People management

Then: People = Cost

Now: People = Resource

• It is the deliberate use by the company of human resources to maintain an advantage over its competitors in the market.

• It is about defining the general approach an organization will take to ensure the effective use of its people to achieve its mission.

• The human resources strategy must consider a series of internal and external demands on the company.

• Human Being

  • Match between the person and the organization

  • Ethics and social responsibility

  • Productivity

  • Power delegation (empowerment)

  • Brain drain

  • Job insecurity

• Organization

  • Strategic positioning: cost or differentiation

  • Decentralization

  • Downsizing

  • Restructuring

  • Self-directed work teams

  • The growth of small businesses

  • Organizational culture technology

  • Outsourcing

• Market

  • Speed of changes

  • TIC

  • Workforce diversity

  • Globalization

  • Legislation

  • Work-life balance

  • Growth of the services sector and lack of qualified employees

coherence or compatibility with other important aspects of the organization, such as corporate strategy

• The greater its fit with the overall strategies of the organization.

• Greater the harmony with the company’s environment.

• Better consider the unique characteristics of the organization.

• Take better advantage of the company’s distinctive competencies.

• The more coherent the human resources strategies are with each other, that is, the more they reinforce each other.

• Promotion of proactive behaviour versus reactive.

• Explicit communication of the company’s objectives.

• Stimulation of critical thinking and continuous evolution.

• Identification of differences between the current situation and the future.

• Promotion of the participation of line managers.

• Identification of the opportunities and limitations of HR.

• Creation of common links.

• centralized: It has its own department, at the same level as the departments of other areas of the company (finance, marketing, production, R&D, etc.)

• mixed: some HR functions are centralized, and others are not

• decentralized: There is no department of HR, middle managers are responsible for HR functions for the employees they manage

• The processes of affection:

  • recruitment, selection, hiring

  • subtractive processes, disaffection

• The policy of compensation, renumeration or reward

• The evaluation or valuation of people

• The training policy

• Other areas:

  • Personeel management

  • Labour relations

  • Occupational health and safety

Set of patterns composed of characteristics underlying the person (knowledge, skills, dispositions, conducts, etc.) that allow the individual achieve effective or superior performance in an activity or job.

• Generic or specific

• Treshold or differentiatiors

• Current or potential

• Match between the worker and the position

• Excellent performance and not merely satisfactory

—> Competencies are individual (intrinsic)

—> Competencies can be developed

—> They serve to establish a common language throughout the company

—> There are dictionaries of competencies in which competencies are defined, the level of acquisition of competence is specified, and specific indicators or associated behaviors are listed to measure their scope.

• acquisition

• estimulation

• development

1. Job organisation —> anaylsis and job description

2. Onboarding management —> recruitment and selection

3. Development management —> performance evaluation and carreer design

• tasks

• responsibilities

• duties

• competencies

• knowledge

• skills

The analysis of the position (AP) from a systematic collection of the relevant information of each position. Also called Task Analysis or Job Analysis. It’s an objective process because it considers the job, not the employee.

The job description (JD) establishes in a detailed, structured, orderly and systematic way what is the scope and responsibility of each position, defining its tasks, responsibilities and duties. In short, it answers the questions:

• What does the worker do? Why?

• How and with what?

• Where and when?

• What does it entail?

The job specifications (JE) set out the competences that the person holding the post must have (intellectual and physical requirements, aptitudes, attitudes, qualifications, experience, etc.) and working conditions.

• Questionnaires

• Observation

• Interview

• Group interview

• Meeting of experts

• Employee Registration

• Work diaries

• Combination of the above methods

1. Establish the objectives of the realization of an AP and its corresponding planning (plan and work schedule)

2. Determine what data to collect, how to do it, and how the information will be used.

3. Review important basic information (organizational chart, process charts and job descriptions, etc.)

4. Select representative positions. It may be necessary to analyze many similar positions, in which case, analyzing a representative sample is sufficient.

5. Analyze the position by gathering data on work activities, the required behaviours of employees, working conditions, characteristics and human skills necessary for thee position, etc.

6. Verify AP information with the employee performing the work and the immediate supervisor

7. Prepare the final document: the job description and specification

1. What tasks are performed? What is its frequency (daily, periodic, punctual)?

2. What tools, equipment or materials are used? What is its frequency of use?

3. What rules or laws must be complied with in this job?

4. What are the duties and responsibilities of the position?

5. With whom does the worker relate to carry out his tasks? Who are the senior and subordinate positions?

6. What information must be handled to get the job done? Are instructions received? How often? How provides the information (information system, superior, colleagues, etc.)?

7. What are the outputs of the job?

8. If a mistake is made in the position, who does it affect? What is its severity level?

9. Under what conditions (environmental, health, psychological) is the work carried out? Occupational hazards.

10. Are there performance standards? In what tasks? What values should be achieved?

11. What competencies (knowledge, experience, skills, physical characteristics, personality traits, aptitudes or attritudes) are necessary to perform that work? What level is necessary to have for each of them?

1. What is a xy? …

2. xy duties and responsibilities include: …

3. What does a xy do? …

4. Responsibilities

5. Requirements and skills

1. Recruitment —> set of policies and practices that aim to attract potentially qualified candidates capable of holding positions within an organization.

2. Selection —> selection and application of the necessary instruments to properly choose candidates

3. Onboarding and socialization or induction —> policies and practices aimed at properly receiving people and accompanying them in their first steps in the position and their environment

1. Detect vacancies or new positions

2. Describe the position and profile of the person needed

3. Decide the type of recruitment:

   1. Internal —> the person needed is in the organization

   2. External —> If it is necessary to resort to the outside to find the right person

   3. Mixed —> both are combined

• Internet and social networks

  • Source increasingly used, both by recruiters and candidates. For example, Linkedin.

    • Advantages: low cost, speed, ability to offer a large amount of information and possibility of segmentation (if ads are placed on parceled websites)

    • Disadvantages: massive access to information and difficulty in introducing restrictions

• Recruitment specialized companies and headhunting

  • Generalist recruitment companies —> link between the vacancies of their clients (companies looking for candidates) and the candidates

  • Management level recruitment companies (headhunters) —> they only hire certain roles, usually important positions of a company, hence the target group are managers, executives and directors

• Temporary employment agencies (TEA’s)

  • “lend” staff to a company that wants to fill a vacancy for a certain period of time. They are the ones who hire the workers and make them available to other companies

• Educational institutions

  • Universities, technical schools or other academic institutions have candidates with a medium-high qualification who can be good candidates to cover certain profiles —> interships in companies

• Other associations

  • For example: trade unions or professional associations

• Referrals

  • Employees recommend potential candidates and in return some companies reward them for providing valid candidates. It is a fasteer way to have candidates, in addition, the candidate usually knows the organization and usually has a profile that adapts well to the profile sought since the employees know the personeel needs of the company.

1. Preselection: A first screening is carried out among all the candidates for the position.

2. Selection: Once the company has an adequate and operational number, the candidates are evaluated to know if they have the necessary characteristics for the position.

3. Final Decision: With the information obtained in the selection phase, the requirements of the position and the characteristics of the candidates to choose one of them are comparatively evaluated.

1. Define the appropriate tests

2. Assign an order or sequence of the tests (if the tests are eliminatory, if they are carried out to all the aspirants, etc…)

3. Gathering the information in a report for each candidate

4. Decision making —> The candidate

• Psychotechnical tests

• Specific knowledge tests

• Group dynamics: psychological assessment technique used in personnel selection that places cadidates in interaction in order to produce observable behaviours conductive to the assessment of attitudinal traits necessary for the position

• Professional tests: simulate the real working conditions of a gives position. Not only the resolution of the test is evaluated, but also the time and procedure followed

• Business games and management simulations: simplified representation of the business reality or the position in which the qualities of the individual are evaluated to make decisions, information management, face complex situations

• Resolution of cases and assumptions: candidates must solve a case (real or fictitious) or at least try. Both the result and the procedure followed are evaluated

• Assessment center: test designed to cover highly qualified managerial or professional positions. It evaluates the skills of the candidates that they will have to demonstrate for several days, in several selection tests and ususally in a certain place (a hotel for example). Requires a large investment of time and money

• Interview: its objective is to clearly detext the most visible aspects of the candidate and their relationship with the requirements of the position. It is essential that the interviewer knows the position perfectly (JD)

  • BIASES: Stereotypes, Halo/echo effect, Primacy/recency effect, Projection of the interviewer in the interviewee, Contrast effect

  • How to avoid mistakes: Analyze very well the position to be filled; standardize, plan and structure the interview; several interviewers are present; take notes and if possible, record

Way in which people learn beliefs, values, orientations, behaviors, skills… of the organization

• Methods of focused on comparison

  • Employee ranking

  • Peer comparisons

  • Forced distributions

• Results-focused methods

• Methods focused on job position and behavior

  • by factors

  • critical incidents

  • default behavior descriptions (BARS)

  • mixed standard scales

Based on the comparison between employees in order to avoid the effect of the central trend:

• Methods based on the indiviualized application of management by objectives (individual objectives are set and it is assessed whether they have been met)

• It cannot be applied to all employees in the organization, as only managerial and technical positions can be assigned objectives

• Strictly speaking targets should not be confused with performance standards

  • for example —> an operational level employee may have a performace standard set that is to record 1,000 pieces of data per day, but that is NOT a goal

• Method by factors: previously, the analysis and job description (JD) is carried out and the critical elements or essential factors of the position are defined

  • Subsequently, the possible evaluations for each of the established factors are defined:

  • PLATZHALTER

• Bars method —> default behaviour descriptions

  • Part of a detailed job description (JD) and key factor selection

  • Describes in detail the behavious in a job in all possible situations (when the behavior was effective, medium, ineffective)

  • As a result, examples of behaviors are obtained for each key factor

  • PLATZHALTER

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• renumeration purposes

• promotional purposes

• better define jobs

• for worker feedback

• to develop training programs

• to develop career plans

• for dismissal or removal from the post

A career plan is an estimate of the possible promotional paths that a person can follow within the organization, based on their potentail, their preferences and the future prospects offered by their organization.

It contains the development actions that must be carried out to travel these promotional routes.

1. Identification of potential: determination of the possibilities of development of a person, the determination of what type positions can be achieved within the organization, to, consequently, be directed in the trajectories and type of training more appropriate.

2. Career plan design: It consists of having the right candidates ready to perform key positions in the organization. Includes the following activities:

   • Definition of key positions based on strategic criteria

   • Define the candidate’s potential with the right profile

   • Candidate’s selection

   • Development of specific career plans —> training, skills, salary, etc.

3. Implementation of the plan