RIASSUNTO
Abstract
Managing Human Resources Development with an integrated and systematic approach is the key to individual and business success as it enables managers to identify and use the talent strengths for the benefit of the organization while motivating individuals towards their personal and professional growth.
Based on the though above mentioned, we developed a Continuous Human Development Model (CHDM)*, anchored to the Strategic Business Plan, with emphasis in the Human Resource Strategic Direction. The Model is composed of five interrelated processes. The first one is related to the Recruiting and Selection of Talents and the Induction - Training required before they are appointed to the organization´s positions. The three following represent the Core of the CHDM: Education and Training based on a previous Competencies level measurement, Career Development and Reward linked to Performance Appraisal. The Training based on Competencies process favors the identification of gaps between the employee's knowledge and the level they require to generate superior deliveries. The Career Development process includes: The Individuals Development Plan which is designed based on career paths and employee potentiality, and the Succession Plan for each key position, to assure the availability of candidates. The Reward, linked to Performance Appraisal, aligns individual to the Business Strategy, Mission and Vision. Last but not least, is the Retirement process which is conceived to prepare and enable employees to cope satisfactorily with a new environment and a different lifestyle.
The Model described was put into place by the Human Resource Department, of the Exploration and Production Division of two National Oil Companies located in South America and Central America, generating benefits to the business such as availability of: technical and managerial talents due to early talent identification, career paths and chart replacements for key positions and relay generation. It also brought some additional and intangible benefits like personal alignment to the organization strategic guidelines and reinforcement of a goal oriented culture, among others.
Introduction
Dealing with people, has always been an issue for management. The need for growth and sustainability in a highly competitive environment characterized by emerging technologies and globalization, and the aging of the experienced people is challenging organizations to attract, develop and retain Talents with the skills required to develop and deploy their Strategic Business Plan successfully, in both administrative and technical areas.
This thought has been around for a few years and the question is: what have management and organizations done to handle this dilemma that has turned complex as we acknowledge that labor force is actually composed with a mixture of people that belongs to at least five generations, so called: Traditionalist, Baby Boomers, Generation X, Generation Y and Generation Z, each one with their own background, interests and drivers.
Several Models have been created as a response to guarantee the appropriate delivery of Human Resources processes, but usually they are related to one or two processes. The model that we are presenting in this paper, Figure A, interrelates all the HDR processes, with an integrated vision, supported by the Strategic Business Plan, of any organization or business unit.