The most important challenge today for human resources professionals is to incorporate and maintain good employees.

Perhaps the biggest challenge today for human resources professionals is to incorporate and maintain good employees. Although many of the patterns and tactics used to achieve these objectives will be specific depending on the industry and some basic ideas apply to most companies. It may take into consideration the following:

STRUCTURE OF THE COMPANY

1. SET THE CORPORATE HIERARCHY

The quick internal promotion can help keep your employees and is also a clear reason to stay.

2. DEVELOP A FORMAL AGENDA AND WRITING OF FLEXIBLE SCHEDULE

If your company has begun offering a flexible schedule for some types of employees, ensure that this policy is formalized for each department, division and job.

3. IMPROVING THE EFFICIENCY OF ITS EMPLOYEES

Is your company taking full advantage of their technology investments? If you have not participated in discussions and meetings on productivity in your company’s IT staff is a good time to start. Try to understand everything possible about the capabilities of the system and software of your company, then you can help heads of departments and sections to take advantage of resources.

Why HR professionals should be involved in this issue?

Just because it adds value to the HR function and business in general, to help all departments of the company to adapt to a lack of staff and improving productivity through technology.

At the same time increases the attractiveness of your company as an employer to each new generation of young graduates with an interest in new technologies.

SELECTION AND INCORPORATION

1. GATHERING OF THE COMPETITION

Although you may feel morally against the recruitment of staff from their competitors, companies are increasingly leveraging the use of “headhunters” to do so.

2. MAINTAIN CONTACT WITH FORMER EMPLOYEES

People who have left your company for referring others and in some cases wish to return to the business after one season. You should have a program to track former employees from 6 months to a year and a half after his departure. Conduct exit interviews of employees leaving the firm to learn about problems that can be solved immediately.

3. BE REALISTIC

In other words, be prepared to accept that people whose skills and abilities are less broad than a few years ago and is willing to select people with development potential.

4. REWARD FOR REFERENCES

Give bonuses to people who recommend new hires and pays for these bonds at the time, not after six months and / or an evaluation period.

5. CREATE MORE OPPORTUNITIES PART TIME

According to your company, this option may be the answer to the lack of people. It can also help reduce social costs.

6. PLEASE DO NOT EVEN WHEN RECRUITING NEEDS

This is good common sense in a competitive market.

7. PROVIDE PRACTICE

In addition to getting personal “cheap” is a way to test before offering a permanent position. If your company can use trainees, UD. and other officials should maintain a continuous dialogue with them.

Also, try to give them enough work to experience the truth as it is your business. Finally, a specific training program will help fellows.

8. INTERNET USE

Your web pages may be the source of candidates today, especially if their employees are twentysomethings. In addition to including job advertisements it is advisable to maintain updated information on the Web since many people are using the Internet to find potential employer companies.

9. RETAIN CONSULTANTS SEARCH AND SELECTION

Keeping a close relationship with “headhunters” will ensure the continued search for the desired profiles.

10. LINK WEB PAGES OF YOUR COMPANY WITH UNIVERSITIES AND BUSINESS SCHOOLS

Many schools are willing to do so. So potential candidates access their information more conveniently and rapidly.

11. COMMUNICATE

The employees know what is happening in his department and the company are generally happier, and happy employees stay longer. Some of the ways to keep your staff informed programs include mentor, evaluation systems, feedback and internal newsletters.

12. MAINTAIN THE HIGH STANDARD

You have to maintain quality but suffer from a lack of employees. Besides the obvious reasons, also demoralized the staff.

13. DOMESTIC POLICY EXTINGUISHING

14. PACKAGES KEEP Plus

Should keep them as competitive as possible

15. TRAINING

Especially with young people. No way to offer much training.

16. DAR ORIENTATION

Template Furnish the tools and information needed to perform their jobs.

17. RESPONDING TO THE NEEDS / CONCERNS OF QUALITY OF LIFE

You can not fix everything but the information collected to improve the environment try to make it more pleasant and all.

Uch – HR

At the present time, talent is the differential value excellence and competitiveness of enterprises will be directly related to the ability they have to attract, retain and develop talent.

You can summarize the whole concept of talent management in a phrase from Bill Gates, founder of Microsoft: “If 20 people leave specific Microsoft, the company would break.” This phrase alone conveys the growing importance of talent in modern management.

At the present time, talent is the differential value excellence and competitiveness of enterprises will be directly related to the ability they have to attract, retain and develop talent.

The increasing importance of talent is due to four major factors:

The increasing complexity and uncertainty in the business world.

Social and demographic changes: the low birth rate in Europe, the end of the “baby boom” in Spain, changes in the relationship between the company and person, the highest level of education, the growing dynamism, entrepreneurship, etc.

Dealing with the new reality. Although the talent has been very important for decades, now is when this situation has become more visible to managers.

There are new technology-related jobs. In most of the work related to technology, demand far exceeds supply.

Clearly, one can say is currently in the “war for talent” and that companies that understand this profound change will be the leaders of tomorrow.

Some cases of this situation is what happened in the days of Internet companies. Com where, employees of companies ‘traditional’ left their jobs to move to new firms related to technology. In sectors such as consultancy and financial sector turnover rates soared to levels unthinkable in recent years.

Another clear example is that of soccer stars. In football, the stars are the people (players) by turning the organization (club) around them. Although football clubs may have very clear the battle for attraction (with the big signings that do), you may not have as clear a battle for retention: hence explains the high turnover.

This is what happens in companies in the coming years. The organizations will focus on talented people and their needs and not vice versa, as happens now.

This new situation of “power of the employee” has many implications for both businesses and workers as it moves from a situation in which the company “in control” to a situation where the worker who is in control . Therefore, in this respect will be the same phenomenon has occurred in the area of customer relations.

Currently all employees are treated equally, as if everyone had the same needs and expectations. But this is not true, so will the concept of employee segments, each different from the others, and value propositions tailored to them as happens in the area of customer management. With this change, the problems appear for the “internal differences” challenge that businesses face.

For all these reasons, there has been a dramatic change in the powers of the human resources department, from traditional recruitment and administrative processes (payroll, advances, etc.) To a more global vision ranging from recruitment to loyalty, through remuneration, internal communication, career planning, coaching, training, performance management, etc.

In terms of retention, citing the study of APD and Hay Group, the main reasons for attraction of talent are the professional development (20%), working in a leading (14%) and work in an innovative (13% .) However, the high reward factor is a major reason only 7% of cases.

But the reality of every day is different. Although most organizations say that the greatest asset of their business are the people (a study of APD and Hay Group shows that attracting, developing and retaining talent is considered a strategic priority for 44% of companies surveyed) daily reality very different from this.

It’s very different and this is reflected in corporate communications or by the human resource coordinators of the reality of day to day business. Cultural change is needed at all levels of the organization, and this will take several years to fully succeed.

Some questions to ask the directors are:

*

What grounds a person to work with us instead of competition?
    *

Value the human capital value as sales or cost reduction?
    *

What mechanisms are used to attract talent?
    *

Is there a real concern for developing and retaining talent? What mechanisms are used?
    *

Do you really have analyzed the performance (and therefore the profitability) of the people?
    *

Are all these concerns aligned with the strategic objectives?
    *

Are there two-way communication procedures within the organization?
    *

Customer Rating

Score Talent

Can people from the organization dedicated to finding clients?

Can people from the organization dedicated to the search for talent?

A method for analyzing investments in physical assets

Method for analysis of investment in human assets

Can people from the organization dedicated to customer retention

Can people from the organization dedicated to retaining talent?

The number of times questions the billing

Number of times asked about the climate surveys

Can people from the organization dedicated to customer tracking

Can people from the organization devoted to developing talent?

Forecasts and plans that will make sales

Forecasts and plans that are made of human resources

What is the budget to attract customers

What is the budget for attracting talent

After this table, compare the two columns that contain the answers.

Our experience tells us that in many cases, this simple questionnaire clarifies many concepts. In many cases it has to reflect on whether we really believe all the contents of the “philosophy”.

In future articles we will discuss best practices to succeed in attracting, retaining and developing talent.

What are the trends in talent management?

Both companies and individuals have and will have great challenges in talent management.

As for the people, need to get used to new work environments where job instability and mobility are constant.

As companies will have major challenges with a growing body of work: the telework (work from home employee using new technologies like the internet). Companies should establish procedures other than those present to consider the figure of telework: tele communicating with workers, to feel integrated into the enterprise for performance management, etc.

In addition, as noted above, the proposed design concept of value for the segments of employees will be a revolutionary concept.

Today, and especially skilled professionals, the key to attracting and retaining talent not only focus on the economic aspect.

Are increasingly being used more elements to succeed in attracting and retaining talent.

In this regard, citing the report by the Hay Group and APD in Spain, the main reasons to attract talent are:

Key reasons to attract talent

In this graph shows the great importance of professional development (20%), leadership in the sector (14%) and innovation (13%), displacing other concepts that traditionally had as final, such as remuneration (7 %).

In the professional development training is a key element.

In addition, training is one factor that makes it different from other elements (such as economic) and training is that both the company wins the person: the person is developed professionally and the organization has people trained and therefore more efficient and effective.

As you can see, at least on paper, is very interesting. Less pretty reality is that training is an investment in an asset that can leave the company and therefore, losing that investment. However, it must be borne in mind that training should always be integrated into a concept of retaining talent and therefore low turnover of staff which always has more advantages than disadvantages.

In the same study by Hay Group and DPA quoted above, shows the difference in training according to the different sizes of companies where there is a clear difference in training activities among small and medium and large enterprises:

From the professional point of view, knowledge is a critical asset that brings competitiveness and employability. In an environment where change is a constant with a definite impact of technology and economic situation, the practitioner needs to develop professionally. So what steps you can take the company to meet this demand for training?

In addition to traditional classroom training, an increasingly important element in this context is the e-learning (e-learning). The tele has two fundamental requirements that the difference in the classroom training:

*

On the one hand serve the demand for training of professionals allowing the flexibility to hire the courses “on demand”, ie, charging each person that you want, or one that will better utilize the company over to his place work.
    *

On the other, do not alter both the development of the company. Can be made from their own jobs, and at specific times, without having altered the life of the company, and without losing parts of the workforce for extended periods of time.

They also have the characteristic of being able to work with them at the time of day you want, and professional, because their training is no more inconvenient to follow a course not face. The variety of online courses offered by the market, allows the company to a continuous recycling of its professionals, while meeting the needs that the company has new knowledge to tackle new projects.

In conclusion, talent management includes the variable “training” as a vital factor in creating, training and equipment to grow “honors.” The inclusion of training will make it consistent professional incentive to aim for.

We can basically define leadership as the ability to influence others in the group to achieve its goals. The source of this influence may be formal, when the leader has a range management in the organization or non-formal, when they emerge within a group.

The answer to this question is one that inspires less agreement among experts on the matter and HR professionals, and refers to leadership.

This is a term so elusive for conceptualization, it has generated and continues to generate numerous research and theoretical updates. I do not intend to define as a strictly theoretical or make a presentation on the subject, which incidentally has a wealth of literature, but simply outline some ideas that currently are handled on the issue.

We can basically define leadership as the ability to influence others in the group to achieve its goals. The source of this influence may be formal, when the leader has a range management on the organization or non-formal, when they emerge within a group.

Now, what is the importance of leadership within an organization. We can say that having effective leadership allows the organization to address and achieve the goals and the articulation of a realistic view that inject energy and is understood by all workers.

It also allows you to integrate and encourage participation, keep workers motivated, articulate, better communication and negotiation.
Over the years we have had various theories about leadership, from a managerial leader, participative, achievement-oriented, supportive, situational theories via path to the goal, the attribution of leadership and charismatic leadership to reach approaches to transactional leadership, transformational and visionary leadership. Transactional leaders are those who guide and motivate their followers in the direction of established goals, clarify roles and tasks requirements.

The transformational leader has charisma, provides vision and sense of mission, provides intellectual stimulation and individualized consideration, instructs and advises. Finally, the visionary leader articulates a realistic and attractive future for an organization. All very redeemable points as well as literature and research to underpin its basic precepts.

However, if we analyze the various situations we face in an organization and many times the leader must reduce tension and facilitate and guide actions to achieve the objective and superior performance, it is very difficult for a single approach able to cover all contingencies to which it is facing a leader. With the new theoretical approaches and the demands of a globalized and highly competitive market, one of the main characteristics to be assessed is the flexibility and adaptability to the environment as well as communication skills, management of information, learning and effectiveness.

If we reflect on the question that is the title of this section, we could say that a person is not, or do, the difference in the performance of one organization alone. Generates the difference in the extent that it influences and innovative behavior triggers and outstanding consistent with the vision and the objective set by the organization. In other words, to the extent directed, leads and manages the group involving all employees making a commitment in each of the critical processes and encouraging innovation and reflection throughout the process. In other words, through effective leadership and effective.

But how to achieve effective leadership in the organization. Effective leaders are described as instructors rather than as leaders. Is expected to provide advice to help better performance. According to Robbins, are expected to demonstrate the following skills:

Ability to analyze ways to improve the performance and capabilities of an employee. Demonstrating capacity for observation and analysis, active listening and open-door policy

Ability to create a supportive climate. Generating a climate of free and open exchange of ideas and information, assisting, learning from mistakes and reducing barriers

Capacity to influence employees to change their behavior. Encouraging continuous improvement, using a collaborative style, dividend difficult tasks into simple tasks, commitment and responsibility.

Today, flexibility, teamwork, building trust and free flow of information are key tools for survival and development of the organization, linked to learning, continuous improvement, innovation and the breaking of paradigms at all levels. Reflection across all of our processes is essential to learn from our mistakes and improve our performance. This style of leadership that we want to encourage the organization must consider these aspects.

Introduction

Every day more companies verified conviction that human resources are the most important asset base and some of the competitive advantage in a strategic development plan.

This means that every day there will be greater investment in training, retention and replacement of staff in our organization. The changes are occurring in ever shorter time. The adaptation of the company to them requires a special commitment to its human resource. The identification of humans with the company is the sole basis that will make the permanent change to prevent the advance of the competition.

Even after a program of orientation, new employees rarely are able to perform satisfactorily. It is necessary to train them in the work for which they were hired. The orientation and training can increase an employee’s fitness for office.

While training helps members of the organization to perform your current job, your benefits may be extended to all his working life and can assist in the development of that person to meet future liabilities. Development activities, on the other hand, help the individual in the future management responsibilities regardless of the current.

Many programs that start only conclude helping to train the potential development and increasing the capacity as an employee directors.

The training at all levels is one of the best investments in people and a major source of welfare for the staff of any organization.

Training and staff development

The training means the preparation of the person in charge, while the purpose of education is preparing people for the environment inside or outside of work.

Concept and types of education

Education: is any influence that humans receive from the social environment during its entire existence, to adapt to the norms and existing social values and accepted. The human being receives these influences, assimilated according to their inclinations and predispositions and enrich or modify their behavior within their own personal principles.

The type of education that we are interested in professional education.

Vocational education is education, institutionalized or not, tending to the preparation of men for professional life. It comprises three interdependent stages, but clearly differentiated:

· Vocational Training: Vocational education is preparing for a career man.
· Improvement or professional development: the professional education that perfects the man even a career within a profession.
• Training: vocational education is adapting to man for a position or function.

The “vocational training” is the professional education, institutionalized or not it seeks to prepare and train for a profession in a given labor market. Its objectives are broad and consequential, ie long term, seeking to qualify a man for a future profession. It can happen in schools, and also within companies themselves.

The “professional development” is aimed at enhancing education, develop and perfect man for professional growth in a particular career in business or to become more efficient and productive office.

Through the development of current employees is reduced reliance on external labor market.

If employees are properly completed, it is more likely that vacancies that identifies the human resource plan can be filled internally.

The promotions and transfers also demonstrate to employees who are developing a career and not have only a temporary position.

The “training” is the professional education that seeks to adapt to man for a particular company.

It is a short-term educational process applied in a systematic and organized, through which people learn knowledge, skills and abilities in terms of objectives. In the sense used in management, training involves the transmission of specific knowledge relating to work, attitudes towards aspects of the organization, and the task is complex or simple.

Training and Development Goals

A good assessment of training needs leading to the identification of training and development objectives.

The objectives should state clearly the gains that are desired and the resources made available. Should be used to compare individual performance against them.

If the objectives are not achieved, the personnel department takes feedback on the program and participants.

The main objectives of the training are:

1 – To prepare staff for the implementation of various specific tasks of the organization.
2 – Provide ongoing opportunities for personal development, not only in their current positions but also for other tasks for which the person may be considered.
3 – Change the attitude of the people, for various purposes, among which are creating a more satisfactory among employees, increase their motivation and make them more responsive to the monitoring and management techniques.

The content of training may involve four types of behavioral change.

1 – Transmission of information: the essential element in many training programs is the content: to distribute information among the trainees as a body of knowledge. Often, the information is generic, referring to work: information about the company, its products, its services, its organization, its policies, rules, etc. can also shelter the transmission of new knowledge.

2 – Development of skills, especially those skills and knowledge directly related to current job performance or possible future occupations: they are often targeted training directly to the tasks and operations that are going to run.

3 – Development or modification of attitudes: usually refers to changing negative attitudes more favorable attitudes among workers, increasing motivation, development of awareness, staff management and supervision, to the feelings and relationships of others. You can also engage and involve the acquisition of new habits and attitudes, primarily related to customers or users (such as training of vendors, developers, etc..) Or sales techniques.

4 – Concept development: training can be conducted to raise the level of abstraction and conceptualization of ideas and philosophies, either to facilitate the application of concepts in administrative practice or to raise the level of generalization, training managers can think globally and large

These four types of training content can be used separately or jointly.

The benefits of employee training

How training benefits to organizations:

· Leads to higher profitability and more positive attitudes.

Improves the knowledge of the position at all levels.
· High morale of the workforce.
· Help staff to identify with the objectives of the organization.
· Create better picture.
Improves heads-subordinate relationship.
• It is an aid to understanding and policy making.
· It speeds up decision making and problem solving.
Promotes development for his promotion.
· Contributes to the formation of leaders and leadership.
· Increases productivity and work quality.
Helps to keep costs down.
Eliminates the costs of external consultants.

Benefits to the individual that impact positively on the organization:

· Help the individual in problem solving and decision making.

• Increases confidence, assertive position and development.
· Forge leaders and improving communication skills.
· Upload the level of satisfaction with the job.
· It allows the achievement of individual goals.
Eliminates fears of individual incompetence or ignorance.

Benefits in human relations, internal and external relationships, and policies:

Improves communication between groups and individuals.

· Help in orienting new employees.
· Provides information on official regulations.
° makes viable the policies of the organization.
· Encourages group cohesion.
· Provi
des a good atmosphere for learning.
· Convert to the company in a better quality environment for work.

Training

The training is the intent of providing the means for learning.

Learning is a behavioral change, based on experience. Learning is a fundamental factor of human behavior as strongly affects not only the way people think, feel and do, but also their beliefs, values and objectives.

Learning Factors

• The individual tends to pursue the answer is perceived as a reward. Similarly, tends to discontinue the behavior that brings no reward. This phenomenon, which tends to repeat the behavior rewarding and eliminate non-rewarding behavior is called “law of effect.”

• The frequency of stimuli is another important factor in learning. In general, repeated stimuli tend to develop stable patterns of reaction, while infrequent stimuli tend to be answered with greater variation.
• The intensity of the reward affects learning. If the reward is great, learning tends to be fast, but if the reward is small, it fails to attract the same attention of the individual.
• The time lag between performance and reward also affects learning. An immediate reward appears to produce faster learning than a delayed reward.
· Another factor is the difficulty to unlearn many old patterns of behavior that come into conflict with the new to be replaced. Three conditions are needed for this replacement: different operation, time and new environment. These conditions must be associated with greater rewards for taking the person to unlearn old things and buy new things.
• The learning is affected by the effort required to produce the answer. Some answers are much more difficult and complex, the learning process must begin with the most simple and concrete and gradually geared towards the more complex and abstract.

Principles of Learning

The learning itself is not observable, are the results that can be observed and measured. The best way to understand the learning is through the use of a learning curve. The sample learning stages of progression and stages of stabilization. The trainer assumes two objectives for the learning curve:

1. ensures that the curve reaches a satisfactory level of performance

2. ensures that the curve reaches that level in the shortest time possible

Although the rate of learning depends on individual factors, using multiple learning principles to accelerate the process:

Ü participation: learning is often faster and more lasting effects when the learner can actively participate.

ü Repeat: repeat may allow more or less permanent traces in memory.
ü Relevance: learning becomes relevant if the material being studied has meaning and importance for the person receiving the training.
ü Transfer: a greater consistency of the training program with the demands of the post, it is faster in the process of mastering the position and tasks.
ü Feedback: provides people with learning, information on their progress.

Other learning principles

Î The individual must accompany the results of their performance.

î The individual learns best when motivated to learn.
î Learning is profoundly influenced by the reward and punishment.
î The distribution of periods of learning must consider fatigue, monotony and adequate periods for the assimilation of learning.
î exercise and practice are often essential for learning and skills retention.
î efficient learning depends on the use of appropriate techniques. These techniques vary by type of material to be learned: they range from the comprehensive presentation to the techniques of acquisition of motor skills.
î learning depends on the aptitude and abilities.

The training process

First step: Identification of training needs

If the training activity is not strongly aligned with the interests of the business is very difficult to justify.

Any company develops projects that are priorities for their own survival and development. These projects involve activities that are not being made in the present.

Only a miracle would make the activities carried out properly involved were never without a learning action. Therefore, the search for training needs is not much more than the clarification of the educational demands of the priority projects of a company.

The identification of training needs is a responsibility of line and staff function, corresponds to the line manager responsibility for the perception of the problems caused by lack of training.

At the incumbent all decisions relating to training, whether or not to use counseling services provided by specialists in training.

The main methods used to determine training needs are:

Evaluation of performance:

By the performance evaluation is possible to discover not only to employees who are performing their tasks below a satisfactory level, but also find out which parts of the company demanding immediate attention of those responsible for training.

Note:

Verify where there is evidence of inefficient work, and excessive damage to equipment, delays in relation to the schedule, excessive loss of raw material emphasized number of disciplinary problems, high absenteeism rate, etc.

Questionnaires:

Research using questionnaires and checklists (check list) which highlight training needs.

Application for supervisors and managers:

When the need for training points to a very high level managers and supervisors themselves are likely to obtain training for its staff.

Interviews with supervisors and managers:

Direct contacts with supervisors and managers about potential problems can be solved through training, usually discovered in interviews with officials from various sectors.

Interdepartmental meetings:

Interdepartmental discussions on matters pertaining to business objectives, operational problems, plans for certain purposes and other administrative matters.

Review of Employees:

Evidence of knowledge of the work of employees who perform certain functions or tasks.

Changing work:

Whenever total or partial modifications to the routine of work, previous training is necessary for employees in new methods and processes.

Exit Interview:

When the employee will leave the company is the best way to know when not only your honest opinion about the company, but also the reasons that prompted his departure. You may come to light several differences in the organization, subject to correction.

Analysis of Objections:

Knowledge and defining what you want in terms of skills, knowledge and ability, makes it appropriate to prepare training programs to build capacity and provide expertise according to the tasks and formulate specific plans and training economic and adapting teaching methods.

In addition to these media, there are some indicators of training needs. These indicators help to identify events that would lead to future training needs (indicators a priori) or common problems of existing training needs (indicating a posteriori).

Indicates a priori:

These are the events which, if occurred, would provide future training needs easily predictable. A priori indicators are:

Q expansion of the company and acceptance of new employees.

q Reducing the number of employees.
q Change of work methods and processes.
q substitutions or turnover.
q Faltas, personal leave and vacation.
q Expansion of services.
q modernization of machinery and equipment.
q Production and marketing of new products or services.

Indicators-post:

Is the problems caused by unmet training needs. These problems usually are related to production or with the staff and serve as diagnostic training.

A. Production problems:

Q inadequate quality of production.

q Low productivity.
q frequent breakdowns i
n equipment and facilities.
q Communications defective.
q Extended time for learning and integration in the field.
q excessive expenditure on the maintenance of machines and equipment.
q Excess errors and waste.
q High number of accidents.

B. Personal problems:

Q poor relations between staff.

q excessive number of complaints.
q Little or no interest in the work.
q Non-cooperation.
q fouls and substitutions too much.
q Errors in the execution of orders.
q Difficulty in obtaining good elements.

Second step: Programming training

Once the diagnosis of training, is the choice and prescription of training aids to heal the perceived needs. Once the determination has been made of the requirement was applicable to their programming.

The training program is systematic and based on the following issues, which should be analyzed for determination:

1. What is the need?

2. Where was first reported by
3. Does it occur in another area or in another sector?
4. What causes it?
5. Is it part of a greater need
6. How to resolve it, alone or combined with others?
7. Do I need any initial indication before resolving
8. Our need is immediate
9. What is your priority over others?
10. “The need is permanent or temporary?
11. How many people and how services reach
12. What is the time available for training?
13. What is the likely cost of training?
14. Who will run the training?

Locate the best way to an employee within an organization according to their knowledge and skills, is a very important step for success in any company

Surely many of us know someone who has given profession but at the time of labor, it is in an area completely different from what they studied and is not used to the best of what we truly know and you have skill.

For this reason, it is the duty of any company to discover those talents of each employee and to fight for the use of the best and at the site where appropriate, to achieve better results and higher commitment of the worker with the company. This is necessary because otherwise it would give advantages in the enterprise market and never could exploit the talents of every human being.

Many companies only assess that a function is carried out either without inquiring intelligence, mental ability or motivation to take certain employee to do such work. It is very important, having a Human Resources department does not simply check whether the tasks are well done but try to discover the talents and needs of all employees.

Furthermore, this department should strive for the good atmosphere in which to develop these skills and have no regrets after their best employees because they went to another company as if it could deliver its full potential and receive the support not found before.

It should be investigated, therefore, what tasks the employees perform better and tend do so because in a favorable environment. It is also important to discover the reasons or obstacles that prevent an individual, developing their skills. The surveys and psychometric tests can yield insight to help solve problems or to find the best solution that benefits both the employee and the company.

Remember that a happy person at work, strive to improve increasingly, shall help achieve the goals set individually and collectively, will provide good ideas, will be productive in the work you do, be more attentive to eradicate any outbreak of indiscipline, will fight in difficult moments and make a multitude of activities that will directly benefit the area to which it belongs and therefore the company.

There are many benefits for both the employee and a company that brings an excellent Human Resource Management

Besides achieving perfect place for employees and provide all necessary support, a company also must carry out certain tasks that contribute to the smooth functioning of it. One of them is the one that has to do with the good communication that must exist from top to bottom and vice versa, another is to ensure that there is fair treatment for all employees both in prizes or incentives such as sanctions or punishments to may apply.

If you perform well these activities, the employee will result in a positive response as more involvement in what he does, will assume new jobs more easily, the best way to cooperate and there are no prizes and encourage creativity bring great dividends throughout the organization.

The above search results because employees Tend to establish links with a strong membership organization that will constantly strive to stay in it and who feel their needs are met and business objectives are consistent with theirs. So the care of what you have, there will never anger or sadness for what might have been and the end was not.

Introduction

In the new scenarios, which we are passing, we can identify three aspects that stand out for their importance: Globalization, permanently changing the context and the assessment of knowledge.

The old definitions to use the term Human Resources is based on the conception of man as a “replaceable” cog in the machinery of production, as opposed to a conception of “essential” to ensure the success of an organization. When you use the term Human Resources is cataloging the person as an instrument, without taking into consideration that this is the principal, which has skills and characteristics that give it life, movement and action to any organization, for which the henceforth be referred to as Human Resource. The loss of capital equipment has as possible ways of solving the coverage of an insurance premium or obtaining a loan, but for the flight of human talent these solution paths are not possible to adopt. It takes years to recruit, train and develop personnel for the establishment of competitive work groups, is why organizations have begun to consider the human talent as their most important and the proper administration of the same tasks as one of its most decisive. However, the administration of this talent is not an easy task. Each person is a phenomenon subject to the influence of many variables and between the differences in attitudes and behavior patterns are very diverse. If organizations are composed of people, their study is the basic element to study organizations, particularly the Human Resource Management.

WHAT IS THE ADMINISTRATION OF HUMAN TALENTS

To locate the role of Human Resource Management is necessary to begin to recall some concepts. Thus, accurate to recall the concept of general administration. Although there are many definitions, more or less consistent, for the purpose of this study say it is:

“The discipline that pursues the satisfaction of organizational objectives and to this end an already coordinated through human effort.”

How easily can be seen that human effort is vital to the functioning of any organization, if the human element is ready to provide its efforts, the March, otherwise, stop. Between now and that every organization should give prime attention to its staff, (human talent).

In practice, the administration is done through the administrative process: planning, execution and control.

DEFINITION OF HUMAN RESOURCES AND TALENT

The organization, to achieve their objectives requires a set of resources, these are elements that, correctly managed, will allow or provide it to achieve its objectives. There are three types of resources:

· RESOURCES MATERIALS: Here are included the money, physical facilities, machinery, furniture, raw materials, etc.
TECHNICAL · Resources: Under this heading are listed the systems, procedures, organization charts, instructions, etc..
· HUMAN TALENT: Not only the effort or human activity are included in this group, but also other factors that cause various forms to this activity: knowledge, experience, motivation, vocational interests, aptitudes, attitudes, skills, potential, health, etc. .

WHY THE ADMINISTRATION OF HUMAN TALENT IS IMPORTANT

There is no doubt that many workers are generally dissatisfied with their current job or organizational climate prevailing in a given time and that has become a concern for many managers. Taking into account the changes occurring in the workforce, these problems will become more important over time.

We all managers should act as key persons in the use of techniques and concepts of personnel management to improve productivity and job performance. But here we pause to ask a question: Can the techniques of human talent management really impact on the results of a company? The answer is a definite “yes. In the case of an organization, productivity is the problem faced and the staff is a critical part of the solution. The techniques of personnel management, applied both by the departments of personnel administration as line managers, have already had a large impact on productivity and performance.

Even though the financial assets and plant equipment are necessary resources for the organization, employees – human talent – have a very considerable importance. Human talent provides the creative spark in any organization. People responsible for designing and producing the goods and services, quality control, to distribute products, to allocate financial resources, and establishing the goals and strategies for the organization. Without effective people is impossible for an organization to achieve its objectives. The job of director of human talent to influence the relationship between an organization and its employees.

“The management of human talent is a series of decisions about the relationship of employees influences their effectiveness and organizations”

At present, employees have different expectations about the work you want to play. Some employees want to collaborate in the conduct of their jobs and want to participate in the financial gains earned by your organization. Others have so few marketing skills that employers need to redesign jobs and provide extensive training before hiring. Likewise, changing rates of population and labor force.

DEVELOPMENT OF A SELF PHILOSOPHY OF HUMAN TALENT MANAGEMENT

The people’s actions are always based on their basic assumptions, this is particularly true with regard to personnel management. The basic assumptions about people can be, if they can trust, if they dislike the work, if they can be creative, why act as they do and how they should be treated, include their own philosophy of personnel management. All personnel decisions are taken – people who are hired, the training that is offered, benefits to be provided – reflect this basic philosophy.

How is a philosophy like that? To some extent, that’s something you have in advance. No doubt that a person brings to work an initial philosophy based on their experience, education and background, however, this philosophy is not set in stone. Must continually evolve to the extent that the person accumulates new knowledge and experiences. Therefore, we will proceed to consider some of the factors that influence these philosophies.

· Influence of top management philosophy.

One of the factors that will shape the personal philosophy of each employee shall be the senior management of the company for which he works. Although the philosophy of top management may or may not be explicit, usually communicated through their actions and extends to all levels and areas within the organization.

· Influence of the basic assumptions about the staff themselves.

The philosophy has on personnel administration will be influenced also by the basic assumptions are made about people. For example, Douglas McGregor distinguishes between two sets of assumptions that classified as Theory X and Theory Y. Affirms that the assumptions of the theory argue that X:

1 .- The average human being has an inherent refusal to work and will avoid it if you can.
2 .- Because of this human characteristic of refusal to work, most people should be forced, controlled, directed and threatened with punishment to make an effort to get right.
3 .- The average human prefers to be addressed and want to avoid liability.
At the other extreme, the actions of some managers reflect a set of assumptions of Theory Y, which argue that:
1 .- The average human being does not inherently rejects the job.
2 .- The external control and the threat of punishment are not the only ways to ensure that efforts are made towards the objectives of the organization.
3 .- The employees will be more motivated to meet their higher needs in terms of achievement, esteem and self-realization.
4 .- The average human being learns, under proper conditions, not only to accept but also to seek responsibility.
5 .- The ability to exert a relatively h
igh degree of imagination, ingenuity and creativity in solving organizational problems are continuously distributed in the population and not vice versa.

Rensis Likert asserts that assumptions such as these manifest themselves in two basic types of systems or organizations that qualify as System I and System IV. Systems in organizations I said:

1 .- The management is considered to be suspicious toward subordinates.
2 .- The bulk of the decisions and setting goals of the organization takes place at the top.
3 .- The subordinates are forced to work with fear, threats and punishments.
4 .- The control is highly concentrated in top management.

Instead, Likert proposed System IV, that is, an organization based on assumptions of Theory Y type In organizations of the System IV:

1 .- The management has complete confidence in subordinates.
2 .- The decision making is generally dispersed and decentralized.
3 .- The workers are motivated by their participation and influence in decision making.
4 .- There is a large and friendly interaction between superiors and subordinates.
5 .- The responsibility for control is high and the lowest levels have an important role.

In addition to the two factors mentioned above, there is another – the need to motivate employees – will affect the formation of their own philosophy about staffing. This factor will be explained in detail later.

Imagine at this point that within an organization there is a vacancy. What can be done to increase the likelihood that the person chosen to occupy in the organization and remain productive? Perhaps we could ask applicants for the position to make a complete series of tests of personality, interests and aptitudes. Can also consider the possibility of subjecting candidates to a series of interviews.

But we know that the validity of the written tests and interviews do not deserve very high ratings. That is, they do not foresee further work performance. Apparently, this is because they are far removed from actual work behaviors. Therefore, to make an effective selection and proper person to occupy a vacancy within an organization should first conduct a job analysis.

PRACTICE SELECTION

The aim of the actual selection is to integrate the individual characteristics (capacity, experience and other) the requirements of the job. When the administration fails to successful integration, both performance and satisfaction of employees affected. In this quest to achieve proper integration between the individual and the job, where do I start the administration?. The answer would be: to determine the needs and requirements of the post. The process of determining the activities of a place called job analysis.

ANALYSIS OF POST

It is called job analysis procedure through which determines the duties and nature of the positions and types of people (in terms of capacity and experience), to be hired to fill. Provides information on the requirements of the position which was later used to develop job descriptions (which means the place) and the specifications of the post (the type of person who should be hired to cover).

As a supervisor or manager, usually try to obtain one or more of the following types of information through the analysis of posts:

* Activities of the Post. First, usually provides information on actual work activities performed such as cleaning, cutting, galvanizing, or painting code. Sometimes this list also indicates how, why and when a worker performs each activity.
* Human Behaviour. It may also collect information about human behaviors such as sensitivity, communication, decision making and writing. At this point would include information concerning the personal requirements of the post in terms of energy expenditure, walking long distances and others.
* Machinery, Tools, Equipment and Auxiliaries used at work. This includes information on products manufactured, processed materials, the knowledge that is handled or applied (such as physical or right) and the services provided (such as consulting or repairs).
* Performance Standards. There is also information about performance standards (eg, in terms of quantity, quality or time spent on each aspect of the work), through which it will evaluate the employee in that position.
* Context of the Post. This item includes information on issues such as physical working conditions, hours of work and social and organizational context, eg in terms of people with whom the employee must interact normally. It might also include here information concerning the financial and nonfinancial incentives involved employment.
* Staff requirements. In summary, usually gathers information about human requirements of the job such as knowledge or skills related to it (education, training, work experience, etc) and personal attributes (aptitudes, physical characteristics, personality , interest, etc.) required.

USES OF INFORMATION ANALYSIS OF POST

As summarized in the following figure, the information generated by job analysis is used as the basis of several interrelated activities of personnel management:

Recruitment and selection.

The job analysis provides information on what represents the post and human requirements needed to perform these activities. This information is the basis on which to decide what types of people are recruited and hired.

Compensation.

We also need a clear understanding of what each employment is to estimate the value of jobs and appropriate compensation for each. That is because the compensation (salary and bonus) generally bound to the required capacity, level of education, security risks and others, all are factors that are identified through analysis of the post.

Evaluation of performance.

Performance evaluation involves comparing the actual performance of each employee with their desired performance. It is often through job analysis that Industrial Engineers and other experts determine standards to be achieved and specific activities that must be performed.

Training.

It will use job analysis information to design training programs and development. This is because the analysis and the resulting profiles of the post are the type of skills required, and therefore training.

STEPS IN THE ANALYSIS OF POST

The six steps to perform a job analysis are:

Step I: Determine the use of information resulting from the analysis of posts. It begins by identifying the use that will give the information because that will determine the type of data collected and the technique used to do.

Step II: Gather background information. It is then necessary to review the available information on the background, such as organization charts, process diagrams and descriptions of the post. The charts show how the position in question is related to other posts and what their place in the organization. The organization must identify the title of each population and, by lines that connect them, you must show who should report to whom and with whom it is expected that the person occupying the position to communicate.

A table of process provides a more detailed understanding of the workflow that you can have with an organization chart. In its simplest form, a process diagram shows the flow of inputs and outputs of the position studied.

Step III: Select representative positions for analysis. The next step is to select several representative positions to be analyzed. This is necessary when there are many similar position to analyze and when it takes too long, analysis of, for example, the positions of all the assembly workers.

Step IV: Gather information from job analysis. The next step is getting the job really analyzing the data on its activities, the conduct required of employees, working conditions and human requirements.

Step V: Review the information with participants. The job analysis provides information on the nature and functions of the job, thi
s information should be verified with the worker who performs and the immediate superior of the same. Verifying the information will help determine if this is correct, if it is complete and if it is easy to understand for everyone involved. This step of “review” can help gain acceptance of the occupant of the position in relation to data analysis were obtained by giving the opportunity to modify the description of the activities.

Step VI: Develop a job description and specification. In most cases, a description and specification of a position are two concrete results of the analysis of the position, it is common to develop later. The job description is a written statement describing the activities and responsibilities inherent in the job as well as the important features of it such as working conditions and safety hazards. The specification of the post sums up the personal qualities, characteristics, skills and background required to perform the work, and could be a separate document or in the same document that the job description.

INSTRUMENTS SELECTION

What they have in common applications, interviews, employment tests, background checks and personal letters of recommendation? All are instruments to obtain information from the applicant to employment and can help the organization to decide whether the skills, knowledge and skills of the applicant are adequate for the post. Let’s review some of the most important selection tools.

Interviews

No doubt, the interview is the selection medium most used and which depend on organizations to differentiate candidates. It plays a role in more than 90% of selection decisions.

You can also say that the interview takes a lot of weight. That is not only widely used but their results often have immeasurable influence in the selection decision .. The candidate goes wrong fought in the job interview can be excluded from the pool of applicants, regardless of your experience, your test scores or recommendations. On the contrary, often the person with more refined techniques to search for work, especially those used in the interview process, is the contract, although perhaps not the ideal candidate for the post.

These results are important because, to the astonishment of many, the typical interview, poorly structured, is a poor screening tool for most jobs. Why? Because the data gathered in these interviews are often biased and not relevant to future job performance.

The evidence suggests that the interviews are good for determining the applicant’s intelligence, level of motivation and interpersonal skills. When these evidences are related to job performance, the interview should be a valuable tool.

Written Test

The written tests are typical tests of intelligence, aptitude, ability and interests. Tests of intellectual capacity, mechanical and spatial capacity, accuracy of perception and motor skills have proved projectors with a degree of validity for many operational positions, skilled and semiskilled industrial organizations. Intelligence tests are reasonably good projectors for supervisory positions. However, the administration is required to demonstrate that the tests used are relevant to the post. As the features that touch many of these tests are quite distant from the actual performance of employment itself, have not been able to obtain high validity coefficients. The result has been less use of traditional written tests and a greater interest in the performance simulation tests.

Simulation Performance Tests

What better way to find out whether an applicant a position that ask you to play? This is the logic of the simulation tests.

The performance simulation tests have gained popularity in the past twenty years. Undoubtedly, the enthusiasm for these tests comes from the fact that they are based on data from the job analysis and therefore should better meet the requirement of its relationship with the work that the written tests. The performance simulation tests are made up of actual work behaviors and substitutes, as in the case of the written tests.

The two simulation tests are best known performance work samples and assessment centers. The former are ideal for routine jobs, while the latter are ideal for the selection of staff.

The work samples are an effort to make a replica of a post, in miniature. Applicants demonstrate that they have the talent to perform the activities. By careful preparation of work samples, based on data from the job analysis, determining the knowledge, skills and abilities needed for each job. Then, each element of the work sample is matched to an item of work performance.

A more complex set of performance simulation tests, specifically designed to assess the potential administration of a candidate, would be the assessment centers. In the assessment centers are line executives, supervisors and specialized psychologists evaluate candidates as they undergo exercises, lasting two to four days, which simulate real problems they would face in office. Based on a list of descriptive dimensions that must satisfy the person occupying the position, activities may include interviews, internal problem-solving exercises, group analysis and business decision game.

Measurement of personality and interests

It is almost never sufficient to measure the physical and mental ability of a person to explain the job performance of the same, as are also important factors such as motivation and interpersonal skills. It is sometimes used interest inventories and personality as a possible means of prediction of these intangibles.

The personality tests are used to measure basic aspects of the personality of the aspirant, such as introversion, stability and motivation. Many are projective personality tests; to the person undergoing the test is presented with an ambiguous stimulus as it could be an inkblot or a blurred image and asked to interpret it or react to it.

The personality tests are the most difficult to evaluate and use. An expert has to assess the interpretations and reactions of those who underwent the test and infer from them his personality. Therefore, the usefulness of these tests to the selection means you can find a relationship between some trace of personality that can be measured (such as introversion) and success in employment.

The interest inventories compare a person’s interests with those of elements in various occupations. Therefore, if a person is subjected to a Strong-Campbell inventory, receive a report that showed their interests in relation to those of people who are in occupations such as accountant, engineer, manager or medical technicians. Inventories of interest have many uses. It may be useful in career planning because a person may perform better in jobs that include activities in which you are interested. These tests may be useful as tools for selection. It is clear that if we can select people whose interests are similar to those of successful employees in positions for which you want to recruit, the more likely that the applicants are successful in their new positions.

THE BASICS OF EVIDENCE

Valid

A test is basically a sign of a person’s behavior. However, some of them, the behavior being studied is easier to assess than others. Therefore, in some cases the behavior being analyzed is evident from the test itself: a typing test is one example. Here, the evidence clearly corresponds to a conduct on the job, in this case typing. At the other extreme, there may be no apparent relationship between the elements of proof and behavior.

This is the case of projective personality tests, for example. Therefore, the TAT, the person is asked to explain how it interprets a somewhat fuzzy picture, this interpretation is then used to draw conclusions about his personality and behavior.
In short, some tests are more representative of the behavior that must evaluate than others. Because of this, it is much harder to “prove” that some tests evaluate what to measure, ie they are va
lid.

The validity of a test answers the question: what measures this test?. With regard to the tests for personnel selection, the validity term often refers to evidence that the test is related to employment, in other words, the test performance is a valid predictor of subsequent performance in the work.

* Criterion validity. To demonstrate the validity criterion refers basically to show that those who perform well in testing so will employment, and that those who perform poorly on the test, so will employment. Therefore, the test is valid to the extent that people with higher grades do better in employment. In the psychological evaluation, how to predict is the extent that it is trying to relate to a criterion, as would be the job performance. The term of validity criteria derived from this language. The following table summarizes the results on the validity of various selection tools. The evidence of actual performance in first place, indirect assessments such as psychological tests and academic performance are at the lowest. This suggests: (1) means of predicting how these are best used in conjunction with other selection tools and (2) must be used properly to be useful.

Reliability

What does a test like the Graduate Record Examination is useful to college admissions directors? What makes a mechanical compression test is useful for a manager trying to hire a driver?

The answers to both questions is usually that the qualifications of the persons in these tests have shown that they can predict how they will perform. Therefore, if all else is equal, students who score high on tests for admission of graduates also perform better in school.

In order for any screening test is useful, a company must be sure that test scores are related in a predictable manner with job performance. In other words, it is imperative to validate the test before use: the company must be sure that test scores are a good way to have some criterion such as job performance.

Introduction

The positioning of the company includes the general approach of this in relation to the way they compete and react according to the structure of the industry, influencing other companies.

In the center of positioning is competitive advantage. Ultimately the success firms have relative to their competitors, if they have a sustainable competitive advantage. There are two basic types of competitive advantage: lower costs and differentiation. [1]

Traditionally the HR unit has been taken as an entity necessary but not important and this statement comes from the basic concept of the Financial Administration in the definition of costs and expenses.

Cost is defined as an expenditure that has capitalized future profits and as such can be presented in a balance sheet (Art. 39D.2649/93) and expenditure is a non-capital outlay and the benefit is only for an accounting period. This should be the profit and loss (Art. 4 No. D. 2649/93). The costs then apply this concept to the production and marketing activities and expenditures are directly applicable to activities such as administrative support.

As may be inferred in the management activities are the management and human resources management, which should lead to reflection of how the activity has been performed towards the development of human talent in the organization, activity necessary but not important As an area of expenditure.

This criterion could be changed if human development efforts involved the concepts of value added and shows the contribution by management indicators, transforming the role of this standing advisory administrative unit production line, taking it out of the establishment of management and staff locating it in position.

But what would then be the most appropriate criteria for deep and nurture innovative and almost unknown to those who transit time for many the paradigm of personnel management? Is that the answer can be provided in the reflection and description of the theme to be developed in this paper, based on new theories of Financial Administration and the international orientation that large companies have wanted to give the Personnel Management or Human Resources, as you want or may be called an organization oriented towards competitiveness and aware of the challenges posed by economic liberalization, the global market and modern commerce.

The nations of current concern to improve levels of competitiveness in their production, to create the international image of political and financial stability for the attraction of foreign investment may mean means of production, working capital or for export competitive countries of their organizational proposals extended vertical growth, ie, countries seek to create the best opportunities for foreign investment for the benefit of all economic action that can offer a future to improve its macroeconomic indicators.

To increase competitiveness indices governments offer support and encourage entrepreneurship in order to position itself at the highest levels of international competitiveness image, a fact the work force is the current government (Dr. Andres Pastrana 1998 – 2002) under the direction of the Ministry of Development and Foreign Trade, first to support training and functional structure of firms with export potential, then the guidance for monitoring the technical and legal processes to place and position products in abroad. Another important action of nations comes from setting the most recent meeting of the Rio Group, Latin American presidents, meeting in Cartagena in the second week of June 2000 with the aim of producing a document under the multilateral trading five-year elimination of tariff barriers (Agreement of the Uruguay Round, which formalized the WTO).

This statement and other processes undertaken by this government makes companies must improve their competitiveness and as defined by Porter: “Companies achieve competitive advantage by conceiving new ways to carry out its activities, employing new procedures new technologies or different inputs, lower costs and differentiate themselves from others in the sector “[2]. Improving competitiveness requires them to generate value to the estate and therefore requires lower costs for some and create different products or services with the least chance of being imitated, and if such be compared for quality.

To achieve a leading position and competitive means not “burn” the heritage value because it makes the investment profitable and does not acquire international reputation for achieving the partnerships which are necessary and appropriate at this economic moment, then companies are looking to show their potential security with specific measures such as EVA (Economic Value Added) or Economic Value Added, which concur cost units in the organization and for which this value is measured.

Might then think that the whole argument and explanation above is a soft chair in finance or financial administration, but no, the argument is necessary to involve readers in the justification of the new paradigm of Human Resource Management as a center of because staff costs in the production line and not an administrative unit that incurs an expense, because management is focused on only instrumental processes that do not add value or if they do not really have to prove how they know not how.

In reading this paper is to create expectations about the various ways and means that you can use the Human Resources Management to create value or to demonstrate that it is doing and thinking the same is to be achieved on the new course sensible organizational should be undertaken to assess the Management with People in the organization.

Analysis that the author has been doing for two years with the placements students who are motivated to analyze the human resources function in the organization, the approach of the new paradigm from the management approach should be management type in the Programmatic or strategic level of the company, for which they should be aware of his first managerial attitude and secondly to identify the sources of value added to guide the advisory function on the line.

The Author

1. THE VALUE CHAIN IN THE ORGANIZATION

To understand the process of value added in the organization is initially necessary to identify business activities that lead them to compete in a particular sector as defined by Porter in the so-called value chain.

“The activities are divided into two groups, those relating to production, marketing, delivery and after sales service within the plane of the product or calls daily primary activities or cost centers and those that provide human resources, technology and inputs purchased or overall infrastructure functions to support other activities. Each primary activity uses purchased inputs, human resources, some combination of technologies and takes advantage of the infrastructure of the company as general and financial management “[3]

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Each of these categories must generate value to the final product or service, subject to the organization. The strategic direction given momentum to the Value Chain. In the organization, the value chain is made up of categories, each of which contributes added value to the product or end service.

It is important that the organization is sectioned by business units and that each of them has an area manager, in order to optimize the process and provide a uniform way in the value chain, this contribution for each unit business is what ultimately is the value chain.

Human Management as a component of the value chain, is the cornerstone of management to work hard in processes with employees, allowing them to create an awareness and a commitment to their work and the organization in general, taking as a result, improved goods and / or services offered by the organization, thus allowing to detect a high percentage of the improvement of
the company represented in higher Economic Value Added that will ultimately be received by the shareholder. This ratio has become in recent years the Human Management in a merger between the element and the partner, achieving visible and measurable results. Thus Human Management is no longer an expense to become a cost, which recovered the capital investment of the organization.

1.1 THE ROLE OF MANAGEMENT IN HUMAN ORGANIZATION

The purpose of the organizations must be framed within the perspectives of quality in the provision of services and / or products, which requires an indispensable and whose efforts largely depends on the proper functioning of the Organization: Human Capability.

The rapid growth that moves our environment in recent years has necessitated that organizations have a persistent and adaptable to the numerous and rapid changes. To do this, it is proposed that is well structured so that goals are known and it is generated inside a dynamic that strengthens employee involvement as a person and not as objects of the organization. It starts looking for a Human Development, with the aim of improving the product and direct staff worker in him a new projection as an individual.

The repositioning of the Human Management areas should be directed to the Strategic Planning, seeking the participation in the production process, thus the priority of Human Management should consider the following points:

• Promote the development of executives in the organization, encouraging their participation as active agents, managers and motivators of change.
• Develop strategies seeking a better understanding between business units and directing the processes of organizational transformation.
• Lead the development process as a provision of Human Resource, recruitment, selection, induction, social responsibility and performance evaluation.

1.2 HUMAN MANAGEMENT ADDING VALUE TO THE ORGANIZATION

The organization is concerned at present to meet three broad areas: that of investors who have entrusted their capital in hopes of seeing it generate more profits, another market, with customers increasingly demanding and protesters are pressing for improved products and / or services and third, consisting of those who make possible the full realization of the company’s market partners.

In its endeavor to maintain a balance seeking the satisfaction of these three sectors, should direct their efforts towards better outcomes for investors, providing excellent quality products to its customers and finally, provide support and adequate working environment for its employees. In this latter purpose, the company has entrusted all his interests in the Department of Human Management, whose role must then be directed to the recruitment of talent, recognition of the securities attractive to potential candidates the same way those processes of capital and developing methods of promoting self-development and management systems of shared knowledge, looking for a better benefit to the area of personnel.

It is important to note that the strategies presented are perfectly aligned with business strategies seeking greater competitiveness and productivity and thus generating value for the organization.

The adoption of Value Management is very important to link the human capital in the process of creating value, since it is the asset that is really valued, but this process should be based on good management to promote its development , so is ensuring the sustainability of the organization over time.

1.3 BEST LOOKING STRATEGIES …

At present the main concern of the departments of Human Management is to become part of the process and contribute directly to the same, that is, stop being an expense to become a cost, looking for creative strategies, human capital is directed to the creation of value and begins to be part of the competitive market.

It is important to consolidate the areas of human management as a fundamental part of the strategies from the beginning of the same and not as an option for resolving the problems glimpse.

In the search for value creation, Human Management must direct its action towards the establishment of strategies that encourage the active participation of workers in the implementation of EVA, that is, that each employee to act as a landlord, to achieve this purpose, incentives for employees must be based on the following:

• Promote the improvement of each business unit, looking for lower costs or increased revenues.
• Encourage the proper management and use of related assets in the process, seeking to make them more productive.

In order to develop a value chain properly, requires the following steps:

• Identify the primary activities of the business: You must take into account criteria such as:

Each activity has a different economic basis.
 Each activity has a strong potential impact on the difference.
 Each activity represents a significant part to the increasing proportion of the total amount. [4]

With clear the basic criteria to define the main business activities can be described as they are formed:

• Inbound Logistics: Composed of activities of reception, storage, material handling, inventory, vehicles, returns, among others.
• Operations: They are part of the final product processing (machining, assembling, labeling, maintenance, testing and installation problems).
• Outbound Logistics: consisting of the distribution of the finished product (finished goods warehousing, material handling, delivery vehicles, ordering and programming).
• Marketing and sales: It consists of the activities involved in the induction and easy purchase of products (advertising, sales force, quotas, channel selection, channel relations, prices).
• Service: It consists of those activities that seek to maintain and increase the value of the product after the sale (installation, repair, parts supply and product adjustment).

Identify support activities of the business: It is necessary to take into account the same criteria used to define the main activities, determined as follows support activities:

• Shopping: Composed of activities related to the acquisition of raw materials, supplies and consumables.
• Technology Development: Founded by the activities involved in the acquired knowledge and training, technological processes and procedures required for each activity of the value chain.
• Human Resource Management: Established by the activities involved in selection, promotion and placement of staff in the institution.
• Institutional infrastructure: It covers the activities involved in the overall direction, planning, information systems, finance, accounting and quality management. [5]

The activities of the value chain are the building blocks with which the organization creates value for the customer.

2. TALENT MANAGEMENT IN RESPONSE TO HUMAN NEED TO ADD VALUE TO HUMAN MANAGEMENT AREA. ON A SPECIFIC CASE COMPANY

Learning and the importance it deserves Human Management Area in the organization, its decisive intervention in human improvement processes and valuable contribution to man as an individual, it is equally important to be aware of the need to take seriously the Human Management, looking that this is an ongoing task and whose processes can be followed up.

Given that the organization is a system that is affected by the environment and all those elements that interact with it is also necessary to understand the man as an individual system, plays a key role in the success or failure of itself. But when a company is not aware of the risk taking by not taking into account the process, the human element, you can easily go to a safe end, however, many organizations that currently have invested in those make possible their reason for being … their collaborators.

In response to requests imposed by the modern world of efficiency and quality of services, begin th
is optimization process from inside the company, no doubt, who feels satisfied with what it does provide excellent results. With this idea, we propose the creation of the Department of Human Development, giving the employee an option XYZ improvement, however, this development can not occur without the will and initiative of the worker.

2.1 TALENT MANAGEMENT IN HUMAN XYZ. To generate value

It’s no secret that today’s business requirements force organizations to optimize all areas, so the sooner it is implemented, will be more timely results.

In XYZ Human Resource area should direct its action towards the implementation of a Strategic Plan to ensure the viability of an ongoing process, seeking compromise to all areas of the company in developing them.

It is important to build a space permanently to ensure a timely response to the needs of employees in accordance with the policies of the organization. Each individual as an independent system requires proper care and treatment to help them grow not only work but also human.

Mission: The Human Resource Management is committed to the process of development and growth of man in the organization and creating value to it. He serves as advisor and supports the business processes for continuous improvement and integral contributor to organizational growth concatenated.

Vision: Management of Human Management Area will be positioned as Adviser at all levels, making their participation and providing support in all organizational processes., Ensuring the optimal development of the same.

Policies: The Manager of Human Management is committed to the following performance parameters:

• As a consultant in the organization, should propose creative and innovative ideas.
• Your work should be done at the interdisciplinary, seeking feedback and ensuring greater suitability to the final decisions.
• Manage and implement adequate processes for achieving the objectives.
• promote staff participation in and generate creative spaces that facilitate human development.
• Demonstrate your results into financial terms to provide strong support for their professional activity.

Objectives:

• Strengthen the Department of Human Management as a division immutable and indispensable organization.
• Streamline the process of conservation and development of human talent in the organization and ensure its proper and timely implementation.
• Work towards the development of man in the business without losing sight of organizational settings.

2.2 THE VALUE CHAIN IN THE ORGANIZATION:

To achieve the optimization not only of the Human Resource Area, but also from all areas of the company, you must create business units, ie, decentralized by identifying areas for each of them a leader who engages in the right direction and that the same end of the period to deliver results, so it will be easier to measure EVA created for each area.

By applying this division for areas of responsibility will be given greater autonomy to each of the members of the company and will be committed to the proper development of the business unit in which they work. Promote the collaborative creativity, participation and hard work, always looking for better results.

The Human Resource Management as a business unit must be productive, ie must support its action with the report of value to the company, for which work defining some indicators to measure their results.

2.3 THE DEPARTMENT OF MANAGEMENT IN HUMAN XYZ

Within the organization a greater awareness is needed when adopting a Human Development program. Currently in the absence of a full-time professional to be responsible for the implementation of these programs have been carried out so precarious. Below is each of the areas of intervention, the current situation that is in this company and it makes a parallel between investing in processes aimed at improvement of human talent and what happens when you do not implement them.

HOW IT IS:

Recruitment: This is done by taking as reference the levers of the partners. For the culture of the partners and shareholders this process is hampered.
Selection: In the same way, when deciding who the next driver is the owner of the bus who determines it, stating that the bus is your leading. This problem occurs more to the operational area.

HOW TO BE:

Provision of Human Resource and Recruitment: Must be made based on the policies and needs of the organization by seeking interdisciplinary work to improve the process and clearly define the type of employee that the company needs.

Through working closely with the various areas of the organization, know exactly main activities of each unit and type of personnel required by each of them. The design of policies at this level should be defined by a working group recognizes the need to improve the process of Recruitment and Supply and must also have the support of the directors of the company. As a key element is necessary to design programs for the human and operational poll of the new employee.

The Selection Process:

It will work on implementing strategies that lead to improvement of the process, as the strict application of the same, with the fundamental basis for an interview and test the application of the candidate with the aim of selecting more options.

For the proper selection process is vital that the Human Management Manager has full knowledge and awareness of occupational profiles, human labor and medical-defined for every position to find someone that suits them easily. The Selection Process designed to XYZ shows their main characteristics and the way it should be developed. (See Annexes A, B, C, D).

HOW IT IS:

Induction: This process takes place in the organization because they are considered a waste of time to be a driver in an individual with little schooling, and the company being so small. The directors consider that the employee fits the company in a few days.

HOW TO BE:

The Process of Induction: Ensures appropriate linkage of the new employee and a better identification of the main features of the company. When you have designed a proper process, linked more easily appropriated Corporate direction and objectives of the institution, known more properly their duties and it generates a degree of commitment to the institution.

When you apply a new linked induction, increases productivity, because they are fully dedicated to their activities rather than to scrutinize organizational details. The induction process as such, requires a detailed study of the company and a subsequent design.

HOW IT IS:

Maintenance and Development: It’s a very big concern of management and highly supported by the drivers union, however, when implementing the proposed process, Chief Traffic does not allow the implementation of appropriate and timely. but rather consider them fill activities that can be executed without any problem or not.

HOW TO BE:

Maintenance and conservation: For the design of policies at this level, the Manager of Human Management must understand the needs of employees and the interests of the company to meet them. From this point, we will proceed to design strategies for the human and technical training efforts to the development of the individual and helping to generate value to the organization. It is important to consider the need to disseminate and make the course Corporate language of the workers and the importance to the good business performance of an appropriate organizational climate.

In the transportation sector Occupational Risk area is necessary, since the type of work, the accident rate is high in this way requires a continuous process of training and awareness training looking for the driver of the importance of caution road and compliance with traffic rules, aspects that can improve, and likewise provide training on how to keep your body healthy but the nature of their job title is
purely sedentary.

HOW IT IS:

Performance Evaluation: In XYZ. all staff is functioning at half of its maximum capacity, with no motivation, maybe that’s why they are so important and so accepted the maintenance and development programs, because these are seen as the only opportunity and improve at all levels, and that meet a demanding schedule, those who wish to continue studying or have other learning can not.

So far there has been no evaluation of performance, which means that there are many weaknesses and strengths in each job and each of the XYZ partners both in the administrative and operational.

HOW TO BE:

Performance Evaluation: It means an objective assessment of employee performance. Is a continuous process and should therefore be performed without injury and intended to improve the individual and the work it performs. The evaluation process is intended to provide performance data on past, present and expected of an employee, always looking for appropriate solutions.

The evaluation process consists of the following steps: design of the assessment instrument for each area, implementation of the instrument, analysis of results, feedback, new proposal for improvement.

In the quest to create value within the organization, it is important to conduct evaluation processes to ensure timely detection of weaknesses and threats are always looking to improve the profitability of the company.

With the decentralization of the organization by business unit, performance evaluation report will provide a real output per area and per person. It is important to be clear about the purpose of evaluation: it is always optimize existing processes.

HOW IT IS:

Social Balance: As this is the process for which is required to have completed the immediately preceding, has not been implemented so that there is no adequate measure of social response that the company has with its environment.

It is essential that awareness by senior officers of the importance of establishing the Department of Human Management as a generator of value to the organization.

HOW TO BE:

Corporate Social Responsibility: The organization as a process of improvement must know all the factors giving rise to satisfaction and those that should be improved, and how it affects the various sectors which is related to the exercise of its name. The Social Responsibility starts with the full knowledge of all employees in a comprehensive way to finally analyze the environment, can be determined based on the rate of absenteeism, disability, results of performance evaluations, educational level, among others, for which the Manager Human Management should be informed about these issues and manage the timely update.

In order to implement a Social Balance in an organization, it is necessary to take into account the following requirements:

• Structuring of Social Policy.
• Senior Management Support.
• There should be a comprehensive corporate strategy.
• You must know very well the concept and content of the Social.

Although in recent years companies have sought creative solutions to ensure better performance of their employees and yet a better balance between their work and personal life, it is almost impossible to get human resources policies to achieve solving situations facing work and personal life

With the greatest boom that has been taking progressive organizational theories in regard to the work-life companies have developed guidelines that ensure the welfare of their employees, always bearing in order to capture and retain the best human talent.

These policies and strategies ranging from flexible schedules, through long paternity leave and paid maternity, to family medical insurance, among other benefits.

The adoption of these plans and programs is good, certainly a motivating factor, but it is certainly not in all cases.

In general, when companies design these plans focus on the benefits in specific situations rarely are home to all staff. For example, when developing a plan of flexible working hours for parents with young children, are unwittingly giving preferential treatment to employees in this situation, without thinking that this plan may send wrong signals to other employees.

If an executive secretary has a baby that requires time and therefore receive preference in their times of arrival and departure, what do you think of another secretary at the same level that has a couple of teenagers and that the scheduling plan flexible blanket no

Certainly not going to be very happy with the treatment they are receiving, you may think that the work is not doing it the other secretary delegated to her and his other companions, which have not very happy, you can feel discouraged and start to have low yields or may occur in human resources and demand the same treatment as you have children who are at an age which also require considerable attention.

With this simple example it is noted that a decision that could be understood as a policy, flexible and progressive, looking for staff welfare, it becomes a problem which can have serious consequences for the working environment of the firm.

For this reason, when trying to develop wellness programs that seek to find work-life balance, we must take into account all staff and all situations, although it seems an almost impossible task given the social diversity that can be find a business, it must develop creative solutions to achieve it.

These programs must be flexible and have to start from recruitment and selection tasks if you have the best human talent

When you develop such plans must be communicated to all staff what to look for him to understand that not all have preferences and that no employees of first, second or third class, in addition, these programs must be flexible enough to accommodate different situations. The company must be able to offer the same benefits to the two secretaries of the example.

Another key factor is to make clear that although benefits are granted, the quality of work of the person receiving them must remain equal to or better than before to have them, ie the secretary with the baby must meet its obligations in the same manner as other executive secretaries.

We must look for creative solutions, with the technological advances it is possible for people to work longer in their homes using the internet. It may not be necessary for the coordinator of a sales group is present every morning at seven for the daily meeting, if there is a possibility that can advance using a chat room, an instant electronic messaging service or a video conference .

It is also important to know the expectations of the people, the plan must be built based on two-way information, otherwise it will fall short. We must therefore encourage staff to express what he wants and what remedies may have to fill those expectations.

Benefit plans are properly designed and implemented highly motivational elements and factors that attract talented people

In conclusion, to create benefit plans should seek equity rather than equality sufficiently clear leaving the game to all employees.