Introduction
Human Management and its transcendence over time has proposed a specific management model that projects an orientation towards more complex models that tend to search for aspects related to heterogeneous themes such as
1. Recruitment and admission of people.
2. Development of people tending to organizational development.
3. Management of the quality of life of workers that proposes forms of compensation, security and satisfaction tending to their productivity.
4. Creation of value for organizations under the formation of intellectual capital based on the relational, structural and functional model, among others.
In the Dominican Republic, in the last ten years (1997-2007) the presence of a series of conditions that support this structure is felt as something necessary and agreed within the parameters of support for business strategy.
It is part of the administrative work, but it also presents a systemic social approach that interrelates this management with diverse interest groups.
The presence of a referential conceptual framework must be attributed to dissimilar variables and several authors who refer to these contents can be cited, such as:
1. Idalberto Chiavenato (1992) and his systemic model.
2. Gary Dessler and his analysis of the work.
3. Matha Alles (2005) and her vision of Competences.
4. Peter Drucker and administrative guidance.
5. Thomas Davenport (2006) and his knowledge management.
The evolution of the human resources function is historical, in the sense that it is related to positive times and events.
So far there are two major trends, one that emphasizes increased results, increased productivity, decreased costs, and another focused on collaboration and employee participation in company decisions.
It is in the Dominican Republic where a series of laws are promoted in its Labor Code that establish crucial aspects in the linking of labor systems and can be cited as those that stand out
1. Equal Opportunities.
2. Talent Management.
3. Assessment of human skills.
4. Elimination of discriminatory aspects (Sex, Race, Religion, among others).
An understanding of the best models for recruiting, recruiting and recruiting is an essential reason.
The changes that have occurred at the social level and therefore, at the labor level, have contributed to a change in the conception and importance of human resources within the company.
These changes have been reflected in the selection processes that have been carried out. The change in conception is summarized in the following explanatory table:
This makes it possible to clarify that there are multiple techniques in which admitting people focuses on understanding the psychological contract that so much links the theory of expectations with the motivation, permanence and satisfaction of related people.
Tools used for selection by competencies.
| ADVERTISEMENTS | To attract the right type of people and get them to apply for the position in question, it is achieved by providing accurate information on the nature of the position and the skills sought. |
| THE FOCUSED INTERVIEW | Structured interview, which directly assesses whether the candidates possess the skills required for the position. |
| TEST | -Cognitive Ability Test: values aspects of cognitive skills, such as Analytical Thinking.
-Personality Test: evaluates a large number of skills. |
| SIMULATIONS, PRACTICAL EXERCISES AND ASSESMENT CENTER: | It brings great added value to the selection process.
They are designed to simulate as closely as possible the demands in terms of the competencies of the position in question. Types: Role play, Simulation exercises. |
| BIOGRAPHICAL INFORMATION | Study, through the resume, of past situations in which there were more possibilities of developing certain skills. |
| TELEPHONE INTERVIEW | Verification of criteria that cannot be evaluated in the curricular interview.
It is an indispensable filter in high-volume selection processes and in the Assessment Center |
Source:
This reflects that the admission of people is an innovative methodology with important characteristics focused on human behavior and the qualitative concept could well focus on fundamental aspects to guarantee all relevance in alignment or concordance with organizational goals.
Apparently there is time and emphasis within organizations to admit people with professional and verifiable competence in habilitation practices.
It is precise and opportune to consider aspects such as the following to structure knowledge:
| MISSION AND ORGANIZATIONAL VISION | VALUES | PROFILE OF THE ORGANIZATION | CENTRAL PROFILE OF PEOPLE |
| The general guidelines that the organization requires to achieve its results over time are established in order to guarantee a sense of identity and future projection. | It is the set of characteristics that describe the feeling of the organization and embody it in its philosophy. | It is the number of characteristics that are established to measure the organization and guarantee timely results around it. | Be based on the occupational analysis and seek its projection and significance. |
As a result of these results, it is perceived that people have a series of characteristics that can be trainable by the organization as well as non-trainable aspects that are paradigmatic in nature and could be summarized in the occupational analysis model focused on job satisfaction.
Based on this model, it can be perceived that people are entirely oriented towards their professional self-realization and with integrity the humanistic approach is promoted by admitting talented people and trying to outline their level of potential development and their affinities.
Later, a series of considerations are needed that are relevant to the application of the competency tree and are detailed to specify the generic model that could be grouped into the model presented below.
This model is outlined with about 50 qualities that can be specified in the competency tree for eligibility and allow creating a relevant structural design based on the needs of each company.
This tree allows us to contemplate other qualities that can be aligned to the mission and vision of the organization.
This tree model must be combined with the rules of the organization and for this, based on the Hetcher (1992) model, three types of rules must be considered depending on the nature of the company:
Once the rules of competence are chosen, the exercise of powers is carried out according to the following model
As it is observable in all personnel admission, an erratic percentage must be assumed, since not all the competences are trainable within a work unit in a company, it also requires the pertinent search for reinforcing behaviors to assume a level of satisfactory performance.
Once these considerations are determined, it is specific that people are evaluated by an Assessment Center (AC) technique as defined below.
In the same way, a series of requirements must be weighted, such as the following
In short, admitting people in this context implies organizational clarity and outlines guidelines to align the selected human resources based on execution strategies.
As Thomas Davenport (2006) establishes when conceptualizing that human capital has three key elements:
| Capacity | It is divided into three components: knowledge, skill and talent.
Knowledge represents it as the intellectual context within which a person interacts. Skill such as familiarity with the means and methods to perform a certain task. It ranges from physical skills to specialized learning. Talent as the innate ability to perform a specific task, synonymous with fitness. |
| Behavior | Behavior is the way to manifest the conduct of ethical values, beliefs and relationships before the world; behavior combines inherent responses acquired with situations and situational stimuli. |
| Effort. | It is the conscious application of mental and physical resources to a specific end. It belongs to the core of work ethics, it promotes both skill and knowledge and talent. |
Similarly, Chiavenato (2003), states that the management of human capital is based on three essential ideas:
| They are human beings | they are endowed with their own personality and are different from each other, they have different histories and they possess the knowledge, abilities, skills, and abilities essential for the proper management of organizational resources. They are people and not mere resources of the organization. |
| They are smart organizational resource activists | they are driving elements of the organization, capable of equipping it with intelligence, talent and learning, essential in its constant renewal and competitiveness in a world of change and challenge. |
| People are sources of their own impulses that energize the organization, and not inert and static passive agents. | They are partners in the organization: they are capable of leading them to excellence and success as partners. |
Ultimately this promotes that knowing how to value human characteristics will tend to make organizations have a talent focused on superior results and can focus on proactive management of human beings with a behavioral and competitive approach.
Bibliography
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