Accountability in organizations is a determining factor when presenting, to the company directors, the progress, achievements and difficulties in the performance of the position for which we have been appointed, in this case for human talent management.
Organizational daily life looks different from the human management area, it is undoubtedly a responsibility that includes meeting the expectations of employees regardless of the position and additionally becoming, through their initiatives and actions, a benchmark that allows to contribute effectively in the achievement of organizational purposes.
It is possible that the volume of tasks makes the pause required to identify the impacts that are had by each of the activities carried out from the human management area difficult, starting with recognizing the image that is projected and the concept in the which is the area.
The way in which each of the human talent processes is managed will allow building a better reputation and will make the area increasingly stop being “insulating tape” to become a “common thread”, in such a way that it is truly the strategic pair that will contribute significantly to the construction of a culture capable of strengthening business competitiveness.
The management report, prepared and prepared by the entire team in the human talent area, must incorporate the aspects that are relevant to the management of the company, in such a way that it can be evidenced not only that it is the management carried out but also the results obtained and that are observable and measurable.
Accountability is a discipline that must be born from senior management (in fact, every month it must submit a report to its board of directors), and therefore it should involve the reports of the different areas of the company in order, among others, of:
- Track the strategic planning at the beginning of the year or period, both of the company and the process. This makes it possible to recognize the progress and difficulties for each of the objectives, initiatives and activities formulated with which the allocated financial resources were committed. Monitor both the management and result indicators proposed for the different work areas of the processes. Compliance levels, deviations and adjustments required for the next period. Adjust and align each of the objectives to the development of the work plans assigned to the team members. Recognize new situations, actors and events that are presented in the development of daily activities and tasks. Identify the strengths and weaknesses within the processes in such a way that a management model can be established that allows better use of the skills of the collaborators and establish the plan for closing gaps in the performance of the work teams. Make known to senior management the new initiatives and action plans that allow achieving the corporate objectives.
The human talent management, for its part, must prepare a report that includes the different components of its management that includes the operational and daily aspects necessary and required by the collaborators, passing through the adequate administration and control of the aspects of the operation. from the area, to the strategic results that impact on the culture, the climate and the corporate results.
By way of suggestion, I would like to state some components that should be taken into account when preparing and presenting a management and results report for the area.
For ease of reading, I group it into the different sub-processes, but each management will determine the aspects that should be included in said report.
On the topics of:
INCOME, WITHDRAWALS AND HEAD COUNT
- Total personnel income in the period, discriminating:
- Income per month including date, salary and total labor cost Areas they entered. (Replacements and new charges)
- Variation by month and area Budget compliance Vacancies pending to be filled
INDUCTION AND PERFORMANCE EVALUATION
Report on how many, of those who have entered in the period, have carried out the following activities:
- Corporate induction, to the position or specific carried out to the collaborators who joined. Number of events Re-induction to collaborators who have been in the company for more than 2 years and number of attendees. Number of evaluations of adaptation to the position carried out. 360º - 180º evaluation or 90º as the case may be. Percentage of feedbacks made to collaborators. Number of engagement letters delivered and follow-up carried out
INTERNSHIPS - INTERNSHIPS AND SENA TOPIC (Applies to the Colombian case)
- Status of the Regulated Quota. Compliance with it and costs for the company Number of interns, interns and apprentices. Location by area and monthly cost Qualified Training (Courses taught as closed technical or technologist training) Non-degree training (face-to-face or virtual open courses with SENA)
TRAINING - TRAINING
Face-to-face training (trainings given with an internal and / or external trainer, subject, duration and participants, if there was an external, include cost) taking into account the following indicators:
- Number of training hours given in the period and per month Number of training hours per area Number of training hours per employee Number of training hours and cost per internal / external provider Number of participants per event Distribution of budget execution and compliance with it.
Virtual Training. The same indicators of the previous point apply, adding the coverage indicator.
- Percentage of execution of the training program and work plan for the following period.
EMPLOYEE WELFARE
- List of Activities carried out in the year including participants and costs Recognition and support carried out by area and costs Welfare plan to be developed for the corresponding period Report on vacation liabilities, overtime, disabilities due to reasons and licenses
VARIOUS HUMAN MANAGEMENT
- Report of drafts, liens and level of indebtedness of employees Delivery of endowments Results of Organizational climate survey Types of contracts in force Costs associated with bonuses, commissions, etc. Other issues specific to the area.
MANAGEMENT PROPOSAL FOR THE NEXT PERIOD
- Presentation of Objectives, Initiatives and Activities for each of the sub-processes Budget required for the development of the management of the next period Indicators of measurement of both management and results.
The diversity of issues that are presented, in the rendering of accounts, will depend on the size of the organization, the interests of senior management on them and the impact they have on the management of the different areas of the company. This report can be shared, in its general components and conclusions, with the rest of the management team and with the company's collaborators, in such a way that the management carried out can be promulgated and promoted where the protagonists are not hidden in a desk but rather They are in each one of the areas where the operation and the business daily life are lived.
I hope that these brief reflections will be of interest to those who have responsibility in the organization, both for requesting and presenting the management reports of their area and in particular that of human management.
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* José Manuel Vecino P. * Master in Environmental Management, Specialist in Human Management, Manager of Human Management, Business Consultant and University Teacher.
