Yeah, sure you have met people who claim to know everything in your business, and above all, Human Resources. We, who are in that position by his good will, but selecting a few people in two months, no big deal. Very smart! Are the ones who know everything, no need to delve into any subject and discuss even the most renowned experts and scholars on any matter . Sage English proverb says "tell me that brag and tell you that you lack ." In addition to the vast majority of cases, the advice of such characters tend to be the opposite of what you suggest.
Today I dedicate a chapter to these "professional " present in almost all enterprises, who dare to think and discuss the disciplines of other departments including, of course, the human resources area.
This happens primarily because it is a matter very general or discipline in which practitioners abound most diverse profiles . The absence of a specific university academic, they are different races trying partially the issue of human resources. Interestingly, there other specific postgraduate and masters who deal with people management depth, however, from a theoretical point of view / practical, not real.
As with most careers, professional experience should provide some knowledge about managing people to anyone with average or high profile teams with their dependents. But the practice is completely different: team leaders, especially those who have been promoted recently, they have to learn on the fly to select their teams, resolve conflicts, to supervise the work, communicate, motivate, and so on. are trained not homogeneous and depends heavily on the organization of which form part of the responsibility I have.
Furthermore, those who have long been managing teams are created "gods" without pausing to consider whether properly manage and motivate their people and not bother to know the opinion of their teams because they take for granted . Of course, when their teams are guilty of high turnover, of many internal conflicts, etc., they wash their hands saying it happens everywhere, not self-critical and ask: Why that does not happen in all teams your organization? o What do the other team managers do not make them ?
There are also the bureaucrats of the human resources departments to think through their " glass cases" can manage people well, forgetting they need to have direct contact in communication with managers teams to anticipate and provide appropriate solutions or alternatives to the various disputes arising . Human resources departments have extensive knowledge about selection processes, career planning, performance appraisal systems, motivational techniques, etc. they know in general and lack detailed knowledge of the sector and the global positions within your organization to meet all specifications and, from there, to work specifically and knowingly practice. To do this, is essential that members of the human resources departments to observe the daily life of their organizations and interact with all members.
addition, managers teams of people must be helped to assess how to carry out their personnel management work in collaboration with human resources professionals.
The fundamental problem today is that team managers see human resources departments of their companies in another dimension to which they live, when deep, are in the same plane stage, the only thing is that should complement, listen, understand and accept as they are each other.
To do so, should reconsider the role of human resource departments to be strategic and therefore must be independent, without receiving pressure from the dome directors or employees to influence them, but integrated into the unit. are an internal department to look for consensus and the best solution in each case, knowing which option to defend, with its spotlight on the good of the company and the workers at the same time.
Unfortunately, many organizations are not prepared because people still see as a larger number, not considered a fundamental part , so do not count with your opinion. Big mistake.
But seen from outside, human resources department is often seen as expendable or highly questionable for the rest of the members of their companies because it is not what value the company , especially when all departments have some common work.
Conduct an interview, not to invite someone and talk about ... "many people in an organization know to do an interview for competencies to select professionals in any field ? I dare say very few. Often interviews are giving importance to things that do not have, ignoring the values \u200b\u200bof competence and potential.
While human resources professionals do not we unite to seek a specialization and uniformity in procedures people management will continue scraping by and doing administrative work and staff are in any way and therefore can not make either because they consider important.
"It is important to know retain talented people in each company ? I think so because many are those who still think that is not happy and know where the door and others think that's just a matter of paying more or to promise general things to cool off. But to hold a person involves more than taking action. This requires monitoring of workers to know how they are at all times by a people business plan coordinated.
" do you think?
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