Conferencia sobre Gestión Estratégica del Capital Humano (PYMES) (Más de 1200 personas en dos días!)

Name: Conferencia sobre Gestión Estratégica del Capital Humano (PYMES) (Más de 1200 personas en dos días!)
Uploaded: 2019-12-20T21:00:10.000Z
Duration: 2 h 30 min 52 s

Introduction to Strategic Human Capital Management

Overview of the Session

The speaker expresses gratitude to the Universidad Tecnológica Boliviana for the opportunity to present on strategic human capital management, particularly in small and medium enterprises (SMEs) .

Emphasizes a dynamic approach to the presentation, encouraging audience interaction through questions and comments throughout the session .

Importance of Human Capital

Highlights that competitive advantage in companies is primarily derived from people rather than just production methods or strategies. This underscores the significance of effective human resource management .

Stresses that every methodology applied within a company originates from individuals who conceptualize these strategies, making it essential to manage personnel strategically from recruitment onward .

Key Elements of Strategic Management

Integration with Corporate Identity

Discusses how strategic management must align with corporate identity and objectives, even in small businesses. This connection is crucial for cohesive operations across various departments like marketing and finance .

Mentions that while operational aspects of human resources are important, this session will focus more on strategic elements rather than operational details such as payroll or legal compliance .

Operational vs. Strategic Management

Clarifies that operational management remains relevant but will not be deeply explored during this session; instead, emphasis will be placed on strategic management practices .

Notes that mistakes in operational areas can be costly for SMEs due to their limited capacity to absorb fines or penalties related to non-compliance with regulations .

Recap and Focus Areas

Core Components of Strategic Management

Reiterates that all company management should revolve around achieving strategic objectives, which define who they are as an organization. This principle should guide processes from recruitment through training and development .

Understanding the Stages of Human Capital Management

Overview of Human Capital Management Stages

The speaker outlines three key stages in human capital management: recruitment, management, and development. Each stage plays a crucial role in projecting the company towards a successful future.

The development phase is closely linked to management but is distinct; it focuses on future growth while management deals with daily operations.

Incorporation of Personnel

The incorporation process consists of three elements: recruitment, selection, and induction. It's essential to clarify that the focus should be on finding people rather than merely filling positions.

The terminology around human resources has evolved from "resources" to "human capital" or "talent," emphasizing the importance of viewing employees as individuals with personal goals beyond work.

Understanding employees' interests and feelings is vital for small and medium enterprises (SMEs), where individual opinions can significantly impact overall company dynamics.

Recruitment Process

The recruitment process must not treat candidates as mere resources; instead, it should focus on attracting talent that aligns with the company's needs.

Before recruiting, it's critical to have a clear understanding of the job's requirements and responsibilities outlined in a detailed job description or manual.

Importance of Job Descriptions

Many SMEs lack formal job descriptions, which can lead to confusion regarding roles and responsibilities. A well-defined manual helps streamline personnel management.

Clear documentation aids in establishing hierarchy within organizations where informal relationships often overshadow official titles.

Types of Recruitment Strategies

Different recruitment strategies exist; internal recruitment allows existing employees to apply for new positions based on their qualifications and experience.

Internal recruitment can involve direct invitations to qualified staff or open calls for all employees, ensuring transparency while considering individual aspirations.

It’s important to invite rather than pressure current employees into new roles; understanding their career goals fosters a supportive work environment.

Recruitment Strategies for Small and Medium Enterprises

External Recruitment Options

The discussion begins with the concept of external recruitment, which involves seeking candidates who are not currently part of the organization. This approach can significantly enrich a company by bringing in individuals with diverse experiences and cultural backgrounds.

Despite some small and medium enterprises (SMEs) being hesitant about external recruitment due to their familial structures, it is emphasized that this strategy should not be overlooked as it can foster growth and innovation.

Traditional vs. Digital Recruitment Methods

Traditional Media

Three main alternatives for external recruitment are identified: traditional media, digital platforms, and outsourcing. Traditional methods like newspapers, radio, and television are still relevant for SMEs that operate within local communities.

For example, a business selling home products might focus its recruitment efforts on specific neighborhoods rather than city-wide announcements to attract local talent effectively.

Digital Media

Digital media offers significant advantages in understanding potential candidates better through social networks. While smaller businesses may lack dedicated websites, having an online presence is crucial for medium-sized companies.

Platforms like Facebook Jobs provide opportunities for smaller businesses to post job openings easily while leveraging existing social media profiles to gather candidate information efficiently.

Outsourcing Recruitment Processes

Outsourcing recruitment processes can save time for SMEs that often struggle with limited human resources. However, a cost-benefit analysis is necessary to determine if this approach aligns with the company's financial capabilities.

The speaker notes that while outsourcing may incur costs, it can alleviate the burden of managing numerous applications and interviews—tasks that require considerable time investment from HR departments.

Internal Recommendations vs. Meritocracy

External Invitations

An additional method discussed is inviting known contacts or acquaintances to apply for positions within the company. While this practice is common among family-run businesses, caution is advised regarding merit-based hiring practices.

It’s important to differentiate between personal connections and qualified candidates; prioritizing relationships over qualifications could jeopardize corporate identity and investments made in hiring processes.

Selection Process Insights

Initial Filtering

Once candidates have applied, an initial filtering process must occur where those who do not meet basic requirements are eliminated from consideration. Flexibility in evaluating qualifications is encouraged since many applicants may still possess valuable skills despite lacking formal credentials or experience directly related to the job description.

Selection Process Insights

Candidate Commitment and Flexibility

Emphasizes the importance of candidates being committed to regularizing their situation, such as obtaining necessary qualifications like a degree.

Discusses the need for flexibility in candidate requirements, particularly in language proficiency (e.g., accepting a B1 level instead of B2 if the candidate has a strong profile).

Highlights that initial filtering should not be overly rigid; minor discrepancies between candidate profiles and job requirements can be overlooked.

Selection Alternatives

Outlines traditional selection methods involving filters, exams, and interviews but suggests exploring more strategic alternatives.

Advocates for deeper analysis of resumes beyond academic credentials, considering personal narratives and life experiences.

Notes that how a resume is structured can reveal insights into a candidate's personality and organizational fit.

Understanding Gaps in Experience

Stresses the importance of examining gaps in employment or education on resumes to understand candidates' life choices better.

Suggests that these gaps could indicate valuable experiences or decisions that align with company culture depending on desired candidate traits.

Evaluation Methods

Introduces professional scoring systems as an alternative evaluation method alongside traditional assessments.

Proposes evaluating candidates across three dimensions: conceptual knowledge, procedural skills, and attitudes during performance tasks.

Interview Techniques

Discusses the necessity for evaluators to have expertise relevant to what they are assessing; not all HR managers may excel in every area.

Explores various interview formats beyond one-on-one sessions, including panel interviews or simultaneous evaluations among multiple candidates.

Interview Selection Process Insights

Initial Evaluation of Candidates

The first evaluation in the selection process focuses on the candidates themselves rather than their resumes or forms. Three express interview sessions are conducted: three minutes for the first, five for the second, and ten for those reaching the third stage.

Importance of Non-Verbal Communication

Beyond structured interviews, attention must be paid to non-verbal cues such as body language, posture, eye contact, and overall expression during interviews.

Modern Interview Techniques

Video presentations have become a modern alternative in recruitment processes. They allow candidates to record responses when face-to-face meetings aren't feasible due to scheduling conflicts.

Flexibility in Candidate Engagement

Recognizing that strong candidates may currently hold other jobs is crucial. Companies should offer alternatives for engagement and consider video conferencing as a viable option for interviews.

Psychometric vs. Psychotechnical Tests

It's important to differentiate between psychotechnical tests (which assess aptitude and personality traits) and psychometric tests (which measure intelligence). Both play distinct roles in evaluating potential hires.

Incorporating Social Responsibility in Hiring

Policies on Inclusion and Diversity

Companies should integrate social responsibility policies into their hiring processes rather than just during recruitment phases. This includes promoting diversity and gender equity without falling into discriminatory practices.

Avoiding Discrimination in Job Postings

Care must be taken not to discriminate based on cultural background, gender, age, or other factors when launching job postings; this ensures fairness throughout the selection process.

Evaluating Candidate Performance

Assessing Motivation vs. Capability

A candidate's profile may look good on paper but can differ significantly from actual performance. It’s essential to evaluate both motivation levels and practical skills during assessments.

Strategies for Employee Development

Selection Process Insights

Evaluating Candidate Knowledge and Motivation

The speaker discusses the importance of assessing candidates' knowledge and willingness to learn, noting that some may initially meet requirements but later show a lack of motivation.

Emphasizes the role of social media in candidate evaluation, suggesting it is acceptable to review profiles as part of the selection process.

Social Media Considerations

Highlights the need for caution when reviewing candidates' social media; personal activities should not lead to prejudgment.

Suggests analyzing social media profiles for personality traits that align with organizational culture, especially in small and medium enterprises (SMEs).

Interpersonal Dynamics in SMEs

Notes that interpersonal relationships are crucial in SMEs due to their often familial or close-knit nature, making personality compatibility essential.

Discusses security concerns regarding candidate backgrounds during the selection process.

Recruitment Strategies: In-House vs. Outsourcing

Advises against fully outsourcing recruitment processes; while third-party firms can enhance efficiency, they may also introduce risks like nepotism.

Stresses the importance of understanding the methodologies used by external companies if outsourcing is chosen.

Internship Programs as Selection Tools

Recommends considering interns or previous employees familiar with company culture as potential candidates during recruitment.

Communication Post-Recruitment

Importance of Feedback to Candidates

Advocates for notifying candidates who reach final stages about their application status, emphasizing transparency and respect.

Suggestion to maintain contact with strong candidates who were not selected for future opportunities, preventing loss of potential talent.

Professional Scoring Systems

Implementing Professional Scoring Systems (SPS)

Introduces professional scoring systems (SPS), which assign scores based on experience and qualifications to aid decision-making in hiring.

Evaluating Qualifications Effectively

Raises questions about how different educational credentials compare in value within an SPS framework, highlighting variability based on company policy.

Understanding Education Credit Systems in the EU

Overview of Education Credits

In the European Union, a standard four-year degree program is typically worth 240 credits, with each academic year contributing 60 points.

A master's degree generally holds 90 points; however, this varies as some master's programs last one year while others extend to two years.

The current system tends to favor undergraduate studies over postgraduate studies in terms of credit allocation, which may reflect company policies.

Alternative Scoring Models

Companies face challenges with low scoring for events like workshops and seminars; thus, a third alternative scoring model is proposed.

This new model would assign scores based on study duration multiplied by the education level (e.g., undergraduate vs. postgraduate).

An exponential scoring model suggests that technical studies receive minimal points (1 point), while doctoral studies can reach up to 32 points.

Experience-Based Scoring Recommendations

It is recommended that companies assign half a point for each year of operational experience and one point for executive or managerial experience due to differing levels of intellectual effort involved.

Induction Process for New Employees

Importance of Proper Induction

After selecting candidates, it’s crucial to acclimate them properly into the company through an effective induction process.

Manual Functions and Responsibilities

Providing new employees with a manual of functions is essential; many companies fail to share these documents despite their importance in clarifying job responsibilities.

Even if manuals are outdated, new hires can contribute updates based on their experiences.

Tailored Induction Training

Induction should focus on specific operational protocols rather than basic skills already possessed by the employee (e.g., not teaching Photoshop to a graphic designer).

Communication Tools and Software Familiarization

It's important to explain internal communication tools and software unique to the company since not all employees will be familiar with them.

Clarification of Terms: Position vs. Role

Understanding Workplace Dynamics and Induction Processes

The Importance of Position and Responsibility

The distinction between "position" (the immediate work environment) and "responsibility" is crucial in small and medium enterprises (SMEs). Understanding this can influence decision-making.

Informal relationships often overshadow formal hierarchies, which can complicate workplace dynamics. For instance, a family member in a supervisory role should not have undue influence over others' tasks.

It's essential to differentiate between family-run businesses and those managed by families. Prioritizing responsibility over hierarchy is vital for effective management in SMEs.

Effective Induction Practices

New employees should receive comprehensive orientation that includes understanding their specific area of work and the various departments within the company.

Simply introducing new hires to all staff members without context is ineffective; they need structured information about roles and responsibilities to acclimate properly.

Providing written materials during induction can help new employees remember names and functions, easing their transition into the company culture.

Creating a Welcoming Environment

To foster a friendly atmosphere, companies can implement welcome activities such as informal gatherings or tours that introduce new hires to the team.

Mentoring programs are beneficial; assigning mentors for 3 to 12 months helps newcomers adapt to organizational culture while addressing their queries effectively.

Engaging New Employees through Activities

Involving new hires in hands-on experiences related to their roles—like client interactions—can be inspiring and provide practical insights into the company's operations.

Forming clubs based on shared interests (literature, sports, etc.) encourages social interaction among employees but should remain voluntary rather than obligatory.

Creative Onboarding Strategies

Cultural Diversification in the Workplace

Longboard Activity for Cultural Mapping

The proposed activity involves creating a cultural map where employees can mark places they have visited, fostering connections among team members.

This initiative aims to help new employees identify commonalities with existing staff based on shared experiences or activities.

By encouraging interaction through this mapping exercise, it is expected to enhance affinity and relationships within the company.

Leadership Involvement in Activities

The extent of leadership involvement in such activities depends on the organizational culture; more formal companies may prefer leaders to remain somewhat detached.

In contrast, dynamic and flexible organizations, like startups, may benefit from active participation by leaders, promoting a friendly atmosphere.

However, there are risks associated with leaders participating too actively, as it could affect their perceived seriousness within the organization.

Integration of Development into Recruitment

The discussion transitions to how employee development should influence recruitment processes; candidates should exhibit traits that align with future growth goals of the company.

Effective personnel management revolves around three key variables: organizational culture, employee engagement, and adaptability to change.

Understanding Organizational Culture

Organizational culture is likened to a company's personality; traditional elements like mission and vision need regular updates to stay relevant.

These foundational aspects should be measurable and adaptable rather than static declarations from decades past.

Evolving Company Identity

Companies should replace traditional mission statements with a clear purpose that defines their existence and aspirations moving forward.

A brand mantra reflecting identity can replace outdated visions while ensuring alignment with current market positions and social responsibilities.

Organizational Culture and Climate

Understanding the Impact of Employee Opinions

It's crucial to understand employee opinions on various situations as they influence company decisions, culture, and identity.

Organizational climate is sensitive and affected by internal relationships; companies vary in formality from strict corporate environments to more casual settings.

Internal and External Relationships

Companies differ in their approach to external relationships with clients and suppliers, ranging from formal to friendly interactions.

Organizations that empower employees to make decisions tend to have happier staff who feel creative and innovative compared to rigid structures that limit autonomy.

Evaluation Policies and Conflict Resolution

Many organizations fear performance evaluations; however, these assessments are essential for identifying improvement areas within the workforce.

Establishing effective conflict resolution policies is vital, especially in small businesses where informal relationships can lead to gossip.

Activities Influencing Organizational Climate

Regular social activities (e.g., parties or team-building events) contribute positively to organizational climate by fostering connections among employees.

The Importance of Work Environment

The physical work environment should not be overlooked; factors like lighting, temperature (ideally 23°C), and noise levels significantly affect employee comfort and productivity.

Proper acoustic isolation between different work areas can help reduce stress caused by noise in productive environments.

Employee Development Through Evaluation

Mechanisms for Employee Development

Performance evaluation serves as a primary tool for diagnosing employee needs and understanding their situations within the organization.

Types of Evaluations

Individual evaluations should be random, periodic, and not arbitrary; this ensures fairness while assessing performance throughout the year.

Evaluation Frequency Guidelines

Area evaluations should occur every three months, department evaluations biannually (every six months), while overall company evaluations typically happen annually.

Evaluation Mechanisms in Organizations

Types of Evaluations

The speaker discusses four main types of evaluations: self-evaluation, peer evaluation (where analysts evaluate each other), upward evaluation (where subordinates evaluate their superiors), and downward evaluation (where superiors evaluate their subordinates).

Emphasizes the importance of evaluators being knowledgeable about the roles and objectives of those they are assessing to ensure effective evaluations.

Evaluation Methods

Historical Evaluation

Historical evaluations measure performance based on previously set objectives using metrics, ratios, and indicators. Metrics assess quantitative aspects, while indicators focus on qualitative aspects.

Predictive Testing

Predictive testing involves evaluating potential future performance through exams, case presentations, or controlled simulations. This requires evaluators to have a deep understanding of both the subject matter and the assessment process.

Interviews

Interviews can be structured or unstructured; however, they should involve third parties rather than directly interviewing the subject being evaluated. This could include peers or supervisors for a more comprehensive view.

Identifying Development Needs

The speaker highlights that deficiencies may not solely stem from individual performance but can also relate to departmental issues or external stakeholders like clients and suppliers.

Training vs. Education

Differentiating Concepts

Distinguishes between training (informal learning such as workshops and seminars) and education (formal schooling like degrees). Both aim to enhance employee capabilities but differ in approach.

Decision Matrix for Employee Development

Want vs. Ability

Introduces a matrix considering two variables: desire ("want") and capability ("can"). Employees who are motivated and capable should be recognized; those who lack skills but show interest need training; unmotivated employees with no skills may need to be let go due to high costs associated with retention.

Strategic Approaches

Suggests recognizing efforts through non-monetary incentives for motivated employees. For those lacking knowledge but willing to learn, training is essential. Unmotivated individuals pose a challenge that may require difficult decisions regarding employment status.

Change Management and Employee Training Strategies

Evaluating Personnel Changes

In the long term, it may be beneficial to change personnel. A cost-benefit analysis could reveal alternatives such as reorganizing staff if evaluations show that certain employees do not meet job requirements.

Reorganizing might involve reallocating roles within the company, allowing underperforming employees to excel in different positions, depending on company policies and employee willingness for mobility.

Training Options for Employees

If training is pursued, there are three main options available: internal training, external training by experts, or sending employees to external institutions for education.

Internal Training

Internal training involves utilizing existing staff members to train their colleagues. The HR department would manage this process while recognizing that these individuals have primary roles outside of training.

It’s important to acknowledge the extra effort from employees who assist in training since their main responsibilities lie elsewhere (e.g., sales or design).

External Training

External training can take two forms: bringing in expert trainers or sending employees out for specialized courses. This approach aims at improving employee performance through targeted learning experiences.

Cost Considerations in Training

When considering partnerships with educational institutions for workshops or conferences, it's crucial to cover 100% of costs due to potential financial constraints faced by small businesses.