1. Diagnosis
Determination of the organization system
The level or position that Human Resources occupies within the organizational structure can be:
• Institutional level: hierarchical level of management, that is, with decision-making capacity.
• Advisory position: provides consulting and staff services. The HR Department is linked to the Senior Management and the Organization: all the policies and procedures prepared and developed by HR require the endorsement of the Management so that they can be executed in the organization.
Determination of administration style
• System 1. Strong and authoritarian system. It consists of an environment of mistrust towards subordinates, in which there is little communication and emphasis is placed on occasional rewards or punishments. Decisions are centralized at the top of the organization.
• System 2. Benevolent authoritarian system. It consists of a climate of condescending trust (typical of master to slave) in which there is little communication, potential punishment, little human interaction, and some decisions are centralized, based on prescriptions and routines.
• System 3. Participatory, consultative system. It consists of an environment in which there is more confidence, although it is not yet complete. There are some rewards, there is moderate human interaction, little individual bonding, and a relative openness of guidelines, and it allows certain decisions to be made at the base of the organization.
• System 4. Participatory group system. It consists of an environment of complete trust in which subordinates feel free to act in teams, and in which attitudes are positive and ideas are constructive; There is group participation and connection, so that people feel responsibility at all levels of the organization.
The closer to system 4 the management style is, the greater the probability that productivity will be high, there will be good labor relations and a high profitability will be obtained. Likewise, the closer an organization approaches system 1, the greater the probability of being inefficient and of frequent financial crises. Experience has shown that managing through system 1 (coercive cost reduction policies, for example) produces good short-term results (in terms of capital and not profits), although it shows long-term disadvantages (dissatisfaction and frustration in the staff). Consequently, the application of system 1 causes such a negative influence that it makes the system not work. Analysis of management styles,of the attitudes and motivations of staff is the barometer that indicates whether the productive capacity of an organization's human resources tends to increase or decrease.
2. HR planning
• Determination of the amount of HR
• Determination of the quality (talent required) of HR, to carry out the organizational objectives
3. Human Resources Policies
1. Food (HR market research; recruitment; selection; integration)
2. Application (analysis and job description; HR planning and distribution; career plan;
performance evaluation)
3. Maintenance (administration of wages; benefit plan; hygiene and safety at work; labor relations)
4. Development (training; HR development; organizational development)
5. Control (database; information system; HR audit)
1. HR Feeding Policies
• Recruitment sources, recruitment techniques, amount of HR required.
• Selection criteria and quality standards for admission (physical and intellectual skills, experience, development capacity)
• Definition of setting program (tutorial, induction, etc.)
2. HR application policies
• Basic requirements (intellectual, physical, etc.) for the performance of the tasks and attributions of the position.
• Criteria for planning, distribution and internal transfer of personnel. Definition of possible future possibilities within the organization.
• Criteria for evaluating the quality and adequacy of human resources through performance evaluation.
3. HR maintenance policies
• Definition of direct remuneration criteria (salary).
• Indirect remuneration criteria (social benefits according to needs)
• How to keep staff motivated (satisfaction of needs, work environment, etc.)
• Hygiene and safety criteria related to physical environmental conditions.
• Good relations with unions and staff representatives.
4. HR development policies
• Diagnostic and scheduling criteria for preparation and constant rotation of personnel.
• Criteria for developing human resources in the medium and long term, reviewing the continuous realization of human potential in gradually elevated positions in the organization.
• Creation and development of conditions capable of guaranteeing good progress and organizational excellence, by changing the behavior of members.
5. HR control policies
• How to maintain a database capable of supplying the necessary information to carry out the quantitative and qualitative analyzes of the personnel.
• Criteria to maintain a permanent audit in the application and adequacy of the policies and procedures related to HR.
Source: Chiavenato, I., Human Resources Administration
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