The human management process, understood as the support in all aspects related to the proper management of the people who make up the organization, has gone through different stages throughout history and has been consolidated in organizations as a contributing factor significantly to the achievement of corporate goals.
Talking about human management as a key process in increasing productivity involves recognizing the scope of the proper functions of those who have the responsibility of managing the human factor as a key element in the development of the necessary skills to achieve superior performance. in the organization and in this way contribute models and schemes that allow not only knowing the strengths and weaknesses of those who make up the different work teams, but also establishing action plans tailored to the purposes of the company.
Many thinkers and writers have devoted long reflections to finding the raison d'être of the human management process, generally agreeing on the importance of having the best talents for the development of the different tasks and activities that constitute the heart of the business..
The responsibility of selecting, developing and retaining talent acquires new and greater scope since it is intended that all people in the company integrate a work system aimed at increasing corporate results.
In many organizations, the human management process continues to be an area with purely operational functions and its contribution is limited to keeping up-to-date on the practical aspects of payments and on contractual and legal issues, among other necessary but low-impact tasks.
Depending on the size of the company, the conception that the administration has of human management responsibility and the resources that are allocated to it, there is also the scope of a process that can be highly supportive of the management work of the company. business.
Some aspects on which it is worth reflecting when we affirm that the area of human management must assume a strategic role in the organization have to do, among others, with:
- Functions and objectives: Those who have responsibility for the area, call themselves bosses, coordinators, managers or directors, also assume the commitment to strengthen their position in such a way that their functions have a greater impact than the fulfillment of specific and routine tasks. It is about advancing from operational efforts to the design of models capable of contributing significantly to the achievement of business goals. Competencies of the manager of Human Talent Management: The person responsible for assuming leadership in the area must have or develop the necessary capacities to understand that their management is a point of reference for other areas and people in the organization, their responsibility,it is holistic and therefore it will have to worry about understanding which are the competences in which it must be strengthened so that its performance goes beyond the daily task and anticipates the realities that in terms of talent, the company needs to be increasingly productive and competetitiva.Scope of a strategic management of Human Talent Management: Every day the world of organizations discovers new ways to approach their customers and therefore innovation requires that the talent of people remains and increases in benefit of collective knowledge of the company. It is about building and implementing standards that allow employees to recognize that their contribution is valuable and that it has challenges that motivate them to stay in search of new contribution scenarios.Professional growth leads to being the human talent manager a protagonist who emerges with credibility and trust in the management team until becoming an internal consultant whose voice is required and taken into account. This component is a challenge for those who occupy management positions in Human Talent Management because it implies that they must be qualified and trained, educated and kept constantly updated. The management advisor is gaining relevance when his contributions are significant and valuable to those who have the responsibility to ensure institutional results. Measuring management in increasing productivity: Having management measurement tools is important and valuable,but more important is to develop a culture that is concerned with knowing that performance is not only the accomplishment of the task but must take into account the results obtained, that is to say that not only management efficiency but also effectiveness From the results. To the extent that each person, each area and the company itself understands what the expected achievements are and works to obtain them, it leads to the fact that the human talent of the company encourages the development of teamwork that allows everyone to be involved in the Search for the expected achievements. Compensation as a reason and need: The recognition, be it economic, in kind or emotional, for the work done must be framed within a scheme that respects internal equity and takes into account market competitiveness.Compensation schemes should be oriented to the retention of talent and to motivate the increase in commitment in such a way that there is coherence between the discourse we pronounce as bosses and the result obtained, that is, if we speak to them and motivate them to work as a team, the payment receive include this aspect, otherwise we will not be doing a management oriented to the development of organizational productivity. Attract, retain and retain talent. One of the key factors in business success has to do with our ability to attract talent that can generate valuable and differentiating results in the face of an increasingly competitive market. The responsibility of human management lies in recognizing that it must attract talent,but also understand that it is necessary to build or strengthen teams that allow talent to emerge, create the necessary working conditions so that the expected results occur based on collective management and not just individual effort. If we do not recognize that talent is a collective expression, we will continue to fail in costly hires with few results for the company. Committing a two-way path: Recognizing the strategic task of the Human Talent Management area involves identifying the factors that generate a sense of identity and belonging to employees, as Pilar Jericó says "commitment is a dance between two", in such a way that corporate identity involves evaluating the contribution of employees in the company,for evidences its contributions but at the same time for showing that the company supports and supports the worker in the different situations that they must face. Application of new technologies in the management processes in Human Talent Management: The world 2.0 for Human Talent Management has arrived and not only will he stay but he will increasingly establish his success in the tools that allow him to make the best use of time for tasks of greater impact in relation to the specific management of promoting talent in the organization. Technology has reached out to the area and has allowed it to consolidate its management in such a way that there are always better results in terms of being successful in the selection processes, having compensation schemes adjusted to the expectations of the collaborators and the business,to integrate education and training activities, to promote wellness and health activities, etc., the 2.0 world is still to be explored but it will slowly be incorporated into the strategic management of human talent in the organization.
I hope that these brief reflections will encourage all those who currently occupy leadership positions in the Human Talent Management area to slowly structure their process, adjust tasks, delegate functions and design a new way of management in the area. that allow them to free up time to carry out their daily work to generate greater and better impacts in the organization, that little by little their area is no longer seen as a purely operational and functional space and begins to acquire the leading role that the human management area turns as a strategic partner of general management.
