Framed in a world of increasing globalization, competition in business is becoming more complex, leading firms to use a lot of techniques and strategies that since reducing costs to the total reengineering of processes, without However, regardless of the complexity or novelty of the measures, all have one common factor: people need to succeed.
Based on the definition of Human Capital Management as “the set of techniques used for members of the organization contribute to the achievement of its objectives”, we see that it is essential to have proper management of human capital to achieve Success for Small and Medium Enterprises.
Considering these two situations, SMEs need people willing to work together to give the performance goals of the workplace rather than simply “doing what the boss asks,” or what the worker thinks is right “is this reason that workers need more “friends.”
Despite the importance of understanding the tie between the employee and the organization on the primary criteria for achieving the goals necessary for the success of it, in reality if you ask separately for workers and their immediate supervisors or managers to worse , notice that the main problem lies in the differences between what the employee thinks is expected of him and what the company actually expects it.
But How can the employee and company walk the same direction? Of course there are ways and ways to explain it, but then I would share a short “guide” (it would be unrealistic to try to raise the whole process in the following lines) that its results I found it more effective in small and Business in which I had the pleasure of working.
The first step is to establish objectives for the Administration of Human Capital.
It is vital to have a goal towards which lead to human capital, the small size that no one department or a person responsible for Human Capital Management are not exempt from this, on the contrary, in setting them of the objectives becomes more important to prevent the development of the daily operations of the SME or entropy or diverted nulifiquen activities to Manage Human Capital in the desired direction. When setting goals (or revise them if they already have them) I suggest taking into account:
The objectives relating to management of human capital should be in accordance with the objectives and strategies of the company, must be measurable and, last but not least, to respond to the four “internal customers” Human Capital: The owner of the company, heads of area employees and the society in which the SMEs.
Once the objectives it is important to define what the powers that be have my staff work to develop properly.
On how many occasions our staff have underused as a result has given us a waiver because the work does not meet your professional expectations? How many times do we realize that the operations of the SMEs are weak due to the work entrusted to our partners exceed their abilities? The causes? Ranging from accidental as if the person who is assigned to a post for a temporary disability and stays there until the structural causes resulting from the absence of an analysis and job description. The purpose in defining the skills required to perform the job, if staff is to compare with that account, there really is ideal for the job entrusted. If not and the solutions range from training our employees in those skills needed to effectively carry out the work to a relocating them. This definition of the appropriate skills will also be of vital importance to identify qualified personnel for future promotions and recruitment. The purpose of this process is “the ideal person to take on the ideal job.”
The next step is to define the process used to recruit collaborators. Take note that the recruitment process is in most cases the first contact with a partner with your company so you will depend on what image of the candidates receive the same as in part the result of this type collaborators who approach and attitude towards them your business. Needless to say the importance of image and information about companies that have people who are responsible for establishing the first contact with the candidate (recruiters, security guards, etc.)..
If your desire is to attract more suitable partners for the company, it is obvious that to achieve this it is necessary to have a recruitment program suitable to the requirements of the enterprise rather than a “traditional”, it is advisable to respond to What kinds of questions employees are really suitable for my business? Where are they? What is the best way to get your attention? My compensation scheme is consistent with what the job market is paying, “you’ll be amazed to realize that in most cases account for an effective recruitment more creativity that time or budget (bags free online jobs, schools, newspapers and government agencies as well as the recommendations with colleagues and partners are just some of the many options).
Like recruitment, the selection process should be appropriate to the requirements of the company again and refer to this process, with proper planning, should not be costly. The job interviews, job skills tests, medical examinations (respecting ethics and avoiding discrimination), and checking references are essential components of any selection process is simple but complete.
While it is understandable that an SME lacks a dedicated person to make the selection process, there are options such as enabling a person of trust to have the capacity to develop a job, another highly recommended option is to recruit providers services for, paying them by event, to conduct the reference checks, medical examination, etc..
I remember the case of a colleague to verify that candidates have the physical capacity that is required for the position were asked to make a series of 10 push-ups and 10 sit-ups saying “If you have any bad injuries or pressure will not be able to do so my question is Perhaps this test is a cost effective? As mentioned above account for a more effective selection creativity as the budget.
It is important that when a new employee is integrated into the organization from day one with all legal requirements, an employment contract (in case of an individual), high in the IMSS and the documentation that may result of work performed (Internal Working Rules, receipt of tools, etc.) It is advisable to request that a lawyer will do a competent job “audit” to the recruitment processes of the company, which, though an investment may be a determining factor in cost avoidance by labor demands.
I hope that the recommendations I have presented so far will be useful, I invite you to read the second part on the suggestions which I will use once the employee has joined the organization.
In the first part of this article presents some suggestions for setting objectives in the Management of Human Capital and the process of recruitment of staff, then brindaré useful suggestions to ensure that workers already employed to become partners.
Once you have hired the right person the next step is the induction, we take into account that the main purpose of induction is to maintain the optimism that comes with the partner on his first day working at all times to assist the company. Additional to this, in my opinion, the induction is a determinant factor to ensure that company and employee working in the same direction. To accomplish this I suggest dividing the induction process into three stages: primary, secondary and recycled.
With regard to the primary induction recommend structured in two phases: induction to the company or “traditional” functional and induction.
Induction to the company is one in which topics such as history, mission, customers, products, and all the relevant information of the organization, explanation and tour of the facilities as well as those of general labor. The best person to give this induction is responsible for human capital or, in the absence of this post, who made the selection process.
With regard to the induction functional address issues I recommend that the new employee needs to perform its work properly, such as the detailed description of the work to make (time, forms, etc..), The level of contribution to the success of its work the company, at what level or share of work “is productive (the equilibrium point), your coworkers, how to evaluate their performance, behavior is expected of them and what actions to avoid. The best person to give that induction is the immediate boss.
The end of these two phases is highly desirable material to be delivered with a summary of the information provided in the induction of business and functional (on the understanding that such material does not replace the process of induction) and clarify any questions or concerns.
Unfortunately, it’s often because of workload and even doubts about the importance of induction, is omitted or delayed this process, given the above I want to emphasize the impact of it to shorten the learning curve of new employee .
With regard to the secondary induction we recommend is implemented after a careful adaptation of the time collaborator (60, 90 days), the purpose of this process is to verify that what is learned in primary induction has been understood and applied in daily work and correct those deviations that have been able to raise. It is recommended that at this stage and individually structured based on questions such as What is the main function of your job within the company? How does your work with business success? etc.
The third phase of induction or retraining aims to verify the validity of what they learned in previous phases, and to correct disorders opportunity to partner to provide suggestions to improve your work, or the company in general. The time recommended to implement this stage of induction is that every time a worker meets a year in the company.
While the partners acquire quality presents a challenge, keeping within the company and an adequate level of productivity can be challenging or even greater than the uptake. How do we get? Keeping our employees motivated. Consider that when a person comes to work in an SME is more likely to stay in it that he likes how it feels to be part of it that the opportunities for professional development or increase of salary to which they can aspire in the future because by their nature SMEs are disadvantaged in these two areas with large companies.
Nothing will implement campaigns and economic incentives if the employee is not motivated. But how to achieve an effective motivation? You must create a company culture of self: it is important that the person responsible for managing the Human Capital and the leaders guide and support the immediate partner to find what motivates you to be in that job. The best way is to find motivation at three levels: extrinsic, intrinsic and transcendent.
The extrinsic level is one that occurs when the partner gets what he likes to perform such work, an example might be the case for the teacher who loves his work at the recognition it receives from parents is not recommended that the only extrinsic motivation is money and that once there is a greater opportunity to pay without hesitation that the employee will work.
The next level is the motivation level Inherent which occurs when the employee performs his work simply because they like to do this activity. One example is the case of the same teacher who teaches because he enjoys working with children or seller outsider who likes his job for the opportunity to travel can you imagine what would happen if the teacher is assigned an administrative job with no contact with children or seller will be transferred outside the area of telemarketing?
The third level, and recommended, is where the employee is motivated to transcendent, that is when you make that work for the benefits it expects to achieve in the future. For example I can cite the teacher who sees his work contributing to the country be better thanks to his teaching or the worker who hopes to give a better future for his family.
Within the same scheme of reasoning is important to consider a development plan for the partner. Although an SME may lack growth opportunities in the organization, this does not limit the possibility of new knowledge, challenges, or the continuation of his personal or professional.
Finally in terms of motivation, it is important to monitor that no desmotivantes as an excellent plan and self-development may be canceled or overshadowed by them. Consider that the three causes for which an employee does not perform its work are: because you do not know (is solved with training), because it can not (because someone or something prevents it or because it lacks what is necessary to do so) or simply because do not want, here is where the importance of motivation.
While the employee is aware that its development (work, personal, etc.) goes hand in hand with the business motivation for good performance will be enhanced.
After reading the suggestions above are probably asking now is how to respond appropriately to the staff if you do not have an HR department in my SME?
The good news is that there are various options is the best? Simple: the one that best suits the size and operations of SMEs. Within the more practical options can recommend:
Maquila Recruitment: This consists of asking a company that provides human resource candidates for the position desired. In this mode the selection process borne by the employer.
Maquila Personnel Selection consists in applying to a company human resources in addition to seeking candidates for the position you want to apply the selection process. In this mode the recruitment and induction borne by the employer.
Maquila payroll This option involves the recruitment of a third party to carry out everything needed to process payroll (calculations, printing of receipts and deposits in the IMSS and IFONAVIT and bank accounts). Which reduces the possibility of labor problems for errors or misunderstandings on the payroll, remember that “clear accounts, long friendships.”
Subcontract staffing consists in asking a third party who is responsible for recruitment, selection and recruitment of staff.
Outsourcing consists of hiring a company with the aim of which is a complete an activity, which is not part of the core business of the company. In this case the supplier is responsible for legal work with the authorities (a very common example is the hiring of companies that are responsible for security or cleaning).
Hiring a person responsible for this activity: As its name to this question re a person who has the knowledge necessary to carry out the administration of Human Capital. Depending on the size of the company this person can work full or part time.
Payment equal to one expert. This option involves the recruitment services is a “free lancer” to take charge of the processes related to human capital need not be direct employees of the company (similar to hiring an outside accountant to lead us accounting)
Regardless of the method with which manages its human capital (outsourcing, maquila payroll, etc.). It is important to avoid the distinctions in treatment (except those required by law) between employees and contractors “and that regardless of where they come from the same or not they contribute to the achievements of your company.
While at first glance the suggestions above may in some cases represent a cost, you can be sure that, for the benefits, such as avoiding the rotation, expenses claims, disability, absenteeism and increased productivity, to mention a few, rather than an expense account for an investment.
As a final recommendation is the importance of expert advice in the area (not sellers) before undertaking any of these actions, because while there are chambers, associations, enterprises and service providers with an excellent career, there are also improvised whose results are very be desired.