Human Resources, A Sustainable Advantage Over Time

Human resources, a sustainable advantage over time

The companies of the past as those constituted in 1900, managed to maintain their growth due to the monetary capital with which they had. If we talk about those companies of the 50s, they did it through the use of technology that gave them important advantages. But at present, as the aforementioned "competitive advantage" is achieved? The answer is not a formula, nor is it clear, or precise, the truth is that changes must be made or to solve three problems in terms of human capital, the first inconvenience is in the style or way in whichHe directs a company’s staff, since this is considered a fundamental element of success.

When we talk about the direction style, it is necessary to know the talent cycle in which the staff we have, the first thing is that when a worker enters a company, he feels part of it, he feels valued and respected byThe person who directs him and his classmates, on this depends on the attitude of the staff to work. A person with negative attitude obviously is less motivated than a person with a positive attitude, motivation influences professional growth (aptitude), because the worker will learn only what motivates him. The individual’s ability generates actions seeking to fill the expectations of the management, these produce a result that is evaluated by superiors and this interpretation, it depends on what talent will be reinforced.

In hierarchical companies, it is directed by tasks, that is, the employee is told what and when to do a certain work, then the worker feels as a subordinate more and this generates a reactive attitude towards work, which to counteract it must be usedAn extrinsic motivation (award-capital), this type of motivation generates a dependent talent, which is a person who does not have the ability to make decisions or award risks and what he seeks is the minimum fulfillment of what he was commissioned to do and thus achievethat its leader does not scold it.

This type of direction emphasizes errors, because if good results are achieved, it means that the manager has done his management work very well, otherwise, if the results are bad the fault belongs to the employee, this leads to the authority for the authority toindispose, admonishes the employee and more concrete indications of how a certain activity should be carried out.

On the other hand, there are organizations that lead as objectives and make the employee assume these as well, which leads to the worker to feel that the management trusts him and his abilities fully and that it is ideal to carry out any activity, this freedom generates inThe person a proactive attitude "I can direct myself" and to face it an extrinsic and intrinsic motivation is used, thus developing an independent talent, understanding as such that person capable of making decisions and assuming risks that contribute to reaching their own goals, thistalent acts always looking for your own success. This management style evaluates for competitive comparison: if the worker performs an excellent work and those of his team, it means that the employee did it wrong, so that the authority will impose larger challenges in the future.

Companies that use a competency address focus on how the proposed objectives are achieved, what is sought is that the staff assume their work as a mission, which generates that the person feels part of a team and is clear that their behaviorIt is important to comply with the goals raised, this develops in the individual a cooperative attitude: which is one that considers a proactive attitude, but also the insufficiencies of others. This attitude results in transcendent motivation (aimed at helping others, without worrying about itself) including the intrinsic and extrinsic, which generates an interdependent talent, who is a person with initiative and creativity who works as a team toFulfill a mission, always looking for the growth of the company. This management style values by contribution to the whole, which implies that the staff thus achieves the best results can be insufficient since their experience, capabilities and talents give more, but also if the employee does not achieve their 100% goals also involvesthat in a way is progressing. Senior management always acts looking for the welfare of your staff.

From our point of view to achieve a competitive advantage, organizations should put into practice the management by competencies, because it proposes to work as a team for a common objective, which facilitates that the company continues to remain in time and also contributes to the professional growth of the staff of the staff.

The second problem has to do with the lack of tools to handle human resources, since there are only theoretical statements;And, the third problem is about organizations that pose solutions to handle human capital only "on paper" and do not put it into practice. Once the three problems mentioned above are analyzed, the strategic direction of human talent can be studied, which part of the following indications: Human Resources policies must be aligned with the strategy established by the organization, function jointly and thatThe human talent area is rigorously evaluated, permanently.

When talking about sustainable competitive advantage, the socio -economic environment mustOrganizations acquire value focusing their effort on the formation of human capital over resources and capital, production is carried out in smaller units, problem solving among employees seek to move from confrontation to cooperation to generate a goodLabor climate and finally, in the environment, ecological conservation is sought.

Due to these changes, companies reformulate how to position themselves in the market to obtain their business success, this success encourages to develop a sustainable competitive advantage over time, which is about carrying out strategies that give value to shareholders, employees andcustomers making them better than competition, it is achieved that this advantage is not circumstantial but sustainable when performing all the actions that the competition does, so that they cannot copy or replace us.

For Michael Porter, a successful company is the account with less expensive products, it goes along with technological changes and ensures high quality, in order to preserve the market share and reach new segments with current products or cutting -edge technology. But many organizations combine all or part of these factors. First, because things are done halfway. Second, because the investment in research and development or training of staff is high and to have innovative products with good quality you must create a totally different strategy.

Before achieving a sustainable competitive advantage over time, we will analyze that formerly companies encouraged their success in product and processes technologies, they were based on scale economies and other factors. But, being immersed in a globalized market, where you have easy access to sources of financing, there is individualization of products, this shows that the sources that were used as competitive advantages are easy to replace and are no longer sustainable in time.

Therefore, companies must seek a successful way to direct human talent. Human capital must be endowed with proper leadership, good forms of communication, that feel motivated, have strategic vision, all these factors developing within a collaborative, intelligent and social consciousness culture with social consciousness.

All these concepts must be clear, knowing that it encompasses each one, must be developed jointly to obtain good results, taking into account the nature of each company and are gradually developed due to the investment it implies.

Precursor companies in directing human talent are changing the approach of the three dimensions that define personnel policies and practices: human capital effort, operational efficacy and control systems. The implantation measures in human resources are seen as costs, we must see them as an investment.

Before, the effectiveness of a worker on obtaining certain standards (the immediate), is now based on the continuous improvement of his work, due to the high existing competition. It is sought that people have an individual commitment, responding to changes in the environment, determining what should not be done to acquire creativity. The Directorate of Human Capital always focused the organization of productive tasks in the segmentation of work, the same that worked if the physical issue could be separated from the intellectual, if people had a low level of intellectual training and when there was a stable environment, but if these factors are the opposite, an overall vision must be chosen that organizes planning and execution activities.

It could be said that the Human Resources Department was implemented by these concepts, but there are companies that are not born with this department, that their managers were the ones who interviewed, selected and incorporated people to their positions, and then evaluate them, remunerate themand train them, but over time, they acquire many more obligations that you make impossible to devote themselves to these functions by complete. Therefore, the Human Resources Department is formed, where a person either from outside or from within will take charge, the one inside will have the vision, the strategy of the company, its values, but implies expenses at the time of training and remedyingErrors that you can make at first, on the other hand, someone from outside, an expert, will not know the principles of the organization and its remuneration will be quite high.

The profile of the people who will integrate the department has changed, before they were retired military who were dedicated to issues of intention, now, they are mostly young people, women who are studying a university career, psychologists, without much international experience culminating in theirstudies working in the department, must have a negotiation capacity, be good when dialogue, identify with the company and be flexible.

Managers must ensure that employees meet the requirements of their work and the role of the Human Resources Department is to help direct controls to control and develop people under their position.

To summarize, the generic function is in charge of the direct controls and the specific function is in charge of the members of the Human Resources Department, which help direct positions to fulfill their function. Therefore, motivating employees, evaluating their performance, is a function of direct positions, while developing techniques to apply them is the function of specific positions.

What makes the difference by having a good human resources department is its internal congruence and its connection with the company’s strategy. In this way, the principle of each of the practices for the personnel must be understood according to the origin and content of the other practices, they are interdependent and need a systemic thinking of the same. Traditional companies first define their strategy, then ensure that their structure and organization systems are alienated to it, producing perfect, but unrealizable strategic designs, however, organizations must give priority to the development of their resources, to generateThus, the best strategy.

Thus, the relationship between strategy and human resources must be coordination, where the company’s resources determine the formulation of the strategy and help to implement it, for this it is essential that the human resources manager is completely involved in theGeneral Directorate of the Business, know the competition well, maintain a good relationship with the other responsible for the different areas and be aware of their knowledge of their knowledge for the formulation of a correct business strategy.

Finally, everything is measurable, those responsible for the department must show the results of their tasks, registering expenses correctly, measuring the degree of satisfaction of internal clients and calculating staff rotation costs, among others.

In short, focusing on the company’s staff, in their imagination, trusting their skills, desires, passions, dreams, goals, and hopes, resulting in, having a sustainable competitive advantage over time and being organizationsthat progress by offering precept and meaning, context that motivates the development and maximization of each person’s ability.