SUMMARY.
Within the change processes that are developing a decisive competitive advantage is the intellectual and behavioral quality of the people who make up the company. Therefore, the success in the results obtained depends on the degree of competence that each of the members of the organization possesses. So, since these people so directly affect business results, great care must be taken in choosing each of them. Hence, the objective of this research is "to design and apply a methodological procedure to develop the process of recruitment, selection and socialization of human resources in Hall" 1720. This procedure starts from characterizing the organization, from the strategic planning of the personnel and from determining the labor competencies,as well as all the information regarding the charges. During the recruitment, selection and socialization phases, a series of techniques and methods are offered that increase its technical scientific rigor and facilitate its development. It is concluded by evaluating the results of the process, for which several indicators were designed.
INTRODUCTION.
There may be several names given to the activity of managing, administering or directing personnel, of channeling the development of man in his relationship with the organization, be it Personnel Administration, Human Relations Department, Social Development Department or Human Resources Department., We must recognize the relevance that this new body has taken within any organization these days. Much more if it is service companies, or more specifically tourist entities, where the importance of the human factor is multiplied by the number of moments of truth that are generated between the client and the employee. At the beginning of the 90s of the 20th century, the Cuban economy was going through really critical moments, it is the moment when Tourism became an emerging sector for the economy,and begins to develop rapidly. The entities belonging to the then created Ministry of Tourism offer countless new opportunities and tempting advantages to the labor market. It is also the moment when the supply of personnel is greater than the demand, which means that the organizations in the sector can then calmly stop worrying about making investments in the area.
Little by little the economy recovered and several organizations from different sectors emerged, offering greater material advantages and better professional development. MINTUR entities were being displaced in the job market. On the other hand, the situation is reverting, now the supply of employment begins to be greater than the demand, the labor market has become sophisticated at the same time that it was placed in a supply position. In those circumstances of abundance, the subsystem for the introduction of human resources was developed practically outside the company, that is, the employment offices were in charge of providing the entities with the necessary personnel,However, the situation was not used to develop personnel selection processes in the companies that, with the increase in their quality, would achieve the adequacy of the newcomer to the position, and the efficiency of these in it. (Methodology…, 1998)
Within the processes of change that have been developing, a decisive comparative advantage is the intellectual and behavioral quality of the people who make up the company, a source of continuous improvement, innovation and adaptability. Therefore, the success in the results obtained depends on the degree of competence that each of the members of the organization possesses. So, since these people so directly affect business results, great care must be taken in choosing each of them. In this new scenario, human resources professionals have had to desperately improvise the means of providing their organizations with the necessary personnel for their operations and at the same time find solutions to develop the available human resources,appropriate to developing technology and find conditions to retain them. Within the Tourism Sector, there is no doubt that at the moment the most problematic, difficult and scarce resources are human, that is, the workforce. The first step towards the proper use of an organization's human resources is to hire the right people.
The Grupo de Recreación y Turismo Rumbos SA is one of the entities that belong to MINTUR, and it is not exactly the best positioned entity within the Sector. It is a group whose fundamental products are Recreation and Gastronomy, classifying as a company within the country's extra-hotel network. For this company where the advantages it offers, in terms of material remuneration and development opportunities, are less than others such as Cubanacán and Gaviota, the situation is even more compromised, the efforts to recruit a sufficient number of candidates to make a good selection are much older.
The RUMBOS SA Recreation and Tourism Group was created from the structuring of the country's tourism system, with the mission of developing extra-hotel activities, to attract foreign currency from foreign and national clients who demand this type of services. The Rumbos SA Recreation and Tourism Group in Holguín was founded in 1994, it is a group whose fundamental products are Recreation and Gastronomy, classifying as a company within the country's extra-hotel network. In general, it is dedicated to marketing and promoting all the services and attractions of the country that are of interest to both national and international tourism. The Holguín Territorial Directorate of the Rumbos SA Recreation and Tourism Group has an approved staff of 226 places, with a total of 176 workers for 77.8% occupancy. When carrying out an analysis of the human resources indicators, it was found that there is a very unfavorable situation in one of them, it is the high fluctuation of the workforce (Table 1).
Table 1: Fluctuation of the Workforce.
All these results are given to a greater or lesser degree by a poor selection of human resources, since the workers who enter to occupy the different jobs have skill profiles that are sometimes very far from what is really required, and in the end evidently the adaptation between the newcomer and the position is not achieved, which results in the demotivation of the worker himself by not meeting his expectations with the new position, inefficiency due to the inability to perform the functions and tasks, in addition of many other reasons that cause this situation. It is worth asking then:What are the shortcomings of the recruitment and selection process? After several interviews with OTET officials and some MINTUR entities, the following can be defined as the main potential causes:
1. The selection process concludes with the submission of the candidate by the Agency, which is only one step in the recruitment phase. The entity limits itself to carrying out suitability checks through representative commissions, it is not taken into account that the process carried out by the Agency is more general, that is, they are candidates with requirements for a specific area of knowledge and not for a specific charge.
2. The information available on the positions to carry out the selection is still very scarce, that is, those in charge of carrying out the selection do not know all the elements or requirements necessary to occupy the position in question, either specific knowledge, academic training or job skills.
All this implies that a low quality is achieved in the selection process and that in the end the selected applicants have to leave the position, either by their own request or in the interest of the company. The entity has to carry out this process again, which translates into increased expenses. All of the above constitutes the situation that allows us to define the following question: How to develop a more efficient recruitment process for the Grupo de Recreación y Turismo Rumbos SA, which guarantees the adaptation of the man in charge?
The Object of the research focused on the Human Resources Management System, and the Research Field is the Human Resources Entry Process in the Rumbos SA Recreation and Tourism Group. It is proposed as a hypothesis that: "The implementation of a methodological procedure to develop the personnel entry process with the rigor and depth required, will guarantee that the adequacy of the personnel to the positions and the improvement of the performance level of the workers that make up the organization is achieved ”. The objective that was set was "Design and apply a methodological procedure to develop the process of recruitment, selection and socialization of human resources in the" Room 1720 ".
As research methods, analytical-synthetic, comparative and generalization supported by statistical techniques were used, as well as other techniques for the collection of information such as: interviews, surveys, document review, direct observation and brainstorming, and a wide bibliographic review on the subject.
WORK RESULTS.
To solve the problem posed, and eliminate these causes or reduce this effect, the objective of the work is outlined, that is, to design and apply a methodological procedure to develop this process. After analyzing the different existing procedures in the specialized literature, the present methodology was developed, which is composed of the following phases and stages: (See in Annex 1)
The first phase is the Initial Characterization. The objective of this phase is to obtain information about the organizational unit and about the position or positions that have emerged as vacancies. For this, a series of activities are carried out such as the characterization of the unit, the determination of the positions, and the number of workers if necessary, the planning of the different activities related to the Entrance process, and the collection of information about the position, which implies preparing the profile of the responsibilities of the position.
In this case, the new vacancy or position arises from the launch of a new investment, it is Hall "1720", a unit that has very special characteristics, that is, it is a polycenter with several rooms that offer different services each one, where the client can find a wide range of luxury gastronomy that is complemented by recreation and art or cultural offerings. It was then necessary to determine the name of the positions that should make up the staff and the number of positions that needed to be filled for each position. For this, each one of the areas that make up the Hall was analyzed, such as the Bars, the Restaurant, the Kitchen, the Administration, etc., taking into account the maximum capacity, the category of the premises, the specifications of the service, the variety of services to be provided,the load capacity studies carried out and other aspects observed to finally form the short-term workforce of this unit.
The collection of information on the charge is the other part of this first phase and is of vital importance within the procedure, if it is taken into account that the lack of information on the charges was one of the causes of the problem that was previously analyzed and that This is the basis for developing the rest of the activities of the HR flow, which will also facilitate the implementation of management based on the information offered by the competencies.To prepare the competency profiles, a series of steps were followed as shown below. continuation:
I. Planning Phase: Determine the type and form of the information needed; and select the most appropriate method to collect this information.
II. Preparation Phase: Involve the company's staff, and determine the format that the analysis will have, which implies: 1. Creation of the group of experts; 2. Training.
III. Execution Phase:
to. Stage 1: Collect data on charges:
b. Stage 2: Prepare the Competence Matrix for the Position.
- Dimensions or Competencies Generation Phase:
1. Development of the first round. Generation of complex dimensions or competencies.
2. Development of the second round. Determination of concordance and elimination of discordant competencies.
- Behavior Guidelines Generation Phase:
1. Development of the third round: Determination of conduct guidelines for each competition.
- Efficiency Values Assignment Phase:
1. Development of the fourth round: Assignment of efficacy values to behavior guidelines.
IV. Follow-up phase:
Before forming the Competence Matrix, a series of activities were carried out that allowed obtaining the information corresponding to the first part of the profile. All existing documents referring to the positions were collected and consulted, experts in the different specialties were interviewed, jobs were visited and occupants of similar positions were consulted. Thus, by following the rest of the steps, where the Delphi method is used in rounds, all the competency profiles can be elaborated. As an example of this result, the position of Captain of Hall is attached, which was structured as shown in Annex 2.
During the second and third phase, Recruitment and Internal and External Selection are carried out. First, the recruitment was done, information about the candidates was collected and analyzed, for which a selection commission was also created, made up of specialists in the areas related to the positions. To carry out the interviews, a question guide was used as a reference, in addition to the questions asked by the specialists to check the level of specific knowledge. At the end of each interview, a scoring scale was completed on the basis of consensus, with all important observations of the candidates being noted on each sheet, which could later help to make a correct decision about which candidate to select.Following the rest of the stages of these two phases, it was finally possible to cover the unit's workforce, of which 5 were internal workers, for which the methods of comparison by pairs and experts were used to make a fairer discrimination.
The fourth phase of Socialization of the Selected Candidates was carried out by carrying out a series of activities aimed at familiarization and entrance training, such as training the Room Captain and the Kitchen Chef by specialists from the Headquarters in a luxury Restaurant, and then the training by these two workers to the cooks, shop assistants and bartenders in the unit's rooms; the cleaning and fitting out of the premises by all the workers, who were also given information on the new facility, on the positions and on the performance evaluation system. To complete the entrance training, lectures were given after the opening on various topics related to the Panorama of Holguin Culture.
In the fifth and final phase of the process: the Employee Follow-up, their performance was periodically evaluated and the pertinent recommendations were made to obtain better results. At the end of the period (six months), the Performance Evaluation of all the workers was carried out for which a designed model was used, based on the information of the labor competencies as shown below:
I. General Data:
II. Evaluation of Labor Competencies:
| Critical Incidents or Behavior Guidelines. | Graphical Scale of Results | |||||||||
| Never | Rarely | Sometimes | Usually | Always | ||||||
| one | two | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | |
III. Evaluation of the Mission and Set Objectives:
| goals | Degree of Compliance | |||
| Non-compliant | Partial compliance | Complies | Overcomplies | |
IV. Most Outstanding Qualities and / or Deficiencies that Influence Performance:
V. Proposals Subsequent to the Evaluation: Referred to the position; to the person; Training actions; and Evaluator's Conclusions.
Analyzing the results of this evaluation, it can be observed that 16 of the 22 hired workers obtained an evaluation of "outstanding", which means 72.7% of the total and only two were evaluated as deficient, who were withdrawn from the organization.
Four indicators were used to evaluate the results of the selection process:
1) Recruitment Index (IR):
IR = number of valid candidates / total number of candidates submitted
IR = 75/92 = 0.815 = 81.5%
2) Selection Index (IS):
IS = number of valid candidates for the position "x" / positions called for the position "x"
EXAMPLE:
v GASTRONOMIC DEPENDENT: IS = 17/4 = 4.25 CANDIDATES PER POSITION
3) Error Index (IE):
IE = workers who do not pass the trial period / total number of workers hired
IE = 2/22 = 0.092 = 9.2%
4) Selection Process Quality Index (ICS):
ICS = workers evaluated as "outstanding" and "satisfactory" / total workers hired
ICS = (4 + 16) / 22 = 0.908 = 90.8%
Analyzing the results of the calculated indicators, it can be affirmed that the facility had a high capacity to attract applicants, more than two candidates were presented per vacancy and a process quality index of 90.8% was obtained, which means a high level in the predictions made about the candidates and that the organization has been able to attract staff with a high level of performance. These results have not only influenced the quality with which the recruitment and selection activities were developed, since an excellent selection job can fail if the newcomer cannot be inserted into the organization and if he is not given the follow-up that he requires.
CONCLUSIONS.
1. The personnel selection process has been impacted by the changes that have occurred in the psychological conception of man, which has implied the current tendency not to seek the requirements of success in isolated qualities, but in key areas of results or competences, which constitute a category that expresses the requirements valued in the man-work relationship.
2. A Methodological Procedure was developed to Develop the Recruitment, Selection and Socialization Process of human resources in the company, which starts from an initial characterization of the organizational unit, where all the information regarding the positions is collected. During the recruitment and selection phases, a series of methods and techniques are offered that facilitate and increase the rigor of the process in order to make more accurate predictions about the future behavior of candidates in the performance of the position. Organizational socialization is included as an essential activity for the success of the process. The procedure ends with the evaluation of the results of the process,for which several indicators were designed in addition to a system for evaluating the performance of human resources based on competency management.
3. Through the application of the proposed procedure, specifically the initial characterization phase, it was possible to know that in the entity under study there are difficulties in the personnel selection process, which has been causing a high fluctuation of the workforce, as there is no optimal adaptation of the man in charge. Among the main causes are that the entity is limited to carrying out suitability checks and a selection process is not developed with the required rigor. On the other hand, the information on the charges is very scarce.
4. The application of the Procedure proposed in Room “1720” shows the feasibility of its implementation, since very favorable results were obtained, according to the indicators proposed for the evaluation of the process. This being the effect of developing a recruitment, selection and socialization process with the rigor and depth required by said key activities in Human Resource Management.
5. The evaluation of the performance of the workers in Hall "1720", through the proposed system within the designed procedure, enables a more exhaustive assessment of the results in the performance of the new workers, which allows making more accurate decisions about the future of the evaluated, either closing the contract or taking corrective actions to improve performance in the position.
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Annex 1: Diagram of the Designed Procedure.
1. Title of the Position: Hall Captain.
2. Mission of the Position:
Guarantee the satisfaction of the food needs of the customers who visit the Show, demanding compliance with the quality standards of the service established to his subordinates, and participating himself in the attention of the orders made by the customers with professionalism and excellence expected.
3. Competence Matrix:
| Complex Competences and Behavior Guidelines related to them. |
Value |
| Directive capacity: |
10 |
| Take effective action to improve the talents and capabilities of your subordinates. Develop their skills and attitudes through work-related activities. Advises and trains gastronomic staff on topics such as enology, viticulture, wine service and other topics related to their specialty. | |
| You use appropriate interpersonal traits and methods to guide your group of workers toward achieving job objectives. Play the role of leader within your group or team. | |
| He communicates to others what needs to be done and is able to make them fulfill his wishes, keeping in mind the long-term achievement of the organization. | |
| It recognizes the need for control and to maintain it over methods, people and matters, making the necessary decisions to ensure this control. | |
Plans, organizes, directs and controls all tasks related to the provision of services:
|
|
| Efficiency or Personal Integrity: |
9 |
| Keeps his character stable under pressure and / or opposition, is able to give controlled responses in stressful situations. | |
| He keeps working effectively in situations of disappointment and / or rejection. He is able to justify or explain problems that have arisen, failures or negative events. | |
| Maintains self-control in stressful situations or those that provoke strong positive or negative emotions. | |
| Believe in your own ability to choose the right approach to a task and carry it out, especially in difficult and challenging situations. |
| Problem Solving Ability: |
8 |
| Evaluates data and lines of action in an effective way and makes logical decisions in an impartial way and from a rational point of view. Determine the wine offer in correspondence with the menu in the room, write the wine lists and make the necessary purchase requests. | |
| Proposes imaginative solutions in situations that require it, and identifies radical alternatives in contrast to traditional methods and approaches, innovates. | |
| He acts based on his own convictions, rather than on the desire to please others, calls into question a climate of opinion or a line of action. | |
| Effectively uses the knowledge and experience acquired to find suitable solutions to the problems that arise in the performance of their duties. | |
| Volitional Capacity: | 8 |
| He perseveres in solving the problems that arise, remains firm and constant in this purpose until it is solved or until it is verified that the objective is not achievable in a reasonable period. | |
| Work to achieve your personal satisfaction. Prioritize the need to achieve your work goals successfully. | |
| Create and maintain a level of activity indicated to successfully develop your work. | |
| It fully solves its tasks until the end and in all the areas that it involves, regardless of their insignificance. | |
| It shows confidence and security in its actions, it shows courage and vigor in the performance of its functions and tasks, with firm hope and the certainty of success in its results. | |
| You must stand or walk during your work and carry trays of full and / or empty dishes and glassware. | |
| Ability for Help and / or Service: |
10 |
| Listens appropriately to clients to understand and respond to their thoughts, feelings or interests, without their having expressed them or expressing them only partially. Take actions that indicate consideration for the feelings and needs of your customers. | |
Helps and serves customers who visit the Salon experiencing pleasure in it, based on finding out their needs and then satisfying them.
|
|
| Communicative Ability: |
9 |
| Capture important information in oral communication, asking pertinent questions and reacting according to the tone of the conversation. | |
Express your ideas and facts clearly and persuasively, convincing others of your views.
|
|
| Teamwork capacity: |
9 |
| He shows the ability to put himself in the place or situation that the members of the group in which he works are living. | |
| He follows directions and is collaborative and diligent in carrying out the work, and also works and makes others work, collaborating with each other. He is willing to help his colleagues. | |
Participate as a fully integrated member of your team, collaborating even when the group is working on something that is not related to your personal interests.
|
|
| Capacity for Achievement and Action: |
10 |
| He cares about working well or competing to exceed a standard of excellence. | |
| Actively influence events rather than passive acceptance of them. He takes actions, improving results and creating opportunities himself to achieve improvement in his performance and that of the organization. | |
| It guides its behavior in the direction indicated by the needs, priorities and objectives of the organization. | |
| Learning Capacity and Knowledge: |
9 |
| Shows an average or above intellectual capacity that allows him to successfully assimilate new methods, concepts, procedures, theories, laws, etc., which facilitate a better performance of his functions and tasks. | |
| He is willing to update his knowledge to improve his performance through training and / or improvement, either for the interests of the company or responding to his own personal fulfillment interests. | |
Has the specific knowledge necessary for the position:
|
|
It is kept up-to-date regarding:
|
|
| It effectively reproduces the knowledge acquired through improvement, demonstrating it in raising its performance. | |
| Influence Capacity: |
8 |
| It produces a positive impact or effect on others, persuading, convincing, influencing them, in order to get them to follow a plan or line of action, making a good impression on others and maintaining this impression over time. | |
| Create and maintain friendly contacts with people who are or will be helpful in achieving your work-related goals. Mixes easily with other people. | |
| Organization Capacity: | 10 |
| Distribute and order all the media and tools of your workplace, placing things in their rightful place. | |
| Observe and comply with all laws and regulations established in the disciplinary regulations of the entity. | |
| He attends all the activities programmed by the administration and the organizations at the time previously set by them. | |
| Capacity for Change: |
8 |
| Stay effective in a changing environment, such as when tackling new tasks, responsibilities, or people. | |
| Integrity: |
10 |
| It is kept within the social, organizational and ethical standards of conduct within the activities related to the socio-labor context. |
