Today's society is going through a historical moment of transition, which brings with it new paradigms and needs for all the people who intervene in it, marked by the high importance of human beings as the most valuable capital of all the organizations that work in a globalized economy, increasingly competitive and demanding.
This is how we have been changing the perception we had of people as a resource within the organization, that their only contribution is to offer higher levels of productivity, without taking into account their needs or their rational capacities that have always characterized us.
Today we find people who can contribute more and better tools based on their knowledge and experience, a fundamental aspect so that individuals who provide their services to modern organizations, are oriented to the fulfillment of organizational goals, with a high sense of belonging oriented to the achievement of common results through their contributions.
In this way, people are aware of the contribution they make from their different activities and seek as compensation a better quality of life for themselves and their families, which can be provided through both economic and non-economic alternatives, but always oriented to create benefits and promote human development and the growth of their personal skills, taking into account that if we are capable as entrepreneurs or managers of Human Capital to manage those skills and retain them in the Organization, with strategies that always seek the benefit of all members, we will reach the goal that we have set from the management.
Within this entire process, the use of Information and Communication Technologies as a facilitating tool to manage and generate benefits for Human Capital is essential. This is how we find that human capital must be integrated with structural capital, which corresponds to all those tools and means of the business infrastructure creating an important impact on the management of relationships with stakeholders, with which we make up the third element that corresponds to the relational capital of the company, thus forming what we know as Intellectual Capital1, which currently occupies the main space in the valuation of the company as such, widely exceeding the value generated by traditional accounting, which is limited to measuring the properties of the organization.
To achieve the levels of competitiveness required by a globalized and constantly growing market, the first step consists of knowing through the payroll what are the requirements of the People who provide their services to the Organization, in such a way that it is possible to structure benefits and compensation policies in accordance with those requirements. For this, there are already a series of trends that have been identified by the different organizations specialized in conducting labor market research, which serve as a point of reference to adjust our own compensation system.
Below we define some trends that have been marking the behavior of compensation in Colombian organizations:
- Law 1393 of July 12, 2010 allows workers to make non-salary payments for up to 40% of their monthly income. Article 132 CST indicates that different forms of remuneration can be agreed with workers, which may be for unit of time or per unit of work or piecework 2.80% of companies have variable compensation policies for their workers. 23% of people's income corresponds to remuneration for meeting goals and objectives (variable compensation). Make variable payments generates a high impact on business competitiveness, since people are more committed and are willing to make more and better contributions to the fulfillment of organizational goals. People feel that they receive a more fair remuneration in relation to their performance.67% of companies use flexible compensation schemes.3 Flexible compensation is used strategically toimprove the quality of life of workers, increasing its disposable income through the reduction of tax obligations and on the other hand, reducing the labor costs of the organization.An organization that creates flexible compensation policies must take into account its social responsibility towards the workers of the organization, seeking to generate a win-win employment relationship, oriented not only to reduce costs The flexible benefits currently offered seek to provide benefits to workers and their families, through elements such as education, complementary health plans and resources oriented to savings that allow to maintain adequate levels of stability in the future.In addition to the traditional flexible and variable compensation models, EMOTIONAL COMPENSATION is being introduced, composed of non-monetary benefits, which are definitely highly valued by workers, generating commitment and a sense of belonging towards the achievement of goals. Some non-monetary elements that are being used are: Equal conditions, work for results and less and less for working time, job quality in terms of CSR policies and the possibility of having teleworking relationships (home office) and flexible schedules. It has been identified that economic conditions serve to attract talents to organizations, but each time with less impact on its retention.
When reviewing the statistics, we find that with increasing reason, with the aim of improving the conditions of labor relations, regardless of the size of the organizations, to achieve high levels of competitiveness, we must look for alternatives that definitely help to improve the quality of workers' lives to achieve business goals, which correspond to the synergy of meeting individual goals for each employee.
1 "The Intellectual Capital". Edvinson, Leif; Malone, Michael S. Ed. Norma.
2 Unit of work or piece = Variable compensation.
3 Art. 128 CST: Payments that do not constitute salary.
