As part of my work as a professor and consultant at the Center for Business Management, Technical and Administrative Overcoming of SIME, I interact with specialists, managers and technicians of the human resources activity in this sector and it is up to us to contribute by updating them on the most recent trends. modern business activity and specify at the grassroots organization level some HR policies in our SIME system.
Currently, the administrative dimension of our HR areas is characterized by a low integration of the personnel area in the management of the company, therefore, the HR have still been a factor of second priority in the income statement already that the leading role has been shared by other areas such as production, sales, etc.
The vision of the future to which we aspire today is a competitive organization, where activities that really add value to human resources have to be introduced, becoming, not only a function of the Human Resources area, but of all company managers.
In this context, the role of HRD takes on special interest and those responsible for the function are faced with the challenge of adapting and anticipating the organization's human resources needs, clearly providing added value to people with their role.
The need to orient our production and our service to the satisfaction of the client and the market, is an obligatory point of this work.
How to consign it with a worker who does not know the objective of what he does, is not committed to that goal and his only aspiration is to obtain personal benefits?
Therefore, the necessary transformation has a lot to do with the strategy that the company has studied for the next three years for its effective insertion in the market. Trying to develop this strategy divorced from the primary element, the work team, will not lead to favorable results.
This consideration has led us to work on different conceptual ideas to raise awareness of the role of human resources in business management.
R'H policies and practices must respond to the strategic objectives and business plans, designing practices that add value to the worker, among which we can develop:
- HR competencies: The aim is to gradually introduce the competencies approach, the starting point of which is the study and analysis of positions and positions. HR strategic planning: Resources to be optimized. Business: Have comprehensive knowledge about all business problems and the business portfolio and its future forecast Training and homologation: Comprehensive and versatile preparation of the workforce and its certification according to international standards of the sector. and analysis of the positions: Redesign the positions and expansion of the most current functions. Performance evaluation: Assess the results and contrast them with the optimal ones to correct deviations. It is an important source of feedback and direction.Stimulation and motivation systems: It is about linking performance and results and relating them in a creative way with payment systems whose systematic review is necessary.
The HRM must acquire the techniques necessary to identify the effects, on HR, of the various policies that it may apply. It must also translate the strategic objectives into the definition of behaviors and tasks consistent with them and make the appropriate adjustments.
It could be said that, basically, before each strategy, HRM must:
- Design the organization Propose and promote organizational changes Plan, select and prepare the appropriate R'Hs Guide managers in their management with people and advise them in making personnel decisions Motivate them and integrate them into the Strategic Plan, transmitting them to the operational base the essence of the process so that it is understood and attended to at all levels.
HR management techniques
Another important line of work that we must develop is the search for new ways to organize the HR function, both structurally and functionally.
A department or HRD is organized operationally considering elements of “pure personnel” administration, depending on the type of its structure, the size and geographical location of the company, the technological level, the type of management, the working conditions, the level of technical training of workers, etc.
In any case, we can point out that the mission in the substantive sense adopted by a Department or area of R'H, regardless of its operational organization, will be: “Planning, staffing, maintenance and development of the human resources necessary to fulfill the business project ¨..
However, the formulation and implementation of said mission is today influenced by a series of factors that determine a particular internal configuration of R'H's own areas with a view to fulfilling its reason for being.
Let's mention some of them.
1. Denomination: There is no uniformity in the denomination.
2. Hierarchical range: They could be from a working group to a subdirectorate.
3. Integration of non-specific line and staff activities at each level
4. Functions performed mainly of personnel administration.
5. Status and some distance from the main corporate power bodies.
6. Training of R'H staff very varied.
7. Unfair remuneration with other managers of the same level and degree of responsibility.
8. Partial approaches ranging from legal, ergonomic, sociological, to psychological and economic.
However, we recognize that a source of authority is your specialized knowledge and that today it must continue to be expanded and professionalized.
It may also have formal decision-making responsibility in certain key areas such as wages and payment systems, attendance control, workforce planning, etc.
In our view, the change in the operational organization of the DHR and the expansion and redesign of its functions in our human resources management is given by the following strategic factors:
I. Implementation of quality management systems and the ISO 9000: 2000 Standard.
II. Changes in the labor market and demographic and social variations, more specialized workforce, greater demand than supply in key sectors.
III. Business Improvement Process and the new Labor and Salary policies that give greater autonomy to HR management processes.
IV. Necessary increases in productivity to international standards.
V. The implementation of new organizational and management forms such as Base Business Units.
SAW. Greater connection to the strategic processes of the company: planning of human resources and their stimulation.
VII. The SIME Business Training Program.
When the organization of the HR department is conceptualized, different tasks and activities are integrated. They are the reflection of the natural evolution in the mission, content and functions of the HR Departments.
2.1) What is the current organizational design of the HR areas?
They include a wide range of administrative functions and some of management, with insufficient technological and computerization base, ranging from compliance with current legislation, payroll, OSH, training plans, specific systems of stimulation and payments for results and the policy of use and rationalization of FT for which it has the configuration mentioned above.
- How to adapt and transform HR activity in such a way that it can effectively cope with the new demands of the environment and business development? What degrees of freedom can we adapt in our functions and activities in conjunction with today's legal-labor environment? What are the necessary labor competencies in our technicians, specialists and managers of the HR activity?
The fundamental thing is to adapt and use all the extensive experience and knowledge in labor and salary matters of our specialists and prepare them to promote change and its implementation in light of the Business Improvement process itself and train them for an adequate implementation of the SDFT.
It is required for the performance of the new functions to integrate a greater number of HR specialists, who can assume the functions of the SDFT of selection, planning, evaluation systems, etc.
Many of the administrative activities can be computerized such as payroll, inventories of people, the labor file, so more preparation will be needed in our IT specialists.
The most important task before our specialists is the Implementation and Monitoring of the SDFT and to continue developing the continuous improvement process, as a concrete expression of the New Salary Policy that the Business Improvement process requires of the State Company as well as a series of activities develop:
1. Decentralization of HR activities at the grassroots and company level.
2. Define and establish the activities that are line and staff.
3. Development of management methods, procedures and tools that standardize the key processes involved in HR management, without forgetting their continuous improvement based on company conditions.
4. Definition and determination of the strategic objectives of the HR area based on the strategic orientation of the company and the situation of the environment. HRM must follow the strategy and support it.
5. Study and analysis of the positions and occupations.
6. Implementation of a communication strategy that allows ordering
7. The flow of information, both operational and strategic, to the entire company.
The Management of Human Resources in Modern Companies is the object of special attention of entrepreneurs, not only because of its decisive impact on the quantitative and qualitative results of production and services, but also and in a very particular way, due to its direct effect and immediate in a substantial and sustained growth of labor productivity.
Hence, one of the most important steps of every employer is to direct, guide and integrate efforts to improve HRM.
That is why with the implementation of the Human Resources Management System, you must achieve total flexibility in order to achieve the maximum use of Human Resources in the most appropriate way in order to guarantee the fundamental mission of the activity.
- The preliminary ordering of accounting The organizational structure The optimization of human resources, The inventory of intelligent capabilities The implementation of Quality management systems and The implementation of the SDFT in all its breadth and depth.
Therefore, achieving competitive success through people means altering our way of thinking in relation to human resources and work relationships, it means achieving success working with people, not replacing them or limiting the scope of their activities and it involves viewing people as a source of competitive advantage and not simply as an expense.
