Our company is the group of its clients, its consumers, its collaborators and its shareholders. Our reason for being is to satisfy their expectations.
To achieve this goal, we have chosen the growth of our results and our volume of business, thereby contributing to the development of the countries in which we operate.
plan-of-human-resources-service-companyWhen all of our employees are committed to growth, it becomes a reality.
Our Vocation
- "Improve the quality of daily life."
Our Ambition
- To be, for all our clients, the reference in the services we offer in each city, in each region and in each country.
OUR VALUES
- The spirit of service
"Our nobility is to be at the service of others".
- The Team Spirit
The winning team is the one whose members are respected, appreciated and defined - the right strategy and tactics - when putting them into practice towards the single objective.
- The Spirit of Progress
Overcoming, permanent improvement, taking initiatives: this is the spirit that characterizes us.
VISION
To be the undisputed leader in Comprehensive Maintenance worldwide
MISSION
To be a leading company in the national and international market in comprehensive maintenance, providing a quality service to our clients, with the well-being of the Staff, generating profits while respecting the laws and the environment.
CORPORATE VALUES INCLUDED IN THE MISSION
| How? | customers | Considers |
| Support from? | Providers | Not consider |
| How? | Employees | Considers |
| Where? | Community | Considers |
| To who? | Shareholders | Considers |
| Respecting? | Laws and Environment | Considers |
| Than? | Service | Considers |
SWOT (TECNICA TGN)
SWOT PROCESSING
| Quadrant A | 188 | 39 | 3 | 36 | 5.2 |
| Quadrant B | 220 | 38 | 10 | 28 | 7.9 |
| Quadrant C | 124 | 38 | 7 | 31 | 4.0 |
| Quadrant D | 142 | 36 | 14 | 22 | 6.5 |
| 674 | 151 | 3. 4 | 117 | 5.8 | |
| Cells greater than: | 5.8 | To consider |
SWOT ANALYSIS
- Quadrant B has the highest score, it means that if the company acts on external or internal weaknesses, the company will be able to maximize its ability to take advantage of opportunities. Quadrant A has the second highest score, it means that the company must invest because it is in a very strong position with great expectations.
SWOT ANALYSIS: CONSIDERATION OF THE HIGHEST SCORES OF THE QUADRANTS A AND B
SWOT ANALYSIS: POINTS TO CONSIDER FOR THE PREPARATION OF THE STRATEGY
STRATEGIES
- Differentiate the quality of service Maintain modern technology Differentiate operating personnel Improve the Personnel Selection Process Seek efficiency at all levels to reduce costs Standardize work processes, results, Skills and Standards Generate organizational culture.
Critical areas: HR
| Infrastructure | ||||
| Semi-horizontal organic structure The planning of activities is technical Financial resources | ||||
| HR Adm. | ||||
| Search and hiring | Search and recruitment Development and
Competencies |
training
Search |
Search and hiring | training |
| Technological development | ||||
| Know How buy system by
Know How Inter. exploit Know How Machinery System Modern Web Warehouse Customer Phone |
||||
| Supplies | ||||
| Quality materials Modern machinery Specialized labor | Ser. InformaticsTravel
Meetings Being from Trnasporte Empresariales |
Customer Phone
Control Systems Information Service. |
||
| Internal logistics | Operations | External Logistics | MKT | Services |
| Internal material handling
Internal audit Ped approval |
Technical elaboration
Modern machinery service IComplementary Services |
Order processing
Shipment delivery days |
Web | Cleaning Services:
Hospital, Industrial Commercial, Conventional Heights |
VALUE CHAIN
STRATEGIC PLANNING OF THE DEPARTMENT OF HUMAN RESOURCES
XXXX OF PERU
COMPLEMENTARY SERVICES
BSC
Step 1: SWOT
Strength
- Provides a quality cleaning service Mechanization of cleaning with modern technology machinery High Know-how in the cleaning area Capacity and financial support of the XXXX group Capacity and experience of high and medium staff International support Respect for the Labor, Tax, ETC.Area of Operations with high development.
Weaknesses
- Logistics not efficient due to constant movement. Operators with low education. Lack of organizational culture. Low MKT level. Inadequate staff selection. High Service Costs. Insufficient maintenance area. Internal disorganization between areas. There is no administration area..
Opportunities
- The entry of foreign companies increases our competitiveness. Business Laws are adequate for the Group. Offer of average qualified personnel. The market is in a trend towards complementary services (Cleaning). The cleaning area has not been developed or exploited 100% The Market offers a variety of services.
Threats
- The majority of companies do not comply with the general laws of illegal competition.The service costs of the competition are low.The competition copies and imitates the company's processes.Some companies seek low cost and not quality of services.Non-acceptance of working with foreign companies (nationalism)
View
To be the undisputed leader in Comprehensive Maintenance service worldwide
Mission
Provide a quality service to our clients, with the well-being of the Staff, generating profits for the shareholders, respecting the laws and the environment.
Step 3 Establish perspectives
- Financial
How we are going to present our shareholders to be considered financially successful.
- customers
What is the value of the proposal to the client that will generate financial income that we are looking for.
- Internal processes
In which activities we must distinguish ourselves to deliver our value proposition as described in the client's perspective and finally achieve the Indicators of our financial Indicators
- Development and growth
What is necessary to change our infrastructure or intellectual capital to achieve the objectives of our internal processes.
Step 4 Unfold the mission with each of the perspectives.
- Provide a quality service to our clients, with the well-being of the Staff, generating profits for the shareholders, respecting the laws and the environment
Step 5: Critical factors
Specific goal
- Optimize work procedures to obtain efficiency in the objectives established in the different areas of the organization and its members. Diversify our line of services, achieving greater coverage in our clients. n Achieve sustained profits at the end of the year Invest in training and innovation. n Increase modern technology in the field. Achieve a cost system that allows us to compete with the competition.
Strategies
- Optimize the Personnel Selection Process Differentiate service quality Maintain modern technology Differentiate operating personnel Seek efficiency at all levels to reduce costs Standardize work processes, results, Skills and Standards Generate organizational culture.
Critical areas: HR
Step 6
Relation Cause Effect
Step: 7
Prepare the Global Scorecard
| Outlook: Financial
objective |
Perspective: Customers
objective |
||
| How we are going to present our shareholders to be considered financially successful. | What is the value of the proposal to the client that will generate financial income that we are looking for | ||
| Prospects Total | Prospects Total | ||
| 1 Increase Value | 1 Be Reliable, Friendly and Convincing | ||
| 2 Earnings growth | 2 Personnel with a vocation for service | ||
| 3 Increase Market Share
4 Maintain margins 5 Reduce administration costs 6 Reduce storage and logistics costs 7 Others ……… |
3 Availability and good knowledge of the serv. From Empl.
4 Professional Service and adequate Claims Handling 5 Emergency care 6 Fast delivery of budgets. 7 Quality of Services 8 Diversification of the service |
||
| Perspective: Internal Processes
goals In which activities should we distinguish ourselves? Perspectives Total 1 Qty. Enough staff to meet s 2 Resolve claims on the spot 3 Mininize the emergency 4 Technical assistance for machinery 5 Reduce Cleaning Procedures 6 Reduce the rotation of materials 7 Technology Level |
service | Perspective: Learning and Growth
objective What is necessary for Perspectives Total Objectives 1 Complete training 2 Organizational Climate 3 Qualified Personnel Quality of Personnel 4 Modern HR management |
| Outlook: Financial | |||
| one | Increase Value | ||
| Indicators | |||
| one | Share value | ||
| two | Profit growth | ||
| Indicators | |||
| one | Profit Growth | ||
| two | Utilities of the month | ||
| 3 | Utilities previous month | ||
| 3 | Increase market share | ||
| Indicators | |||
| one | Market Share | ||
| two | National Market Size | ||
| 4 | Keep margins | ||
| Indicators | |||
| one | Margin | ||
| 5 | Reduce administration costs | ||
| Indicators | |||
| one | Administrative costs | ||
| 6 | Reduce storage and logistics costs | ||
| Indicators | |||
| one | Importation costs |
Step 8: Indicators
| Perspective: Customers | ||
| one | Be Reliable, Friendly and Compelling | |
| Indicators | ||
| one | Customer trust rate | |
| two | Credibility Rate | |
| two | Personal with a vocation for service | |
| Indicators | ||
| one | Service Vocation Rate | |
| 3 | Availability and good knowledge of the serv. of employees | |
| Indicators | ||
| one | Employee availability rate | |
| two | Service awareness rate To the employees | |
| 4 | Professional Service and adequate Claims Handling | |
| Indicators | ||
| one | Service level | |
| 5 | Attention to emergency | |
| Indicators | ||
| one | Time of emergencies | |
| two | Reaction capacity | |
| 6 | Fast delivery of budgets. | |
| Indicators | ||
| one | Efficient budgets | |
| two | Technical Budgets | |
| 3 | HR Budgets | |
| 4 | Budget Services | |
| 7 | Quality of Services | |
| Indicators | ||
| one | Quality services | |
| two | Qualified Personnel | |
| 3 | Attention Quality | |
| 4 | Quality Supplies | |
| 5 | Alidad implements | |
| 8 | Diversification of the service | |
| Indicators | ||
| one | Satisfaction in the service | |
| two | Value added | |
| 3 | Diversification of Service |
Step 8: Indicators
| Perspective: Internal Processes | |||
| one | Sufficient number of personnel to fulfill the service | ||
| Indicators | |||
| one | Personnel in centers | ||
| two | Office staff | ||
| 3 | Technical staff | ||
| two | Resolve claims on the spot | ||
| Indicators | |||
| one | Claims handling on site | ||
| 3 | Minimize the emergency | ||
| Indicators | |||
| one | Semester emergencies | ||
| 4 | Machinery technical assistance | ||
| Indicators | |||
| one | Services Report | ||
| two | Maintenance level | ||
| 5 | Reduce Cleaning Procedures | ||
| Indicators | |||
| one | Procedures Report | ||
| two | Service level. | ||
| 6 | Reduce the rotation of materials | ||
| Indicators | |||
| one | Materials in stock | ||
| 7 | Technology Level | ||
| Indicators | |||
| one | State of the art machinery | ||
| two | Modern technological systems |
Step 8: Indicators
| Perspective: Learning and Growth | |||
| one | Complete training | ||
| Indicators | |||
| one | Training Needs | ||
| two | Training Plan | ||
| 3 | Training Methods | ||
| 4 | Evaluation of results | ||
| two | Organizational climate | ||
| Indicators | |||
| one | Define and socialize the Organic Structure | ||
| two | Compensation program according to performance | ||
| 3 | Ind. Y Colec recognition program. | ||
| 3 | Qualified Personnel Quality of Personnel | ||
| Indicators | |||
| one | Inv. Internal and External Sources to attract Qualified Personnel | ||
| two | Job Description | ||
| 3 | Information System Data | ||
| 4 | Promotion program | ||
| 4 | Modern HR management | ||
| Indicators | |||
| one | Job Valuation System | ||
| two | Performance Evaluation System | ||
| 3 | Staff benefit program |
Step 8: Indicators
| Complete training 86% | |||||
| Indicators | Compliance | Goals | Strategies | ||
| one | Training Needs | 80% | Identify All | Questionnaires | |
| two | Training Plan | 70% | List of Applicants | Questionnaires | |
| 3 | Training Methods | 95% | List of Training Methods | ||
| 4 | Evaluation of results | 100% | 95% Pass | Ex.Prac and Teo | |
| Organizational climate | 92% | ||||
| Indicators | Compliance | Goals | Strategies | ||
| one | Define and socialize the Organic Structure | 95% | Organigama | Meetings | |
| two | Compensation program according to performance | 85% | Inf. Rem. Vs Performance | Market Research | |
| 3 | Ind. Y Colec recognition program. | 95% | Designed program | systems | |
| 4 | |||||
| Qualified Personnel Quality of Personnel | 89% | ||||
| Indicators | Compliance | Goals | Strategies | ||
| one | Inv. Internal and External Sources to attract Personal Qualify | 80% | Investigation Report | Notices | |
| two | Job Description | 95% | HR Manual | Interviews | |
| 3 | Information System Data | 95% | Syst. Information. | Technology | |
| 4 | Promotion program | 85% | Promotion Program | Ex.Prac and Teo | |
| Modern HR management | 90% | ||||
| Indicators | Compliance | Goals | Strategies | ||
| one | Job Valuation System | 90% | Designed system | valuation | |
| two | Performance Evaluation System | 85% | Designed system | performance value | |
| 3 | Staff benefit program | 95% | Designed system | Report Inv. |
Step 9: Short and Long Term Goals (Learning and Growth)
| -1 Long Term Objective: | Manage to develop adequate techniques that allow us to provide qualified human resources to the company at the right time | ||||||
| Main events | Responsibility | Calendar | Means | Monitoring Mechanisms | |||
| Primary | Support for | Start | Final | Capital Opert. | Human | ||
| 1.- Conduct an investigation of all internal and external sources to attract the most qualified individuals | RR. H H. | All departments and consultants | 2005 | 2006 | xx | 50 H. | Report of the investigation carried out. |
| 2.- Develop the different job descriptions for each department of the company. | RR. H H. | Corresponding departments | 2005 | 2006 | xx | 300 H. | Human Resources Manual containing the descriptions of each position. |
| 3.- Make use of an information system to register the data of the possible candidates. | RR. H H. | Systems | 2005 | 2006 | xx | 150 H. | Elaborate information system. |
| 4.- Implement a promotion program to support the recruitment process. | RR. H H. | Public relations | 2005 | 2006 | xx | 150 H. | Promotion Schedule |
Step 10: Development of the Action Plan.
| Get to have administration systems and programs that guarantee management | |||||||
| Long Term Objective: | Modern Human Resources for 2006 | ||||||
| Main events | Responsibility | Calendar | Means | Monitoring Mechanisms | |||
| Primary | Support for | Start | Final | Opert. | Human | ||
| 1.- Design a job evaluation system | RR. H H. | Systems | 2005
2005 |
2006 | xxx | 100 H. | Designed system |
| 2.- Design a performance evaluation system | RR. H H. | Systems | 2006 | 65,000 | 150 H. | Designed system | |
| 3.- Design an attractive fringe benefits program for employees | RR. H H. | Finance and the dept.
Correspondent |
2005 | 2006 | xxx | 40 H. | Designed system |
Step 10: Development of the Action Plan.
| Long Term Objective: | Achieve a favorable organizational climate that contributes to the good performance of the | ||||||
| company employees for 2006 | |||||||
| Main events | Responsibility | Calendar | Means | Monitoring Mechanisms | |||
| Primary | Support for | Start | Final | Opert. | Human | ||
| 1.- Define and socialize the structure of the organization | RR. H H. | Senior Management | 2005 | 2006 | xx | 70 H. | Organization chart |
| 2.- Establishment of a remuneration program according to performance | RR. H H. | Finance and Systems | 2005 | 2006 | xx | 55 H. | Established program |
| 3.- Design a system of attractive fringe benefits for employees | RR. H H. | Finance and the dept.
Correspond |
2005 | 2006 | xxx | 20 H. | Designed system |
| 4.- Design an individual and collective recognition program | RR. H H. | nte All apartments. | 2005 | 2006 | xx | 40 H. | Designed program |
Step 10: Development of the Action Plan.
| Long Term Objective: | Achieve a favorable organizational climate that contributes to the good performance of the company's employees for 2006 | ||||||
| Main events | Responsibility | Calendar | Means | Monitoring Mechanisms | |||
| Primary | Support for | Start | Final | Opert. | Human | ||
| 1.- Define and socialize the structure of the organization | RR. H H. | Senior Management | 2005 | 2006 | xx | 70 H. | Organization chart |
| 2.- Establishment of a remuneration program according to performance | RR. H H. | Finance and Systems | 2005 | 2006 | xx | 55 H. | Established program |
| 3.- Design a system of attractive fringe benefits for employees | RR. H H. | Finance and the dept.
Correspond |
2005 | 2006 | xxx | 20 H. | Designed system |
| 4.- Design an individual and collective recognition program | RR. H H. | nte All apartments. | 2005 | 2006 | xx | 40 H. | Designed program |
Step 10: Development of the Action Plan.
(Activities Calendar)
Action Plan // MONTHS 1 2 3 4 5 6 7 8 9 10 11 12
1.- Establish contact with the main internal and external sources
2.- Use as support the different means of recruitment (Press, Job Bank via Internet)
3.- Establishment of recruitment policies
4.- Refine within the applicants those that meet the job profile to collect the appropriate information.
5.- Apply evaluations, tests and investigations to each applicant
6.- Make the final selection of the ideal candidate
7.- Hiring
8.- Execution of training for staff
9.- Application of a Human Resources Management control system
10.- Implementation of a Human Resources Strategic Planning program
11.- Application of an Organizational Development System
12.- Implementation of a Performance Evaluation System
13.- Application of a remuneration program according to performance
Step 11: Implementation and follow-up
Return to the Central Panel
Knowledge Management
Applied to XXXX company
IMPLEMENTATION OF THE CUSTOMER SERVICE SYSTEM
Using knowledge management
COMPETENCY MANAGEMENT
LOCATION OF THE POSITION TO APPLY COMPETITION MANAGEMENT VALUE CHAIN SERVICES
COMPETENCY MANAGEMENT OF HR MANAGERS
COMPETENCY MANAGEMENT
PROFILE: HUMAN RESOURCES MANAGEMENT
| FUNCTIONS | COMPETENCES | SUB COMPETENCES | COMPONENTS OF THE COMPETITION | ||
| Knowledge | Abilities | Attitudes | |||
| Manage projects and training and training agreements with various institutions. | Proyect Management | Strategic development | Projects formulation | analyze, persuade leadership, supervision | Responsibility, Discipline
Social, Human, Collaboration Service |
| FUNCTIONS | COMPETENCES | SUB COMPETENCES | COMPONENTS OF THE COMPETITION | ||
| Knowledge | Abilities | Attitudes | |||
| Plan, coordinate, direct and control the functions of the Department, optimizing the periodic use of resources. | Strategic development of human resources | Aesthetic thinking | job description and analysis.
personnel management administration. eval. Performance |
analyze supervise direction teamwork | Responsibility, Discipline
Social, Human, Collaboration Service, Justice, Follow-up |
| Participate in the formulation of policies and strategies for the administration of human resources of the Company. | Commitment level | Organizational Awareness | strategic planning of HR know. Of the business which is developed | plan analyze evaluate, coordinate teamwork | Responsibility, Discipline
Social, Human, Collaboration Service |
| Establish the procedures to be followed to ensure good
operation of the services of information and communication between the different departments of the Company. |
Planning and organization capacity | Plan and organize | Process management
Communication techniques |
plan, supervise, analyze, communicate teamwork
implement |
Responsibility, Discipline
Social, Human, Collaboration Service, respect, communication Honest |
| Ensure observance and compliance with the organization's labor obligations. | Level of commitment - Discipline- Productivity | Control | Knowledge of the Standards.
Knowledge of policies Knowledge Strategic Plan |
supervise control, analysis teamwork leadership | Responsibility, Discipline
Social, Human, justice Service |
| FUNCTIONS | COMPETENCES | SUB COMPETENCES | COMPO | NENTS OF THE COMPETITION | |
| Knowledge | Abilities | Attitudes | |||
| Generate employee motivation, select the most communication channels
effective and conflict resolution |
Team work | Goal-focused teamwork | induction and motivation of HR | lead, motivate strategist communicate, induce teamwork | Responsibility, Discipline
Social, Human, Collaboration Service, listen, respect, share |
COMPETENCES MANAGEMENT HR MANAGER
COMPETENCY MANAGEMENT
PROFILE: HUMAN RESOURCES MANAGEMENT
| FUNCTIONS | COMPETENCES | SUB COMPETENCES | COMPONENTS OF THE COMPETITION | |||||
| Knowledge | Abilities | Attitudes | ||||||
| Negotiate with providers of various commercial services and others such as health insurance, life insurance, accident insurance. | Negotiation | Negotiation Techniques | negotiate
leadership, communicate |
Responsibility, Discipline
Social, Human, Collaboration |
||||
| Negotiation with suppliers | Public relations | persuade teamwork | Service, Justice, Security monitoring | |||||
| Coordinates the personnel selection process of the different administrative divisions. | To coordinate | Empowerment | selection by competition
lines of career lines of succession |
coordinate analyze supervise communicate teamwork | Responsibility, Discipline
Social, Human, Collaboration Service, justice, listen |
|||
| Collaborate with the Security Department
Industrial for the verification of adequate measures that protect the integrity of the workers |
Collaboration | Collaboration by objective | industrial Security
Hygiene and environment |
lead
communicate direction teamwork |
Responsibility, Discipline
Social, Human, Collaboration Service, respect, share, listen |
|||
| COMPETENCE DICTIONARY
COMPANY: EULEN DEL PERU |
||||||||
PROFILE: HUMAN RESOURCES MANAGEMENT COMPETENCY DICTIONARY
| NUMBER | COMPETENCES AND SUB-COMPETENCES | Page | |
| one | Proyect Management | xx | |
| Strategic development | |||
| two | Strategic Development of Human Resources
Strategic thinking |
xx | |
| 3 | Level of Organizational Awareness Commitment | xx | |
| 4 | Planning and Organization Capacity
Plan and organize |
xx | |
| 5 | Level of commitment - Discipline- Productivity
Control |
xx | |
| 6 | Negotiation
Negotiation with Suppliers |
xx | |
| 7 | Coordinate Empowerment | xx | |
| 8 | Collaboration Collaboration by objective | xx | |
| 9 | Teamwork
Goal-Centered Teamwork |
xx |
| COMPETITION
PROJECT MANAGEMENT Identify, select and direct resources to achieve objectives; to do this, it focuses on the priorities and performance of the team |
|
|
Sub-competence STRATEGIC DEVELOPMENT It is the ability to analyze and evaluate the current and potential performance of the human resources area and define and develop development actions for projects within the framework of the organization's strategies, adopting a role of facilitator and guide. |
|
| COMPETITION
STRATEGIC DEVELOPMENT OF HUMAN RESOURCES It is the ability to analyze and evaluate the current and potential performance of employees and define and implement development actions for people and teams within the framework of the organization's strategies, adopting a role of facilitator and guide. |
|
| Sub-competence
STRATEGIC THINKING It is the ability to quickly understand changes in the environment, market opportunities, threats, and the strength and weaknesses of the organization when the best strategic response must be identified. |
|
COMPETENCIAS_SUBCOMPETENCIAS OF THE HR MANAGER
TALENT MANAGEMENT
MALCOLM BALDRIGE MODEL MANAGEMENT for company XXXX
|
Sub-criteria |
Questions | Focus | Deployment | Outcome | ||
| Development and utilization of staff potential | on | Are job analyzes and career plans carried out? | They have a competency-oriented MOF | The MOF is reviewed by an internal audit | Levels better than the competition 70% to 80% | |
| Do you have competency-based admissions programs? | The selection processes consider competencies. | Defined competencies, performance evaluation is carried out. | ||||
| Guide training and staff development programs? | Generate training and development programs based on needs | There are updated training and development programs | ||||
| The work environment | Garlic | Do you have tools to measure the climate? | Constant evaluation of the climate and HR management | External audit of evaluations | ||
| Are there communication channels? | Adequate means of communication | Means of communication for staff | Consistent positive styles 60% to 70% | |||
| Worker support | Are there policies on social benefits? | Generate social welfare plans for staff? | Assign a budget for worker benefits | Adequate levels 60% a
70% |
||
| Excellence in performance | l | Identify performance measures? | Performance evaluation tools | 360 ° Evaluation Individual Objectives | Suitable styles 50% a
70% |
|
| The participation | Knowledge management among workers?
Integration of workers? |
Consider the knowledge of workers
Generate the integration of workers by paying their participation |
Generate ranges of incentives based on participation and
objectives |
Adequate levels 60% a
70% |
||
| Back to panel |
MALCOLM BALDRIGE MODEL MANAGEMENT MATRIX
Criterion 5: Orientation towards Personnel
INTELLECTUAL CAPITAL
Development of the INTELLECTUAL CAPITAL MATRIX the indicators of the 5 Skandia Navigator approaches The C = intellectual capital is an absolute measure of current + projected indicators.
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