Implementation of a competency management model in an educational institution, cuba

Bases and need for management by competencies in Cuban MINTUR organizations.

The social, political and economic changes of recent years in the world call for a more rational and humane use of the workforce, taking into account the characteristics of the workers, the conditions in which their capacities are invested and the types of work they perform, since they are the ones who essentially undertake the transformations, for productive achievement, promoting the development of processes in the organization and in the environment. This has meant the introduction of new approaches in the life of Cuban companies, to overcome, not only the crisis that has been dragging on worldwide for some decades, but also to adapt and find the most suitable and competitive path in this new century.

organizational-skills-labor-manual-procedures

But how to develop and enhance in this changing reality, the development of that human capital, in organizations, in such a way that it is possible to face the constant social and personological transformations that are demanded in the market? . So it is necessary to focus not only on the service industry, but also on what the current Cuban school and FORMATUR should do to achieve systemic taxation for this purpose .

From all this framework derives the great concern of our system around the management by competencies of Human Capital, understood with an emphasis on the management of knowledge in people, coinciding with not a few experts who propose how among the priorities to increase productivity it is found essentially of the man and not only of the legal documents that are available such as the position profile. Because it is precisely the capacity demonstrated in an effective way that is the key element in the "digital age", decisive today in business effectiveness, efficiency and competitiveness.

The set of these aspects that are integrated for the achievement of personal and organizational efficiency that has been called in recent years "management model by competencies", which is intended to be established as an essential practice for optimizing the value of capital human in Cuban organizations; and demand for an integration of this management with the present and future strategy of the company. In the Reference Model, it aims to achieve superior work performance, which reflects the culture and values of the organization and its tribute to the society where it lives. From all the wide range of concepts, the following essential considerations on the term of labor competencies are adopted, from an integrative approach: That the Cuban standard (3000/2007) correctly defines it as a synergistic set of knowledge, skills, experiences, feelings, attitudes, motivations, personal characteristics and values, based on demonstrated suitability, associated with superior worker performance and organization, in correspondence with technical, productive and service requirements. Therefore, it is an essential requirement that these competencies are observable, measurable and that they contribute to the achievement of the organization's objectives.

This means that for a person to show behaviors that demonstrate competent performance, the union of five fundamental elements is necessary: Knowledge: technical knowledge, cognitive elements that are necessary and the basis for the formation of other psychological formations and for teaching… Knowledge does r: the system of skills that allow the implementation of acquired knowledge and habits, causally related to a successful performance; the Saber be or know how to be: attitudes and values favoring of the organizational environment and / or social stability and ensuring the contribution of personality; the wanting to do: set of affective - motivational aspects, which determine the expectations, persistence and satisfaction shown in performance; and Power to do: a set of factors related to the individual and the situational, which enable the development and monitoring of work processes. In the individual it refers to personal capacity, that is, the aptitudes and personal traits that are considered as potentialities of the person. And from the situational point of view that includes the degree of "favorability" of the environment, that is, different situations and conditions that allow to show a given competent behavior.

All of which demands the description of this sub-process, given the bases that govern NC 3002: 2007, the current legislation and the theoretical and methodological principles that make this system work in Organizations. (See figure 1.1)

To achieve its implementation in a scientific way, it is necessary to take into account the theoretical - methodological assumptions that make the management system by competencies work in Organizations.

Theoretical - methodological budgets that make the management system by competencies work in Organizations.

Based on these principles, the insertion of competencies in the management of Human Capital is argued as an essential part for the planning, development and monitoring of the performance of competent work in organizations and considerations are offered on the components of the necessary qualifiers or job profiles by competencies. Scholars of the subject in the world and in Cuba, especially Dr. A. Cuesta, have raised various essential foundations to make this system of management by competences work. The most important ones for this project are summarized below.

People are not only competent from a cognitive point of view, but also emotionally, and these components are reflected in job performance, through the unit of biopsychosocial conditions. This presupposes that successful performance at work is the result of the influence of internal factors (biological - psychological) and external factors (environmental - community - organizational - macro-social). For this reason it is rightly considered that performance Successful must include not only knowledge, but attitudes, values and psychological personality traits, which responds to the holistic, since the future of successful performance of human resources and, especially of managers, will have to see more and more not only with knowledge and skills to do the job (know how),but also with personal traits linked to good performance in it (wanting to do, knowing how to be and being able to do), for the multiplicity of organizational situations If competencies such as a knowledge system, attitudes, skills and individual personality characteristics, related between Yes, they allow the self-regulation of human behavior not only at work, but also in the work and organizational context, they should be studied in connection with culture and climate The selection of personnel by competencies requires a process carried out using effectively designed techniques, that really guarantee to find the candidate who best suits the present and foreseeable future characteristics of a position and a specific company. So training,Taking into account these present and future characteristics of the position and company, the worker develops on the basis of his vision and the proactivity of the company.Therefore, the competency profiles of positions may surpass the position profiles or profesiograms, because although in it are the aforementioned competencies closely related to physical and personality requirements, they are not the result of a deep study closely related to the functions of the position in organizations It is necessary to consider that good competencies management is not possible if the working conditions are not adequate and in relation to the key subsystems of the SGICH. Which makes companies and senior management responsible for offering opportunities that allow the development and acquisition of new skills in workers.At the present time there are in the world concepts linked to that of competences, such as headhunting or "talent hunting" which is a way to get managers or special employees; as well as the "Assessment Centers" as centers for evaluating the skills of employees. The most promising trend in the selection of competent personnel is the search for candidates not for position X, but for position X, Y, Z, which expresses the importance of flexibility or multi-competence in the employee, and not only for the tasks of the position but for the success of the man in the company, so it is integrated into the Strategic Management and SGICH policies, also serving as a basis for get your charactersuch as headhunting or "talent hunting" which is a way to get special managers or employees; as well as the "Assessment Centers" as centers for evaluating the skills of employees. The most promising trend in the selection of competent personnel is the search for candidates not for position X, but for position X, Y, Z, which expresses the importance of flexibility or multi-competence in the employee, and not only for the tasks of the position but for the success of the man in the company, so it is integrated into the Strategic Management and SGICH policies, also serving as a basis for get your charactersuch as headhunting or "talent hunting" which is a way to get special managers or employees; as well as the "Assessment Centers" as centers for evaluating the skills of employees. The most promising trend in the selection of competent personnel is the search for candidates not for position X, but for position X, Y, Z, which expresses the importance of flexibility or multi-competence in the employee, and not only for the tasks of the position but for the success of the man in the company, so it is integrated into the Strategic Management and SGICH policies, also serving as a basis for get your characterThe most promising trend in the selection of competent personnel is the search for candidates not for position X, but for position X, Y, Z, which expresses the importance of flexibility or multi-competence in the employee, and not only for the tasks of the position but for the success of the man in the company, so he joins the Strategic Management and SGICH policies, also serving as a basis to obtain his characterThe most promising trend in the selection of competent personnel is the search for candidates not for position X, but for position X, Y, Z, which expresses the importance of flexibility or multi-competence in the employee, and not only for the tasks of the position but for the success of the man in the company, so he joins the Strategic Management and SGICH policies, also serving as a basis to obtain his character

From the analysis of these principles it is inferred that for the treatment of this category, there is a need to specify the terms and stages that will serve as the basis for the planning and implementation of this management in MINTUR organizations.

CHAPTER II: ESSENTIAL TERMS. TAKEN FROM THE NC. 3000: 207

Human capital

Set of knowledge, experiences, skills, feelings, attitudes, motivations, values and capacity to do, carried by workers to create more wealth with efficiency. It is also conscience, ethics, solidarity, a spirit of sacrifice and heroism.

Position

Those that appear collected in the common qualifiers, of branch or activity and own of organisms, belonging to the different occupational categories, as well as in resolutions. They define the name, content of work and the requirements to occupy them and express the employment or trade performed by the workers in the organization.

Occupational category

Classification of the different positions, according to the functions and tasks performed by the workers, taking into account their dissimilar characteristics, complexity and their connection with production and the provision of services. They are grouped into the categories of operators, service workers, administrative workers, technicians and leaders.

Certification of competencies

Process that allows, through the corresponding evaluation, to recognize and certify through a document, the demonstrated competence of the worker for a certain position, regardless of the way in which these competencies were acquired.

Certification of the Integrated Human Capital Management System

Issuance of a statement, based on a decision made after the review, that the specified requirements of the integrated human capital management system have been demonstrated to be met by a third party audit.

NOTE 1 Definition adapted from sections 5.2 and 5.5 of NC ISO / IEC 17000: 2005.

NOTE 2 Third party audits are carried out by competent and independent certification bodies.

Working environment

Quality arising from the interaction of working conditions, work organization, worker participation, institutional communication and relationships established in the production and service process, which influences motivation, satisfaction, performance labor and the disciplined and productive behavior of workers, and the results of the organization.

Labor collective

Group of people linked by a certain work activity, who have common needs and interests and maintain socio-labor relationships of collaboration, help and mutual responsibility, formed in the work process.

Skills Committee

Group in charge of identifying and proposing, to senior management, the key or distinctive competencies of the organization, the processes of the main activities and the positions of those activities. 3.22 Entrance committee

Body that is created in the organization to advise the boss in the exercise of his / her power regarding the recognition or confirmation of the loss of demonstrated suitability, and to make the decision regarding the promotion, permanence and selection of workers for training courses and development.

Labor competencies

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.

Organizational skills

Set of characteristics of the organization, fundamentally linked to its human capital, especially to its knowledge, values and acquired experiences, associated to its essential work processes, which as a trend are causally related to the successful performance of that organization, in correspondence with a certain organizational culture. 3.31 Organizational Culture

Interrelation between the structure of beliefs, values, customs and ways of expressing and transmitting them, as well as the performance of the members in specific situations, which condition the behavior of its members and which will characterize the processes and individual, group and social behaviors. the organization, in addition, of its influence on management functions and decisions at all levels.

Human Capital Development

Continuous and simultaneous training process aimed at achieving knowledge, multi-skills and values in workers that allow them to hold high profile positions, with the skills for superior job performance.

NOTE This process ensures the training of the worker during their working life, enables them to promote to higher category positions and be prepared to assume the changes that occur in the organization.

Adequate job performance

Labor performance and worker performance, appropriate to the requirements established for his position and expresses the demonstrated suitability.

Superior job performance

Labor performance and superior performance of the worker, with a high economic and social impact, present and future, identified with the labor competencies required for their position. This performance corresponds to the strategic behaviors, that is, the competencies to achieve the entity's strategy.

Organizational performance

Capacity of the organization that harmonizes individual, group and organization results; stimulates performance; recognizes the perceptions of workers; and expresses the characteristics of the competences it possesses.

Effectiveness

Extent to which planned activities are carried out and planned results achieved.

NOTE This appears in section 3.2.14 of NC ISO 9000: 2005.

Efficiency

Relationship between the result achieved and the resources used.

NOTE This appears in section 3.2.15 of NC ISO 9000: 2005.

Process-based approach

The systematic identification and management of the processes used in the organization and in particular the interactions between such processes is known as the “process-based approach”.

NOTE This appears in section 2.4 of NC ISO 9000: 2005.

Ergonomics

Applied science that studies the system integrated by the worker, the means of production and the work environment, so that the work is efficient and appropriate to the psychophysiological capacities of the worker, promoting their health and achieving their satisfaction and well-being.

Competency management

Coordinated activities to direct and control an organization with an approach based on work competencies and the learning capacity of workers. Its objective is a quality organization and the disposition of the integrated group to achieve the organization's objectives.

NOTE A quality organization is one that meets the requirements established in the production and service provision process.

Proven suitability

Principle by which the administration is governed to determine the entry of workers into employment, their permanence and promotion, as well as their incorporation into training and development courses.

Participation of the workers

Essential management principle that ensures that workers take part in decisions aimed at the development and fulfillment of the objectives and strategy of the organization, the search for solutions to problems and compliance with established legislation given their experience. Its application makes it possible to achieve a full commitment of the workers and that their competences are applied for the benefit of the organization and themselves.

Skills profile

Document that describes the competencies required for a position and expresses the relationship of the strategic objectives and goals with the capabilities that the organization's staff must develop. This profile is expressed in a language of key results and does not necessarily understand or describe all the functions and tasks of the position, it only focuses on those fundamental elements.

CHAPTER III: FOUNDATION OF THE STAGES FOR THE PLANNING, IMPLEMENTATION AND MONITORING OF THE COMPETENCES.

The current employment situation in MINTUR, has the need in the management of companies, the development of human talent as a basic raw material; which requires the implementation of an integral and coherent system of management of organizational, labor and process competencies, as a meaning of an enormous present and future challenge that supposes the enormous will and vision of the factors and system, for the achievement of a culture competent work; This requires adequate and reliable tools, which allow determining the job competency profiles, the essential processes that guarantee the achievement of the strategy and their corresponding competencies and integrate them into the standards of our manuals, to monitor their development., through its implementation and control in the SGICH;especially through participatory behavior that encourages the real involvement of men at work and their professional development in organizations.

This presupposes continuous improvement in the workers, work teams and managerial staff, almost without intermediate levels, due to the demand for comprehensive training, with a high degree of professionalism, versatile mastery of the production process and individual potentialities and personality characteristics., that allow successful performance in the labor context, in close connection with the organizational strategy and the processes that guarantee it.

To respond to this great challenge, it will be necessary to work on the application of methodologies that allow the discovery of a system of labor and organizational competencies, as an alternative to promote the development of the Integral Management of Human Capital subsystems, in a direction that achieves a better balance between the needs of organizations, work teams, their members and social demands.

This represents a revolution in the SGICH, which forces us to question the validity of the systems used and to reconsider their design and implementation. For all the above and given the needs of the country, the region and the companies, the following objectives are outlined:

Apply an integrative and viable methodology, adapted to our reality, which enables the study, development and monitoring of labor competencies, in close relationship with key processes and business strategy, in tourism organizations. Serve as a guide to professionals and sector technicians, so that they can reliably plan, identify and develop the organizational, process and labor competencies that the jobs and workers in the sector must possess.

The integration of the model adapted to our reality, facilitates the participation of the factors in the implementation of the methodological procedure and its subsequent application, essentially responding to the current integrative strategies of the constructivist and holistic tendency; getting to involve regional experts, interested organizations, executives and workers with successful performance in the tourism sector. Also taking into consideration the best contributions of other experts, among which stand out (Mertens, Leonard. 2000, the Project of Methodology for the Determination and Standardization of Labor Competencies of the MTSS 2001, the functional analysis of the CONOCER group, applied in Cuba by Pérez de la O Julio. 2001, the methodological considerations of A. Cuesta 2003, s. Mejías 2005, N. Pelegrín 2005,and integration of some of the principles and techniques suggested by Dr. M. Díaz Pérez, (2005) of the University of Havana, as well as the guidelines around Cuban Standard 3000, 3001 and 3002 of the MTSS 2007, related to the Human Capital Management System).

The precise proposal by those involved, of the analysis and updating of the business strategy, which in an analytical and generalizing way, allows not only to perceive the psychosocial conditions (internal and external) that affect the development of competent performance in the organization, but also act on it; which requires means of (research - learning) that enable the analysis of the historical - social conditions; To thereby determine what is required to achieve business goals.

FOUNDATION OF THE STAGES FOR THE PLANNING, CONTROL AND MONITORING OF ORGANIZATIONAL, PROCESS AND LABOR COMPETENCES.

Stage One: Selection and training of the Competition Committee

Purpose: To socialize the information on the subject and achieve the participation of the factors and workers with optimal performance, in the execution of each step of the project.

1.1- The selection and formation of the competencies committee, the group in charge of identifying and proposing, to senior management, the key or distinctive competencies of the organization, the processes of the main activities and the positions of those activities, will be carried out at starting from the following budgets: ¹

Top performers describe their work better than anyone else. Therefore, workers who have a higher level of performance compared to other workers whose performance is adequate but not superior must be identified.To achieve the planning, implementation and control of competencies, the participation of the high level must be ensured. management, (at least one member officially appointed to chair the Competencies Committee), as well as the union organization, to find solutions to problems and in decision-making.  The organization and this committee must bear in mind the safeguard of the documented procedure - structural capital - where it is specified how to carry out the process of identification and validation of the organization's distinctive competencies,those of the processes of the main activities and those of the positions of said activities, as a basis for the process of certification of the worker's demonstrated competence for a certain position, in correspondence with the identified competencies. Top management should identify workers who have a superior performance level compared to competencies and workers whose performance is adequate but not superior.

¹ In preparing these budgets, the Cuban standard has been taken into account. In relation to the Requirements related to labor competencies. it corresponds to NC 3000, 3001 and 3002: 2007. As well as the provisions of Decree-Law No. 252 and its “Regulations” (Decree No. 281) relating to the “Continuity and Strengthening of the Cuban Business Improvement System”.

The selection of outstanding workers will be carried out taking as a starting point the practices and the use of advanced methods and procedures, which are used by those who in carrying out the service process stand out for achieving better indicators in volume and quality.

Therefore, it will be integrated by colleagues who have conditions such as:

who have practical experience and know the activities carried out in the area. who have successful performance in the position or position. Endorsed by superiors, colleagues, and performance reviews who demonstrate interest and ability to collaborate.

With its approval, an interactive training process (16 - 20 hours) in competency management is carried out, which together with the explanation of how to proceed in each stage of the process, will allow the specific research - learning work. (See the training program in annex 1)

The colleagues of the Organization's Competencies Committee, who apply the procedure, must participate in all phases or stages, until they achieve the Drafting of the competence profile of the position, its integration with the description and qualifier of the position, as well as in the validation, monitoring and control of skills profiles.

Once the competition committee is formed and the initial training program has been carried out, the second stage will continue interactively, as a form of training and research.

Second Stage: Analysis of the Organizational strategy and its alignment with the SGICH.

Purpose: To corroborate the alignment of the organizational strategy, with the competent performance of the key processes and the generic competencies that contribute to its development, identifying gaps in the entire system.

Formulate a global vision of the short and long-term requirements of the business, which demands the skills of human capital in the Organization.

Fig. 3.2 Proposal of essential actions and techniques that can be used in the analysis and alignment stage of the organizational strategy with the SGICH.

Source: self made.

This is based on the criterion that the success of the organizational strategy will largely depend on the contribution to the creation of value of each member of the organization. For this contribution to maintain its sustainability characteristic, three conditions must be met:

The determination of what the organization needs in terms of integrated management of Human Capital, to achieve its strategy. A valid and reliable evaluation of the breadth and depth that each member of the organization possesses the competencies that guarantee the success of the strategy. An investment in time and efforts by managers and managers in the improvement of key processes and their collaborators, for the selection, evaluation and continuous development of these skills, as an essential form of investment.

Therefore, the organization, in order to implement a SGICH that discovers and develops the organizational competencies, the key processes and the people, must previously guarantee compliance with the following premises: - The organizational strategy must be formulated, aligned to the management by competences, agreed with the workers and in the application phase to make the organization's objectives a reality. Therefore, work will be done with group techniques (Annex 2.1) - Top management must lead the formulation, implementation and integration of key processes and human capital management.

The effective participation of workers in solving problems and making decisions, to achieve the organizational strategy. There must be a satisfactory work environment that favors competent performance. - The leaders, officials and specialized personnel who directly attend to the management of human capital, must have the skills required to perform their functions.

Given this demand, space must be dedicated to this stage, through the performance of techniques that enable the integrative execution of the following actions:

2.1-Review and analysis of the organizational strategy

For this, the experts and the competence committee will work on the review and analysis of the organizational strategy, studying in depth and focusing on: ü The central object of the entity, the mission and the strategic objectives of the organization and the area where it is develop the study and its alignment with the competency model to be achieved. (Suggesting the documentary review and the use of group techniques, work environment and especially the SWOT. (See annexes 2.2).

The precision of strengths and weaknesses or gaps in organizational competencies that could affect the performance of the company, or limit its commitment to take on the challenges of the present and near future What competencies will be needed to lead your teams in such a way that they exceed successfully challenges the strategy.

With this broad vision of the company's requirements, you will have a solid basis for identifying which skills will become important in the short and medium term. This enables the design of a competency model that integrates the needs of the entity, avoiding the development of isolated actions in the different areas. In addition, the integrative analysis of the business can be used to identify the degree of preparation that the organization currently has to achieve the objectives of the strategy, going on to identify the gaps that may hinder the achievement of the planned objectives in terms of processes.

2.2- Identification and analysis of the organization's processes to determine the process competencies.

To carry out these actions, five essential concepts must be kept in mind: identification of processes, interrelation of actions, planned results, continuous improvement and process management.

- Identification of the processes. Each and every one of the main activities or groups of activities carried out is identified, with which the Process Map is drawn up. Valuing essentially:

Should this process really be in this organization? Will the execution of this process contribute to the achievement of its objectives? How is it carried out and how can this process be refined? Is it necessary to create new processes?

The study of work process competencies is based on the following principles:

Comprehensiveness, considering all the resources involved in the development of each process (human, material and financial), considering the logistical flow for its success Systematicity, by permanently promoting the search for reserves to increase the effectiveness and efficiency of work processes. Participation of workers in the design of measures and their control. For the execution of this stage, techniques of process and path diagrams, critical examination, process maps, technical sheets and expert methods can be used. It is suggested to carry out the correlation matrix: strategic objectives - key processes - impact on customers. (You can see some of the procedures and techniques for the study of processes in Annex 4)

The study of these processes is essential, as it will indicate:

How the flow of the activities necessary to achieve the proposed results and their continuous improvement in the Organization is organized. If in practice we really have such a key competence or not, and to what extent is it present, influencing the management of processes, with the application of appropriate management and leadership techniques Criteria, methods and indicators to measure and monitor the effectiveness, efficiency and continuous improvement of processes What are the resources, technological support and controls necessary for the planned execution of process activities. How those involved in the process communicate with each other and with other processes of the entity and with the environment. ⁴ How the assurance, performance, satisfaction and security of the human capital involved in the process are managed. On the deficiencies that occur in the inputs (E), in the transformation of the process (T) and therefore in the outputs (S) of the same, which may contribute to the improvement of the quality of the service; In order to reduce costs, differentiate ourselves from the competition, manage to shorten delivery times, as well as achieve the improvement of the management methods, work and transformation techniques that are used, which contribute to the achievement of the organizational mission,

⁴. Dr. Rogelio Suárez. 2007. President of the National Academic Committee. Hotel Management Specialty. Indications for the realization of professional work in the specialty of Postgraduate in Hotel Management. First edition, 2007.

In this study of processes, an input that would be associated with a supplier, a producer who would be in charge of transforming the input into output or product could be represented, as shown in Figure 3.3; that is, add value to the inputs, and the Client (internal or external) would receive this product or service.

Figure 3.3. Basic basic scheme of a Process (Source: O. Díaz González, 2006.)

Due to the characteristics of the service organizations and especially the hotel sector, (to which this manual is directed) it became necessary to emphasize the impact that the processes may have on the client, in this way the following should be investigated:

Strategic processes: These are the processes that are linked to the scope of management responsibilities and, mainly, in the long term. They essentially refer to planning processes and others that are considered linked to key or strategic factors.Operative or Realization Processes: These are the processes that directly contribute to the realization of the product or the provision of the service and through which the organization adds value to their inputs. Support processes: Those processes that support the operational processes, contributing to the proper development of the production processes, providing them with the necessary resources to achieve the strategy. They contribute to the proper development of the production processes by providing them with the necessary resources. Although they do not create value directly perceptible by the customer,they are necessary for the uninterrupted operation of the organization. These processes are also called "auxiliary or support processes".

In summary, the methodological actions that can be carried out in the study of processes are:

Take up and evaluate the company's strategy in the team or committee of competencies. Identifying and listing the strategic, implementation and support processes that guarantee the achievement of the service or product (process map). Specify the key processes related to the organizational strategy .That is, the main activities, which guarantee or ensure the achievement of the objectives, for the sake of customer satisfaction. (A matrix of strategic objectives can be made - impact on customers and processes) Study the key processes that guarantee the strategy. Giving priority in the analysis and research to the internal and external conditions that contribute to these processes; evaluating how? for what? and because? they work for the benefit of the corporate purpose. For which it must:

-Name the person responsible or representative of the process

-Prepare process sheets and diagrams; especially defining the sub-processes, inputs and outputs and identifying the problems or incidents that hinder their realization.

Identify the sponsors or suppliers of the necessary processes / supplies, products or services, results and distributor, which guarantee compliance with the procedures or sub-processes Identify and assess the necessary resources that ensure the results (Human, Financial, Material), Systematically questioning whether the actions that are carried out in the process:

Does it help satisfy customer needs?

Is the Client willing to pay for them?

Does it contribute to achieving any of the Strategic Objectives?

Specify the indicators that will allow its evaluation and continuous improvement control. Examples: customer satisfaction, observation of compliance with the technical sheet described, worker performance, etc.

Determine the competencies and gaps that ensure or hinder the development of these processes. Especially those related to the management and supervision of key processes; In such a way that the participation and commitment of all those involved are encouraged. Develop the new process map (improvement proposal). Implement and follow up on the process improvement proposal .

Figure 3.4: Basic diagram for the analysis and improvement of the system components that guarantee the development of the key processes in the Organization, (Source: A. Cuesta Santos, 2005. Adaptation of E. Acosta, 2009)

Thus, this Activity Map, which includes a planning or program, the added value (service, product, information or knowledge) that is brought to the client, the policies implemented, which ensure the internal training to be required and the evidence shown by the people who work (competences) and the collaboration between the actors of the process, ensure or not its effectiveness and efficiency in the organization. All of which is taxed and interrelated with the generic competencies that the Organization must develop to achieve its strategy.

2.3-Detection of strengths and weaknesses, linked to the SGICH of the Organization.

The detection of strengths and weaknesses of the area, linked to the organization's SGICH, is necessary for the competencies committee to determine what the organization needs in terms of integrated human capital management (SGICH), to achieve the strategy. For which techniques such as: (documentary review, interviews, work climate studies, analysis of work and salary indicators, the cause and effect diagram, the SWOT technique and / or the nominal group technique) can be used. The techniques for the work environment studies are compiled and serve as the basis for the execution of the training program.

- Also highlighting the analysis of the following most important indicators:

Profit level Labor Productivity Average salary Gross Value Added (GVA) Average number of workers Monetary income Salary fund Fluctuation rate Use of time fund Economic losses due to absenteeism, absences

2.4- Determination of the generic competences of the Organization (organizational competences).

The Determination of organizational competencies is necessary from the system of key corporate capabilities and values, which guarantee success and organizational competitive advantages, associated with its essential work processes, which as a trend are causally related to successful performance of that organization and with the challenges it must assume to achieve the desired goals, in correspondence with a certain organizational culture.

Of the organization's competences, or “core competences”, it is necessary to decide on a set comprised between 5 and 7 competencies, as practice advises it (A. Cuesta 2005). The decision of which should be the key competences of the company and their order of importance can be achieved by using two techniques, suggested by A. Cuesta: Delphi by rounds and comparison by pairs, taking the following instructions:

- Compare the importance of each key competence to all the others for the achievement of your company's mission.

- In each comparison write the number of the competition that is superior in the corresponding box.

In the Delphi technique in rounds, after asking the group of experts to list on a piece of paper what they consider “key competencies of the organization”, all of them are reproduced on a blackboard or banner, and the reduction of that list eliminating redundant ones.

Upon completion of this characterization, a form with these competencies is listed and given to each expert and they are asked to weigh them, giving a value of 1 to the most important, value 2 to the one that follows in order of importance, up to the value 7 which will correspond to the least important ”. In order to reduce the list and specify the most important ones. (A. Cuesta 2005).It is important for its control to determine the form of operationalization and the person in charge , arguing or describing each of these competencies, characterizing them by their patterns of conduct or dimensions (that is, how their presence in the organization is expressed or reflected).

In summary: this stage that bases the Systems Theory, the synergistic nature of the way of thinking in the company and its operation, is essential as a preamble to the study of the position, as a basis that allows the organization to achieve a more efficient desired result, when resources and activities are managed as a logical process; in such a way that it is possible to identify, understand and direct interrelating the general actions with the specific ones of the area, in order to achieve the objectives, improving the productivity and efficiency of the company. For this, the particular analysis of the functions of each position or position is also essential.

Third Stage: Realization of the Analysis of the position.

Purpose: Identify the labor competencies inherent to a productive or service position, closely related to the mission of the Organization and the evidence of critical incidents in the performance of the position.

Carrying out this stage is essential for the knowledge and mastery of the functions, processes and activities related to the position or position and its link with the conditions that have an impact on its execution. Allowing an internal analysis of the procedures that can and should be executed to achieve effective results in the position. Also achieving link with actions of Instrumentation of Resolution 26/06 for the application of Work Organization studies in labor entities.

Fig. 3.5: Proposal of essential actions and techniques that can be used in the job analysis stage.

Source: self made.

The Delphi technique can be used for this in rounds or the functional analysis of the position, demonstrating that between the main purpose or mission of the company and obtaining the satisfactory, good or service, there are several intermediate functions that make it possible, hence the need for them to be disaggregated. (These techniques are found in Annexes 2.5 and 2.6). In addition to delving into the definitions that are presented below:

Field of application. It is the description of the circumstances, environment, materials, machines and instruments in relation to which the performance described in the element of competence is developed.

Evidence of performance. They are descriptions of variables or conditions whose status allows to infer that the performance was actually achieved. Direct evidence has to do with the technique used in the exercise of a competition and is verified by observation. Evidence by product is real, observable and tangible evidence of the consequences of performance.

Evidence of knowledge. They include the knowledge and understanding necessary to achieve competent performance. It can refer to the theoretical knowledge and science-based principles that the worker must master, as well as their cognitive abilities in relation to the element of competence to which they belong.

An element is written in such a way that when reading it the phrase can be preceded: “the worker will be able to…..”

Examples of elements of competition:

 Mastering management and teamwork techniques that allow you to guide the learning of the staff under your supervision.

3.3-Determination of critical performances.

- Analysis of critical incidents.

- Derivation of contingencies and conditions that impact performance. Taking into account that in parallel to the functions performed by the subject in the position, a great variety of contingencies and conditions coexist and interact that have an impact on the success of their execution, it has been necessary to link the functional analysis to the study of these conditions, through critical incident analysis.

The critical incident method originally proposed by Flanagan (1954), is a qualitative research technique, through which behaviors representative of both good and bad performance are recorded, based on the fact that in human behavior there are certain extreme characteristics capable of leading to positive (success) or negative (failure) results. (You can see in annex 2.7, the more detailed explanation of this technique)

In summary, the analysis of critical incidents closely related and carried out in parallel with the realization of the detailed diagram of the process and the analysis of the functions that have been affected in the work activity, and that have been studied in the previous actions, will allow:

Register past references, to improve the work methods in the position and the relationship systems Identify the internal conditions of the person and the organization or company and the environment, which affect competent performance Find and explain in the work teams already administrative and union factors, new methods that can be implemented to improve the competent performance of the process and personnel.

With all this analysis and the previous stages, there is a sufficient database to carry out the integration of the competence profile of the position, with its description. For its realization the following stage is proposed.

Fourth Stage: Drafting of the competence profile, its integration with the job description (Profesiogram of competencies).

Purpose: Document and approve by senior management the competency profiles, integrated into the job qualifier and the job description. Ensuring in this the widest participation and commitment of leaders and workers.

This stage is essential, as part of the development of the documentation phase, which leads to the collection of all the information and the drafting of a documented procedure, which achieves the drafting of the process of identifying the distinctive competencies of the organization, those of the processes of the main activities and those of the positions of said activities, up to the certification phase.For this, the following actions must be worked on:

Fourth stage

Fig. 3.6: Proposal of actions and essential techniques that can be used to elaborate the competences profesiogram . Source: self made.

4.1- Accuracy of organizational and labor competencies.

At this time, based on the criteria that have been accumulated, the experts and collaborators of the Competencies Committee have the foundations of analysis, to synthesize the evidence of competencies demanded by the position or position, which constitute indicators that allow evaluating the qualitatively what the worker must possess to achieve competent performance in the job. Under the answer to two key questions:

Given the applied techniques and incidents that affect the development of the position, what are the knowledge, attitudes, skills and experience that guarantee the successful performance of the position X? Given the key competencies of the organization, what are the capabilities and values of the personality, which guarantee the stable success of the behavior, for the achievement of the organizational strategy and not only, the tasks of the position?

Among the techniques that can also be used to carry out these actions is the Delphi technique by rounds applied by Cuban specialists, redesigned by A. Cuestas Santos, the main competencies of the position will be summarized by consensus.

4.2-Drafting of the job competency profiles and their dimensions. To subsequently assess and record the dimensions of each of them, the Nominal Groups Technique explained and applied previously can be used or the 635 Method also called ROHRBACH, which makes it possible to enrich and operationalize the dimensions of each competence treated, counting on the vocabulary of the workers involved, the symbols and the priorities of treatment of the organization, as ways that allow their influence on the organizational culture .To reach a consensus on the dimensions that best reflect the competent performance of the worker in the organization, it is suggested to ask a series of key questions, related to each competence that is analyzed, among which are:  What are the behaviors that are visibly guarantee these results in the organization?

What performance criteria can we measure to determine that we have said competence? Through what ways or means can we measure to determine if we have said competence?

4.3- Integration of competency profiles to the job description and the job qualifier. (Documentation integrated into the guidelines of the Cuban standard, which serves as the basis for the certification of the process).

In order to achieve this integration, the essential considerations and practices carried out, in relation to the design of the job and the job qualifiers, must be studied and assessed.

Ø Taking into account that the design of jobs: is the detailed photograph of the job that responds to the position for which the worker is hired, will be made under the direction of the Head of Human Resources, and with the collaboration of the assigned committee and is approved by the facility manager. A poorly conceived design leads the worker to perform functions and perform tasks for which he was not hired, also requiring responsibilities in tasks that have nothing to do with those predetermined in the Employment Contract .

Said qualitative and integrative analysis makes it possible to define any of the following levels that the position possesses, which can serve as a basis for determining the level of education and the logical foundation of the technical requirements that are legally required: ü Level of competence 1 When In carrying out the tasks of the position, there is a smaller set of varied work activities, predominating the routine and predictable activities that generally require orders to execute them. ü Competence level 2: When a significant set of different work activities is carried out in the position, carried out in a variety of contexts, but in the same area. Some of the activities are complex or non-routine.At this level, responsibility and autonomy are circumscribed to collaboration with others and teamwork.

Competency level 3: When the position requires a set of activities with a wide range of assignments and contexts that are often complex and non-routine. At this level it is often required to control and supervise third parties, so responsibility and autonomy are considerable Competency level 4: When the position requires a set of activities in a wide range of complex work activities (technical or professional) performed in equally varied contexts; high degree of autonomy and responsibility for the organization of groups and the results of planning and resource allocation Level of competence 5: When a set of activities related to the application of a significant range of fundamental principles and of complex techniques,in a variety of broad and systemic context, often unpredictable; high degree of personal autonomy; frequent responsibility in planning, forecasting and the productivity of resources, as well as responsibility in the analysis, diagnosis, design, planning, execution and evaluation of systems.

The documented procedure will be the support to validate the distinctive competencies of the organization, that of the processes of the main activities and that of the positions of said activities, as well as to carry out the process of accreditation, selection, development, performance evaluation and feedback., of the competences of the workers who perform the different positions, in correspondence with the identified and validated competencies.

Based on this document where the competencies for the different positions are collected, which were approved by the top management of the organization, the competencies can be evaluated, which means that those identified for the different levels are described in a common procedure. they are formalized or officially recognized and become a reference for the work of the integrated management of Human Capital in the organization.

At this time, it is worth asking: how can we verify that the skill profile planned for the position corresponds to the successful performance of the worker? For this reason, the next stage is imposed.

At this time, it is necessary to examine: how can we verify that the skill profile planned for the position corresponds to the successful performance of the worker? For this reason, the next stage is imposed.

Fifth Stage: Evaluation and control of the competency profiles.

Purpose: To verify and monitor in practice the organizational, process and labor competencies, in order to guarantee the reliability and quality of the planned actions

From which it is inferred to proceed to carry out the following actions:

Fig. 3.7: Proposal of essential actions and techniques that can be used for the evaluation and control of the competency profiles.

Source: self made.

5.1- Evaluation in the Entity of the standards or dimensions of the competences.

In the first place, it is important to remember the need for the competencies that have been defined and described, or characterized through standards or performance criteria, to be evaluated and accepted in the company or organization, which means the constancy for the certification of the competencies based on standards defined by the experts and collaborators of the Competencies Committee, who have the basis of analysis to guarantee the reliability and quality of what the organization and the worker are capable of doing and the competencies possessed for it . Which constitutes the formal recognition, in the organization where the worker works, and therefore, the bases to be able to be evaluated by other people.

Once this process of identifying the competencies for the different levels is carried out, following the established procedure, we proceed to the analysis and presentation for approval by the Board of Directors of the competencies identified.

This process will be validated and approved by senior management and collected in a single document:

The distinctive or key competencies of the organization (organizational competencies), to achieve its application and measurement to its workers. The competencies of the processes of the main activities of the organization applicable to the workers who work in these processes. The competencies of the positions that are used for the processes of the main activities, which are reflected in the competency profiles prepared for said positions and that are applicable to the workers who occupy them.

The Competencies Committee can achieve with these descriptions and standards the document for the identification of workers who have an inadequate performance compared to the identified and approved competencies. It identifies other workers, whose performance is adequate, but not superior, discovering and specifying the existing gaps, both individually and at the organization level, in correspondence with the generic competencies that the services require. All this will serve as a guide for the selection of new workers who join the positions of the processes of the main activities, and for the training and development of workers with adequate job performance in the scope of superior job performance, therefore, reliable instruments are required for this.

Computerized techniques can be used.

5.2- Selection of instruments to assess and monitor job skills.

The practices suggested by experts for the evaluation and study of the competency profile are dissimilar, especially they have been used for selection, training, promotions and career development purposes, etc. Although each organization will require a specific approach that will depend on the objectives formulated to design and apply these customized instruments, in this project some of the principles and techniques suggested for the application in Cuba of CA by Dr. M. Díaz Pérez, (2005) from the University of Havana.

Which proposes that the methodology be the subject of a constant innovation process but that the basic components that distinguish it must always be respected, among which the following stand out: 1) the use of multiple techniques, highlighting within them the simulations, 2) the use of several consultants who carry out the observation of behaviors, organized around the competencies and dimensions related to the job and 3) the session of systematic integration of the data (Byham, 1996).

Taking into account all these criteria, the essential principles that can characterize this stage are set out below: ⁹

Work Analysis or integrative profesiogram: This is a phase that is recognized in the literature as systematic work analysis (Feltham, 1989), work and situation analysis (Seegers, 1989), work microanalysis (Sheldon, 1986), work analysis (Guidelines, 2003). Unlike the analysis of the job or job description (job description), in this profesiogram emphasis is placed on the functions of the position, as well as on the competences that were integrated in the previous phases.

Classification of Behaviors: The behaviors or dimensions that identify the success criteria of the man in the position and in the organization are retaken, through the matrix of competencies; where the behaviors displayed by the participants should be classified by their meaning in categories of superior, adequate and low performance, which reflect the dimensions of the competencies. The set of techniques that will be used and the evaluation criteria from which the participants in the program will be evaluated will depend on these definitions. Multiple Techniques:The technical arsenal available to the methodology is broad, consisting mainly of: tests, interviews, questionnaires, individual and group simulations and self-assessment techniques. The techniques are chosen or developed to guarantee internal consistency in the analysis of results given by the committee participants and experts, which allows tendering a variety of behaviors and relevant information on the selected competencies.

⁹ It is taken as a basis for this stage, the proposal of: Díaz Pérez, M. (2005) It can be reviewed: “The Management of Human Potential in the Organization. A Methodological Proposal from Psychology. ”Doctoral Thesis. Faculty of Psychology. University of Havana.

The simulation exercises. A simulation is a technique or exercise designed to bid behaviors related to the dimensions of performance at work, requiring participants to respond behaviorally to situational stimuli. These techniques, also recognized as work samples or situational tests, put the subject in a situation (Zedec, 1986) in a context similar to that of real work life. Its use has varied from simple applications such as role playing to more complex forms such as computer simulations.

In the scientific literature on the subject, the following are considered classic simulation exercises: Inbox, Role Play, Group Exercises, Business Game, Criteria search exercises, Simulation Interview and Oral Presentation. All these exercises are elaborated by the creators and followers of the methodology, not recognizing specific authors in the literature.

Multiple Advisors: The presence of multiple advisers that make up a staff is another of the distinctive elements of the methodology which is impossible to apply by a single person. They fulfill the functions of observing, assuming roles and evaluating each participant in the center. Most organizations using CA employ their own consultants, psychologists, and managers as administrators and advisers to candidates. So the competition committee must be prepared, receiving adequate training for it. Also taking into account that as a rule one advisor or expert works for every two candidates.

Multiple Data: The integration of the data produced by the multiple techniques is another of the distinctive components of the methodology that must be respected for it to be considered a CA. This integration is carried out in an evaluation meeting where the observations of the consultants are integrated to reach a consensus regarding the evaluation of each participant. Prior to this meeting, assessors must use a systematic procedure to record observations of specific behaviors accurately at the time of the exercise or from recordings of the behavior through audio and video.

These premises and the actions of this stage comply with the requirements of the Cuban standard, in relation to labor competencies (NC 3002: 2007.) For which the approved terms and definitions are applicable. On the basis that to guarantee the implementation of an Integrated Human Capital Management System (SGICH), in order to achieve superior work performance of the workers and the organization, as well as a positive impact on the quality, efficiency, effectiveness and productivity of the processes, a set of requirements related to the Organizational Strategy must be met. It also corresponds to the NC ISO 9000: 2005; NC 18000: 2005.

These bases have been prepared taking as a platform Resolution 26/06 issued by the MTSS and the methodological guide for work studies prepared by the "Julián Grimau" Chair of Work Studies at IPEL. It is adapted starting from the preparation of a dossier where the methods and techniques that are appropriate for the study of the processes and procedures of the key processes of the subordinate entities of MINTUR are contemplated.

These essential actions are proposed, which synthesize the studies that have been carried out on the subject, among which the following stand out: Dr. Rogelio Suárez Mella. 2007. Indications for professional work in the Postgraduate Specialty in Hotel Management. President of the National Academic Committee. Hotel Management Specialty. Havana, 2007. Msc. Omayda Díaz González, 2006. MANAGEMENT BY PROCESS FOCUSED ON THE TOURISM INDUSTRY. Compilation Brochure for Work Organization Studies. Resolution 26 / 2006. La Habana, 2006. The stages proposed by M. Amozarraín (1999), as well as the Methodology successfully applied in the sector, by Noguera Rivera Dianelys and Medina León Alberto (2004). Methodology: VIALOG Group Communications. "Introduction to Process Redesing". Methodology: Galloway, Diane, "Continuous Process Improvement";1998. And Dr. A. Cuesta 2005. HR Management Technology CAPIT. 5. Section 5.3.3. Maps of processes, activities and skills.

The text of Cuesta Santos A., 2005. Human Resources Management Technology can serve as a guide for the application of these techniques. Second Edition Revised and expanded. chap. 5.

Dr. A. Cuesta, 2003. Competency Management. Revised and expanded edition. Editorial Academia. Havana. The Delphi technique by rounds is explained in the Annex. 2.5.

It can be verified in Resolution No. 28, of January 12, 2006, of the MTSS, on the process of implementation of the new broad-profile qualifiers.

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