In this proposal, I suggest a set of criteria and measures indicators, indispensable to take into account to carry out an efficient and effective evaluation of the Integrated Human Capital Management System (SGICH) that, in correspondence with Cuban Standards, all companies must establish to navigate through the potentialities offered by the Business Improvement. The optimal coherence established between objectives, criteria and indicators provides the evaluation team with the most appropriate way to verify compliance with the proposed objectives and, based on the actual results obtained, create an action plan that allows senior management, correct in a timely manner the unwanted deviations that appeared during the implementation phase and thereby align it accurately with the strategy outlined,allowing high productivity and, consequently, enjoying the privileged position that you will undoubtedly achieve in the market.
Summary
This proposal suggests a set of criteria and indicators of measures necessary to consider carrying Queen efficient and effective evaluation of the Integrated Human Capital Management in correspondence with Cuban law to establish any firm navigate potentials through the business improvement flange. The optimal coherence set of objectives, criteria and indicators, provides the evaluation team, the most appropriate way to verify compliance with the proposed objectives and based on actual results, create an action plan that will allow senior management, in a timely manner to correct undesirable deviations arising during the implementation phase and thereby accurately align with the strategy outlined, enabling high productivity and therefore, enjoy the privileged position that will undoubtedly be able to achieve in the market.
Introduction
Development advances and a new approach emerges within organizational management, where the importance of new information and communication technologies, management methods and organizational culture in general, among others, are not only recognized as essential potentialities for achieve success, but every day a higher hierarchy is granted to Human Capital, as this is the supreme energy that moves these potentials, so the prestige of an organization is not defined by its tangible assets but is increasingly conferred on it. place to specialized learning and growth of its personnel that allows it to add value to the goods or services that conquer new clients or maintain the loyalty of those who prefer us.In summary, his efforts are concentrated on what has come to be called knowledge.
Related to this topic, NC 3000: 2007 defines the term Human Capital as the set of knowledge, experiences, abilities, feelings, attitudes, motivations, values and ability to do, carried by workers to create more wealth efficiently. It is also, conscience, ethics, solidarity, spirit of sacrifice and heroism. Our Commander-in-Chief Fidel Castro Ruz also expressed at the act of the first graduation from the Latin American School of Medicine, on August 20, 2005. Human Capital implies not only knowledge, but also awareness, ethics, solidarity, feelings, heroism, and the ability to do a lot with very little.
In our country, the socialist state company continues to be the fundamental link in the economy and should systematically enhance its level of organization, discipline, efficiency and contribution to the State. In order to be faithful to this principle, business management is obliged to efficiently manage its resources and make its systems an integrated whole that enables it to fulfill the objectives that guarantee the scope of its vision.
On this basis, the Integrated Human Capital Management System, defined in NC 3000: 2007, has been designed as the set of policies, objectives, goals, responsibilities, regulations, functions, procedures, tools and techniques that allow internal and external integration. of human capital management processes with the organization's strategy, through labor competencies, aimed at achieving a superior performance of human resources and as a consequence, the increase in labor productivity.
The objective of this work is to propose a set of measurement indicators that allow monitoring of compliance with the objectives for which this SGICH was created, becoming an essential instrument for timely decision-making.
Development
As any germinating project is susceptible to the appearance of unwanted deviations on the way to achieving the goals set, it is necessary that a tool be established to measure the progress of the process, facilitating timely and objective decision-making. This monitoring must be carried out through indicators that constitute quantitative and / or qualitative signals, since they can be presented in the form of figures, criteria, objective or subjective evaluations; they can also be presented as a sense of direction or orientation, etc. Facilitating as an end, the formulation of comparative states.
On the basis of this foundation, I have built my proposal, guaranteeing that it contains the essential indicators that make up the vital signs of the processes that make up the SGICH, which must be evaluated every six months and annually.
Processes that make up the SGICH, according to Cuban standards
1- Selection and Integration Process
2- Performance Evaluation Process
3- Training and Development
4- Safety and Health at Work
5- Organization of Work
6- Material and Moral Stimulation
7- Institutional Communication
8- Proven Competence and Suitability
9- Administration of Human Capital
10- Attention to man
11- Self-control
Criteria and indicators of measures to carry out the individual evaluation of each process
1. Selection and integration
1.1 Measurement criteria
- Completion of the template:
Measurement indicators.
Approved template:
Cover template
Physical template
Workers pending relocation
Available
1.2 Measurement criteria
- Fluctuation of the labor force.
Measurement indicators
Number of hired workers
Number of workers who have caused Discharge.
Main causes
1.3 Measurement criteria
- Workers hired after successfully completing the trial period.
Measurement indicators
Recruited workers
Hired workers
Main causes of not hired
Measurement criteria
- Operation of the Expert Committee.
Measurement indicators
Number of Meetings
Agreements taken
Compliments
Unfulfilled
On date
2. Performance evaluation
Measurement criteria
- Percentage of evaluated of the total workers.
- Number of workers by level of job performance (Poor, Adequate, Superior).
Measurement indicators
Total workers to evaluate
Workers not evaluated
Causes of those not evaluated
Hired Workers, Superior
Skilled workers, Adequate
Skilled workers, Poor
3. Training and development
Measurement criteria
- Compliance with the Training Plan
Measurement indicators
Planned actions
Actions done
Unfulfilled actions
Main causes
Measurement criteria
- Decrease in breakdowns (which are caused by lack of training).
Measurement indicators
Total breakdowns from this cause in the previous semester
Total breakdowns for this cause in the current semester
Measurement criteria
- Care and preparation of recent graduates.
Measurement indicators
Planned actions
Breached Actions
Main causes
4. Safety and health at work
4.1 Measurement criteria
- Accidentality with respect to the previous year
Measurement indicators
Hours Men Worked
Average of Workers Exposed to Risks
Days Lost due to Accidents
Days Lost due to Illness
Work accident
Work incident
Fatal accidents
By work accident
By traffic accident
By commuting accident
4.2 Measurement criteria
- Management indices
Measurement indicators
Frequency Index compared to the previous semester
Incidence rate compared to the previous semester
Absence rate compared to the previous semester
4.3 Measurement criteria
- Occupational health system.
Measurement indicators
Scheduled Periodic Medical Checkups
Periodic Medical Checkups
Specialized scheduled checkups
Specialized checks performed
Workers served in the National Profilatory
Medical certificates issued
4.4 Measurement criteria
- Risk management system. Compliance with the prevention program
Measurement indicators
Scheduled actions
Measures accomplished
Unfulfilled measures
Causes
4.5 Measurement criteria
- Inspection system for occupational safety and health. Nonconformities
Measurement indicators
Number of non-conformities ruled
Number of nonconformities satisfied
Number of pending nonconformities
5. Organization of work
Measurement criteria
- Physical productivity.
Measurement indicators
Physical production
Average number of workers
Measurement criteria
- Compliance with the work organization study program.
Measurement indicators
Number of planned studies
Applied studies
Pending studies
6. Material and moral stimulation
Measurement criteria
- Working environment
Measurement indicators
Number of non-conformities ruled
Number of nonconformities satisfied
Number of pending nonconformities
Measurement criteria
- Compliance with the moral stimulation program.
Measurement indicators
Planned actions
Breached Actions
Main causes
7. Institutional communication
Measurement criteria
- Working environment.
Measurement indicators
Number of non-conformities ruled
Number of nonconformities satisfied
Number of pending nonconformities
8. Proven competence and suitability
Measurement criteria
- Number of workers declared unsuitable.
Measurement indicators
Evaluated workers
Workers declared unsuitable
Relocated workers
9. Human capital management
Measurement criteria
- Action of the basic labor justice bodies
Measurement indicators
Number of claims for best rights
Amount declared with place
Amount declared without place
Measurement criteria
- Care of social property, material and financial resources
Measurement indicator
Number of workers to whom material liability has been applied
Measurement criteria
- Collective labor agreement
Measurement indicators
Quantity of agreed articles
Items fulfilled
Unfulfilled items
Main causes
10. Attention to man:
Measurement criteria
- Working environment.
Measurement indicators
Number of non-conformities ruled
Number of nonconformities satisfied
Number of pending nonconformities
11. Self-control
Measurement criteria
- Compliance with the non-conformities of the previous audit.
Measurement indicators
Number of non-conformities ruled
Number of nonconformities satisfied
Number of pending nonconformities
Measurement criteria
- Evaluation of the last audit
Indicators
According
Not satisfied
Conclusions
- The measurement indicators are quantitative and / or qualitative signals, since they can be presented in the form of figures, criteria, objective or subjective evaluations; they can also be presented as a sense of direction or orientation, etc. Facilitating as an end, the formulation of comparative states.
- The indicators proposed here allow constant monitoring of the behavior of each process that makes up the SGICH, Indispensable for decision-making.
Bibliography
1. Chiavenato, I. (2002). Human resources management. 5th ed. Mc Graw-Hill, Colombia.
2. Cuesta, A. (2005). Human resources management technology. Ed. Academia, City of Havana, p. 17.
3. Dessler, Garry (1996). Staff Administration. Prentice-Hall Publishing House. 715 p.
4. Kaplan, RS and Norton, DP (2001). The balanced scorecard. Second edition. Ediciones Gestión 2000, SA Barcelona. Spain.
5. Louart, Pierre (1994). Management of human resources. Ed. Gestión 2000, SA Barcelona, Spain. 254 p.
6. Morales Cartaya, A. (2006). Contribution to a Cuban model of integrated human resource management. Thesis in option to the degree of doctor in human resources. ISPJAE, City of Havana.
7. NC 3000: 2007. Integrated human capital system. Vocabulary.
8. NC 3001: 2007. Integrated human capital system. Requirements
9. NC 3002: 2007. Integrated human capital system. Implantation.
