do, where knowledge, skills are linked with behaviors that must be observed in the workers to also guarantee consistency with their philosophy and organizational culture.
To achieve the design of work skills matrices, it is feasible to follow a series of steps, proposing below those used in this case.
Achieving with them to determine these in the gastronomy process of a hotel facility, based on the theoretical assumption discussed above and also assessing the actual conditions of the facility for the application of
Management by Competencies. Said methodology is made up of the following steps or logical sequences:
1. Determination or analysis of the Mission, Vision and Values of the Organization
2. Analysis of the immediate environment and conditions of the object of study defining its main strengths.
3. Determination of the Macro Competences or Core Competences
4. Definition and analysis of the mission and external and internal factors that affect the process of study object.
5. Determination of the Competences or Attributes of the analyzed process.
6. Definition and analysis of the fundamental threads on which the area under study depends. Standards and requirements thereof.
7. Determination of Competencies by Job Position.
8. Determination of the levels of the areas of Competences (Matrix) proposed for their Assessment.
9. Proposal of possible indicators or elements to consider.
This methodology can be seen closely related to the graph shown below:
As can be seen, first of all, we must start from the Mission and Vision, which has implicit philosophies, values and culture, together with this are the Macro Competences, these being conditioned by the demands of the installation's macro processes, the culture and behaviors necessary to achieve competitiveness in the sector, these being elaborated, precisely from the Strengths of the Organization. From these macro competences it is necessary to determine the attributes of competences of the general process or macro process of the area, in this case Gastronomy, and of the combination of certain knowledge, abilities, skills and behaviors necessary for the same and from these the competencies for each position: professional requirements, and in addition to behaviors that contribute to this process,such as emotional stability, empathy, possibility of teamwork, etc., all of which will give added value to this process, this is called emotional or non-intellectual competences, containing different nuances and trends from one organization to another, and calling itself Competences in this way. The competency matrices are going to be elaborated, taking into account the processes and sub-processes in which each job in question intervenes, also associated with the technical requirements imposed by each of the sub-processes for the job. To achieve the determination of the competence matrices it is necessary to use methods and techniques such as: expert methods, document review, observations, group work, etc.all of which will give added value to said process, this is called emotional, or not intellectual, competencies, containing different nuances and tendencies from one organization to another, and thus calling itself Competencies. The competency matrices are going to be elaborated, taking into account the processes and sub-processes in which each job in question intervenes, also associated with the technical requirements imposed by each of the sub-processes for the job. To achieve the determination of the competence matrices it is necessary to use methods and techniques such as: expert methods, document review, observations, group work, etc.all of which will give an added value to said process, this is called emotional, or not intellectual, competences, containing different nuances and tendencies from one organization to another, and calling itself Competencies. The competency matrices are going to be elaborated, taking into account the processes and sub-processes in which each job in question intervenes, also associated with the technical requirements imposed by each of the sub-processes for the job. To achieve the determination of the competence matrices it is necessary to use methods and techniques such as: expert methods, document review, observations, group work, etc.and calling itself Competences in this way. The competency matrices are going to be elaborated, taking into account the processes and sub-processes in which each job in question intervenes, also associated with the technical requirements imposed by each of the sub-processes for the job. To achieve the determination of the competence matrices it is necessary to use methods and techniques such as: expert methods, document review, observations, group work, etc.and calling itself Competences in this way. The competency matrices are going to be elaborated, taking into account the processes and sub-processes in which each job in question intervenes, also associated with the technical requirements imposed by each of the sub-processes for the job. To achieve the determination of the competence matrices it is necessary to use methods and techniques such as: expert methods, document review, observations, group work, etc.To achieve the determination of the competence matrices it is necessary to use methods and techniques such as: expert methods, document review, observations, group work, etc.To achieve the determination of the competence matrices it is necessary to use methods and techniques such as: expert methods, document review, observations, group work, etc.
It is necessary to start from an analysis of the performance evaluation and compensation system and its link with the performance results of the area or process in question, for which it is convenient to assess the quality indices or degree of perception of customers about the service provided in a hotel facility and the results of worker performance evaluations, because by carrying out a previous analysis of the relationship between these two elements, it was possible to conclude that there is no direct link between the perceived quality of the service provided and the evaluation of the performance of the workers.
The results of the Quality indices of this entity are shown in the following graph where it is evident that in the last three years they have had a tendency to grow, this being detrimental to the organization, since this shows greater dissatisfaction with the service provided.
When analyzing the weight that these results have in the gastronomy area, from the analysis of the items that in this survey valued this activity from different points, it can be seen that they present a greater representativeness, being the same of 33%, which that we show below.
The incidence of these customer perception results on the gastronomic process is shown in the following graph, highlighting that in most cases the value of these indices is in the range of 1.40 to 2.00 points, thus exceeding the mean planned (1.25 to 1.35 points) for the process.
In addition, as part of this analysis, the average results of the performance evaluations of 100% of the workers in the area over a period of two years can be observed, generally observing the non-correspondence between the results of the installation and the performance of the workers in this process.
Once it has been verified that in the installation there are difficulties with the achieved performances, it is considered to apply the Management by Competences as a new philosophy, which leads to the improvement of the results of the employees, to the creation of new ways to evaluate their performance, as well as to achieve the increase in the degree of satisfaction of external customers who visit the hotel facility.
For what happens to the elaboration of labor competence matrices from the proposed methodology, starting with the determination of the Macro Competences with the help of a Group of Experts previously determined, being these:
- Personalized service by segment and type of client. Quality in correspondence with the hotel category. Friendliness and friendliness of the staff.
Subsequently, the mission and the main external and internal factors that influence the process were determined and analyzed, and the attributes of the Gastronomy process were subsequently determined, thus establishing that the attributes of competencies for this process are:
- Customer Orientation. Personnel education and training. Personalized and detailed service.
In addition, the sub-processes that make up the gastronomic process were determined and the interrelation between these and each job was analyzed since each sub-process imposes certain requirements for each position, in addition, sometimes a worker or position intervenes in several threads that require certain skills.
| Job positions | Processes in which it participates |
| Head of Food and Beverages | Process of Gastronomy. Process of Administration and Control of Human Resources. Process of Welcome and Attention to Groups. |
| Food and Beverage Assistant | Gastronomy Process. Supervision Process. Human Resource Administration and Control Process. Welcome and Attention to Groups Process. |
| Head of Hall | Buffet Service Process breakfast, lunch and dinner. |
| Coordinator | Coordination process. |
| Warehouse Manager | Regulation process for lingerie and supplies. Distribution process for lingerie and supplies. Control process for lingerie and supplies. |
| Warehouse Manager | Collection and delivery process for lingerie and supplies. Classification process for lingerie. Inventory process and transfer of lingerie. |
| Hall Captain | Process of Buffet Service for breakfast, lunch and dinner. Process of Service for lunch and dinner in specialized restaurants. Process of Snack Service Process for Administration and Control of Human Resources. |
| Dependent | Process of Buffet Service for breakfast, lunch and dinner. Process of Service of lunch and dinner in specialized restaurants. Process of Service snack. Process of Service of Room Service. Process of Service of outdoor bars. Process of Service Lobby Bar.
Group Welcome and Attention Process. |
| Hostes | Buffet Service Process for breakfast, lunch and dinner. Dinner Service Process in specialized restaurants. |
Based on the determined sub-processes, and as a result of various work sections of the group of experts, a set of competencies and areas of competencies per job position was proposed, taking into account the standards, requirements, behaviors and expected values of the sub-processes. on which each job analyzed depends.
Subsequently, these were broken down into Competency levels taking into account the functions performed by the worker and the characteristics of their behavior, thus forming the Labor Competency Matrices by job positions, as well as possible criteria to take into account to evaluate these levels of competencies, which is evidenced below in the case of the Hostes job.
Proposal of evaluative criteria to take into account for the level of competition in the case of Hostes.
Organizational climate
- Level of assimilation of organizational values Proven professionalism in problem solving and daily performance.
It is also necessary to clarify that in order to evaluate or measure the indicators proposed to measure the levels of competence of workers in the gastronomic area, general analysis techniques such as:
- Economic Results Sales Levels% of Occupations Customer Satisfaction Number of Courses Received
And more specific techniques can also be used such as:
- Group Cohesion Test. Leadership Test (Likert). Job Satisfaction Survey (Yadof). Corporate Siscal Survey with analysis by area. Sociographs. Communication test. Analysis of the level of participation. Motivation test (“To you who motivates you ”).
These techniques can be used to evaluate not only people with certain positions but also all personnel in general in the area, which are the object of study of this analysis.
As explained, the elaboration of these matrices was done with the participation of specialists and workers of the center, taking into account the criteria of the workers, so it can be concluded in a general way that the most common areas of competence in the Gastronomy process They are:
- Professionalism. Organization. Customer Orientation.
Conclusions
- The hotel facility has a performance evaluation system, but in it the use of general indicators is insufficient, which limits the objectivity and comprehensiveness of this procedure. It could be determined that 33.3% of the aspects evaluated by the Survey of Quality corresponds to or refers to the Gastronomic Services activity. In the facility under study, there is no correspondence between the perceived quality results of the gastronomy area and the performance evaluations corresponding to its workers. Given the incidence of staff work in the service, we consider it appropriate to move on to the application of Competencies and Competency Matrices, as a way to improve performance evaluation in the process.The methodology used allows determining Work Skills Matrices using Group Work as a fundamental technique. The most recurring work skills in the Gastronomy area are Professionalism, Organization and Customer Orientation. Work Skills must be the product of the requirements of the standards of the processes and culture and organizational values of the facility.
Bibliography
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