1) FIELD OF ACTION: The HR audit is based on inspections, monitoring, records and statistics.

Breadth and depth of action of the audit According to Dale Yoder, HR audit can cover as wide coverage as the same functions as the audit of human resources (ARH) and has a division like the divisions of agencies ARH
ACTION breadth and depth of the audit.

The human resources audit can cover as wide coverage as the same functions of ARH and has a division similar to the sectional divisions of agencies in ARH.

The audits usually begin with an assessment of business relationships that affect human power management, including line staff and the staff, the qualifications of members of staff of human resources and the adequacy of financial support for various programs. From then applies a variety of patterns and actions, as depth range depends on the type of examination conducted. We examine the personnel records and reports.

It analyzes, compares, and prepares an examination report which nearly always includes recommendations for changes and alterations.

The audit can also evaluate programs, policies, philosophies and theories. Depending on the policy that exists in the organization.

The HR audit may focus on any or all of the following aspects to productivity.

1) results, including both achievements and problems considered effects of the current administration,
2) Programs, including practices and detailed procedures that shape,
3) policies, both explicit and formalized as implied,
4) philosophy of government, their value priorities, goals and objectives;
5) Theory, and plausible explanations alleged relationships that detail and relates the philosophies, policies, practices and ongoing problems.

The larger and more decentralized the organization, the greater the need for systematic coverage of audit.

The audit can develop strong educational impact, as it allows to relate the quality of human resource management with the various indicators of business efficiency. Lets see how far the administration has succeeded in the personal identification of employees with organizational processes and acceptance of organizational goals.

The audit may also have indicators of the quality of leadership, work motivation, monitoring deficiency and the continued growth and development of employees and managers taken individually.

The audit verifies:

 To what extent human resources policy is based on an acceptable theory,
 To what extent the practice and procedures are appropriate for this policy and such a theory.

In essence, it seeks to assess and measure the results of the ARH in the activities of higher or lower priority, such as:

 indicators of efficiency and effectiveness in relation to the training of staff, training and development, compensation, benefits, union relations, etc..,
 Clarify objectives and expectations for the ARH in terms of quantity, quality, time and cost,
 Use of resources and results;
 Contribution of ARH in the objectives and results of the company,

Organizational climate, development and fostering the creativity of staff.

BE TAKEN:

 Name of the project (process evaluation)
 objective
Specific objectives 
 Activities to develop
 Start Date
 End Date
 Delivery date of the report
 Responsible Auditor
 Resources to use

SCOPE:

The audit consider whether line managers being responsible for HR matters, and if it complies with established policies and procedures in this regard. Also verify that it complies with the rules in general and especially with the legal provisions.

A) Audit of the management function of human Declination: The beginning of the audit is to verify the work done by members of the HR Department.

B) Audit of the personnel functions of managers in line: as noted in the preceding paragraph, the role of HR is not exclusively in the HR department, this on in the department of services available to the entire organization . For this reason, the cooperation of line managers is essential to keep things running properly.

C) The audit at the level of employee satisfaction: The HR department should ensure the achievement of the objectives of the organization with the goals of employees. if they can meet their targets, were dissatisfied, conflicts arise that lead to absenteeism, high turnover rates, among others. This situation affected the working climate, which have negative effects on productivity.

2) DETERMINE THE SOURCES OF INFORMATION:

METHODS AND TOOLS: The audit of the HR management is based on the employment of the facts, which are judged by the auditing, analyzing and interpreting, and then make appropriate recommendations to eliminate the problems found.

The methodology would follow the following

6) Establish the goal or mission of the audit, ie to raise the issue.
7) establish standards or frames of reference.
  Looking at a series of facts or events. For this phase you can use the tools that are discussed below.
9) Analyze and interpret information (you must specify data).
10) compared to benchmarks.
11) To analyze the deviations that occur.
12) To give opinion on the analyzed, including recommendations to eliminate the problems. It is both a diagnosis of possible causes of the problems and recommendations to address them.

Tools or techniques that SEIRVEN TO COLLECT INFORMATION:

 TECHNIQUES OF SAMPLING: The sampling is a statistical tool that provides information, diagnostics based on a representative sample. one should go to this technique when you do not have time or means to carry out another type of analysis further.
 INTERVIEWS: An interview is a conversation whose goal is to gather information. is important to both managers and employees.

You own two drawbacks: the first is expensive, and the second that takes a long time

It has two drawbacks: first, that is expensive, and the latter requires a lot, so that perform a limited number of people.

It should be noted at the exit interview is done to workers who leave the organization. This interview sought information on whether the employee’s expectations were very different from what is really found in his job, about what he thinks of his salary, training, the reasons for his departure, among others.

 QUESTIONNAIRES: it is a commonly used technique. It serves a written request for relevant data to analyze the research problem. Through the questionnaires you get a more accurate description of the actual state of the status of an organization. Its advantages include less time for the interview and often more honest and reliable.
 ANALYSIS OF REGISTRATION: These tests are used to ensure that it complies with company policies while certain legal aspects. You can obtain information on different aspects: data on the number of accidents during a period, such as changing the number of complaints from employees, which is the rate of turnover and absenteeism, among others.
 External information: The auditor gathers information on organizations like yours to make comparisons. All data collected by the tools discussed so far are very limited and, by introducing information from outside, there is a broader vision. You can obtain information from the INEM, the National Institute of Statistics, among others.
 EXPERIMENTACIOSN OF THE TECHNICAL STAFF: It consists in comparing one group with another control. The problem is that those not selected to participate in the experiment are suspicious, and that if they are part of the group may feel manipulated. Also, ensure that groups do not share information or that the work environment does not affect any of the two groups is a diffi
cult task.

3) collect all data.
ANALYSIS OF DATA COLLECTED.

The most important part of the audit, focuses on the analysis of data collected, the signaling of faults found on the implementation of programs and budgets on staff, the investigation of their cases to determine whether programs and procedure can be improved, either to obtain policies escaped, and for the abolition amendment, addiction or exchange for other objectives and policies, to the light of new needs, new techniques they develop. Among others. It is also important to mention the discussion with different heads, to hear their points of view, clarifications and additions to him, or the auditors may be formed in relation to the objectives in staff said the company.

DATA PROCESSING:

 Manual: It is when done in a manual, using cards, books, maps, etc.. With or without the aid of typewriters, computers or any other device information collector.
 Semi: This is where manual processing characteristics linked to the characteristics of automatic process, ie when using accounting machines in which the operator inserts tabs, books or information one after another (which is the manual processing) and after receiving the card and the initial data, the machine makes numerous successive, already scheduled, without operator intervention (which is the automatic processing).
 Automatic: This is when the machine is programmed to perform specific set of operations, develops the sequence without having the need for human intervention between cycles as follows. Typically this cycle is done through computers.

DATABASE ON HUMAN RESOURCES: A system of data storage and accumulation of properly classified and available for processing and gathering. (A set of logically related files.) The efficiency of the information is greater with the help of the database not only by the reduction of memory for files, but also because logically related data allow the currency and integrated and simultaneous processing. It is very common that databases are linked together by software that performs the functions of creating and updating files, retrieve and generate reports.

In human resources, databases can obtain and store data from different strata or levels of complexity, namely:

 Personal details of each employee, which provides the personnel record.
 Data from the occupants of each position, making up a register of charges.
 Data from the employees of each section, department or division, which is a record of sections.
 Data from wages and salary incentives, which is a record of remuneration.
 Data from the social benefits and services that make up a record profit.
 Details of candidates (candidate registration), courses and training activities (training records, etc.).

The system collects data and information for employees, business environment, the external environment and the macro-environment experiencing a work of gathering, processing and utilization. Some are collected to assess the labor force, and others are tabulated and presented as a survey, analysis and monitoring for purposes of characterization. Others are stored for retrieval later, processed and used in the description.

The development of an information system must take into account the operating cycle concept traditionally used in accounting, which allows us to precisely identify a starting point and end point (both outside the company) that relate to each other by chains of events. Once specified, it avoids the risk of designing an information system for only one other than the flows of information, since the dimension of decision-making process is perfectly defined.

The old traditional information systems are closed systems that cover almost every major information flows within a company, while looking for systems administration scheduled a set of decision rules that are applied to a large volume of transactions repetitive type. As these particular rules, subordinates may manage their daily activities, so that the administration is able to devote most of their efforts to treatment of all unscheduled transactions. Administration systems is based on the planting and establishment of an information system, which can collect information internal or external to the company, and is aimed at institutional or strategic level to be referred to monitoring and control decisions. Either way, an integrated human resource information should combine a variety of information from data from various sources.

4) WORKING PAPERS

To order, speed and print your work consistently, the auditor must do so in what is called work papers; are records which describes the techniques and procedures applied, tests, information obtained and conclusions reached .

These papers will provide the main support, which at the time, the auditor shall include in its report, including observations, facts and arguments to support it, also support the implementation and monitoring of work. Should be formulated clearly and accurately, considering the data concerning the analysis, testing, opinion and conclusions on the facts, transactions or issues detected. Deviations also presented on the criteria, standards or budget projections, to the extent that this information supports the evidence, which validates the findings, conclusions and recommendations contained in the audit report.

The auditor should prepare and retain working papers, the form and content depends on the conditions of application of the audit, as are testimony to the work done and the support of the judgments and conclusions.

Working papers should be drawn up without losing sight of its contents should include:

 Identification of the audit
 The draft audit
 indices, questionnaires, schedules and summaries of the work
 Indications of comments received during the implementation of the audit
 Observations on the development of their work
Notes on relevant information 
 Adjustments during execution
 Guidelines received by area or face of the application
 Report any irregularities

To homogenize the presentation and information, and facilitate access to consultation papers should not be overloaded with references, but appropriate operating relevant topics, drafted in a clear and orderly, and be as strong enough in its arguments for that anyone can follow the sequence of check work.

They are also an element of proof that the evidence obtained, the procedures and techniques are sufficient and competent employees.

5) FINAL REPORT

Is the result of analysis of auditor; is a summary of their work. Can be defined as an overview of staff activities, and includes practical recommendations for achieving effective as formal recognition of the practices that are achieving their goal. Do a good job of auditing and then not efficiently transmit the conclusions of no use.

Laboration AND DELIVERY OF REPORT:

A) Describe the HR practices of the company
b) Assess practices: indicate what are correct and which ones are wrong
c) To propose suggestions and recommendations to meet identified deficiencies.

ESTRUCUTURA OF REPORT:

A) Objectives and scope of the audit.
b) Procedures for auditing and general methodological aspects applied.
c) Presentation of results.
d) Summary of the findings.
e) Report of the auditor.
f) Recommendations of the auditor.
g) Annex (results support provided)

The report must meet certain requirements:

A) Clarity: understandable and readable.
b) Attractive: presence of tables, graphics, layout very carefully, among others.
c) Strict: no calculation errors, focusing on established facts rather than opinions.
d) Relevance: focus on important issues, but strategic.
e) Constructive: presents recommendations and suggested improvement actions.

5.1) DEFINITION: It is an overview of staff activities hav
e included such recommendations as the formal recognition of the practices that are achieving their goal.

5.2) PURPOSE: To apply the analysis techniques appropriate for their intended purposes with the timeliness, scope and depth requires the universe subject to review, and the specific circumstances of the work, to bring together elements of optimal decision.
Once the report has been properly structured, the head of the audit convene the group auditor to conduct a review of content, if it detects some aspects that enrich and clarify, make the necessary adjustments to debug it.

When has the final report shall be delivered and presented to:

 organization Holder
 Governing Body
 Level executives
 posts and operational level
 Group (s) affiliation, corporate (s) or sector (s)
 globalizing Unit (for public institutions)

Based on the performance standards, coordination agreements, convention sector, strategy and relations with the environment, the report can be extended to the institutions with which the organization interacts with the aim to strengthen or reconsider the criteria for development of joint work.

The reporting can be done with the support of computer equipment, films or audiovisual material.

5.3) CONTENTS: The end result should contain the following points to ensure that accurate, technical and concise:

 The statement of the failure or the programs and procedures that have been found, indicating that the damage is estimated to have caused or could cause.
 The decuacion or inadequacy of programs in conjunction with the objectives and policies identified on staff.
 The recommendation of those cases where appropriate enhance, reduce, modify, change, or delete certain objectives and policies, it was considered unattainable, inadequate, obsolete, among others. Shows the reason and objective for the decision above.
 The information could not be audited, and the reasons that prevented it.
This in order that the report be as viable as possible and true information as it is very useful especially for business and that this depends on the improvements to implant.

It is important to note that always can go to perform the audits, which are actually beneficial for organizations, should never be received:

 In a surprise: as this leads to failure
 You must give notice: that there is at least one order in the archives
 Do not rely on outdated information: it must continually review what you’re doing it serves and the need to keep.
 Treat the auditor as we like to be treated: see the auditor as a person that is performing a work of great benefit for both the company and the workers of this.
 Do not make more: it is important to speak only what is necessary.
 Provide only the information requested: is related to the above, and you should not provide information that is not requested.
 Do not hide problems: always say that everything good in the area being audited this in order to improve and that can get better results.
 Conduct together with the auditor a check sampling or evaluating each area, in addition to verifying whether the policies are well established

An audit can be carried out throughout the organization, ie in each of the areas in this, and can cite or mention a few:

 objectives and policies: to find out if they are being met and if they are well defined within the company.
 Functions of the departments to see if there is hierarchy, an organizational structure.
 Knowledge of data on employees: to further knowledge of the record of these.
 To know which is the recruitment and selection process: this in order to know which is the dynamic of the calls for recruitment if it is the most appropriate and to see if it works the best.
 Review the process of training and instruction given to employees: that in order to have specialized training for each area and courses that are not useful.
 View tab of salaries and wages: to see if it is within the standards of competition.
 That much turnover there: this in order to stop and know that is what drives employees to leave their jobs.
 Personal Moral l: to see that much motivation they have.
 Health and safety: to know whether they are complying with the regulation of this area for review and know the reason for the accidents, among others.

5.4) PREPARATION: Recabas preliminary information, proceed to select the instruments necessary for the audit, which includes two sections: the technical proposal and work program:

Technical Proposal: Type of audit to be carried out.
Scope: Area (s) of application.
Objectives: Outcomes to be achieved.
Strategy. Eastern Route fundamental course of action and allocation of resources.
Rationale: Demonstration of the need of instruments.
Action: Initiatives and activities necessary to implement it.
Resources: human requirements, materials and technology.
Cost: Estimated global and specifies the necessary financial resources.
Results: Benefits to be expected.
Additional information: Material and research that can serve as support elements.
Identification: Name of the study.
Responsible (s): Auditor in charge of its implementation.
Area (s): universe under study.
Key: progressive number of the areas, programs or projects.
Activities: Specific steps to capture and review the data.
Phase: Definition of Sequential orfen to conduct the activities.
Calendar: dates assigned for the beginning of the end of each phase.
Graphic representation: description of the actions in pictures and images.
Format: Presentation and receipt of progress.
Progress Reports: Follow-up actions.
Frequency: Time prepared to report progress.

5.5) EVALUATION OF ADJUSTMENT:

The report of the audit. It is the result of the analysis of auditors, a summary of their work.

You can define as an overview of staff activities, and includes practical recommendations for achieving effective as formal recognition of the practices that are achieving their goal. Do a good job of auditing and then not efficiently transmit the conclusions of no use.

The audit report may have a structure like this:

An opening paragraph that describes the operation being audited, the period covered, among others.
Shall contain any limitations imposed on the auditor’s work.

In another paragraph shall be a general assessment of the operation and rank the results. It is important to present the favorable results the same as unfavorable.
Unfavorable results should include a description of the divergence, suggest corrective measures, and present the comments of workers in the department division.
The audit report should have a formal characteristics: it must be clear, timely, brief, and synthetic.

You can conclude by saying that the final document which describes the human resource function highlighting both the positive and negative aspects. It is important to note those points requiring improvement, but it is also necessary to highlight the things you are doing well. By this all more readily accept the audit report. If you stay in a heap of praise will not honor their work, since the audit involves giving recommendations to overcome the negative aspects. But it would also be very helpful if you just pick up criticism because it would spread discouragement among those audited.

With all the information provided by the audit report, the direction of Human Resources may have an overview of how is the HR function in your organization. The strengths and weaknesses, and can act accordingly.

The assessment of adjustment is a link that takes this report, after a lapse of time (at least three months later) gets to make an assessment as to whether the adjustment was effective.

BILBIOGRAFIA

BOOKS

MANAGEMENT OF HUMAN TALENTS
Idalberto Chiavenato

ADMINISTRATIVE AUDIT
Henry F. Benjamin Franklin

HUMAN RESOURCE MANAGEMENT
Idalverto Chiavenato
Fifth Edition

Human Resource Management
Saavedra Irene Robledo
Eduardo Perez Gorostegui
Beatriz Rodrigo Moya
Victoria Fernandez de Tejada Muñoz
(National University of Distance Education)

PORTALES WED
www.losrecursoshumanos.com

Http://html.rincondelvago.com/auditoria-de-recursos-humanos-en-mexico.html

Http://www.gestiopolis.com/recursos/documentos/fulldocs/rrhh1/prhjar.htm

Http://html.rincondelvago.com/auditoria-de-rrhh.html

Http://www.gestiopolis.com/recursos/documentos/fulldocs/rrhh/suscontrorrhh.htm.

The competence approach and its application to management training and human capital development from the concept of decent work.

A worker surveys the most important concepts between decent work, training and development of people and knowledge management, from the competence approach, explore its links to ultimately introduce a model of the strategic plan applied to training and development, using the tool of Balanced Scorecard.

1. Introduction

The concept of talented human resources and generators of value is part of the new forms of human resource management that have adopted the most successful private companies worldwide and, more recently, national governments have adopted, in particular States that, as in Latin America, have begun the transformation processes that usually involve changes in the structures of their organizations and services and work processes with the aim of increasing productivity, quality and efficiency, focusing on the client-citizen.

The constant technological and economic changes set new conditions, requiring organizations have workforces that are increasingly flexible, more skilled and more adaptable, either to survive in a changing and competitive market or the For the public sector, being under pressure to produce a substantial improvement in the management and performance in an environment of reduced spending. Moreover, the employment scenario remains a limited resource, so have had to seek strategies to face these challenges.

The new theories on management concluded that the contribution of people what they can achieve the strategic objectives of organizations, will upgrade the functions of the area responsible for Human Resources, traditionally Personnel Management, which then turns into strategic partner for the organization to function properly and is directed toward meeting their goals.

You can say that the new production model revolves around the importance and reassessment of the human factor, accompanied by a paradigm shift in what has been termed the “knowledge society” based on potential, intelligence, knowledge and creativity of the individual, as well as their ability to adapt to changes, innovation and continuous learning throughout their productive life, thus the training of workers is to become a critical element.

It takes courage and the concept of organizational learning to refer to the organizations ability to adapt, improve and anticipate their own requirements, as Peter Senge has called learning organizations. (1) The concept of organizational learning includes mobilizing the skills and knowledge of the people who compose the organization, regarding them as subjects of change makers, capable of building the road leading to their own development.

One of the most prominent management thinkers, Russell Ackoff (2) states that “corporations are developed in direct proportion to increases in their desire and ability to encourage and promote the development of its stakeholders and general systems which are part of “so the decisions taken regarding human resources policies should consider the social and individual aspects brought into play at work, promoting a culture that facilitates the participation, communication and circulating fluid, the equal opportunities and respect for persons through the adoption of practices that, in essence, should help build and maintain a sense of work and facilitate the construction of institutional identity and belonging.

In this scenario the competence approach offers a tool to link the human capital management to achieve the objectives of the organization, incorporating an integrating framework for the development activities of the people, promoting decent work. (3)

The concept of decent work rescues to work as a fundamental dimension of the human person, aiming to promote conditions that facilitate the adaptation of workers to new systems of work organization, seeking to ensure employability and collective participation of workers in autonomous management processes. In that sense, the work must be, in the words of Director General of the ILO, “an instrument of permanent improvement, a place to develop their skills” and “keep up with new technological skills.” (4)
The concept highlights the link between decent work, training, development and employability, satisfactory working conditions.

2. ILO TOOLS FOR PROMOTING THE FORMATION AND DEVELOPMENT OF THE WORKERS.

The International Labour Organization (ILO) has formulated the basic tenets of these issues through its International Labour Conventions and their respective recommendations, established with member countries.

The Convention 142 on the orientation and training in human resource development, and Recommendation 150 (regulation of the Convention) lay down two fundamental aspects of the human person: education and work. In its article 1 of the Convention requires Member States “to adopt and implement comprehensive policies and programs and coordinated in the field of vocational guidance and training, establishing a close relationship between this field and employment …” It also establishes that policies and programs “should encourage and help all people …. to develop and use their skills to work in their own interest and in accordance with their aspirations, while taking account the needs of society.”

According to Recommendation 150, the training is “to discover and develop human skills for an active, productive and satisfying, and in conjunction with the different forms of education, improve individual skills individually and collectively to understand that concerns working conditions and the social environment and influencing “

This approach, which places the individual as a subject of their own changes and development opportunities, interest from the point of view of the competitiveness of the labor organization that is inserted, resulting in an advantage for both the promoted workers with initiative and skills.

The Recommendation 195 concerning human resources development: education, training and lifelong learning, 2004, replaces the previous recommendation 150. Its definitions help determine the scope for structuring and design training systems, management and evaluation of human resources policies both from a technical standpoint and from the political and legal framework. Its content is aimed at promoting the ability to think and act in the people themselves, to participate and understand the environment in which they act to transform it, with the capacity to manage their careers and work, looking not only their own interests but broader collective interests, within which are inserted course work organizations.

In the Skills the recommendation calls to promote, with the participation of social partners, the ongoing identification of trends in the competencies needed by individuals, enterprises, economy and society as a whole, recognizing the role that the social partners, enterprises and workers in Training, for it is the right tool bipartite dialogue, including collective bargaining.

It also gives special recognition to learning in the workplace, both formal and non formal, and work experience, for which calls for promoting the development of lifelong learning and training in the workplace through various equal measures involving governments, businesses and individuals.

2. HUMAN RESOURCE MANAGEMENT SKILLS

I) The strategic role of HR. Major transformations.

To address the Human Resources Management Competencies, it becomes essential to the analysis of the role that human resources management required, depending on the demands posed by modern practices when effectuate.

If we consider the major theoretical works of specialists in the fields of organizational behavior and development, we find that the new paradigm in human resources management or people management has to do with its transformation into a strategic partner, value creating through a strategic management to provide capacity b
uilding for the organization, aligning their goals and helping to achieve results and competitiveness, moving from being a cost center to a cost center, located in a position to staff.

For Dave Ulrich (5) this requires HR professionals the ability to create strategic provision for the Human Resources function and concrete to create an organization that strategy.

Human Resources should be able to transform and displayed as a model for change, for which he needs professional experts in the new paradigms and tools for strategic management of Human Resources as well as the use of evaluation systems that allow monitoring and the adequacy of the strategies.

II) The Management Skills and Applications.

To address the skills management, it is necessary to clarify what is meant by Skills. Here are some definitions:

The term “competencies” covers the knowledge, skills and know-how applied and mastered in a specific context. (ILO)

Production capacity of an individual is defined and measured in terms of performance in a given employment context, and not just knowledge, skills and attitudes, these are necessary but not sufficient by themselves to effective performance. (KNOW – MEXICO)

It has expertise who have the knowledge, skills and abilities necessary to practice a profession, practitioners can solve problems independently and flexible, is able to assist in their professional environment and work organization. (Germany)

The job competition is the social construction of learning meaningful and useful for performance in a real work situation that is obtained not only through instruction but also, and in many ways-through experiential learning situations Working concrete Branch (POLFORM / ILO)

According to these definitions can be stated that the competencies are mobilized capabilities as sets consisting of knowledge and / or qualities that are implemented in a work situation and a specific context. In the latest research on the subject, recognizes the configuration of collective competence, one that explains the results they achieve the work teams and environments prone to motivation and productivity.

One of the responsibilities of Human Resources seríae collective expertise to develop this line to make as explicit as possible tacit knowledge is created, circulated and applied in the working groups.

The experiences of organizations which have implemented a competence management show that you can develop a competency model for the entire organization or only for units, functions, work processes or certain positions within the organization. The usual method used is based on identifying a set of competencies based on the mission and values of the organization, and that all employees should have (key or essential skills). Then identify, within certain units or functions, other skills that people need to achieve goals more specialized. The objective of creating a competency model is to facilitate the use of the competencies identified in the desired applications.

According to ISO 9001:2000 is recommended that each organization builds or adopt the model that can achieve the desired goal, the competency model articulating its strategy in the medium and long term. The effectiveness of this process depends not only on intrinsic factors of the model, but also their integration and linkage with other subsystems of human resource management within a framework that reflects the philosophy, values and strategic objectives of the organization, explicit and supported for all levels.

In this context, adopting a competency model configures the opportunity to establish a common language that ensures that anyone, regardless of area or level where it is, has a perception and a clear and shared understanding about what is expected of your contribution.

One of the conditions essential to start thinking about implementing a competency model is its feasibility in relation to resources or capabilities available in the institution.

The management planning powers allow Human Resources to define goals directly aligned with the strategic goals of the organization, through its relationship with the various subsystems of Human Resources. A comprehensive model of competency management is applicable to:

■ Recruitment and selection processes, allows the incorporation of persons who possess the key competencies for the desired performance, resulting in a successful integration as-person-organization. Thereby increases productivity and satisfaction of the person, enhancing their level of learning and adaptation, which benefits the organization by the general benefits of a good selection.
■ Performance Evaluation assesses individuals for demonstrated competencies, the WUR prtmiyr establish development plans and objectives for improvement, which must be aligned with the strategic objectives.
■ Training, through detecting the gaps between the required profiles and competences held by persons identified in the Performance Evaluation. This would allow a more efficient budget for training schemes.
■ career and succession plans, to manage human capital in a strategic way, creating a competitive advantage for the organization when they make career plans that include individual and organizational interests, establishing a link between current competencies and potential.
■ Compensation System, aligning financial rewards with the behavior and performance. Many systems use variable compensation for its direct connection with the performance results.

Plan for the implementation of competence management

Usually you use a plan in phases or stages of the plan for the implementation of a competence management model, ranging from general to particular.
According to the experience of organizations that have traveled this path, the development of the plan may cover two to five years, since its success depends on the participation and commitment of all stakeholders.

Phase 1. Identifying generic skills

Requirements: identification of mission, vision and strategic plan of the organization defined in a collective process of analysis and validation.

Objective: To determine at first instance the essential skills that everyone must have agreed. These skills will have different descriptors according to the level where they work, identifying attitudes and skills in personal, interpersonal and task orientation.

Phase 2. Identification by job families or production units
Requirements: generic skills must have been identified.

Objective: To identify personal skills and techniques for job families or business units or production eg Auditors / inspectors, human resources, marketing, sales, etc.
The profiles are developed by determining the technical skills and attitudes, in addition to the generic already defined.

Phase 3. Identification of specific skills

Requirements: carry out job analysis to determine the powers based on jobs.

Objective: To integrate the personal with the competencies required by jobs. Building a Competency Dictionary based on the requirements of each job and its permanent update.

3. CAREER DEVELOPMENT

The concept of career development refers to a concerted and coordinated continuum between individuals and organization from a balanced perspective that allows articulate individual with organizational needs. It involves identifying goals related to career and work planning, training and development experience, establishing direction, time and steps to achieve them.

The applied skills management and training development is a process that is enriching for both parties, as people become aware of themselves, their opportunities and constraints, and are responsible for their choices and consequences, the organization can make a more efficient management of human capital, allowing to link the strategic needs of the company with the skills of current and future staff.

Allows thereby adding value to sustain and unify c
riteria for the integrated practice of human resources (selection, training and development, evaluation of performance / potential, promotion, succession and compensation).

You can also apply to the redesign of jobs in the enriching sense of work and increasing the motivation, to the extent that people increase their skills, resulting in a more meaningful work experience and challenging. To do this you can use different alternatives (7), including the rotation and enrichment, or increased depth on the tasks for which it is advisable to consider the characteristics of each position and work and life cycle in which the person is. An alternative that requires more maturity organizations regarding organization of work by groups multi (multiskill) or semi.

The knowledge, information and awareness on the roles and risks when planning careers and overcome the difficulties and on the other hand, the “identity” with the work done, vocational guidance and prevalent in people skills are key in developing a career where the individual is the main character, dignity to the person and work, in that it promotes the concept of decent work.

Another important issue that must be taken into account when managing the race is the way people are balancing work and other aspects of life roles (family, school, leisure, etc.).. This degree also gives an account balance of realism and level of insight with which the person constructs his career, how is positioned in the search for feedback, self-knowledge and ability to capitalize on their strengths and overcome their weaknesses.

It can be concluded that in addition to the above benefits that arise from taking a career planning is also included meeting the psychological needs of people, who view such situations as concrete and tangible reasons for their training and skills development , for a better fit between institutional and individual needs.

4. KNOWLEDGE MANAGEMENT

Nonaka

Human capital is the greatest asset available to a modern production organization. To meet the challenges of this complex environment variable, and to achieve the objectives of competitiveness and improvement of production, firms have to mobilize its human resources management techniques renewing and management.

Successful experiences have shown that communication is one of the main tools to support this process of renewal which shows that internal communication plays a dual purpose:

Cohesion to the organization around the “Project Company” and,
Mobilized, motivated and committed to human capital in the production process of goods and services.

An effective communication strategy is not limited to the mere provision of information “downstream” (management / workers), and requires careful planning to be inserted in the culture of the company and attend to each and every one of the elements integrate this strategy.

If it is true that the creation of a spirit of cooperative attitudes equipment generates, it is equally true that an organized communication raises yields and improves the management of disputes.

To achieve the above objectives requires, as a condition to play, strong commitment from top management of the company.

The modern business communication

The modern company, besides being an economic reality, a public reality and human reality, is an “organization” communicating. That is why all actors must interact on an ongoing basis. Senior management will be responsible for producing change, reversing the management concept “authoritarian” (Taylor) by the direction “participatory.”

Not forgetting that employees are people who feel, suffer, enjoy, and they need to strengthen human values, is how to make them engage in the “Project Company”, resulting in “their” benefits, “benefits all “, because given the competitive market must not only compete (the company), the quality of services or products it offers, but also in welfare grants to its human resources. This is because the great challenge for companies from now on.

The quest for Total Quality and humanistic concerns of senior positions will be in the future that catapult businesses to success.

The reason for the internal communication

It is known that always living beings, without distinction, have been reported. However, as the process of communication is intangible, it is worth asking about their reality. This is good to remember that communication is the exchange that occurs between two or more partners, one sends the message (sender) and the other receives it (receiver).
The response or feedback, is the return of decoded communication. In the event that it is not well organized, if it fails, we can say that there has been only “information.”

In the cold outlined above definition of Fairchil could add: “Communication is the process of sharing or exchanging subjective states, such as ideas, feelings, beliefs ….”

Given these two definitions, but one could argue that internal communication is the permanent and systematic relationship between each and every one of the pictures of the company and is a fundamental tool in modern business management, because, the success of a “Company Project”, now goes by the communication “effective” of all those who in one way or another are involved in it.

Well-known is the ease of institutionalizing real media or media vehicles and bottom horizontal adapting effective channels for the flow without barriers, and without breaking the lines of authority, is currently the most disability and the difficulty they face cumbersome organizations .

Needless to assume then, that if the policy of management of the company sets the desire to make this a modern model, competitive and efficient by focusing on “total quality”, must move away from the traditional model in which the human and subordinate organizational service company.

For internal communication “work” should be consistent and equal for all professions. That is why as well as all companies have different policies and strategies need to count on a communication policy that demonstrates to its employees regardless of rank, the firm intention to “communicate.”

A well implemented communication policy, gives guidance, provides guidance and states must report how much and who will be responsible for it.

I conclude by saying that this policy should include issues such as:

Goals, plans and guidelines sought by the organization,
Activities that it conducts,
Status of controversial issues, sensitive or negative content, such as layoffs, temporary termination, transfers etc. (Always looking for the correct channel and less traumatic),
Encouraging regular communication flow downward, upward and horizontal,
Ensuring that all human resources have the opportunity to regularly discuss their performance with their superiors,
Call for briefings, training and data collection, encouraging active participation in the meetings, regular information to all actors on the evolution of the achievement of objectives.

With a communication policy as exposed as the organization is to give clear signs of becoming credible transparency and trust.

Finally I would add that it is good to remember that a knowledgeable employee is an “ally” in power.

Workers today have many challenges we must overcome some of which are globalization and technological advances.

Due to globalization, many companies are reduced in size, are acquired by or merged and another large number of workers are laid off and others are working in areas completely different from those that played before. With advances in technology, workers are likely to become obsolete and replaced by others who possess the new skills required.

Now we wonder what can workers do to the present and future so uncertain? What tools can help in this situation? Here are some issues that can help them as a guide to ensure their survival when working with difficult times:

Plan your own career

It is important that any person planning their own career. To do this, you must analyze what your strengths and weaknesses at work and what element or aspect can make the difference when it comes to stand as a candidate to fill a vacant position in an organization (if I had to find new jobs).

Write your own statement of personal development.

If modern organizations declare their mission, each worker must also make his own personal mission statement.

In it, you should see what (area, country, occupation, etc.) Wants to work and the role it wants to play. It is noteworthy that the mission is not stable and can change over time. Even in the process of making this statement may highlight personal values that perhaps had not considered before.

Once drafted, the mission should help to create its strategic direction, clarify their priorities and avoid investing time and money to pursue goals that do not suit you.

Take responsibility for your own direction and growth.
Many workers rely on development programs offered by organizations.

However, due to the current situation where organizations either deleted or replaced development programs due to corporate downsizing or restructuring, it is recommended that the same worker to take the responsibility to develop and grow.

This involves investing in their training and not expect the company to do so. On the other hand, this training should be continuous so that can keep their skills current. It is also important to seek opportunities to expand their skills in the short term, it could lead to long-term progress.

Set reasonable goals, and within a reasonable period of time

It is important to set attainable career goals. Often targets a management position. However, due to the current situation where many organizations are becoming flatter and reduce positions, may be very difficult to achieve that goal. It is therefore important to assess the reality that is living and then set the goal. Thus it is more reasonable.

Also, the targets must be met within a peremptory period as if, for example, to achieve a goal in a very short time or be given a long time, the person may end up frustrated and disillusioned.

Sometimes the final goal can be divided into miniobjetivos which may be more manageable and, in turn, can help take the steps necessary to reach the final.

Talk to people related to the career goal you want to achieve

It is important to establish professional relationships with people who hold the posts related to the work area that interests you and that can provide valuable suggestions on the job and what to do in it.

Investing time in yourself

Finally, it is important that the person not to neglect your professional image. This is particularly difficult when the person is unemployed for a long period of time.

However, it is important to follow a routine exercise, a balanced diet and a good wardrobe investment professional need not be expensive, but if practical and presentable.

Remember that you alone are responsible for your career and how far they want to go.

Probably direct many organizations and human resource managers have more than once asked the following question: how to ensure that all staff have maximum performance? What are the main characteristics of a worker with maximum performance? How could a typical worker to learn or acquire these characteristics?

According to several studies, it was determined that workers with high performance, regardless of profession or occupation engaged in, share a set of common characteristics and, thankfully, a normal worker can develop a maximum output emulating these shared features.

Here are the nine characteristics shared by all people who have a peak performance.

First feature: Strong orientation toward goals.
People with high performance is usually clear and defined goals set early in life (want to be filmmakers, writers, athletes, scientists, etc..) And all elements of their lives as directed toward that goal.

Perhaps the key to setting goals is to write, since it seems that in this way are met more easily. A study conducted among LongitudinaI Graduates from Yale University in 1947 found that students who were able to achieve their goals scored nine times more than those who did not.

It seems that the action of scoring goals makes us think clearly about where we are going and what activities we must do to achieve them.

Second feature: Constancy and persistence
People with high performance is not usually bow to defeat go ahead and continue to achieve its goal.

In history we see many persons who, despite illness and accidents, not dropped their wishes and continued to fight with perseverance to achieve his goal. A clear example was Detanico Roosevett Franklin, who, despite polio, became elected as President of the United States.

In a study in the United States where he met a large number of successful people. Many of them said they just got their greatest hits after suffering major failures. It seems that the failures allow people to gain valuable experience that allows you to fine tune the actions that lead them to success.

Third feature: interpersonal skills.
People at peak performance usually get along well with others allowing them, at any given time, get help and cooperation of others towards the achievement of the goal.

A study interviewed people who said very successful, mostly, that his accomplishments were due more to their interpersonal skills, knowledge and experience.

From there the importance of developing personal skills that will enable them, despite the different personalities that can exist around, getting along with everyone.

Fourth feature: The risk-
People usually run with high performance risks in order to break with the provisions allowing the positive results close to the goal.

However, it is important to note two aspects that relate to and [to success and risk is that regardless of the chances of success, whether an event is repeated with persistence and perseverance (second property) that probability is about 100 percent. The other aspect concerns the possibility of losing in the attempt and that people with high-performance carefully assessed the risk itself before taking it and only assume if they can live in the worst case scenario. Otherwise, do not risk.

Quinta feature: Time Management
Usually people with high yield, especially those who work in the business area, master to perfection the art of managing your time to devote every effort to reach your goal. However, to ensure that domain should be avoided wherever possible disruptions (meetings, visits and phone) which often is not easy.

A recent poll found that a large number of executives complain about wasting time equivalent to two months of each year in unnecessary meetings. Another study shows that is interrupted when a worker will require an average time of 15 minutes to return to maximum efficiency.

However, When should we wonder, then, attend to visitors and phone calls? In this sense, the important thing is to set a time in the day for these activities (many people prefer to be in the early hours of the morning) and try to keep this period to do so.

Sixth feature: Stress management
High Performance People confess that despite being constantly subjected to stressful situations to achieve their goals, maintain a well balanced diet, a medium that helps them relax and avoid the harmful effects of stress.

Examples of ways to help reduce e [stress are and [develop a daily exercise like walking, meditate, read, take a hot bath, etc.. The important thing is to do every day.

Seventh feature: Search Challenge
People maximum performance is not satisfied with what they have challenges they seek to approach their goals.

A study found that people with a greater degree of job satisfaction felt constantly challenged beyond their capabilities. Even many of them reported that they were afraid of being trapped in the comfort zone and that his biggest motivation to keep going was the feeling challenged.

Eighth feature: display of target
Many people reported that maximum performance envisioned in their minds to the smallest details about your particular goal. This technique helps the mind to create a mental map that tracks the same.

The display involves close your eyes and see ourselves doing activities that wish to run.

Ninth feature: Believing strongly in their cause.
To be a person of high performance that achieves its goals is logically necessary to believe in yourself and in the targets. If you do not believe in yourself you will most likely not be able to reach his goal because he will lack the energy to do so.

Many studies, especially at the University of Southern California, indicate that the common people that implement the characteristics described above, achieving a high performance finish which is a breakthrough in that area.

The organizations stem from a certain zero point of departure, also called, are created based on needs from society, are also inspired by the creative ideas of the founders or sometimes are created randomly.

The organizations have been dealing in recent years to focus on the organizational talent, it affords a greater value to their products or improve the value chain of integrated services.

But the talent of the organizations is the sum of individual talents that make it.

The talent in itself is a gift purchased by nature but at the same time is also something you can learn and absorb as a skill of the individual.

The question to be answered is originally Where does the talent of an organization? The founder or founders of a company at the time of the birth mark a target or direction to follow according to the talent, skills and cultural factors by each one of them.

You can understand then that the genes that comprise an organization are not employees or creators, but the very talent that began with the design of the new company.

The genetic factors companies create the culture of the same, are created by the talent, as well as by the abilities, skills and shared vision of its members, these variables have to be transmitted from person to person regardless of employee.

In this scenario it is understood that the named variables as genetic factors do not have to be mutated, but transmitted successfully, there must be a proper tool to determine the replacement of an individual, if it were a hierarchical position and here I want to stop to make a general analysis firms make decisions to choose a management position based on experience, profile and skills, but this is not sufficient only to decide correctly, but you have to select the talent shown so that the gene organization not mutated and the course is consistent with the organization.

The sources of talent are what an organization should focus competitive strategy of organizations without detracting from other theories or concepts of fashion business.

Never forget that talent is not the most important but it is all at once.

The treatment for some organizations to their employees is, for me, relatively easy to spot often. Just be very aware of how simple or face a problem of medium difficulty the employees of these companies. If you strive to find a solution useful, productive and resolve the crisis quickly charged to inform his superiors of course, we are dealing with an organization that fosters autonomy and talent among its people.

On the contrary, if the personnel freezes or claims that can not do anything because that is not competent or escape from their responsibilities, this is a castrating organization of human talent. Let me give some simple examples to illustrate how visible it is the initiative or lack of it for anyone willing to see it.

A couple of years ago, one of the offices of the largest private bank in Peru have in the city of Lima, I could see the low value given to the ideas. Must wait my turn to cash a check I realized that the sun, entering by the large glass door of the bank, could not see where the electronic screen shifts appeared numbered and windows allocated to them. After being attended asked if I could make a suggestion to the head of that subsidiary bank. Once in front of him I proposed to do to place an awning over the front door, which in addition to free customers from strong summer sun, customers would see the electronic screen and so the cash would not be calling out the numbers . The manager told me the most apathetic and cold `WELL, THANK` I’ve heard in my life. After two years, the bank branch has the same problem. Nobody seems to want to solve it. And in no way think the only good Samaritan calls made a suggestion on the matter.

In a small supermarket in an inner city had a very pleasant impression about how to solve a problem, and receive a superb service. Upon receipt of a coin gave me very bad feeling, I asked the cashier that I exchange it for another. Although it had closed its case and there was another customer with food that would cause the machine to be opened again, the girl ran to the nearest box, he asked a colleague to change the currency and brought me right away. Very good service, I thought. They have initiative, leave use and support each other.

Another day in Lima, one of the shops of the largest supermarket chain in Peru, which has just been sold to an outside group, I was just the opposite. When asked the cashier to change a coin I did not want, he said he would have to wait, which had closed the cash drawer. And folded her arms.

In another of its stores, another day in the confectionery section, I waited about fifteen minutes for two cups of soda and 100 grams of peanuts. I was the first customer in line. And there were three dependent or vending. One told me to tell, just then, at noon, the money from the till. Another had trouble even peanuts in one of his small scales. The third tried to flush more drink in the dispenser. At home, I remembered that one time I did something similar had happened and I had promised myself not to that section of the store. Of course, now I have sworn to keep my promise.
Why do these things? There is no single reason, of course. I will concentrate on matters relating to capacity or punish individual initiative of employees.

First, staff in these businesses is unfolding as it separated into watertight compartments and is the most basic training. As Drucker said, it is expected that the employee only obey and move things. Not be induced to use their discretion nor was he warns of contingencies. Moreover, currency creativity is prohibited. The initiative and improvisation in severely hierarchical organizations are taboo. There are given some leeway to unplanned situations.

From the standpoint of the employee, not a connection between everyday problems, the image of the company and its future in it. While the initiative is not encouraged, the worker does not see the benefit that could lead to his own original solutions to problems. The link between quick fix, original and effective to a problem suffered by a customer and loyalty that can wake up from that moment it is not perceived.

At these events, perhaps anecdotal, passes through a historical and sociological roots. In our environment, Peruvian and Latin America, dominated by distrust and prejudice. Lawrence Harrison said the U.S. 20 years ago that in countries where religious schools were run by such a prominent role, dissent or disagreement is synonymous with heresy. Our education system produces people for decades passive, conformist and dogmatic. Moreover, very young or nonconformity initiative we are blocked. On the other hand, is common among Peruvians still believe that if someone is smarter or business is an opportunist who seeks the position of your manager. On the other hand, a most surprising thing is that companies disclose relating to the four winds that invest huge amounts in training and their executives have impressive post-graduate.

When our countries signed several free trade agreements with USA, Asia and Europe we will have to enhance the selection and training of staff in our companies. But they should not only emphasized formal knowledge. Be identified and encouraged without fear creativity, initiative and autonomy. As Drucker says also in post-capitalist society: the cost in the XXI century for managers is to recruit people smarter than themselves.

Someone once told me the following story. In Japan, a company distributed to all employees a card with two instructions. The card should be used in case of an unforeseen problem. The first statement said: Use your own discretion. If this fails, go to the next instruction. The second statement read: Go to your boss. But if he is not available to return to the initial instruction.

We are all given a creative, a talent that we not only developed but used properly, while remaining in this physical plane.
We wonder, how much we’re using our talents, what prevents us from doing so, how can we use it properly according to our personal growth in all that we favor.

In the case of companies, organizations, has a number of people who are part and where there are talents that need to be activated in support not only to optimize outcomes favoring the company, but the growth of each person , giving the opportunity to properly use the talent you have.

Unfortunately, very little importance has been given to this, management has neglected the ways stimuli to be used in support of that talent is revealed.

Lourdes Maritza Perez about it, says that for companies in the new century, the capital is no longer the main resource, the active ingredient in today’s organizations is the human talent, also called “intellectual capital.” Tom Peters says: The talent has become the basis of productivity of the company.

Pilar Jericho, for his part expressed to be taken into account that talent is a resource that is scarce and, moreover, that although we all know that the talent in the most precious and scarce time in organizations, we do not manage it.

Let us briefly review what we are doing some companies today: “We manage the Human Resource”, however, when we use the term Human Resources is cataloging the person as an instrument, without taking into consideration that this is the principal, the which possesses skills and characteristics that give it life, movement and action to any organization.

The first step in this paradigm shift is to replace the term Human Resource Management Human Resource Management. Human Talent Management is a strategic approach aimed at steering for maximum value creation for shareholders, customers, professionals and society. It takes place through a series of measures aimed to have at all times the level of skills, commitment and action in obtaining the results needed to be competitive in the current environment and future. As we see this going far beyond the recruitment or training of an individual talent.

So, what is human talent management?: The ability of companies to attract, motivate, and develop loyalty to the most competent, capable, more committed and especially his ability to turn individual talent, through an exciting project in organizational skills.

Pilar Jericho in his book “Talent Management” defines the professional talent as a professional committed to putting into practice their abilities to obtain superior results in a certain environment and organization. ” In other words, is the raw material which constitutes the organizational skills.

According to the organization or the time there have been various types of talents. For example, there is a commercial talent, talent management, talent, leadership, technical talent, management talent. … And so depending on their roles, objectives and adding value to the organization. The author highlights a different kind of talent: the innovative and entrepreneurial. This is a cross-classification, “since any professional in their role can innovate.” Such professionals are, he adds, “those who bring more added value in the company.”

What would cause this? One could say about it, if we are concerned the Venezuelan business sector, its management, especially SMEs that: there is a lack of knowledge of the scope, proper handling of the talented people in favor of enabling skills, creativity conducive to all. Little attention on providing the means to that step to demonstrate talent, lack of recognition, little participation in decision making, integration of motivational incentives, low cohesion teams, low pay, lack of proactive leadership and participatory , inadequate communications between each other.

Of course, by presenting some of these causes, all result in the waste of that great human capita as the talent and lost the use of their potential benefits that large sabérsele management, manage, give rise to all.

Guidelines and concerns have to see how much human talent with companies, organizations and this leads to ask ourselves is being used? Have you taken into account? What is being done?.

The fact that according to our perception and direct contact with professionals working in the industries of the region, we determined through our chairs, especially organizational behavior, which is wasted talent, which was not able to motivate, to properly use towards optimizing results not only towards the stated objectives, but to make the company’s members feel comfortable in performing their duties, be allowed to properly use their talent, creativity.

The modern management is committed towards a conducive operational performance of its functions, to integrate better with your staff and consider ways of how to give way to activate the use of the talent of each member.

In the department of organizational behavior graduate program d quality management and productivity of Area Faces graduate of UC, it is emphasized that their participants are identified with a commitment to motivate staff so that will pass to those using their talent that favors the performance of their duties, allowing them to grow as professionals and contribute to the company as a development success.

It emphasizes motivational stimuli, considering tools for personal development, self-esteem, assertiveness, transactional analysis, training development, recognition, awards, among others, in order to pass to draw out the talent. Workshops are ongoing discussions about improvements on problems faced by listening and evaluating the proposals, taking into account the views.

Through these workshops are identified weaknesses, the scope, impact generated by the strategies used towards identifying weaknesses, strengths and start making the necessary corrections to allow the talent emerge in its full capacity.

Some comments

Carpio Solano, José Alberto comment that today is recognized talent or knowledge as human capital and this is as well that companies worldwide are including in their financial statements their intellectual capital. Despite the money factor is vital and it seems the most important, is only through people who make decisions about financial and material resources of a company. It is the human capital who can multiply the financial resources through their decisions. To compete in a globalized, highly competitive, to profound, accelerated and dynamics require a radical change in beliefs, customs and values of the company, where people must assume different roles and adopt a vision of greater openness and flexibility to change. To achieve this we must strive to obtain the commitment of human talent which will only be achieved if there is balance and justice business. The real treasure that can generate sustainable and competitive advantage to the company’s human talent.

Presents the most significant changes that have affected them over the past fifty years: the passage of physical force to the specialization of knowledge, from authoritarianism to participation, the transformations of political systems and government, global change, teamwork, commitment and social and ecological responsibility. It reviews the changes that take place in organizations that seek success from new philosophies and new approaches that conform to human groups from new and renovated, with updated knowledge and learning which is permanent. Review as the corporate culture varies and is unchanged and substantial changes both in culture and in organizational behavior. To achieve these changes, shows that it is also essential to the presence of leaders with new leadership styles and approaches, whose orientation to achieve effectiveness in people and business by an integrated approach and also obtain high productivity in the organization . Finally, in order that the companies retain their best employees indicates some recommendations as to take into account such as their integration, development, commitment and satisfaction.

Santiago Alvarez de Mon states in this regard, organizations are now so preoccupied with making money that they forget to foster talent. On the other hand, it is unfair to ask the company to something that affects us and concerns us only to us. Talent is a personal work, but to rely on the figure of a teacher to guide us and help us to discover and develop it greatly facilitates the process. These are the advantages of what I call friendly society. If a boss believes in you, lets you make wrong decisions, it becomes your partner in this adventure, in this rediscovery interior. The Argentine conductor Angel Mahler said that the talent has to do with pleasure, and that the real pleasure is to do what we like.

We add, considering that the company is obsessed with having the ability to succeed and, thus, gradually loses its magic. It’s not about being pessimistic, just realistic. The duty of each person is to look at reality, and from that moment, may be transformed plants. Of course there are companies and individuals who demonstrate their talent, because we need to express our ideas. Managerial talent is none other than the talent to manage talent. If a door is unsafe, mediocre, that talent overwhelmed. In the end, surrounded by mediocre mediocre.

There are too many clients, students, people with whom I speak, and my experience tells me that one thing is what else is said and what is done. But the trend is positive, what happens is that the continent has worked in both the verbal expression of ideas, it is now necessary to be critical of the content. We are beginning to realize that the company is the place where we spend more mental alertness. In that sense, I think there is a positive earthmoving. This is the germ of the company kinder, more empathetic, and more profitable.

Today, it is necessary that the tasks of good manager is to institutionalize the learning process, make a commitment to that talent does not feel stifled by bureaucracy. We need more energy, optimism must be educated.

Conclusion

Definitely, management must pay more attention to how to manage the talent you are looking for the best ways to improve the contribution of individuals to organizations.

You can not go unnoticed that in order to carry out its function, personnel departments need to meet multiple objectives that are sometimes conflicting. It is necessary to address social needs, organizational and personal. These objectives can be achieved by various staff activities, aimed at maintaining, using, evaluating and maintaining effective labor force, knowing the talent to properly use the organizations.

The human resource theory is obsolete and the theory of the person and the development of talent.

1. Introduction

There are two options in this area such as the following: human resources and talent development, so to have them develop personnel management approaches in a current context in which we make decisions, ie, these issues are important throughout the world according to the sources of law in each state, so in this study the same according to them, noting that the options are taken into account the person as a talent development or resource humans, making it clear that this is extreme options and in any case there may be intermediate or mixed positions, in this sense we hope to promote criticism and analysis of reality and is necessary to mention that we are the criteria that center around work more than fifty employees must be a psychologist to guide managers and workers, because it has warned that many opportunities to some of the first resist being trained to believe that training is only for the employees and workers but for the aforementioned, which we hope will soon be overcome, in a state in which there is little development of state institutions and companies, making it clear that in these issues needs to be done.

In this work we develop the theory of human resources and later the theory of development of the talents, so it is clear that properly can be used to study these issues in an environment in which there is little research and publications these themes, ie, it is important for social reality to study these issues and especially for the workplace, because thanks to those you can put an end to abuses and in any case know what are the options in business or know strengths and defects of every business organization. That is, these approaches or theories used for all workplace, regardless of the sector, activity, sex, economic status, religion, or other variations, in this sense we hope to encourage debate in order to achieve appropriate goals in a context of scarce resources, because without these tools is clear that we can be misled by people or sources of information that only refer to a single theory of the above, therefore the administration of personnel is common to speak of human resources, including some university educational institutions are highly specialized human resources department, making it clear that you do not have enough training because these concepts are retrograde and only lead to failure, ie, we must give way to new approaches to the doctrine, which almost is always more developed or advanced law or positive law.

2. THEORY OF HUMAN RESOURCES

When studying human resources is thought that the employer can treat workers the way he sees fit taking advantage of his role as chairman. Which goes against the company and against other operators. This approach is very old with who he thought the worker was an appeal and had to take advantage of it as they exploit everything that was possible, that she was not an action but was more like the financial resources and therefore it is clear that could be replaced, all of which have been completely out of place or context or out of date. Under this way of thinking forgets that the worker is a person to become a resource that would certainly have more character replaceable. In this perspective the employee is easily replaceable or fired as a result it is clear that becomes both a management tool which is valid for mistreating you, fire, ruin, shout, tainted, lacking respect, threaten, among other acts of abuse toward the worker. That is, they forget that the worker is a human being who has a family to maintain and in case of dismissal is clear that generate all a problem to him and his family because there will be a person who has one more problem to solve in life which is full of challenges or problems to overcome. Even there are many workers from fear of being fired to avoid having children have no further problems, because it is more difficult for unemployed when you have family to support so it is clear that this theory must be discarded or replaced or superseded by the theory of development of the talents.

According to this theory takes advantage of his role as chairman to mistreat workers with wage reductions and Elmina, vacations, bonuses, compensation for length of service, employee benefits, among others, that is, only a psychiatrist can study and understand includes managers who apply this theory which causes great harm to work, especially since the Peruvian Constitution of 1993 provides that everyone is entitled to it. Therefore we expect that to avoid this way of thinking is engaged in any workplace with more than fifty employees at least one psychologist to care for managers who use this theory in his work, which causes concern on why the inspectors the Ministry of Labour do not fight, that is, look that way of thinking disappears and in any case remember that in my studies of negotiation strategies at the University of the Pacific was taught to think that the directors had the right to be abusive with managers, which only suggests that under this theme a lot to study and also of course to spread.

3. THEORY OF DEVELOPMENT OF TALENTS

The talent development is a novelty in the doctrine by which we should consider what skills the worker as well as their talents in order to make or to make it more productive to the company and all economic agents. This orientation in the doctrine is used in the administration recently and is very important to achieve great goals for the company as it acts as a whole together with employers and workers. According to this new trend is to evaluate the worker as a person, in this sense it is clear that it should be noted that the company should be useful to them, for which successful policy measures should be used, for example is not possible to reduce holiday workers, nor fail to pay their wages, holidays, overtime, compensation for length of service, including employment benefits for workers, that is, with this new trend rises to worker category as it is not treated as an action or something replaceable but as something very important. This new trend is beginning to listen to news for more than ten years in Peruvian law, by which is very important to the study and dissemination to improve personnel management. Currently listening to a lot of corporate social responsibility and corporate governance, making it clear that constitute these elements to take into account that the person should not be abused but must occur in an ethical and as a businessman ordered by which is clearly can not take advantage of workers because it can be this attitude shakedown overflows through legal proceedings against the company for property damage, illegitimate and punitive damages, all of which goes against the company and also of course against workers. And in any case these future judicial proceedings are not reflected in the financial statements.

4. WORKER PERSON AS

The new orientation that sees the worker as a resource but as a person sees himself as a talent pool that is important to develop them so instead of doing the job unbearable it must first be something bearable, for which should be trained to managers not to mistake or confuse their role so that it becomes a cell to work because there are so specialized centers to address the pathologies of managers such as disorders such as character and personality. According to this new way of thinking is to see something different in each worker, ie a person address to which you must give everything to succeed, such as wages, holidays, compensation for length of service, employee benefits, overtime pay, utilities, among others, so be aware that the manager meets the counter to pay these concepts to employees, as otherwise liability is incurred. However, the job not only have these rights but is also entitled to a good working environment, making it clear that the Peruvian constitutional law is long overdue in this area of labor law, in that sense waiting for the entry correspondin
g 1993 Peruvian Constitution.

5. Abuse INCENTIVES FOR EMPLOYEES IN THE PERUVIAN LAW

On the right there is a poor Peruvian labor laws, which allowed the mistreatment of workers, in this sense we must place on record that it encourages the mistreatment of workers in the Peruvian law, all of which should be the subject of serious studies on effect of causing more damage to the work environment within this country. We have not heard that the judiciary nor the prosecution nor the ministry of labor are in favor of claims of workers in the Peruvian law, all of which suggests that workers’ rights needs to be done in Peruvian law, in which labor laws is poor as the doctrine and jurisprudence, and even suggest that the executions be abused workers.

In public records and the judiciary has warned that there are many incentives for mistreating workers and non-payment of wages, holidays, cts, inter alia, without prejudice to the work environment getting worse. Therefore we expect a timely and forceful statement of the Minister of Labour, to end these problems that cause so much damage to Peruvian law.

6. Outrages against WORKERS

In the Peruvian law it has become customary that all abuse of workers but not only on small scales, but also in constitutional venue eg the constitutional court has ruled that certain labor claims must be channeled through the contentious administrative and not by way of defense, which has been adopted because it downloads the work of that tribunal, therefore we hope that such resolutions are not issued because they go against the market in which it warns that all the outrages against workers not only employers but also the constitutional court which is not alternative but to submit a complaint to prosecutors and to Congress of the republic, in such cases to stop these partial and the supreme interpreter of the Constitution. But it is clear that employers and public ministry like the Ministry of Labour also be biased and trampled rights of workers against which we are concerned.

7. TOWARDS A MORE SUCCESSFUL LABOR POLICY IN THE PERUVIAN LAW

In the Peruvian state there is an ill-advised labor policy which has led to throw overboard won labor rights and in this sense we expect the adoption of a more successful policies related to the Peruvian state because this allows people prepared stay in it and not go to other countries to work in which to respect for labor rights recognized in international instruments.

8. Peruvian pension LAW

In the Peruvian state must reopen the regime of Decree Law 20530, that the decree law 19 990 is abuse against workers, and we expect that there are dissertations in which to study this problem because pensions 800 soles can not live and in any case the worker is a person, not a resource. That is, there is an abuse and manifest intention of the government against the workers which are regarded as machines for which they are not to spend but only demands, in this sense we hope to reopen the decree law in which 20 530 all workers are included. But there is another major problem as is the existence of the AFP and we expect the immediate abrogation of the rules relating to them and to eliminate those mentioned in the Peruvian state because otherwise infringe upon the person with pension of 50 new soles.

9. THE MINISTRY OF LABOR DOES NOT STATE ANYTHING IN THE PERUVIAN TRY TO AVOID FOR WORKERS AS A HUMAN RESOURCES

The ministry of work does nothing to prevent the Peruvian state to treat workers as human resources, which is necessary to change the policy of government to compel it to take appropriate measures to guide workers in the sense that you should not try to stop abuse or human resources, and employers not to treat workers as human resources, ie, in this problem we are all committed, so we hope to solve these problems through measures sound, such as ministry officials alluded to validate training in each workplace, both employers and employees so they do not consider the latter as human resources and this causes discomfort to all or misunderstanding, because it would imply a decline in the development of law.

For example could be trained at all in the sense that labor rights are inalienable and that eventually need to play other rights such as the right to a good working atmosphere in the workplace, that is, from time to time appear developments which corresponds to enshrine in the law in Peru and abroad to keep up with emerging trends in labor law, which holds recently that the worker should be considered as a person and not as a resource or human resources. Where do nothing the said ministry because the worker is not considered as a resource is clear that would not fulfilling its function, causing discomfort to many workers, that is, this is your function so it is clear if not stick to it no other public institution that will meet these objectives.

10. The failure to regard work as a human resource MUST BE INCLUDED IN THE RIGHT POSITIVE

The failure to consider the worker as a human resource must be contained in the positive law as to be considered the same as a person but in the constitution to make you easier to have legal protection in the Peruvian state in which we are used to violate the rights, ie it is a very interesting topic for us, and we expect its early legislative consecration such legislation to the Constitutional Court to fulfill its role as supreme interpreter of the Constitution, is Thus, this problem must have legal remedies, however, we must place on record that until that happens we need to investigate because the doctrine or case law nor custom nor enforceable all Peruvian solve this problem with statements favorable or appropriate books, in that sense we hope that these problems have appropriate solutions in the Peruvian law in which workers are treated as human resources and not as people, causing much damage to the Peruvian state.

11. HUMAN RESOURCES VALUABLE

Some authors take into account the worker as a valuable human resource which should be the company to develop and ensure continuous improvement, ie, the position is divided into the doctrine, which for some should not be considered to resources and other employees as needed or argue that if workers can be seen as resources but with the valuable feature, in this sense we can say that this issue is debated in the doctrine, which we assume the position in the sense the worker will not consider as a resource but as a person, because when it is taken into account as a resource is clear that there is a risk to underestimate because it is a resource and not a person with strengths and weaknesses. There are however, other writers who consider the employee simply as a resource, without taking into account both as a person, ie, these theories are irreconcilable positions or making it clear that warrants the implementation of the relevant Researches to disseminate and study these issues that cause so much interest to personnel management.

Valuable human resources are distinguished from simple human resources that the former believe in a better way to work, while the latter consider the worker as a nut tighten screw or more within the company, which in case of failure must be replaced in this order of ideas is clear that neither position is adequate, so both must be discarded. But it is necessary to mention that the position of considering the worker as a valuable human resource is clear that it sees the best prospects for development towards the worker concerned. Others believe that among the workers there are some that are valuable human resources as opposed to others who are not valuable, for example by his stay in business, master’s and doctoral graduates. Magisters, doctors, national publications and foreign language courses, majors, graduates with relevant published works runs, among other things that make them see how valuable human resources, that is, with this position we do not agree, but should see the worker as a person and not as a resource. However, it is clear that it is less worse than
the other so these issues should be the subject of careful studies on the part of writers not to fall into errors that cause damage to workers.

12. CONTRIBUTORS

For some workers are considered as partners, making it clear that although this theory is not the worker as a person it is also true that looks more or less appropriate to it, so it should be studied as A current trend in this regard we hope that it will spend plenty of studies, but of course not forgetting the theory to consider the worker as a person. That is, the theory of considering the worker as an employee is necessary to mention that the worker sees a partner with which it must ally to have strong earnings in the company.

13. THEORIES APPLICABLE ONLY TO THE COMPANY OR ALL INSTITUTIONS

The companies are the profits that should have making it clear that for some, these are outside of these theories, because the same would be more appropriate for public institutions in which there is no danger of exiting the market or loss which facilitate economic see the worker as a person and not as a human resource. These theories are applicable only for some firms, so we have to acknowledge that apply not only to themselves but to all institutions in general, in this sense we expect its distribution in the Peruvian state in this regard to ensure that work is seen as a means of realizing the aspirations and not a punishment which takes too much effort we make. That is, all the institutions in general, large or small, public or private companies or eirl, cooperatives or associations, must take into account the worker not as a resource but quite the opposite, ie a person must see to which must be treated as what it is and not as a mere resource. However, many institutions have warned that mistreat workers causing concern to everyone except employers, making it clear that it must change the thinking of the same, with ongoing training aimed at assessing the worker, to avoid being seen as a resource but as a person.

14. ALLEGEDLY HAVE THE CHIEF REASON

In pratica leaders take the necessary measures to enforce his opinion, making it clear that they endeavor to take into account the worker as a resource and not as a person, ie worker abuse usually cuts pay, elimination of holidays, non-payment of salaries and other benefits labor economist, raised his voice, dismiss, dismissal threats, among others. So in the Peruvian state needed to properly select leaders not to abuse their charges against the workers. However, this does not seem an easy task as almost always the leaders in positions of favor and it does not require any training, has even warned that many bosses do not have expertise in major universities and in other cases not even academic profession . Which makes us think that we must end this problem for the benefit of the workplace. Managers who treat employees as people are the exception, so it seems that lack of training and fitness for the job, because not only mistreat workers but also cling to office, because with the poor preparation it is clear they can not get another job anywhere. However, it has warned that the ministry of labor is silent on this issue, causing ongoing concern, or is that labor ministers are not up to the job.

15. THE MINISTER ADVOCATES ARE NOT WORKING

The Minister of Labour is the representative of the ministry of labor, making it clear that it must rule on this issue exists in the Peruvian state as the same are incurred in the mistake of treating the worker as a resource and not as a person. However, it warned that it does not appear due to lack of knowledge of new trends in employment law or perhaps because they are not up to the office. That is, for the minister of this sector is very convenient to look the other way address this enormous problem, thus leaving the way for unions and workers do what they can to enforce the rights of workers. Labor Minister must act against these problems because otherwise lost credibility by the operator. It has even been warned that when workers supported it takes as a sign of weakness, therefore needs to be done in the Peruvian law.

16. CONCLUSIONS

After the topic in reference to formulate conclusions as follows:

1) The theory of human resources is obsolete and the theory of the person and the development of talent.

2) The theory to be applied at the moment is the theory that considers the worker as a person. That is, according to this theory the worker is the highest function of society and why it should care. Because otherwise you lose your self-esteem that we care a broad way that belong to a family and the same is the cornerstone of society.

3) Peruvian law in almost all places of work only to personal abuse on the part of managers and owners of businesses which we are concerned.

4) The Peruvian Constitution has a misguided regulation on the rights of workers.

5) Peruvian law will encourage the mistreatment of workers especially in the workplace (it is also ill-treated workers in the prosecution because prosecutors refused to submit a complaint on the grounds that the problem can be taken to that constitutionally autonomous institution, and are abused in the ministry of labor by the holder of that statement does not make the corresponding statements in favor of workers) but not only when they work but also after they have completed the tasks of worker, because it is impossible not to pay benefits that are labor economists as a result of the employment relationship.

6) Poverty in Peru has been caused by those in power who have neither had suitable preparation for governing. That is, the Peruvian political class should be replaced by skilled professional class, which has many achievements to reach the Peruvian state.

7) The working environment in the Peruvian law is deficient, so many workers lose time looking for a new job, there being a problem of negotiation in the workplace because employers obviously abuses against workers using the same, and in any case this should be the subject of study for pre-contractual civil liability and criminal pre. That is, employers must not take advantage of its dominant position against the workers. Because to do so the country falls in underdevelopment and lost values, which are also a source of law.

The head of the existence of an enabling environment in all workplaces is the President of the Republic because for many purposes is the representative of the nation, so we have to acknowledge that their participation has been noted for of workers, but quite the opposite, because the Peruvian government abused eg judges and prosecutors every seven years ratifications which serves to intimidate them to issue all its resolutions in favor of the incumbent government. And even discourages fuzzy control by the Peruvian judiciary, since in such cases is set to be raising the case to the supreme court and we expect the relevant legislative amendment. That is, these rules can not be understood or should apply because they go against the Peruvian Constitution of 1993.

9) The modal hiring cause much problems for workers in the Peruvian law, and therefore should be subject to consideration by the parliament and constitutional court in the relevant field of action of amparo in the case of the latter.

17. HOME

Having developed the subject in words and formulate conclusions and raised suggestions on the following terms:

1) should be discouraged to use the theory of human resources.

2) should encourage the use of the theory of development of the talents and see the worker as a person.

3) In the workplace should not be mistreating workers.

4) positive law and other parts or elements of the right must be noted that the worker is the supreme end of society and their rights can not merely misguided policy measures that cause damage to the Peruvian state.

5) In the workplace should not be c
ut workers rights because in such cases is an abuse against the person, which is the supreme end of society.

6) You must create more jobs so that work not only holds an elite, but on the contrary, that the rule is that everyone work and not as now it is the exception to the Peruvian law.

7) The rulers must strive to increase jobs within the Peruvian state, since that is their job and for this state are paid. However, it has warned that do the opposite dedicating to appear on television only in stories or cartoons that many opportunities never ending approach telenovela stories, which is followed by some lazy out of work and no known occupation, ie , has warned that many people in the Peruvian state will follow the political game to follow closely their stories dial to keep up with the news. Which energetically reject.

18. LEGISLATIVE PROPOSALS

After having developed the theme in mention and have drawn conclusions and suggestions and formulate legislative proposals add to this work, which will serve to polish the enormous hardships of Peruvian law, these being not only of positive law in Peru, but also other sources of law among which the case law, enforceable and doctrine, including:

1) must be included many of the rights of workers in the Peruvian Constitution of 1993.

2) A law adopted in Peruvian law on corporate social responsibility and corporate business.

3) Another standard that we hope will be repealed is hiring modal Peruvian positive law, because it is against the constitution which enshrines the right against arbitrary dismissal, in that sense, the Peruvian Constitutional Court little or nothing has been duly earned by that right of workers, ie has not been strong for example having to refer back to the prosecutor and the ministry of labor to the penalties that may apply sanctions under Peruvian law. That is, in Peruvian law needs to be done and even the court specified uses many fanciful interpretations that only serve to distort the seat won rights and constitutional, and we expect that the National Judicial Council to select members of the Constitutional Court .

4) constitution should be amended so that it is established that the worker is the supreme end of society.

5) A more severe regime of sanctions against establishments which violate the employee and hence against work, and that it is a right that deserves protection in any civilized society.

6) There should be more consistent mechanisms to Peruvian reality working to collect economic benefit since many abuse their workplaces as employers to not pay these concepts to their employees or former employees. And even these problems exist in state institutions such as the judiciary and public records.

7) should be concluded new international agreements on the worker as a person and not as human resource. All this would change the mindset of employers.