The profiles of competences from a systemic vision of the organization. Cold weather, a case study.
A winner says, "There must be a better way to do it." A loser says: "This is the way we have always done it" Jaime Lopera and Marta I. Berna, in "The fault is the cow."
Introduction:
It is clear to many that the competitive advantage of companies in today's world does not reside solely in their technological equipment, but must be created by combining technical and organizational factors with the decisive participation of people's abilities, skills, experience and expertise. This elevates Human Capital Management to an increasingly leading role, assuming it from other models and concepts, within which Competency Management is of particular importance.
With the introduction of the notion of competence, the concept of performance began to move around the worker's ability to obtain results in his employment, not his potential ability to achieve it, certified by an academic degree. In this sense, the requirements to occupy a position obviously transcend the qualification required in the so-called Job Qualifiers for the fulfillment of functions and tasks, moving towards the preparation of the so-called Profiles Profiles that identify those that lead to successful results in Performance.
Competencies can be considered as… "underlying characteristics in people, associated with experience, which as a trend are causally related to successful actions in a job, contextualized in a certain organizational culture" (Cuesta, 2005).
Hence, in the NC-SGICH 3000 Vocabulary (2007) labor competencies are defined as:
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 correspondence 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 (p. 9).
Its evidence is specified in the preparation of the Profiles of Competences, which is an advantageous practice for any entity, since:
- They allow to focus individually and in a group on those behaviors that produce the required results, defined through objective indicators. They allow people to align their management tools: select, develop, evaluate the potential and remunerate people by competences. They make it possible to integrate these management tools for the entire management system of the entity, as they are developed based on the analysis of the entire organization: its Corporate Strategy, its Mission and the development of the processes of its Value Chain. They contribute to the Management Systems Integrated in Companies.
In this way, the Competency Profile must be closely related to the structure, strategy and culture of the Company. Likewise, it must describe observable behaviors in a concise, reliable and valid model to predict success in performance and how each one, from his or her position, must contribute to the achievement of organizational objectives.
Not always the elaboration of these Profiles achieves such purposes, sometimes turning out to be an inoperative document that does not contribute to the development of the Company and that gives continuity to the same practice developed with previous approaches. An analysis of this problem allows us to suppose that this happens fundamentally for the following reasons:
- The distinctive competencies of the position, the so-called “specific competences”, cannot be particularized, describing it only on the basis of generic competences that can be repeated in many positions. It is not possible to describe performance criteria in each competence that make it possible to clearly identify them at When selecting, evaluating performance, they are designed in a fragmented way, thinking only about the job, without managing to frame it in a systemic vision of the organization.
The present work sets out to systematize the experience developed by GESTA professors-consultants in the FRIOCLIMA Company, in their attempt to eradicate these deficiencies in the elaboration of their Profiles of Competences. To this end, the integration of elements related to Competency Management and Process Management was conceived from the conceptual point of view, based on the Organizational Analysis, the study of the Company's Value Chain, and the Quality Management System implemented in the same.
Development of consulting experience in FRIOCLIMA
As part of a new focus on the pedagogical strategy that guides the teaching action of the First Level Management Courses at GESTA, at the beginning of 2010, the Directors of Companies were asked about the need to count on their collaboration to design Cases of Real studies, typical of the sector, that allow to approach and illustrate content with specific problems. In surveys carried out, their consent was requested to discuss problems of their entities, to collaborate with this task, to present their realities on the teaching stage in order to socialize experiences.
The FRIOCLIMA Management, evidencing its collaboration and development perspective, took this opportunity to request GESTA a Consultancy aimed at preparing Profiles of Competences in the key areas of the Company, a work that had a dual purpose: for FRIOCLIMA, to have external advice that it would allow the integration to work of the organization of a less developed area, such as Human Capital; and for GESTA, take advantage of the professional experience accumulated in a recognized entity, to prepare a real case study where knowledge from different specialties will be integrated, very useful for the development of training actions at GESTA.The collaboration provided by its Directors and Specialists and having the Quality Management System certified by the Bureau Veritas constituted elements of great help for this work.
The initial stage of the work in the Company allowed a knowledge of it, from visits to the factory and the study of its documentation, within which the Quality Management System, namely the Manual, constituted important references. of Quality with its Process Map and the Cards and Procedures of the processes associated with the Value Chain. Also the Profesiograms prepared for the different Positions, which had important information as a starting point for the preparation of the requested Profiles Profiles.
After discussing the Work Project with Senior Management, two Conferences were offered on the Topics of “Management by Processes” and “Management by Competences” and two Workshops, for the discussion of the Company's Value Chain, its Map of Organizational Processes and Competencies (See Annex 1). The expanded Board of Directors participated in these activities, showing interest in the Project and collaboration with the Consulting Team, which allowed constant exchange between it and the Managers and Specialists, together with the Quality Specialist, in this case facilitator appointed by the Company to facilitate the contacts between those involved in each stage of the Project.
In another stage of work, we proceeded to prepare the Profiles of Positions associated with some key processes, preparing a model Template (See Annex 2) that includes data contained in the existing Profesiograms, adding the competencies and their corresponding performance criteria. As a result, 11 Profiles of Profiles were prepared, adjusting them to the positions, in correspondence with their functions and tasks. The following are those that were the object of the consulting intervention:
|
PROCESSES |
CHARGES |
|
Purchase Management |
director |
| Specialist B in Commercial Management | |
| Technician A in Material Technical Supply | |
|
Sales Management (Marketing) |
director |
| Specialist B in Commercial Management | |
| Sales Promoter Manager C | |
|
Investigation and development |
director |
| Mechanical Specialist (Principal Specialist) | |
| Mechanical Specialist | |
| Air Conditioning and Refrigeration Specialist A | |
| Machining Technician |
Results:
During the execution of the work, decisions were made that derived in the following recommendations to be taken into account during the elaboration of the Profiles:
- Generic organizational competences must be present in all the entity's profesiograms, forming part of its work culture, but the criteria for their performance must be expressed differently, adjusting to the professional functions and / or tasks that are carried out. in each position (See Annexes 3, 4 and 5). Specific organizational competences should be derived according to the functions in each area and expressed in the profiles of each position. adjusting to the functions and / or professional tasks that are carried out in each position (See Annex 6). The management profiles must include among their competences, those that derive from the basic functions of the management, for which all include Planning, Organization and Control competencies. Also, since everyone has subordinates,The competence for the Management of that Human Capital in his charge was included. The profiles of specialists have an Advisory competence, given their functions of making technical proposals to the Directorate of the area and / or giving guidance to other workers of the same.
The reflection of the experience carried out by the Consulting Team allowed the systematization of a Guide for the elaboration of Profiles of Competences, which is presented below.
Guide for preparing Profiles Profiles:
1st Stage: Preparation of the Consulting Team
1. Familiarization with the Company by visiting the entity to meet the Board of Directors and observe the development of the key processes, products and services that are generated in them, infrastructure, working conditions.
2. Study of the Company's documentation: Corporate strategy, Organization chart, Quality Manual (if the Company is certified), Profesiograms and other documents that may be of interest. Assess the level of integration and coherence between the documentation)
2nd Stage: Planning of the Consulting Project
3. Elaboration of the Project where the elaboration of the Profiles Profiles in the defined areas, specific objectives, participants, results to be achieved, commitments of both parties, budget, schedule of activities must be specified as a general objective.
4. Presentation and discussion of the Project with the Company Management in view of its approval.
3rd Stage: Execution of the Consulting Project
5. Awareness-raising and training for the top management of the organization through a short cycle of Conferences and Workshops that allow the preparation of the Profiles Profiles from a systemic vision of the organization with a process focus. For this, it is suggested to address the following topics:
- Conception of the Process Approach and its application in the Company. Analysis of the Organization's Value Chain and the contribution of each area to it . Basic notions of Human Capital Management by Competencies. Functional Analysis Method for determining the competences in each area and its relationship with the process analysis. Identification of generic and specific organizational competences based on the organization's Mission, its work culture. Analysis of the Company's processes and their fundamental interrelations. Relevance of the Company Process Map (if it has one) and establish the order of priority of the areas in which the Profiles Profiles will be prepared, attending to the Company's key processes.
This cycle of Conferences and Workshops must be accredited within the Consultancy as a training action for the participants
6. Preparation of the Profiles of competence from the following steps:
- Selection of the process to study. Analysis of your file, inputs and outputs, activities. Location of the same in an area of the Company. Work meeting with the Director of the area that develops the selected process where he explains to the consulting team the staff working in said process, the qualifiers of each, the activities carried out in each position, functions to be performed by each one. The Director of the area must analyze the current state of performance of these functions and the needs for the optimal development of the process: what is lacking, what must be anticipated, what is not working well.
If as a result of the analyzes carried out, modifications are derived in the functions of the areas corresponding to the processes in which they are inserted, the possible proposals for how and who would assume the corresponding modifications should be collected.
The participation of specialists with experience in the activity and / or entity is recommended.
- Analysis by the consulting team of the activities and functions performed in each position in relation to:
- the declared in the Profesiogram explained by the Director of the area about the current state of the process proposed as desired for the optimal operation of the process and its perspective development
In identifying the competencies of each position, the consulting team must take into account the presence of generic and specific organizational competencies, expressed in a particular way depending on the position and position. She must also attend to an adequate balance between generic and specific job competencies.
Through consultations with specialists in the Human Capital area, inquiries are made about other information necessary for the preparation of the profile, such as hierarchical dependencies, subordinations, responsibilities, requirements, etc.
- Preparation by the consulting team of the Profiles Profile in the standard format approved for the Company. Delivers to the Director of the area the set of Profiles of all the positions associated with the process studied in their area for review. This step must have the participation of the area workers to achieve greater involvement in the design of the Profiles themselves. The consulting team makes the necessary adjustments according to the recommendations of the Area Director and her specialists.
4th Stage: Project closure
7. Approval of the Profiles: presentation and discussion to the General Directorate of the Profiles prepared for their approval.
8. Approach of the recommendations: make proposals for work actions, change or transformation to the General Directorate of the Company based on the findings and results obtained.
Conclusions:
The experience developed in FRIOCLIMA with a view to elaborating Profiles of Competences, allowed to analyze the Organization from the process approach to understand its operational sequence, compare it with the existing organizational structure, the applied management methods and the results of its operation. The analysis and structuring of its Value Chain, together with the above, made it possible to have a better understanding of the activities carried out and the functions to be carried out in each workplace at the time of the intervention.
The Profiles Profiles express the culture of the organization, so they must reflect the expected performance in each job, so that it becomes visible how each worker contributes to the achievement of business objectives, from the fulfillment of generic, specific competences and organizational.
The elaboration of Profiles of Competences, from a systemic approach of the entity, contributes to achieve integrated management systems that facilitate work within the organization and provide a coherent and effective action in it.
References:
- CINTERFOR / ILO. (2004). Identification of competences. Different models of identification of labor competencies in the organization. México, Monterrey: Author, Costa Estany, JM (2001). Organization by Processes. Barcelona: Editorial Masson.Cuesta Santos, A. (2005). Human resources management technology. Havana: Editorial Academia.Manual of Quality Management of the Company FRIOCLIMA (2009). Morales Cartaya, Alfredo. (2009). Human Capital, towards a management system in the Cuban Company. Havana: Editora Política.NC 3000: 2007 Integrated Human Capital Management System - Vocabulary. Havana: Ed. National Standardization Office (2007). Rey Peteiro, Domingo. (2005, February) Traditional management and process management Recovered from http://www.gestiopolis.com./Vargas Zúñiga, F. (2003). Key Competences:development and applications in Latin America. Work document. Mexico, Monterrey: CINTERFOR / ILO.
Annex 1: ORGANIZATIONAL COMPETITIONS OF FRIOCLIMA
Specific competences:
- Produce, manufacture refrigeration, air conditioning and ventilation equipment of the FRIOCLIMA brand (competitive in Cuba and the World). Maintain them, guarantee the technical services they require. Design, on request, climate equipment (air conditioners and chillers) (batteries, structures) Design and remodel designs of centralized climate systems. Offer after-sales services, repair, technical opinions, technological advice, technical-commercial advice. Design turnkey investment projects
Generic skills:
- Customer orientationQuality orientationTeamwork
Annex 2: MODEL TEMPLATE FOR PROFILES PROFILES.
| Title of Position: | ||
| Address or Area: | ||
| Occupational category: | ||
| Scale group: | Salary: $ | |
| Purposes of the Position | ||
| Mission | ||
| Features | ||
| Competences | Performance criteria | |
| Job Structure: | ||
| Higher hierarchical unit (position) | ||
| Relations with the boss | Form of management: How you control it: How often: | |
| Subordinate staff | ||
| Foreign relations | ||
| Responsibility | ||
| Autonomy | ||
| Job Requirements | ||
| Basic requirements | ||
| Knowledge | ||
| Means, materials and tools | ||
| Working conditions | ||
| Other Job Requirements | ||
| Associated procedures | ||
Annex 3: EXTRACTS OF THE PROFILE PROFILE OF THE MARKETING DIRECTOR.
| Title of Position: Marketing Director | |
| Direction or Area: Marketing Direction | |
Features
|
|
|
Competencies (generic organizational) |
Performance criteria |
| Team leadership | Achieve keeping your team motivated and cohesive. Having your authority recognized within the team |
| Customer orientation | Establish and systematically use feedback mechanisms to find out the level of customer satisfaction about the product and / or service provided and the organization. Systematically inform all the areas involved regarding the level of customer satisfaction for decision-making. Achieve loyalty on customers.
Keep updated and renew the client portfolio Identify potential clients. Promote new offers of complementary products and / or services. |
| Quality orientation | Approve indicators for evaluating the quality of the promotion and sales activity. Evaluate deficiencies in work in the area and guarantee continuous improvement. Minimize the number of Non-Conformities presented to the area.
Timely issue nonconformities to the areas involved for decision-making. |
Annex 4: EXTRACTIONS OF THE DEVELOPMENT DIRECTOR'S SKILLS PROFILE.
| Title of Position: Director of Development | |
| Direction or Area: Project, Research and Development Direction | |
Features:
|
|
|
Competencies (generic organizational) |
Performance criteria |
| Team leadership | Take actions so that your work team is motivated and cohesive. Have recognized authority within the team |
| Customer orientation | Propose to marketing technical indicators to assess the level of customer satisfaction as a feedback mechanism for their work. Propose to marketing new offers of complementary products and / or services according to customer needs and expectations |
| Quality orientation | Approve indicators for evaluating the quality of the processes in your area. Evaluate deficiencies in the work in the area and guarantee continuous improvement. Minimize the number of Non-Conformities presented to the area.
Timely issue nonconformities to the areas involved for decision-making. Guarantee the effective management of all non-conformities presented in the entity with the areas involved. Guarantee the analysis of the improvements proposed by the areas and the implementation of those approved. |
Annex 5: FRAGMENTS OF THE PROFILE OF MACHINING TECHNICIAN SKILLS.
| Job Title: Machining Technician | |
| Direction or Area: Project, Research and Development Direction | |
| Functions: 1. Participate in the development of the most technically and economically correct technologies for the production of the workshop by studying plans or samples of the parts or instructions to be produced. It makes technology for machining and manufacturing pieces of steel and other metals of little complexity.
3. Collaborate in the preparation of projects for equipment, parts and mechanical elements. 4. Establish the adjustments, tolerances and surface finishes, based on the methodologies. 5. Perform other related functions as required. |
|
|
Competencies (generic organizational) |
Performance criteria |
| Teamwork | Collaborative attitude and responsibility towards the tasks in your area. |
| Customer orientation | Contribute to achieving customer compliance regarding the fulfillment of the demands of technical requirements of the parts and elements for the equipment and facilities designed according to their needs and specifications. |
| Quality orientation | Master the technology and documentation prepared in correspondence with the methodologies and quality standards oriented. Keep updated the records of quality control to production according to documentation. Reduce the Non-Conformities presented to your work. |
Annex 6: EXTRACTIONS OF THE PROFILE PROFILE OF THE SPECIALIST A IN CLIMATIZATION AND REFRIGERATION.
| Title of the Position: Specialist A in Air Conditioning and Refrigeration | |
| Direction or Area: Project, Research and Development Direction | |
Features:
|
|
|
Competences (specific organizational) |
Performance Criteria |
| Refrigeration and air conditioning design | Carry out efficient and effective Design Plans for the manufacture of equipment, parts or mechanical and / or electrical elements and installations of any complexity, where it is stated:
Prepare adequate technical documentation for design plans, such as:
Make proposals for the introduction of new processes, products, services and equipment with international standards. Carry out effective technical feasibility studies of requests and proposals regarding: new investments, import substitution, national integration, strategic alliances, etc. |
FRIOCLIMA is the Company that Produces, Marketers and After-Sales Services of Air Conditioning and Ventilation Equipment, created by Resolution No. 93 of April 21, 2006 of the Ministry of Sidero-Mechanical Industry. Located at Calle 190 No. 29110 between 184 and 289, Reparto Dinorah, Boyeros, Havana, is part of the Industrial Group of Refrigeration and Boilers RC, of the Ministry itself. Its corporate purpose is to produce and wholesale HVAC equipment, parts and components, as well as parts, pieces, components and accessories for HVAC systems, in Cuban pesos and convertibles; provide assembly, installation, maintenance and repair services of air conditioning and ventilation equipment to entities of the national economy in Cuban pesos and convertibles;provide design services and technological projects in air conditioning and ventilation systems in Cuban pesos to entities of the national economy.
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