Is there the necessary maturity and vision of senior management in companies to ensure successful management in human resources departments? The answer: We are in the process of constant improvement.
Just as the technology, the market and the customers are so changing every day, in the same way, this leads us to select talents whose behavioral and technical competencies meet and exceed expectations.
After the personnel enter the company, an appropriate induction process to the position begins, going through the long training path and developing careers, through the guarantee of a satisfactory remuneration system for employees, within a fair and fair legislative framework. an industrial and labor security that allows them at the same time to maintain the commitment and loyalty towards the contracting companies that are part of their mission.
However, sometimes organizations suffer symptoms such as failure to meet goals or achieve unexpected results, lack of planning, unexpected changes in attitudes in employees, inadequate work environment, ineffective handling of changes, ineffective communication, high turnover. staff, inability to cope with changes, lack of teamwork and authoritarian leadership.
In addition, job demotivation, poor return on investment in inefficient training and incentive programs, little increase in sales, and poor quality of customer service, which translates into low competitiveness.
Reality
We are on a path of parallel lines, where senior management and the human management department walk side by side, but the latter does not depend on the former. The key to success has only one answer: Planning, support, empowerment and monitoring, through a synergistic team made up of senior management and human management.
This with the objective that the parallel path disappears, achieving that the vision of the organization is fulfilled and a world-class service is offered to customers. The management carried out by a human management department can be compared to a gear, since each subsystem that composes it is interrelated and depends on each other: recruitment and selection of talent, training and career development, compensation and benefits, organizational development and performance, labor relations, safety and industrial hygiene.
The evaluation of human resources management is only a corrective process. For this process to be preventive, the leading role must be played by senior management, who must design the necessary strategies and planning.
The results should be quantitatively evaluated by senior management in conjunction with human resources, because in previous times a personnel department was only dedicated to controlling the payroll and payments of employees. Today she is involved in terms such as emotional intelligence, teamwork and quality of customer service.
Senior management cannot be far from this process, but rather be a participant assuming a leadership and coach role, necessary for proper execution and obtaining expected results.
Why the self-assessment? Because through the diagnosis obtained, we ensure adequate management of changes from above and below, that is, from senior management to operational departments, ensuring that each party assumes the role that corresponds to them in this process and avoiding parallelism that as a abyss separates high directives and human management and, in the same way, preventing any change process from being worked from below and not having the expected success.
The role of senior management will always be to plan strategies, communicate them, monitor them and empower human management to be the driving force.
