The Human Resources Management System defines the most general principles for the operation, development and mobilization of the people that our organization needs to achieve its objectives.
In accordance with the established mission and predicted vision, taking into account our characteristics and specificities and especially the aggressive environment.
Traditionally, personnel selection is defined as a procedure to find the man who will fill the right position, that is, to choose the most suitable among the recruited candidates to fill the existing positions in the company, trying to maintain or increase efficiency and staff performance.
For its part, Performance Evaluation constitutes the process by which the employee's overall performance is estimated. Most employees seek feedback on how they carry out their activities, and those who manage other employees must evaluate individual performance to decide what actions to take.
Introduction
Today, the globalization of the market confirms more and more the thesis regarding human resources or human capital as the decisive factor in competitiveness; and more, decisive in business survival.
The basic competitive advantage of companies in the world will not lie in their material resources or specifically in energy resources, it will not lie in their financial resources, and not even in technology: the basic competitive advantage of companies will definitely lie in the level of training and management of its human resources.
It is for this reason that the idea that human resources are the fundamental factor of success is further strengthened, taking into account the contribution or not of their knowledge and skills to create, the differences or limitations to which they are subjected can be eliminated. companies in today's world. An efficient and effective management of the same constitutes today the fundamental priority to achieve the level of competitiveness that is required.
Such is the importance that today is given to the human factor that it is considered the key to the success of a company and Human Resource Management is considered the essence of business management.
In this way, an efficient organization helps to create a better quality of work life, within which its employees are motivated to perform their functions, to reduce absenteeism costs and the fluctuation of the workforce. Human Resource Management is, therefore, a basic factor for the company to obtain high levels of productivity, quality and competitiveness.
The Human Resources Management System defines the most general principles for the operation, development and mobilization of the people that our organization needs to achieve its objectives. In accordance with the established mission and predicted vision, taking into account our characteristics and specificities and especially the aggressive environment.
HRM involves managing the most precious element, man, whose development is not exclusive to the Human Resources Department, but rather concerns all managers and their activity is carried out in the great system of our organization.
HRM is not done from a department, area or part of the organization, but as an integral function of the company; and also proactively.
The GRH demands to conceive it with a scientific technical character, having its technological bases in the analysis and designs of positions and work areas (continuous design of work systems) and in the designs of logistics systems, included in the name of task technology.
It is considered that a country is more competitive the better trained it has its Human Resources. Cuba is not exempt from these considerations, so Cuban companies must direct their functions to increasing competitiveness. To achieve this, they must pay special attention to their Human Resources as this will decide the future of the organization and its success.
The most widespread and applied trend in successful organizations today is to treat Human Resources in a comprehensive way, concentrating what was traditionally handled separately in areas such as personnel, cadres, training, work organization, salaries, protection and hygiene, among others, in a system where the center is man, and plans and actions interact coherently with each other and the rest of the existing systems in the organization. The most notable results of this approach are associated with efficiency, effectiveness, quality, satisfaction, degree of commitment and involvement of the worker with the work he performs.
The objectives of Human Resources Management are:
- Create, maintain and develop a contingent of Human Resources, with the ability and motivation to achieve the objectives of the organization Create, maintain and develop organizational conditions of application, development and full satisfaction of Human Resources and the achievement of individual objectives Achieve efficiency and effectiveness with available Human Resources.
Necessary conditions to design and implement an HRMS:
- Clarity in the proposed objectives and coincidence between the strategic and the individual ones. Planned global effort of change that involves and commits all the workers. Active participation of the management cadres Priority for the elements of immediate need and that satisfy the expectations of the personnel.
Advantage
- Improvement of the organization, planning and control of human resources Provides clarity to workers about the objectives and functions to be achieved Improves the work environment and environment Salary systems in correspondence with the activity being developed Increased motivation of employees workers Greater integration.
HRMS subsystems
- Planning: Its objective is to determine the personnel needs, current and prospects, that allow the fulfillment of the strategic objectives of the company Organization: Its objective is to provide the Company with the necessary organizational flexibility Personnel selection: Its objective is to define policies and practices for incorporating suitable personnel into the Company Training: Its objective is to provide personnel with knowledge, skills and values to keep them in high performance and develop it. Evaluation: Its objective is to comprehensively evaluate work behavior in a given period and compare them. Promotion and development: Its objective is to enable the full professional fulfillment of each worker. Remuneration and stimulation: Its objective is to determine compensation for work and the results achieved. Safety,health and working conditions: The fundamental principle is the participation of workers in the identification, prevention and improvement of working conditions. Communication and information: Its objective is to provide the necessary information through communication systems and channels.
CHAPTER I. Personnel selection and performance evaluation, theoretical reference
In this chapter we will make a theoretical reference to two of the subsystems previously exposed, Personnel Selection and Performance Evaluation.
Staff selection
Traditionally, personnel selection is defined as a procedure to find the man who will fill the right position, that is, to choose the most suitable among the recruited candidates to fill the existing positions in the company, trying to maintain or increase efficiency and staff performance.
But what does adequate mean? To answer this question, it would be necessary to consider individual differences, that is, take into account the needs of the organization and its human potential as well as the satisfaction that the worker finds in the performance of the position.
As a previous step to the technical selection of personnel, it is mandatory to know the philosophy and purposes of the organization, as well as the general departmental and sectional objectives, etc., of the same.
This implies, among other things, the assessment of existing resources and the planting of those that will be necessary to achieve these objectives, and that includes the determination of present and future needs in terms of quantity and quality.
The selection of Personnel aims to:
- Define policies and programs to guarantee the incorporation of suitable personnel to the entity Select suitable candidates for access, transfers, promotions and training and development activities.
FUNDAMENTAL PRINCIPLES
- Basic principle Proven suitability Necessary, feasible and affordable. It is an investment It must be permanent and planned, both for the new entry as well as internal movements and training plans. Structured, flexible, dynamic and specific process for each position and entity It is carried out by qualified and trained personnel. It is considered together with the qualifying requirements and extra-qualifying those related to risks and physiological and psychological demands. It is integrated into the rest of the subsystems of the Human Resources Management System.
The selection process begins when a vacancy is presented, it is understood as the availability of a task to perform or position to perform, which may be newly created, or due to temporary or permanent inability of the person who has been performing it. Before proceeding to fill said vacancy, the possibility of redistribution of work must be studied, so that said tasks are carried out among the existing staff and, only if this is not possible, request that it be filled.
Once the need for personnel has been received, the analysis and evaluation of positions will be used, in order to determine the requirements that the person must satisfy to fill the position efficiently, as well as the salary to be paid. In the absence of such analysis and evaluation, it must be prepared in order to specify what is needed and how much will be paid.
Next we move on to recruitment, which is essentially an information system through which the organization disseminates and offers the human resources market the job opportunities it intends to fill. To be effective, recruitment must attract a sufficient number of candidates to adequately supply the selection process. Furthermore, the function of recruitment is to supply the selection of basic raw materials (candidates) for its operation.
The next step consists of locating, in the inventory of human resources, the people who, currently providing their services in the organization, meet the established requirements, which will allow providing the elements that the organization knows, and of which they are known. the performance they have had in the time they have to provide their services.
This will shorten the training period and, most importantly, will help keep the morale of the staff already working in the organization high by allowing each vacancy to mean the opportunity for one or more promotions.
If there are no people in the organization who meet the established requirements, then we would resort to external recruitment sources, among the best known and most common alternatives there are:
That corresponds to the people who come to the organization in search of employment and who often respond to the “people wanted” notices located in the workplace. It is inexpensive.
When one of the employees who is part of the organization, recommends one of his relatives, friends, relatives as a candidate for the job.
It is one of the most frequent communication methods for any type of work, it is through the newspaper. Whereas the ad is viewed not only by job seekers, but also by expected future applicants, clients and the community. It also makes it possible for the applicant to self-select, that is, if he sees that he meets the requirements, he presents himself, otherwise, he does not.
The anticipation with which the needs have been planned will be decisive in the effectiveness of the recruitment. This makes it possible to choose the best personnel available in the job market, plan and start entertainment programs in a timely manner, and fill vacancies with the anticipation requested.
Once it has been decided what it is being selected for, it must be decided what selection techniques and information to collect and use. Then it can be said that one of the objectives is to find things that can be measured before applicants are hired, such as: Previous work experiences will be considered, applicants will be interviewed, who will conduct the interview, specific tests will be carried out both knowledge and mental capacities, etc.
Among the selection techniques we have:
The first piece of information most job candidates provide is a written summary of their personal characteristics. Generally, managers and professionals provide this information in the form of a resume and an explanatory letter, even though for these people the job application is a typical part of the process as well. Recruiters examine these documents for useful selection information. Job applications are a kind of registry and at the same time allow to be up to date on the characteristics of applicants for employment as future job vacancies occur. In addition, applications usually raise a series of questions about the applicant, which can be used to judge the appropriateness, among them we have: Name, address, age,military service education, skills, phone number, nationality, job information to apply, references.
It can be argued that the interview is always part of the employee's selection.
When carefully crafted and implemented, it has greater potential value than previously believed. Interviews can be unstructured, in which the interviewer has all the freedom to cover any area; semi-structured, where the interviewer prepares the important questions in advance, but is allowed to test those areas that seem to merit further investigation; or structured, in which the interviewer's questions, and often their sequence, are prepared in advance, and sometimes the interviewer fills out a form indicating the applicant's responses to the questions. Although it involves additional procedural and development costs.
Through these tests, the specific or potential capacities of individuals are estimated. These are often referred to as FITNESS tests, and consist of paper and pencil measurements of intellectual abilities, perceptions accuracy, mechanical and spatial abilities, and motor skills. At the same time, these tests indicate what things a person might be able to do, given their appropriate experience or training. The costs of administering them are low as is their processing, but not that of creating a new test.
Through job analysis, problems are detected about the knowledge that one has about it, in order to identify the key factors or rules that the job holders must know to perform it. Work samples are replicas or simulations of actual behaviors on the job site, for example shorthand for a particular document. Perhaps the most realistic job knowledge test is to select employees during on-the-job probationary periods.
Once the application of the selection techniques is completed, the candidates with the best conditions will be determined, who meet the requirements demanded by the organization and from all of them, the one who is most capable to fill the vacant position or position will be selected.
Finally, going to the stage of incorporation to the center in which an explanation is given to the selected candidate and all the necessary documents to be presented are directed to him and his contract is made.
Performance evaluation
It is the process by which the overall performance of the employee is estimated. Most employees seek feedback on how they carry out their activities, and those who manage other employees must evaluate individual performance to decide what actions to take.
Informal evaluations, based on daily work, are necessary but insufficient. By having a formal and systematic feedback system, the personnel department can identify employees who meet or exceed expectations and those who do not. It also helps evaluate recruitment, selection and orientation procedures. Even decisions about internal promotions, compensation, and more in the personnel department depend on the systematic and well-documented information available about the employee.
In addition to improving performance, many companies use this information to determine the compensation they award. A good evaluation system can also identify problems in the human resources information system. Underperforming individuals may expose the wrong selection, orientation, and training processes, or it may indicate that job design or external challenges have not been considered in all its facets.
An organization cannot adopt just any performance appraisal system. The system must be valid and reliable, effective and accepted. The approach should identify performance-related items, measure them, and provide feedback to employees and the personnel department.
As a general rule, the human resources department develops performance reviews for employees in all departments. This centralization is due to the need to give uniformity to the procedure. Although the personnel department may develop different approaches for senior executives, professionals, managers, supervisors, employees, and blue-collar workers, they need consistency within each category to get usable results. Although it is the personnel department that designs the evaluation system, it seldom carries out the evaluation itself, which in most cases is the job of the employee's supervisor.
Advantages of performance evaluation.
- Improves performance, through feedback Compensation policies: can help determine who deserves raises Placement decisions: promotions, transfers and separations are based on previous or anticipated performance Training and development needs: performance Insufficient may indicate a need for retraining, or untapped potential Career planning and development: guides decisions about specific career possibilities Information inaccuracy: Insufficient performance may indicate misinformation about job analysis position, human resources plans or any other aspect of the personnel department information system Errors in the design of the position:Insufficient performance can indicate errors in the conception of the position. External challenges: sometimes, performance is influenced by external factors such as family, health, finances, etc., which can be identified in evaluations.
Responsibility for performance evaluation
Responsibility for the development of the program, information processing, measurement and monitoring of human performance is attributed to different bodies within the company, in accordance with the personnel policies developed.
The central entity in this process is undoubtedly the Human Resources department, as an advisory body to the administration in matters related to human capital. However, the development of a program of this nature requires the involvement of all levels of the organization, starting with senior management.
Time span of performance evaluation
Experience indicates that the most advisable thing is to apply the performance evaluation every six months; however some companies choose to apply it annually or quarterly. This depends on the type of company and the management style of its senior management.
It must be remembered that performance evaluation is a continuous process that is fed by the Job Classification and supplies the Training model and the Personnel Recruitment and Selection model.
Preparation of performance evaluations.
The objective of the evaluation is to provide an accurate and reliable description of the way in which the employee carries out the position. Evaluation systems must be directly related to the position and be practical and reliable. They need to have fully verifiable standards or measurement levels.
By directly related to the position, it is understood that the system qualifies only elements of vital importance to obtain success in the position. If the evaluation is not related to the position, it is invalid. It is understood that evaluation is practical when it is understood by evaluators and evaluated. A complicated system can lead to confusion or cause suspicion and conflict.
A standardized system for the entire organization is very useful, because it allows for equal and comparable practices.
Methods to reduce distortions: When subjective methods are required for performance measurement, staff specialists can reduce the potential for distortion through training, feedback, and an appropriate selection of evaluation techniques.
Evaluation techniques can be divided into techniques based on past performance and those based on future performance.
Evaluation methods based on past performance.
Evaluation methods based on past performance have the advantage of dealing with something that has already happened and that can, to some extent, be measured. Its disadvantage lies in the impossibility of changing what happened. The most common evaluation techniques are:
1. Rating scales: the evaluator must grant a subjective evaluation of the performance of the employee on a scale that goes from low to high. The evaluation is based solely on the opinions of the person giving the rating. It is customary to grant numerical values to each point, in order to allow obtaining several computations. Some companies tend to link the score obtained to the salary increases. Its advantages are its ease of development and simplicity of delivery, the evaluators require little training and it can be applied to large groups of employees. The disadvantages are numerous: involuntary distortions are very likely to arise in such a subjective instrument; Specific aspects of job performance are eliminated in order to be able to evaluate various jobs.Feedback is also undermined, because the employee has little opportunity to improve weaknesses or reinforce appropriate ones when such a general evaluation is administered.
2. Checklist: requires the person who gives the rating to select sentences that describe the performance of the employee and their characteristics. The evaluator is usually the immediate supervisor. Regardless of the supervisor's opinion, the personnel department assigns scores to the different items on the checklist, according to the importance of each one. The result is called a checklist with values. These values allow quantification. If enough points are included in the list, you can eventually provide an accurate description of the employee's performance. Despite the fact that this method is practical and standardized, the use of general statements reduces the degree of relation it has to the specific position. The advantages are the economy,the ease of administration, the scarce training required by the evaluators and its standardization. The disadvantages are the possibility of distortions, misinterpretation of some points and the inappropriate assignment of values by the personnel department, in addition to the impossibility of granting relative scores.
3. Forced selection method: it forces the evaluator to select the most descriptive phrase of the employee's performance in each pair of statements found. Both expressions are often positive or negative in character. Sometimes the evaluator must select the most descriptive statement from groups of 3 or 4 sentences. Regardless of the variants, specialists group the points into categories determined in advance, such as learning ability, performance, interpersonal relationships. The degree of effectiveness of the worker in each of these aspects can be computed by adding the number of times that each aspect is selected by the evaluator. The results can show the areas that need improvement. It has the advantage of reducing the distortions introduced by the evaluator,it is easy to apply and adapts to a wide variety of positions. Although practical and easily standardized, the general claims on which it is based may not be specific to the position. This can limit its usefulness in helping employees improve their performance. An employee may perceive the selection of one phrase over another as very unfair.
4. Critical events recording method: requires the evaluator to keep a daily log (or a computer file), the evaluator records the most outstanding actions (positive or negative) carried out by the evaluated. These actions or events have two characteristics: it refers exclusively to the period relevant to the evaluation, and only the actions directly attributable to the employee are recorded; the actions that are beyond his control are only recorded to explain the actions carried out by the evaluated employee. It is useful for providing feedback to the employee. Reduces the distortion effect of recent events. Much of its effectiveness depends on the records kept by the evaluator. Some supervisors start by recording some incidents in great detail,but later the level of registration declines, until as the evaluation date approaches, new observations are added. When this happens, the distortion effect of recent events occurs. Even when the supervisor is recording all the events, the employee may consider that the negative effect of a wrong action lasts too long.
5. Behavioral rating scales: use the system of comparison of employee performance with certain specific behavioral parameters. The goal is to reduce the elements of distortion and subjectivity. From descriptions of acceptable performance and unacceptable performance obtained from job designers, other employees, and the supervisor, objective parameters are determined that allow performance to be measured. A serious limitation of the method is that the method can only contemplate a limited number of behavioral elements to be effective and practical to administer. Most supervisors do not keep records up to date, reducing the effectiveness of this approach.
6. Field Verification Method: A qualified staff representative participates in the score given by supervisors to each employee. The personnel department representative requests information on the employee's performance from the immediate supervisor. The expert then prepares an assessment based on that information. The evaluation is sent to the supervisor for verification, channeling and discussion first with the personnel expert and later with the employee. The final result is delivered to the personnel specialist, who records the scores and conclusions. Involving qualified personnel allows for increased reliability and comparability, but increased cost is likely to make this method expensive and impractical.A variant is used in positions where performance evaluation can be based on a knowledge and skills test. The experts come from the technical area as well as from the personnel department. Exams can be of many types and to be useful they must be reliable as well as validated.
7. Group evaluation methods: Group evaluation approaches can be divided into several methods that have in common the characteristic that they are based on the comparison between the performance of the employee and that of his co-workers. These evaluations are generally conducted by the supervisor. They are very useful for making decisions about pay increases based on merit, promotions and distinctions, because they allow the placement of employees from best to worst.
These comparative results are often not disclosed to the employee. There are two important points that support the use of these methods: comparisons are always made in the organization, and these methods are more reliable for the employee. Reliability is guaranteed by the scoring process itself and not by external rules and policies.
Categorization method: leads the evaluator to rank their employees from best to worst. In general, it is known that some employees outperform others, but it is not easy to stipulate by how much. This method can be distorted by personal biases and recent events, although it is possible to involve two or more evaluators. Its advantage is the ease of administration and explanation.
Forced distribution method: each evaluator is asked to place their employees in different classifications. As a general rule, a certain proportion should be placed in each category. Relative differences between employees are not specified, but this method eliminates distortions of central measurement tendency, as well as those of excessive rigor or tolerance. Since the method requires some employees to receive low scores, some may feel unfairly evaluated. A variant is the point distribution method (when the appraiser has to award points to his subordinates).
Pairwise comparison method: the evaluator must compare each employee against all those who are evaluated in the same group. The basis of comparison is generally overall performance. The number of times that the employee is considered superior to another can be added, to constitute an index. Although subject to sources of distortion by personal factors and recent events, this method overcomes the difficulties of central measurement bias and excessive benignity or severity.
Evaluation methods based on future performance.
They focus on upcoming performance by evaluating the employee's potential or setting performance goals.
1. Self-evaluations: taking employees through a self-evaluation can be a very useful technique, when the objective is to encourage individual development. Defensive attitudes are much less likely. When self-assessments are used to determine areas for improvement, they can be very helpful in setting personal goals for the future. The most important aspect of self-assessments lies in the employee's involvement and dedication to the improvement process.
2. Management by objectives: consists in that both the supervisor and the employee jointly establish the desirable performance objectives. Ideally, these objectives should be mutually agreed upon and objectively measurable. Employees are in a position to be more motivated to achieve goals by having participated in their formulation, as they can measure their progress and make regular adjustments to ensure they are achieved. In order to make these adjustments, however, it is necessary for the employee to receive regular feedback. Employees get the motivational benefit of having a specific goal. The objectives also help the employee and supervisor to discuss specific development needs of the employee.The difficulties are centered on the fact that sometimes the objectives are too ambitious and in others they fall short. It is also likely that the objectives will focus exclusively on quantity, because quality is more difficult to measure.
When employees and supervisors consider objectives that are measured by subjective values, special care is needed to ensure that there are no distorting factors that could affect the evaluation.
3. Psychological evaluations: when psychologists are used for evaluations, their essential function is the evaluation of the potential of the individual and not his previous performance. The evaluation consists of in-depth interviews, psychological tests, conversations with supervisors, and a verification of other evaluations. The psychologist then prepares an evaluation of the intellectual, emotional, motivational and other characteristics that can allow the prediction of future performance. The work of a psychologist can be used on a specific aspect or it can be a global assessment of future potential. Based on these evaluations, location and development decisions can be made. Because this procedure is time consuming and expensive, it is generally reserved for bright young managers.
4. Methods of the evaluation centers: they are a standardized way for evaluating employees, which is based on multiple types of evaluation and multiple evaluators. This technique is often used for intermediate-level management groups that show great potential for future development. Often, potential employees are brought to a specialist center and undergo an individual assessment. Next, a particularly suitable group is selected to undergo in-depth interviews, psychological tests, study of personal antecedents, make them participate in round tables and simulation exercises of real working conditions, activities in which they are qualified by a group of evaluators.The verdicts of the different evaluators are averaged to obtain objective results. This method is expensive in terms of time and money. It also requires separating the personnel under evaluation from their duties. The results can be very useful in assisting the management development process and placement decisions.
Implications of the evaluation process.
Both the design of the evaluation system and its procedures are usually the responsibility of the personnel department. If the objective is to evaluate past performance and award recognition, then comparative approaches are likely to be preferred. Other methods for evaluating past performance can be used, if the essential function of the system is to provide feedback.
Future-oriented evaluation methods can focus on specific goals. Self-assessment or assessment centers can aim to identify specific aspects that can be improved or serve as instruments for internal promotion. The approach taken needs to be used by line managers.
Evaluation systems that involve the participation of managers and supervisors are more widely accepted. Participation increases interest and understanding.
Training of evaluators:
Regardless of which method is chosen, evaluators need knowledge of the system and its objective.
Two essential problems are the evaluator's understanding of the process being carried out and its consistency with the adopted system. Some personnel departments provide evaluators with a manual that describes in detail the current policies and methods.
Many companies review their compensation levels twice a year before awarding semi-annual increases. Others perform a single annual evaluation, which may coincide with the anniversary date of the employee's entry into the organization.
Evaluation interviews:
They are performance verification sessions that provide employees with feedback on their past performance and future potential. The evaluator can provide this feedback through several techniques: persuasion (used with low-senior employees, reviewing recent performance and trying to convince the employee to act in a certain way), dialogue (urging the employee In order for them to express their defensive reactions, excuses, complaints, it is proposed to overcome these reactions through advice on ways to achieve better performance) and problem solving (identify the difficulties that may be interfering with the employee's performance, from there these problems are solved through training, counseling or relocation).
By emphasizing the desirable aspects of employee performance, the evaluator is in a position to provide new and renewed confidence in his ability to achieve his goals. This positive approach also enables the employee to get a global picture of the strengths and weaknesses of their performance.
The performance appraisal session concludes by focusing on actions the employee can take to improve areas where their performance is not satisfactory. The appraisal interview provides employees with feedback directly related to their performance.
The performance appraisal process provides vital information regarding how an organization's human resources are managed.
Performance evaluation serves as an indicator of the quality of the personnel department's work. If the evaluation process indicates that low-level performance is common in the organization, many employees will be excluded from promotion and transfer plans, the percentage of personnel problems will be high and the level of dynamism of the entire company will be low in general. business.
CHAPTER III. Personnel Selection and Performance Evaluation in the GEOCUBA Company
In this chapter we will address the topics of Personnel Selection and Performance Evaluation in the GEOCUBA Company, which will be the object of study.
STAFF SELECTION
The objective of this procedure is to establish the steps to follow to develop the process of recruitment, selection and admission of personnel, linked to the Quality Management System of the Company GEOCUBA Matanzas and is applicable to all structural units of the Company.
This procedure is very important to determine the current needs and perspectives of the workforce from the analysis of fluctuation, new investments, promotions, internal movements, in order to work from a scientific, organized and practical conception for the creation of the labor reserve.
RESPONSIBILITIES
It is the responsibility of the Director of Human Resources to approve, implement and control compliance with this procedure.
The responsibilities of the Directors and Heads of Department of the Company's Management and General Directors of Units:
- Identify on a quarterly basis the current needs and perspectives of the workforce in your unit and send them to the Human Resources Directorate (hereinafter HRD) Carry out external recruitment actions regardless of whether or not there are requests from the company's workers. the completion or updating of the Profesiograms of the positions that need to be filled Request the DHR to release the call for the vacant or newly created positions that need to be filled Appoint, in the case of external recruitment, an experienced worker on the job to apply a knowledge test about the activity to be performed.Decide on the most suitable candidate to fill vacant or newly created positions regardless of the source of recruitment used and in accordance with the provisions of current legislation Communicate in writing to the DHR of the decision made Guarantee strict compliance with the provisions of this process.
It is the responsibility of direct managers to evaluate the suitability of the personnel under their command once the trial period has concluded.
It is the responsibility of the authorized head to certify the suitability of the evaluated worker after consultation with the committee of experts at his level.
It is the responsibility of the Labor Resources Technicians who attend the process of recruitment, selection and entry of personnel:
- Issue an internal call to fill vacant or newly created positions Carry out external recruitment actions to guarantee the labor reserve, knowing the workforce needs determined by the Directors and Heads of Department of the Company's Management and General Directors of Units Carry out the recruitment process for the selected personnel Strictly comply with what is established in this procedure.
The process of recruitment, selection and entry of personnel allows to provide a timely and permanent response to the specific needs of the workforce in the company and to constitute a qualified and balanced labor reserve that satisfies the prospective needs of the structural units of the company and guarantees the correct insertion of the selected personnel, coming from external recruitment sources, their reception and their employment.
This process must be implemented by going through various stages that ensure that the election offers the maximum possible guarantees.
Preparatory stage
This process begins with the diagnosis of the company's human resources needs, as well as an analysis of the job position designed for selection purposes and its corresponding professional chart.
The directors and department heads of the company management and general directors of units determine the workforce needs in their unit or area on a quarterly basis through the DG 03-2.01 Registry "Determination of Workforce Needs" and also prepare, the Profesiograms of the new positions that are created or perfected those that already exist, including job skills.
The Geocuba Matanzas Company has established that all its workers carry out the activities according to the profesiogram prepared for the position, which is subsequently located in the worker's labor file and filed in the Human Resources Department (hereinafter DRH).
Recruitment
The Labor Resources Technician who attends the recruitment and selection process must have well specified and verified sources of recruitment, both internal and external, these are:
Internal:
- The Company's own workers. It is important to prioritize internal workforce recruitment, including declared available staff.
External:
- Recent graduates in specialties of Hydrography and Geodesy of the Naval Academy "Granma", of the Polytechnic Institutes of Geodesy and Cartography and Construction José Miranda Ramos Civil. Recent Higher Level graduates in their own specialties and not their own in MES centers, received as a centralized assignment from the Directorate of Staff of MINFAR Graduates of the Middle Higher Professional Level or Higher Level in their own specialties and not their own with years of experience in their performance, recruited through different channels Other personnel, recruited by the office attention to combatants and family members and by the MTSS of the Territory.
The Labor Resources Technician must have specified the ways to carry out the recruitment process, fundamentally the use of the call both in internal recruitment (murals, morning, frequented places of the company) and external (mass media: radio, press; also conferences, talks, direct contacts with sources, dissemination by the company's own workers, posters.
Selection
This stage constitutes the executing core and base of this subsystem within Human Resources Management.
The selection constitutes a process of evaluation that allows to choose between several candidates, the most suitable one to integrate the labor reserve with a view to filling a vacant or newly created position; to temporarily replace the holder of a position or to hire personnel to carry out eventual work due to production needs.
Selection is determined by the recruitment source used.
Selection through internal recruitment sources
To proceed to cover vacant or newly created positions, the internal call is issued, excluding from it those considered selective positions as agreed in the Company's Collective Bargaining Agreement. This call is published at the same time in all the structural units of the company during a period of 7 working days.
At the end of this period, the call is withdrawn, leaving a record by means of the signature of the Secretary of the Trade Union Section of the company or base Unit and it is filed in the Human Resources Area by the Labor Resources technician.
As soon as the candidates (company workers) who have submitted their applications to the Human Resources Department are known, the analysis and selection of the worker with the best conditions to perform the occupation or position is carried out in accordance with the provisions of the " FAR Labor Relations System ”.
Selection through external recruitment sources
For its realization, the following steps are established as mandatory:
a) Initial Interview
It is carried out by the Labor Resources Technician to the candidates who present themselves in order to know essential aspects about them (physical appearance, age, school level, social behavior, work experience, among others), being able to determine whether or not the selection process to enter the company's labor reserve, communicating the results.
If it is assessed that the applicants meet the requirements for the process to be started, it is explained that it lasts approximately 45 days, that they will be informed when it concludes and it is also clarified that in the case of negative the company reserves the right to communicate the reasons for which they were not accepted.
They are also asked for the documentation that they must deliver and are cited for the evaluation for those positions that require it.
b) Request to enter the Labor Reserve
It is carried out by the candidate who comes from the sources established as external recruitment by means of the direct request, from the call issued and published for that purpose and is made in the DG 03-2.02 Registry "Application for Labor Entry Process" that is part of the Selective file that is filed in the DRH. In order to guarantee the organization of the admission applications received, they are registered in numerical order in DG 03-2.03 "Control of Labor Income Applications", which is controlled and filed by the Labor Resources Technician.
c) Knowledge Assessment
It is carried out only for positions of high technical complexity and is governed by the principle of demonstrated real capacity.
The candidate provides information verbally or in writing about his professional and work experience to the direct head of the position or to a prestigious professional worker with experience in the same who has been appointed by the former so that his knowledge of the position is evaluated.
d) Processing of all the information provided
The Labor Resources Technician integrates the information received throughout the process and, if the case requires it, looks for references in the candidate's workplace of origin, taking into account the most significant period (last 5 years) in terms of the contribution of evaluative elements.
e) Summary and conclusion of the process to enter the labor reserve
With all the elements on the proposals, the cases are analyzed with a comprehensive criterion by the Admission Commission, which issues an opinion on the inclusion or not of the candidate analyzed in the labor reserve in the Registry DG 03-2.04 "Opinion of the Process ”.
The Entrance Commission is made up of the Director of Human Resources, the Labor Resources Technician of the units, if one exists, and the Direct Head of the Position in question or the most experienced worker designated to carry out the knowledge test. This commission is created with the aim of guaranteeing a better organization and quality of this process.
The Labor Resources Technician concludes the selection process of the candidates for incorporation into the labor reserve and with the results updates the records DG 03-2.05 "Labor Reserve" and DG 03-2.06 "No Admission" which are filed in the DHR. It also communicates the results to those interested in a term of up to 45 calendar days from the interview. If for exceptional reasons in any case the term mentioned is exceeded, it also communicates it to the candidate in question.
The DG 03-2.05 “Labor Reserve” Registry is made up of candidates who have successfully completed the process and meet the requirements to enter the labor reserve.
The DG 03-2.06 “No Admission” Registry is satisfied with candidates who do not meet the requirements for the proposed position and there is no possibility of an exceptional approval.
f) Selection of the potentially suitable person
If after the period of notice established for the company's workers, there are no requests to cover the vacant or newly created positions, the Entrance Commission carries out an analysis of the labor reserve available to the company and is in charge of making a selection To determine which applicants are going to choose the position, each candidate must be evaluated between two or more proposals.
Subsequently, the labor resources technician delivers the files of the candidates who have been preselected to the authorized Head of the area where the position is called and he proceeds to the selection of the most suitable candidate.
The results of the selection process, as well as the candidate's entry file, will constitute restricted documentation.
Staff entry
Within this stage takes place:
Approval of the Registration by the General Director of the Company
The Labor Resources Technician delivers the DG Registry 03-2.07 "Registration Approval" of the selected candidate, by any of the recruitment sources used, to be signed by the Director General. This model is filed with the DHR as written evidence of its approval to enter the company.
Communication of the decision
a) If the selection was made from the source of internal recruitment, the authorized Head of the area where the position called comes from proceeds to communicate the decision made to the selected candidate in accordance with the provisions of Order 34/93 of the Minister of the FAR “System of Labor Relations in the FAR”.
b) If the selection was made from the external recruitment source, the labor resource informs the candidate about their acceptance or rejection to fill the vacant position, after knowing the decision of the empowered head, always leaving possibilities for a future selection in the case of candidates who meet the requirements for the proposed position and were not elected.
The selected person must present the following documentation:
- A photo Accrediting titles and certificates Other documents to be delivered to the Control Body Social demographic data sheet Source of provenance where appropriate
The entry of personnel to GEOCUBA is prohibited without prior approval of the control bodies, whatever their occupational category or the position they are going to hold. The approval document is filed in the DHR by the Labor Resources technician. Those contracted to carry out work in external areas of the entity's facilities and their work is not for the defense of the Country are excluded from this prohibition, the control bodies being the only ones empowered to establish the flexibilities they consider appropriate in the latter case..
The formalization of the employment relationship
It is the moment in which the official signing of the employment contract for a specific time of the selected candidate for the completion of the trial period in the vacant or newly created position is carried out; to temporarily replace the holder of a position; to carry out temporary jobs due to production needs or to carry out the training period for recent graduates of a higher or higher professional level, graduated from the different levels of the National Education System.
For this, the single model of the Employment Contract is used. This contract is signed by the empowered boss and the worker in question, making the necessary clarifications and details.Also,
at this time the new employee receives from the DHR Occupational Health and Safety Technician or the labor resources technician of the units if there is the Initial General Instruction.
The employment contract for a specific time with the pre-employment check and update of the defense situation annexed to it, is filed in the human resources area of the unit and registered in DG 03-2.08 "Register of Specific Contracts ”.
Pre-employment preparation
The unit's labor resources technician informs the newly hired worker of the main normative documents that govern all personnel working in the FAR, those established by the Geocuba Business Group and those of the Company and which are mandatory.
The worker will certify by signing the DG 03-2.09 registry "Knowledge of normative documents" that he has knowledge of all the previous documentation and is filed in the DRH by the labor resources technician.
The head of the area where the worker is going to be located will prepare him for the performance of his duties, based on the profesiogram approved for the position. As part of this preparation, you must be informed and require the study of the main governing documents of the activity where you are going to perform.
Reception in the organization
It begins when the worker joins the job and is received by his boss, who gives him an in-depth look at the history of the entity, its corporate purpose, hours, customs, as well as the place and role of his position in the activity of the same. Then he is officially presented to the group of the area where he will specifically work and then a tour of the rest of the areas is made in order to present him to the other groups.
It is mandatory to present the new worker to the Secretary of the Union Section, the Secretary of the Party nucleus and the Secretary of the UJC in case there is a base committee in the unit.
Completion of the Trial Period
The newly hired worker must go through the mandatory completion of the trial period, which is the initial stage of the employment relationship in which he must demonstrate that he possesses the requisites and qualities necessary for the performance of the occupation or position he aspires to occupy and that allows you to check that the conditions and characteristics of the Company correspond to your interests. This stage is governed in accordance with what is established in this regard in Resolution No. 12/98 of the MTSS "Regulations for the application of the labor and salary policy in Business Improvement".
In correspondence with what is agreed in the Company's Collective Labor Agreement, the time established for the completion of the trial period of the different occupational categories is as follows:
| GROUP | OCCUPATIONAL CATEGORIES | |||
| SCALE | Operator | Administrative | Services | Technicians |
| I - II | 30 days | - | 30 days | - |
| III - IV | 60 days | 60 days | 60 days | - |
| V - VI | 90 days | 90 days | 90 days | 90 days |
| VII - VIII | 120 days | 120 days | - | 120 days |
| IX - XII | - | - | - | 180 days |
The worker who, due to internal movement, happens to occupy a vacant or newly created position is also subject to a practical check that allows determining if he has the demonstrated suitability required for the position, at the end of an adaptation period that cannot exceed the established one In order to carry out the trial period of the position that they have been holding and after it has concluded, the worker has the right, in case of not being declared suitable for the new position, to return to the previous position.
Assessment of demonstrated suitability
It is the principle by which the company and its basic structural units are governed to determine the entry of workers to employment, after the trial period. It also determines the permanence and promotion, as well as the incorporation of workers to professional training courses.
The suitability evaluation is carried out in accordance with what is established in this regard in Order 34/93 of the Minister of the FAR "System of Labor Relations in the FAR" and Indications No. 14/95 of the Head of the Organization and Personnel Directorate of the MINFAR "To establish clarifying regulations on the Labor Relations System that is applied in the FAR". The conditions of particular and specific suitability that will be evaluated to occupy the positions that make up the list of positions of the Company, are detailed in the Internal Order of the General Director of the Company that is updated annually.
The immediate boss of the worker to be evaluated, since he is the one who has the greatest command of the requirements of the position, is obliged to carry out the suitability assessment, registering it in DG 03-2.10 "Suitability Assessment".
The Head empowered to decide, after hearing the criteria of the Committee of Experts at his level, certifies the demonstrated suitability of the worker evaluated by means of the DG 03-2.11 “Certification of Suitability” Registry, which is part of the worker's Labor Record.
Incorporation into employment
From the evaluation and certification of proven suitability of the newly admitted worker, at the end of the trial period for the position, their entry into the position becomes effective and the transition to the status of hired for an indefinite period, which is also agreed in the single model of employment contract.
Work contracts for an undetermined period are attached to the worker's Labor File and are filed in the DHR.
It is prohibited to incorporate into employment, in an indeterminate contract, those people who cannot present their employment file or the written justification of such situation, in the latter case, their file is drawn up. Of course, those who do it for the first time are excepted.
The worker who is hired for an indefinite period of time becomes part of the fixed staff of the Company, registering in DG 03-2.12 "Personnel Template", which is filed in the DRH by the labor resources technician.
The recruitment, selection and admission of personnel considered as a cadre is carried out in accordance with the provisions in this regard in Decree Law 196/98 "Work system with cadres and reserves" and in Decree Law 197/98 "On labor relations of the personnel designated to occupy positions of directors and officials ”, including the Code of Ethics.
In the case of recent graduates of both the Middle Higher Professional Level and the Higher Level who have been recruited and selected through the established channels to enter the Company and have to complete their period of job training, their employment relationship is formalized. according to what is established here, but also considering what is established in Resolution No. 21/99 of the MTSS "Regulations for the professional training of workers", as well as in Resolution No. 12/98 of the MTSS "Regulations for the application of labor and salary policy in Business Improvement ”.
Control of the recruitment, selection and admission process of personnel
The labor resources technician controls the entire process of recruitment, selection and entry of personnel to the company, supported by the heads of areas and general managers of each unit, through the records mentioned in this procedure.
Performance evaluation
The objective of this procedure is to evaluate, in the most objective way possible, the performance of the Company's workers, based on the work carried out, the objectives set, the responsibilities assumed and the job skills designed. All this with a view to evaluating performance, results and individual behavior to achieve the proposed objectives and serve as a basis for decision-making regarding the selection for a position, permanence, development, promotion, demotion and encouragement. for the results, as well as to prepare the annual plans for the preparation and improvement of the Company's personnel for the year.
It is applicable to all the workers of the GEOCUBA Matanzas Company of the occupational categories of technicians, administrative, services or workers, in condition of indeterminate contracts, as well as to the leaders that are not considered as cadres; and that they have actually worked more than 50% of the period to be evaluated (6 months of a fiscal year), in one or more than one position during this period.
The evaluation process of the personnel considered as a cadre is carried out in accordance with the provisions in this regard.
RESPONSIBILITIES
It is the responsibility of the Director of Human Resources to approve, implement and control compliance with this procedure.
It is the responsibility of the Directors of the Company Management and General Directors of Units:
- Control the performance of the process Deliver the performance evaluations of all the workers in your unit to the Human Resources Department within the established and duly signed deadlines Address any claim process and resolve it in a short time, always with the mandatory consultation of the Committee of Experts associated with his position, in accordance with the provisions of Order No. 34/93 of the Minister of the FAR.
It is the responsibility of the Human Resources Department:
- Determine who are the workers that should be evaluated and report it to the Directors of the Organizational Units for their knowledge and effect Advise the Directors of the organizational units in the application and development of the performance evaluation process Project and control the development of the performance evaluation process: File the performance evaluation records of all workers who are evaluated annually.
It is the responsibility of the immediate boss of the worker to evaluate:
- Give each worker to evaluate the model so that they can carry out their self-evaluation and demand its return in an agreed period. Prepare the evaluation of the performance of their subordinates. Communicate and discuss with each subordinate the results of their evaluation, facilitating feedback during this step of the process.
It is the responsibility of the workers to be evaluated:
- Carry out your self-evaluation according to the qualification criteria established in this procedure. Demand the certification of your evaluation and sign it even when you are not satisfied, in which case you will express it in the signature space.
General Principles for Performance Evaluation
- Its performance is mandatory and in annual cuts, between the months of January to March at the end of the year.The performance evaluation will be carried out by the immediate boss of the worker to be evaluated, without excluding that he receives advice with as many people as he deems appropriate, and It must be transformed into a feedback process, which allows the boss and subordinates to detect problems and deficiencies, which facilitate communication between the boss and subordinates to fulfill the objectives set.Because it is conceived as a system that stimulates communication, the following should be avoided problems:
- Take into account only recent, relevant or extreme events Be very rigorous or very light Seek a similar or average rating for all Provoke defensive attitudes on the part of those evaluated and feelings of superiority on the part of the evaluators.
Performance evaluation content
In order to evaluate performance, the following indicators will be used:
- Fulfillment of the objectives, tasks or work norms Quality of work Organization of work Demonstrated knowledge Initiative and creativity contributed to performance Level of independence to carry out work Self-preparation and professional improvement Willingness to take on other tasks Sense of cooperation and contributions to group work Labor discipline Responsibility
Methods to be applied to evaluate performance
In order to contribute to making the difficult task of evaluating the performance of workers easier, the combination of the following evaluation methods will be applied, in order to achieve greater precision in the results:
1. Analytical Method of Assessment by Factors: It consists of analyzing each factor (Indicator) independently, deciding through a scale of points the behavior of the worker in relation to said indicator. That is, the boss when evaluating must decide to what degree the worker meets the requirements of each indicator analyzed. To do this, you must use a rating with its corresponding rating scale: Poor (1), Regular (2), Good (3), Very Good (4) or Excellent (5), in order to give the worker the score that corresponds to that indicator.
2. Self- evaluation method: In this case, the worker is asked to evaluate himself and the evaluations offered by him are used so that the boss agrees with the final evaluation.
Conclusions of the performance evaluation
After obtaining the average score resulting from the scores for each evaluated indicator, the following will be defined:
- The indications to overcome for the next evaluation period The most significant personal characteristics of the evaluated person that influence their results The proposals derived from the evaluation, referring to the job, the person or training or development actions in which they must participate.
The overall assessment of the performance evaluation will be expressed through one of the following evaluation categories:
| Performance rating | Average score | Evaluation |
| High performance | 5 - 4.5 | get moving |
| Accepted performance | 4.4 - 3.5 | |
| Relative performance | 3.4 - 2.5 | Stagnant |
| Low performance | 2.4 - 1.5 | Back off |
| Very low performance | Less than 1.5 |
Faced with an evaluation of the performance considered in the Stagnant category, the evaluated worker will have a term of 6 months to overcome the deficiencies presented and after this period, he will be evaluated again; If this condition is maintained, it will be checked whether there are ineptitude indices and once these have been verified, the following solutions will be proposed:
- Incorporate the worker to a training course Relocate him to another position for which he has all the requirements that this requires End the employment relationship.
Faced with a performance evaluation considered in the Go Back category, one of the solutions described in the previous paragraph will be applied.
Certification of performance evaluation
For the performance evaluation to be valid, the evaluated worker must notify the manager who carried out the evaluation, with the required data and the signature of both, in the "Performance Evaluation" record. It will be duly filed in the Human Resources area of the unit or Company.
After analyzing the Human Resources Management System in the entity, we were able to detect some deficiencies that affect the good performance of said activity, some of which we will list below:
- The revenue commission does not use adequate selection techniques. Despite having established a selection and recruitment procedure, sometimes it is not followed. The evaluation emphasizes only certain results and the salary increase. Performance evaluation It is carried out annually. Despite having developed HRMS, it has not been able to become a form of action as a manifestation of its organizational culture. Human Resources activity is underestimated, seeing it as an administrative function with a reactive nature.
Conclusions
As a result of the work, it is concluded that:
- Despite being well designed the procedures for selection, recruitment and admission of personnel, as well as the evaluation of the performance of the workers, they are not applied properly. Selection techniques are not applied correctly that allow us to really know the characteristics of the applicants. The positions offered There is a need to deepen more knowledge about the Performance Evaluation subsystem The quality of the DE process depends on the method used to carry it out It is shown that the Performance Evaluation subsystem is a new work tool that you need adjustments to be effective in the center.
recommendations
- Correctly apply the procedure for selection, recruitment and entry of personnel by all company managers Selection techniques must be applied that allow us to really know the characteristics of applicants for the positions offered Use this work as a support to achieve greater knowledge about Performance Evaluation Reduce the period of application of the Performance Evaluation in order to obtain greater effectiveness of it Continue to deepen more and more, in the study of the subject with the aim of continuing to improve the Management System From Human Resources.
Bibliography
- Chiavetano, I. Human resources administration. México, Ed. Altos, 1993. 580.Cuesta, A. Human Resource Management Technology. Havana, Editorial ISPJAE, 1997.Diagnosis of the Performance Evaluation Subsystem, 10/2004. Available at: www.monografias.com/trabajos12/edese/edese.shtml - 75k - Oct 10, 2004 Performance Evaluation, 2003. Available at: www.elprisma.com/apuntes/administracion_de_empresas/reclutamientoseleccionpersonal.
As a culmination, and as a complement to what was expressed by the author in the text, we suggest the following video-course (2 videos, 3 hours), from the School of Business and Management, in which a complete theoretical account is made on the issues of personnel selection and performance evaluation in organizations. A valuable resource to deepen your learning of these important areas of human resource management.
