The competencies, set of attributes to perform a job with outstanding results, that a People Management Manager (or human capital or human resources as it is still called) must have is not something that can be taken lightly. Because in addition to the activities called by those familiar with the subject as administrative, which includes expertise in talent selection, retention, training and evaluation, other expressions of knowledge necessary to successfully carry out human management are incorporated.aimed at obtaining the objectives set. According to Chiavenato (2007: 533): ”… human resources management must always seek to add value to the organization, people and clients. To ensure that this happens, it is necessary to continuously evaluate the performance of the area in its strategic, tactical or operational role ”. This includes the development of competencies of the person who directs the activities and supervises the processes related to people.
For her part, Clara de Fonseca (2008) reiterates the role of context when she says: “… constant technological and economic changes establish new working conditions, demanding that organizations have workforces that are increasingly flexible, more qualified and more adaptable, either to survive in a changing and competitive market "
Ulrich (2012) suggests that the manager in charge of people in an organization is able to manage the flow of talent by developing people and leaders, promoting individual performance and creating technical talent; generate an organizational learning climate that allows constant and progressive growth. Also possessing skills to manage the welfare of employees through financial and non-financial rewards; the use of creativity to generate "emotional rewards" is almost essential.
Also use technology and social networks to promote the creation of high performance organizations; become the advisor to the Community Manager on people issues. But it does not stop there, as it recommends that you develop competence to be a designer and interpreter of analysis tools in order to improve decision-making in the company, strategically planning and studying possible scenarios is a plus.
Additionally, Ulrich adds the need for it to be able to manage the processes related to compliance with standards following the regulatory guidelines; an "overseer" of compliance. He also adds that the professional specialized in the area must be a champion of culture and change: capable of making change happen and managing the organizational culture according to the parameters agreed by the corresponding instances. This implies being attentive to the validity of the organizational Mission and Vision and the periodic review of the principles and values that govern the company.For the author of countless books on the management of people in organizations, a manager in charge of such an important position should also collaborate to position a business to win in its market according to its radius of action, it must be able to build relationships of trust by taking a proactive point of view and managing the tensions inherent in business
Ultimately, Ulrich's proposals serve as a new and clearly demanding reference to the role of people management in organizations. And of course to somehow make an observation of our own competences and if you are they come close to the author's proposal. You never know who might be interested.
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Chiavenato, I (2009) Human Talent Management. Mexico. McGraw-Hill
Clara de Fonseca, M. (2008, May 15) The competences approach for the management of human capital. Retrieved from
Ulrich, D (2012) HR Competencies: Mastery at the Intersection of People and Business. USES. Society for Human Resource Management
