DEVELOPMENT OF A PHILOSOPHY OF HUMAN TALENT MANAGEMENT

The actions of people are always based on your basic assumptions; This is particularly true in relation to the administration of personnel. The basic assumptions with regard to persons, can be, if it can be trusted, if you dislike them work, if they can be creative, why act as they do and the way that it should be treated, include a philosophy of personnel administration. All decisions on personnel to be taken - the people who recruit, training is offered, benefits provided - reflect this philosophy Basic. How does a philosophy as well? To some extent, that is something that is in advance. There is no doubt that a person brings to his work an initial philosophy based on your experiences, education and history, however, this philosophy is not etched in stone. You must continually evolve in so far as the person builds up new knowledge and experiences. Therefore, be to discuss some of the factors that influence these philosophies.Influence of the philosophy of senior management. One of the factors that will shape the personal philosophy of each employee will be the senior management of the company for which they work. Although the philosophy of senior management may or may not be explicit, usually communicates through its actions and extends to all areas and levels in the organization.Influence of the own basic assumptions about personnel.Philosophy having on the administration of the staff will also be influenced by the basic assumptions that are made about people. For example, Douglas McGregor distinguishes between two sets of assumptions that classified as theory X and theory y. asserts that the assumptions of the theory X argue that: · The average human being has an inherent rejection of the work and avoid it if you can. · Because of this human characteristic of refusal of work, most of the people must be forced, controlled, directed and threatened with punishment in order to achieve to make an adequate effort. · The average human being prefers to be directed and want to avoid responsibilities.At the other extreme, some managers actions reflect a set of assumptions of the theory and, which argue that: · The average human being does not inherently reject work. · External control and the threat of punishments are not the only means to make an effort towards the objectives of the organization. · Employees will be more motivated to meet their needs of higher order in terms of achievement, self-esteem and self-fulfilment. · The average human being learns, in appropriate conditions, not only to accept but also to seek responsibilities. · The ability to exercise a degree relatively high imagination, ingenuity and creativity in solving organizational problems are continuously distributed in the population and not the opposite.Rensis Likert says, assumptions like these, manifest themselves in two types or basic systems of organizations that qualify as system I and system IV. In the organizations of the system I senala:· Management is considered suspicious towards subordinates. · The bulk of the decisions and objectives of the organization is done in the dome. · Subordinates are forced to work with fear, threats and punishments. · The control is highly concentrated in the top management.Instead, Likert proposes the IV system, i.e., an organization based on assumptions of the type of theory and. In the organizations of the system IV:· Management has absolute confidence in subordinates. · Decision-making is generally scattered and decentralized. · Workers feel motivated by their participation and influence in the decision-making process. · There is a large and friendly interaction between superiors and subordinates. · The responsibility for the control is widespread and low levels have a major stake.In addition to the two factors mentioned above, there is another - the need to motivate employees - which will affect the formation of an own philosophy about the personal.Imagine now that there is a vacancy within an organization. What can you do to increase the likelihood that the person chosen to deal with it to remain in the Organization and productive? Maybe could ask applicants to the post that make a full series of tests of personality, interests, and skills. The possibility of subjecting candidates to a series of interviews can also be considered.However, it is known that the validity of the written tests and interviews do not deserve high ratings. I.e., they do not provide for subsequent job performance. Apparently, this is due to they are too far away from actual work behaviors. Therefore, to carry out an effective and correct selection of the person who will occupy a vacant position within an organization must first be an analysis of jobs.

IMPORTANCE OF TALENT HUMAN IN COLOMBIA

In the new scenarios, through which we are passing, three aspects that stand out because of their importance can be identified: globalization, permanent change of the context and the assessment of knowledge.The old definitions that use the term human resource, are based on the concept of a man as one "replaceable" gear of the machinery of production, in contrast to a conception of "essential" to the success of an organization.When you use the term human resource are cataloging the person as an instrument, without taking into consideration that this is the main capital, which possesses skills and characteristics that give it life, movement and action for every organization, which from now on will be used the term talent Humano.La loss of capital or equipment has as solution possible ways a premium of insurance coverage or obtain a loan, but for human talent fleeing these ways are not possible take.Takes years to recruit, train and develop the staff required for the formation of groups of competitive works, is why organizations have started to consider the human talent as its capital more important and proper administration of human rights as one of its tasks more decisive. However this talent management is not a very simple task.Each person is a phenomenon subject to the influence of many variables and including differences in skills and behavior patterns are very different. If organizations are made up of people, the study of them constitutes the basic element to study organizations, and particularly the administration of the talent Humano.La company of today is not the same as yesterday, changes arising daily in the world influence significantly in the daily actions of each company; with this, each of the component must be molded to optimally adjust to these changes.Every productive factor should work effectively in the achievement of the objectives that lead to these changes; and here is where you get to perform the treatment of human resources such as human capital, is this factor who should be deemed of importance to increase their capacities and raise your skills to the point such as a factor capable of use if you are same and give their best to their work, feeling in accordance with what takes place and as it is recognized.Management that is beginning to occur now already is not based on elements such as the technology and information; but that "the key to a successful management is in the people who participate in it". What is needed today is get rid of the fear that produces the unknown and delve into the adventure of change internally, innovate continuously, understand reality, face the future, understand the company and our mission in it.An indispensable tool for meeting this challenge is the management competencies; such a tool examines the development and involvement of Human Capital, since it helps to elevate to a degree of excellence the competencies of each of the involved individuals that make the company.The management competency becomes transformed into a continuous channel of communication between workers and the company; now is when the company begins to involve the needs and desires of their workers in order to help them, support them and provide a personal development capable of enriching the personality of each worker

HUMAN TALENT MANAGEMENT

HUMAN TALENT MANAGEMENT

Human Resource Management is the planning, organization, development and coordination, as well as control techniques, able to promote efficient staff performance, while the medium that allows people who work in it reach individual goals directly or indirectly related to the job.

DIRECTORATE OF HUMAN TALENT


The Human Resource Manager is responsible for coordinating and supporting all functions performed in the department, supported by an Action Plan in which the activities to be developed in each of the sections referred to in this also comes regarding the start date and the date of delivery thereof. As stated above there a rotation in jobs, leaving evidence of activities performed. The performance is evaluated using an instrument designed for this purpose, which takes into account both the technical and behavioral competencies.

TRAINING AND DEVELOPMENT


People are the highly dynamic resource organizations. The Human Resource has an incredible attitude to develop new skills, gain new knowledge and change attitudes and behaviors. In recent years it has been observed as the leading and competitive companies have understood that only through a rational investment in training programs seek to obtain the level of competence required in new markets. Section of Training and Staff Development, conducts assessments to identify training needs in order to develop both technical and behavioral skills, induction-reinduction programs are designed and Guidance This useful for human development and generate a sense of belonging to members of the organization. The performance is evaluated using an instrument designed for that purpose, according to established industrial powers, in order to identify the limitations and necessary improvement plans are drawn. Hence, the instrument can be aptly named Development Evaluation.