Correct and timely training as well as staff training is a guarantee of a job well done.
However, the future of companies or organizations depends to a large extent on updating the specific knowledge of the individuals that make up their staff. How to get it?
I propose some keys.
They knew that the secret of companies with the highest performance or that stand out is precisely due to the degree of motivation and commitment of their Human Capital.
This motivation is closely related to the leadership capacity of middle managers who are directly related to the employees of the organizations, but I prefer to call them collaborators.
In addition, teamwork is configured as a first-order cohesion tool. In fact, the individual's affective bond with the rest of the group and even with the organization intensifies when the development of the work depends on collaboration and the exchange of ideas and knowledge.
Therefore, the leader has the task of encouraging his colleagues to ensure that they maintain a positive attitude towards work and the fulfillment of the objectives and goals of the company.
The information also acts as a dynamic and integrating element, the professional must know at all times the reason for their work, the importance of the product or service they carry out and the orientation of the company, as well as what its objectives and purposes are.
Partial or total ignorance acts as a non-stick. A team loosely linked to the company's goals tends to underperform, becoming a drag.
The relationship between the degree of responsibility and salary is another factor to take into account. This relationship must be proportional for the gear to function properly. On the other hand, excessively long working hours are configured as a brake on promotion and development or disorientation negatively affect the worker's mood and performance. Similarly, the lack of clearly defined objectives can produce a state of frustration.
Therefore, to promote a good organizational or work environment in the company, it is convenient to resort to shared responsibility and participation.
Each employee must feel part of a whole and have access to the information that affects both their job and their environment. Vertical communication is insufficient, so horizontal communication has to be promoted and interaction channels must be created to facilitate feedback.
The employee, regardless of their rank, is part of the human capital of the company, the investment made in their staff is profitable by having a direct impact on the results. The quality of products or services suffers when the organization's environment is not suitable or is negative. And by neglecting employees, management, processes and execution times are neglected, leading to poor productivity.
Internal cohesion as an element of success
The company is a living element, if the components of the organization are cells and the executive committee acts as the brain, the organization itself is an entity that has to preserve its health by avoiding diseases.
Here, preventive medicine in the company starts from the development of an adequate integrative strategy. Although the orders come from above, managers have to assume that the part and the whole are at the same level.
Each collaborator must be able to communicate their opinions and suggestions in favor of continuous improvement, so that dialogue and the synergies derived from it will be facilitated as much as possible.
The implementation of democratic formulas of relationship between the different groups and the leadership will prevent diseases. Experience has shown that if the units are able to coordinate the final result is achieved with lower costs and with a lower percentage of error. But in large companies the implementation of these procedures is much more complex. The greater the volume of personnel, the greater the difficulties of application. In these cases, imaginative decisions must be taken to channel the particular opinions of all employees and to promote a certain sense of community.
Collective decision-making is a central issue. To reach agreements and make decisions that affect the company globally, the point of view of middle managers must be taken into account, and in turn, they will define their positions and opinions based on the climate of opinion of their respective teams.
The integrative strategy can only be carried out if there is full conviction on the part of the management. Otherwise, sooner or later, a fictitious image or mirage will be created that will not prevent the emergence of cracks, small communicational gaps that will eventually become large cracks. The structural problems of many organizations derive from a deficient analysis of the needs of their Human Capital, this I affirm from my own experience.
Motivation, performance and integrative strategy
Proper education and training of staff is a guarantee of a job well done. However, the future of companies depends largely on updating the specific knowledge of the individuals who make up their staff.
How to achieve it?
I propose some keys.
Function as a whole
If we consider that the company is a living being, it is not feasible to think about its stagnation.
The illustrious scientist Darwin pointed out that only the most gifted survive and in the global marketplace this statement has proven to be entirely correct. Organizations are immersed in an ultra-competitive context in which human capital is vital and is the main value of the organization.
Therefore, the correct training of staff is a guarantee of a job well done in the present. However, the future depends to a large extent on gradually updating the specific knowledge of the individuals that make up the organizations.
By investing in training we are betting on the enrichment of the company as a structure. The fact is that the assumption of new challenges in the organization is only possible by taking advantage of the potential of the staff and adding indirect elements to that capacity that contribute to it.
Human Resources managers, by setting integration as a goal, the organic functioning of the different elements as a whole and the use of cohesion tools, assume a difficult but fruitful task in the medium term.
The opposite may mean opting for individuality, atomization and the implementation of vertical cutting routines that only lead to a highly volatile and poor organization.
Until a couple of decades ago, there was blind faith in the "command and command" structure, today this modus operandi has given way to the binomial "" consult and decide ". For those responsible for Human Capital, the change is radical and almost revolutionary, their opinion begins to be taken into account and is the support of important decisions that affect and affect all teams in a company.
The end, for example, of the Franco dictatorship meant the overcoming of the pyramid model. It has been understood that motivation depends on the ability of the top management to make each individual feel that they are a real part of the company. The formula “'I consult and decide”' shortens the distances between middle managers, managers and their staff as a whole, allowing the establishment of strong ties of union and collaboration.
Here performance is directly related to motivation and the latter arises from a series of sensations and realities. Fellowship, group conscience, and recognition are just as important as pay, hours, or incentives.
Of the total elements that come into play, some depend directly on managers and resource managers, that is their responsibility and mission within the organizations.
There is nothing left for me to add that commitment, proactivity and collaboration can only be obtained by treating human capital adequately, motivating it, paying it just enough, giving it its true recognition, providing it with the tools and information for its development and having a adequate work hours; with all this we would be following the path of the Companies that excel or are successful in the global arena.
