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  • Pedro Amador 9:00 am on June 12, 2014 Permalink | Reply
    Tags: , , , , personnel management,   

    10 tips for treating an employee well 

    Estimated reading time: 5 minutes

    10 tips for treating an employee wellManaging employees is by no means easy and people often have to do it without any previous formal training. So I wanted to share ten essential tips that will enhance how you treat your employees, ranked from the least to the most important:

    1. Employees are persons
    2. Given the above, it’s worth pointing out that employees are persons
    3. Just as a suggestion, bear in mind that employees are persons
    4. After doing the above, I might mention the idea that employees are persons
    5. Have we grasped that employees are persons yet?
    6. This tip I learned on my last Masters: employees are persons
    7. I’d also point out that employees are persons
    8. For those of you who may be a bit absent-minded, try to remember that employees are also persons
    9. The most important thing is that employees are persons
    10. The last point is crucial; we are all persons

    It might seem a bit daft, but you should never forget these tips. Employees are persons with values, beliefs, dreams, relatives and so on, and every day you need to align the tasks you ask them to do with company strategy.

    Once you’ve taken this decision, you can then follow the steps set out in any good leadership manual:

    (More …)

  • Rafael Garcia-Parrado 9:00 am on April 26, 2013 Permalink | Reply
    Tags: , , , , , , , personnel management,   

    The professional facilitator in organizations 

    Estimated reading time: 3 minutes

    Technological advances and growing competitiveness force companies to stay permanently up-to-date, so collaborative practices are becoming more valued as a more than profitable option.

    Here we can talk about practice communities that can enhance productivity in organizations thanks to an improvement in processes and empowering the employees who should assess, propose and solve in decision-making.

    Placing these work groups at the heart of any productive improvement involves giving them autonomy, with the result being the sum of the individual productivities and knowledge transfer.

    However a change of such dimensions in any organization used to functional or departmental structures can entail a number of problems in managing this complex change. To face it, and to ensure that projects don’t de-virtualize from their auto-da-fe, total integration is required and not just changing the structure of the departments.

    To respond to these limitations in organizations, professional facilitators or facilitator teams have emerged, which are responsible for developing strategic capacities for re-focusing the actions of the work group.

    These professionals seek to:

    • Drive innovation
    • Ensure strategic cohesion
    • De-bureaucratize the organization
    • Instill a new way of doing things (innovation requires a method)
    • Streamline the organizational change
    • Use social technologies to provide business openness

    These professionals can acquire a greater role in the classical structure, while they reduce their weight and importance. Through their interruption in the work methodology, they seek to generate wisdom across the board that enables the company to give an efficient response to the challenges.

    To sum up, I want to highlight the importance of people, as a high level of involvement and maturity is essential in order for the companies themselves to adapt to the rhythm and the quality of their employees, achieving greater flexibility and orientation on the outcome.

    Rafael García (@rafagparrado) works as a consultant at Índize and has his own blog, which at Zyncro we highly recommend: La Factoría Humana.

  • Jose Luis del Campo Villares 9:00 am on March 21, 2013 Permalink | Reply
    Tags: , , , , , personnel management, ,   

    5 keys for managing Internal Talent in Organizations 

    Estimated reading time: 8 minutes

    Managing internal talent in organizationsWe all have talent for something, whether it’s good or bad. At times, the problem is that we are unsure what our a special skill is used for, or even when we know it, we have little or no motivation to try to exploit it or we have an inability that prevents us from dedicate ourselves to it.

    We have always believed in the idea of talent of individuals. For this reason, when we talk about organizations, we usually refer to the concept of ‘human talent’ as the potential of its members, knowledge, aptitude, attitudes, experiences, motivation, vocational interests, skills….. that can be applied to daily work within the organization and that enable us to get the best out of each individual, which results in the improvement of the group and the organization to which they belong.

    Everyone would like to have talented individuals in their organization, or individuals with the potential to be talented, as it is believed that they will contribute positively to the growth of the organization. The truth is if the organization doesn’t have them, it can ‘import’ by bringing in outside individuals (outsourcing), but that is not the topic we are discussing today. Here we will see what is necessary to manage the ‘Internal Talent’ that organizations already have and the advantages of this talent.

    Starting from the basis that we all have a potential talent for something, what are the key points for managers in an organization in knowing how to manage the potential of its members?

    1. Ability to discover talent in its employees.
    2. Ability to know how to manage them in accordance with the organization.
    3. Ability to know how to motivate them.
    4. Ability to generate new talents among employees.
    5. Ability to adapt organizations.

    In times of crisis like the current one, it is clear that investing in bringing in outside talent is very expensive, meaning the starting point for optimizing costs lies in‘insourcing, or in other words, managing the talent and potential already found in our organization and knowing how to leverage it is infinitively more profitable, as well as them being someone who already knows the organization and doesn’t have to be taught much.

    1. Discovering talents

    Hence, the first step is to discover the internal talents of each individual so that we can reinforce the internal talent of the organization. HR management in organizations should be done by professionals specialized in competence development, skills management, and in short, those used to finding the talent in each individual. It’s not much use to think about ‘insourcing’ if we are unable to discover the potential in our employees.

    2. Managing talents

    Once we have determined what our employees talents are, the next thing is to know how they can be used for the organization’s benefit. It is not enough to know how to capture the talent of each individual, rather we must also know the functional structure of the organization and its culture in order to be able to coordinate that talent within the company’s structure. Fitting in the different talents in different positions, hierarchies and responsibilities in an organization is as important for operation as having talented individuals. If we don’t, we are wasting that ‘Internal Talent’. Having people with wasted talent and knowing it is almost worse than having talented people and not knowing it.

    3. Motivating talents

    When we have found a place for that ‘talent’, we need to know how to feed it, to motivate it so that it grows on its own and infuses others. Talent is something that, apart from having it, it is necessary to feed it and this is done with suitable motivation. The techniques for achieving it are not just economic as many believe, but all must ensure that the talented individual is happy in their position and does not want to accept outside offers that would bring their talent to other organizations.

    4. Creating new talents

    If we can find, fit in and motivate talent, wouldn’t it be perfect to be able to create new talents within the organization? Multi-disciplinary ability in our employees, combined with a fast changing environment, can be the perfect combination in order us to consider creating new talents ourselves within HR management. Having our own factory for creating talents is a way of ensuring the future success of the organization. Human capital capable of assuming responsibilities, new projects and motivated to do so is the key to survival for any organization.

    5. Adapting the organization

    But to all this, we need to add a very important thing like the fact that organizations themselves cannot be considered static entities, they need to adapt to changes in trends, regulations, competition and the environment. They are living beings, comprising of other living beings. On occasions, it is not always a case of adapting the talent of the employees to the organization, rather quite the opposite, adapting the organization to the talent of its employees who, on all probability, have adapted to the environment before the organization itself. It is as important on occasions to adapt the organization to changes and its internal talent as to make sure this talent adapts to the organization.

    Jose Luis del Campo Villares (@JoseLdelCampo) is a facilitator, trainer and coach. He cares about people and their lives within organizations; for that reason, he is a social media consultant and CEO of Socialmedia Network.

    • shalini 1:17 pm on March 21, 2013 Permalink | Reply

      Great ways to manage internal talent Jose. Thanks!

  • Juan Ignacio Barenys 9:00 am on March 12, 2013 Permalink | Reply
    Tags: , , , personnel management,   

    Person vs. Human Resource 

    Estimated reading time: 5 minutes

    Editor’s note: Today we’d like to welcome a new author to our blog, who joins the team of Zyncro contributors as an expert in Human Resources and management. Juan Ignacio Barenys de Lacha is Director at Odati and Eskpe Consulting. Member of AEDIPE, creator of the Odati Method for training executives and managers, ex-CEO of Olivetti Information Systems Spain and of Sligos Systems and chairman of the World Forum Congress in Washington in 1990. Welcome and thanks for participating!

    Some of us celebrate that in recent times the description Personnel Management has been recovered, at least in associations and forums, over and above the term Human Resource Management, which was in fashion in companies since the mid 90s. Personally, I consider the latter to be rather restrictive.

    The trends that mark modern HR management focus with a marked priority on productive and administrative aspects, to the point that at times it reached the extreme of comparing people with organizational, economic and material resources. How many times have we heard something so superficial as the cruddy saying “human resources are the main asset of our organization”, when in reality human resources were handled as another entry in the balance sheet? In our business culture here in Spain, these trends—of which there are many excellent ones to be admired and adopted without hesitation—were imported from models that were almost always of English-speaking origin.

    Fortunately, that is not the only personnel management conduct that we have imported in these parts. Together with it, skills development and coaching or mentoring are realities that enrich the treatment given to people in business organizations. In general, we can say that, in a fair balance, it is just as restrictive to consider personnel as mere resources as to ignore that, when they are part of a productive chain, they are just that.

    Professionals who manage or coordinate work teams—not just those who specifically belong to the Human Resources area or have that academic training—must contemplate the totality of the individual as a Person who occasionally becomes a Human Resource when they are linked corporatively.

    A soccer player, for example, when he belongs to a team is a resource; he is always a person. It would be a pity and a waste for their bosses to exclusively manage them in those aspects that have to do with their administration and to measure them only by their results. This would limit both the personality of the individual as well as their contribution in achieving objectives. Unfortunately, on occasions that treatment continues, and despite there being attested experiences where a resolute, open and continuous attention given to the Person, it is the most efficient way in achieving the objectives of the organizations, as well as the most gratifying relationship for both parts. So the term Personnel Management is a welcome term, if that means having a vision like that contemplated here.

    Getting back to the professionals who manage people, i.e. who should look after their recruitment, integration, motivation, management, evaluation and training. Maybe some aspect has been lost in the inkwell depending on the content we give to each of these functions. This concerns all those who manage and coordinate Personnel, who apply it according to the rules given by a higher body of business but with their own style and beliefs within a level of autonomy that, in general, is very wide. I don’t know any policy that sets limits on continuous training that a manager gives to his subordinates through the most basic coexistence. At times, the limitation results from not having enough budget for the given training. But that is not an excuse for the Director of Personnel, whatever the scope and level at which they move, to renounce their training side and abdicate their responsibility as regards that behavior affecting the results and the satisfaction of their employees.

    People are the main asset of the organization and more than a mere resource. In your company, do you share this vision or do you still need to make the change from Human Resource Management to Personnel Management?


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