Strategic Human Resources Management

Strategic Human Resources Management

Introduction

Strategic management is a discipline that was born with the aim of promoting the success of the company. In the preceding years to our research, the strategic management of human resources (hereafter, GERH), demonstrated the rank acquired in the conquest of corporate objectives of the activities carried out by the process partners, remaining invariable despitethat the management of organizations has developed their strategic vision in the present century considerably.

The implementation of innovative methods for the strategic management of human resources in food and drinks services is growing universally, an instrument that comes from the business field;The transfer of business practices provides a permanent exchange of stages.

Developing

Field investigations led by Ramírez, Avendaño, Alemán, Lizarazo, Ramírez and Cardona, Ambrosius, Ramírez, Chacón and Valencia, Ramírez, and García, Durán Parra and Marceles, refer to the link of the variable management of human resources as a strategy ofthe organizations. Their findings indicate shortcomings in the practices of labor standards, disadvantanding the anti -corruption, human rights and environment, for this reason to consider the strategic approach, as a transverse element that generates positive effects on the performance of human resources, promoting more balanced organizations andeffective cost, with gender equality, ecological vision, diverse culture, technically higher, supported by social responsibility and sustainability variables.

Within this framework, the aforementioned researchers assume that the strategic management for the accompaniment of human resources must be a conjugated task among the management staff and collaborators, promoting high performance teams, establishing clear criteria to create fair policies and practices,Chords with business objectives.

The sources consulted agree that, by outsidering certain non -critical human resources functions, companies can obtain important rewards. Some of the most visible benefits may include reduced operating costs, a better service provision, the ability to focus on the main business and the opportunity to take advantage of the experience not available internally. However, they are not risk -free.

GERH is a process that contributes to the progress of any organization indifferently of its nature and principles, allowing to make a triangulation of the strategic organizational dimensions, current features and trends, and need of the functional model, developing in the collaborators new roles and challenges in theirProductive Socio Activity, obeying the support of human management for corporate sustainability, promoting knowledge management, guaranteeing an integral approach to the human work.

Cuesta, conceptualizes GERH as the set of decisions and organizational directive actions that influence people, seeking continuous improvement during planning, implementation and control of business strategies, considering interactions with the environment. For those who investigate, they are actions that strategically perform people, through their competences, in a specific area, reinforcing growth, projection and better self-conditions and organizational procedures.

In Latin America, it was appreciated as a way of working with people, whose purpose relied only on the assessment of simple functions, has been progressing until it became a solid instrument of strategic planning and direction, giving leaders, relevant information forA right direction in the productive actions of organizations.

In South America, countries such as Colombia, Argentina, Brazil, Chile, Ecuador, Peru and Venezuela, have implemented GERH in their companies, accompanying staff, innovating in compensation strategies and retention policies;stimulating a motivational result towards compliance with goals, through the implementation of organizational strategic components, attributes and modern orientations, reflecting on a strategic approach to GERH, towards added value.

Currently in Isabela, GERH is adjusting to the specific stipulations of each organization, adhering to profile and needs of each business. The reviews of the commercial processes have carried out many organizations to decide whether it makes commercial sense to subcontract some or all non -essential activities to specialized suppliers.

conclusion

In the field dedicated to the stipend of beverages and food, part of the microenterprises are in the expectation of incorporating a systemic approach to human resources management supplied by the Department of Economic Development and Commerce with a strategic plan, used to define exactly theobjectives that will direct the evolution of the company.

The incubators fulfilled their purpose, it is time then to move from the business start-up to reinforce development. Unfortunately we lack adequate accelerators, which face the company’s management in a different, not linear or mechanical, but holistic way. The critical period of post incubation takes six months, but improvement advice, according to experts, is constant and indefinite. Every emerging company needs coaching. The dynamic and complex nature of the legal environment can lead companies to commit to external contractors precisely to obtain specific experience in the field.