Introduction
In recent years there have been great economic and technological changes in the environment, where organizations have to adapt to increasingly uncertain and turbulent environments, which demands from them an action and way of thinking totally different from previous times, today They have to think strategically and to do this they must take into account external changes and internal possibilities.
Organizations that do not interpret these realities, that do not seek ways to minimize their effects, that are not capable of determining the possible scenarios in which they must act and be more efficient, will hardly be able to survive.
Experience has shown that it is not good to be surprised by changes or circumstances. This approach, valid in the behavior system of people, as social beings, must be an element in the management of management in organizations, especially in current times in which, according to the consensus of specialists, it The only stable that exists in the environment of organizational systems are the constant changes.
These new challenges that society faces have caused business management to evolve in recent decades, leading to the development of knowledge management and the emergence of methods and techniques that respond to new demands, in these circumstances the The most consistent attitude of organizations is to project relevant strategies and implement them effectively and efficiently, to correspond to the management approach which, according to the general criteria, is the tailored suit in the midst of such dynamic and changing realities..
Notwithstanding what is stated in the preceding paragraphs, it has been possible to verify that in most Cuban companies there are still tendencies towards functional and non-strategic management of human resources, where the functions of the human resources area do not keep close relationship with the strategic objectives, mission and vision of the company, which affects the good performance of the organization.
To achieve high organizational performance that improves the competitiveness and results of the company, it is necessary to integrate the human capital management system into the business strategy, which will help to develop knowledge, experiences, skills, feelings, attitudes, motivations in the workers., values and ability to efficiently create more wealth, as well as to develop awareness, ethics, solidarity, the spirit of sacrifice and heroism, which will allow you to be more competitive and achieve high organizational performance and greater satisfaction in the workplace. client.
One of the ways to achieve integration is through training and its transition to continuous learning organizations.
It is not enough that a human capital management system is in place in organizations, it also needs to pay tribute to the strategic planning of the company, which can be achieved through integration.
Development
The strategic integration must become for organizations a tool to achieve high performance and to meet the conditions of the environment.
Strategic integration is considered as a higher level of organizational development, where collaboration, democracy and self-direction are prerequisites for a high performance of the organization characterized by its creativity and ability to strategically combine internal and external possibilities in a context of values, ethics. and integrity to produce synergistic results. (Alhama 2008).
Alhama (2008) points out that strategic integration means ignoring borders and working through lines of separation. As a result, each change in the direction of strategic integration implies greater integration, in which the entire organization is linked with other organizations, and with society and culture, so that the project of producing goods and services to meet needs It becomes a single, coordinated effort, allowing human needs, values, priorities, and purposes to guide the entire project.
In their book "The End of Management… and the Rise of Organizational Democracy", Kenneth Cloke and Joan Goldsmith present the strategic integration of management and leadership, technology and finance as essential to achieve high organizational performance in terms of efficiency, quality and shared values.
However, at present, business management, says Alhama (2008), has as fundamental objectives the reduction of costs, have large profits, increase work productivity.According to the author, companies that adopt this position are foreseeing their own failure, because Taylorist-style organizations are currently a brake on human development, as the author suggests, business management cannot only be valued on the basis of profits, efficiency and productivity, which does not mean that they are adding new value, not to say that they may have nothing to do with the individual development of the person or with a direction by values that is required, not to deepen in the footprint of the enormous psychological and social cost that it has meant for people.
If integrating thinking is advocated, says Ahlama, one must be consistent and carry out human resource management practices (understood as human resources) deferential to the treatment that people receive as resources, with an elitist vision, or in Every case is privileged, since it constitutes the starting point of all thought and action from the bottom up, but always a reductionist vision, even when working with modern techniques and tools, which carry in themselves a rigid direction of bureaucratic and authoritarian tendencies, consequently methods and styles far removed from integrative approaches, and from the predominant individualism in the life of organizations.
I agree with Alhama (2008) that a profound change is required in the social and personal and it is here where we must focus the new practices, the management of human resources that breaks with the vision of the person as a resource and that treats the "Personal domain" or the goals that we propose, beyond the competences and abilities, which directly leads the process of change towards and in the person, at the cognitive, affective, and behavioral levels, which leads to the recognition of the "models mental "or the ways of perceiving the world, and to the shared vision of all the members of an organization, which is beyond the" vision "of senior management, and which will make it possible to reach the integration that is required, which leads to team learning, as opposed to individualism, and that must develop group skills and attitudes,team, that go beyond the individual perspective.
When the human resources area is considered both in the formulation and in the implementation of the strategy, full integration in the strategic planning process is achieved. In this case, human resources managers operate from the perspective of the organization as a whole, their considerations and proposals being at the same level as those of the rest of the company's managers. It is at this stage where human resources acquire the greatest impact in the long term. (Morales 2003).
Full integration is not only a matter of a technical and organizational nature, but also of an economic, political and social nature, since human resource management and business strategy must interact to satisfy business interests that will always be subordinate to the of the nation, and for this, the workers cannot be mere employees but, as owners of social production, exercise the power to make decisions in favor of the interests of the revolutionary social class to which they belong. Only in socialism is it possible to achieve full integration of human resources management with business strategy because, as Fidel expressed, socialism is betting that man is man. Morales (2003).
In the author's opinion, full integration is achieved when the Organization has within its objectives to promote organizational learning through knowledge management integrated into the business strategy, only through training can managers and employees be able to respond to the changes.
The Strategic Management of Human Resources generates, in the development of each of its functions, coordination relationships and information flows that maintain an integration of all the activity in the organization, and for this the professional preparation of the managers is necessary, human resources specialists and workers in general.
One of the subsystems of human capital management that contributes to improving performance in the organization is training.
Training is a key activity in the management of decisive human capital, says Cuestas (2005), coinciding with this statement, today more decisive than ever before, its effective development decides business survival. The manager who neglects the training is of such supine ignorance that he must immediately be replaced. Training or preparation is one of the elements that will transform human resources into " the basic competitive advantage " of companies.
The training process is aimed at fostering the capacities that need to be developed within organizations for their successful performance. These operate through the people who are part of them, who decide and act on their behalf; For this reason, organizations and people maintain a relationship of mutual dependence that allows them to obtain benefits for both.
When training is given the qualification of supreme, it is because it is linked to how essential the process of change is. To assimilate such a denomination, it will be necessary to understand in its full dimension that training is an investment and not a cost, and that associated with this core conception it does have several more attributes and no others can be granted. In its continuous mode (continuous training), it is considered here as an essential support for the management of competencies, in its necessary and constant process of change. (It costs 2005).
The governing documents issued by the highest management bodies of the Cuban State and Government, such as Decree Law 252 “On the continuity and strengthening of the Cuban business management and management system”, Decree 281 “Regulations for the implementation and consolidation of the management system and business management ”state that for companies that adopt this management and management system, training occupies a primary place.
The Cuban standard NC 3000, 3001, 3002 2007, system integrated human capital management, based on labor skills, establishes as one of its modules training and defined as a process of teaching and learning based on job skills, which facilitates the transmission of knowledge, values and the generation of skills, according to the activities of the work being carried out, which develops in the participant the capacities to apply and mobilize them in different contexts and in the solution of emerging situations, conceived as the quintessential factor of integrated human capital management that express superior job performance and reflect the culture and values of the organization.
In the Standard, the requirements related to training are clearly established, such as: determining the training and development needs for workers, identifying the gaps that workers present between the skills required for the position and those they possess, the documented procedure for the planning, execution and control of training and development of human capital, the elaboration of individual plans for training and development of workers, based on the determination of needs and identified gaps and their integration into the training and development plan of the organization that must be analyzed and discussed with the representatives of the union organizations and workers, approved and registered in the Collective Bargaining Agreement;the assurance of human capital and the material and financial resources necessary for the activity.
For this, the norm establishes having identified the indicators that allow evaluating the impact and effectiveness of the different training and development actions that are carried out and carrying out systematic evaluations of said actions; periodically analyze compliance with the training and development plan and carry out the necessary preventive or corrective actions to solve the difficulties that arise and finally achieve that organizations are awarded the category of " Aspiring Entity in Lifelong Learning ", starting from compliance with the requirements and regulations established by the Ministry of Labor and Social Security.
Today, as in other times and circumstances of business management, training cannot be conceived only as instruction or apprenticeship for a certain position or job title. It must be conceived in its broadest sense of attitudes, knowledge and multiple or multi-competence skills, for more than one job, to work in groups or teams and for an organizational culture. Such assumption is emphasized again: Today, training surpasses training and instruction and is identified with the concept of education and the author adds “that through the continuous training of leaders and workers, the management of human capital can be integrated into the business strategy ”. Cuesta (2005).
Not a few concepts or definitions of training have been seen and analyzed, but the most complete, the one most adjusted to current demands and the most eloquent of the meaning of training for these days, is the following: (Cuesta 2005).
“To educate is to place in each man all the human work that has gone before him: it is to make each man a summary of the living world, until the day he lives: it is to put it at the level of its time, so that it floats on it, and not let it under his time, with which he will not be able to float; it is preparing man for life ”. (Martí, 1976).
Through continuous training, one can move towards the conception of an organization that learns, for Peter Senge, professor at the Massachusetts Institute of Technology, one of the promoters of the Learning Organization has been one of the authors who has worked the most and influenced the conception of the learning organization and its application. His book "The fifth discipline in practice" (1999), written with several of his closest collaborators, has been decisive in shaping the concepts and procedures used in the experiences developed.
Peter Senge's conception of organization that learns (Senge, et al., 1999) is based on five learning disciplines.
1. Personal Mastery: Expand personal ability to create desired results.
2. Mental models: reflect, continually clarify and improve the internal image of the world that each one has, seeing how they model their actions and decisions.
3. Shared vision: developing a sense of group commitment about the future that it is trying to create.
4. Team learning: collective skills for thinking and communication, knowing that collective talent is greater than the sum of individual talents.
5. Systemic thinking: way of analyzing and understanding the system.
In Senge's aforementioned book, three fundamental ideas are highlighted to achieve the assumption of the learning organization, to which Cuesta (2005) adds a fourth, widely validated in the research carried out.
1. The primacy of the whole: suggests that relationships are literally more important than things, and the whole more important than parts.
2. The communal nature of the self: it exhorts us to see the network of interrelations that exists among all. There is no human nature independent of your culture.
3. The generating power of language: illuminating the subtle interdependence that operates when interacting with "reality".
4. Guarantee the logistics or material infrastructure: the objective or material conditions that must be possessed to make this assumption viable and sustainable.
There are several concepts about the learning organization, here are some of them:
For Garvin (19989 "The learning organization is a concept that involves the hearts and minds of employees in continuous, harmonious and productive change, projected to achieve the results desired by the organization".
For Senge (1998) "Learning in organizations means submitting to the continuous test of experience, and transforming that experience into knowledge that is accessible to the entire organization, and relevant to its central purpose."
For Cuesta (2005) “The organization that learns is a conception that involves the heart and the mind, the complete human psychology understood by the person as an integral whole, in a process of improvement or continuous, harmonious improvement, of knowledge and creation of values, to achieve results in accordance with the strategic objectives of the organization. It means individuals or people taking advantage of their skills to know and create, the organization looking for its results, and that organization guaranteeing synergy or systemic action between those people. "
The tribute of these organizations, as stated by Alhama (2008), is continuous learning, continuous innovation and the ability to respond to change, to make the most of the intelligence in and of the organization, seek flexibility in production processes and / or services and agility in marketing. All this requires a multivalent worker with a response to multiproducts and multiprocesses, as well as for multi-skills that, as almost always are based on an organization and direction not in accordance with technical-technological development, create great contradictions and multi-conflicts.
For the organization itself, Human Capital is defined as the “knowledge, skills, competencies and other attributes of individuals that are relevant to work and economic activity.
The author will define the following concept of the Learning Organization.
"It is one capable of continuously developing people's knowledge, forming values and developing the ability to create and innovate, to stimulate and lead to change in the organization, based on business strategy, putting that knowledge at the service of all people for its improvement and continuous improvement ”.
In the author's opinion, to integrate the human capital management system into the company's strategy, she needs to move towards an organization of continuous learning, through the design of a learning strategy based on training and development.
Conclusions
1. The bibliographic study carried out reflects that through training, the integration of the human capital management system into the business strategy can be achieved by developing knowledge, skills, values and the ability to adapt to changes.
2. The strategic management of human capital is achieved by integrating this activity into the business strategy.
3. In order to integrate the human capital management system into the business strategy, a strategy must be designed that promotes learning through a training and development plan.
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