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.