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LA DIRECCIÓN ESTRATÉGICA EN LA GESTIÓN DE RECURSOS HUMANOS

CAPITAL HUMANO Y ESTRATEGIA DEL NEGOCIO
DESARROLLO HUMANO: ORIGEN, EVOLUCIÓN E IMPACTO
EL CUADRO DE MANDO INTEGRAL Y LA ESTRATEGIA DE CAPITAL HUMANO
METODOLOGÍA INTEGRADA PARA LA PLANIFICACIÓN ESTRATÉGICA

LA DIRECCIÓN ESTRATÉGICA EN LA GESTIÓN DE RECURSOS
HUMANOS

Evolución histórica de la Dirección de Recursos Humanos (DRH): El factor humano siempre ha estado presente en los estudios llevados a cabo dentro de las distintas escuelas dentro de la teoría de la administración, si bien su tratamiento dentro de la empresa ha sufrido una fuerte evolución, al igual que ha sucedido con el proceso de administración de la empresa que ha evolucionado hasta la dirección estratégica, la dirección de recursos humanos ha pasado por una serie de etapas hasta culminar en su actual concepción.
1. Dirección de personal clásica: El factor humano es un factor productivo mas.
2. Moderna dirección de personal: El factor humano se torna mas activo y se le toma importancia. Remuneración, formación y promoción.
2. Dirección de recursos humanos: Factor humano formulando e implementando estrategias.
El Capital Humano como herramienta estratégica de la empresa Puesto que la principal fuente de producción de la economía ha pasado del capital físico al capital intelectual, los directivos del capital humano se ven obligados ha demostrar cómo crean valor para sus organizaciones.Es por ello que los directivos del capital humano deben entender la estrategia de la empresa, es decir su plan para desarrollar y sostener una ventaja en el mercado
Objetivos Estratégicos en la Gestión de Recursos Humanos Los objetivos son el establecimiento de prioridades a todos los niveles de la empresa dentro de un procedimiento organizado jerárquicamente, en el que cada objetivo está formulado por referencia a los objetivos superiores en el seno de la empresa.
1. Lograr la equidad e integración del personal.
2. Elevar el rendimiento competitivo y operativo
3. Innovación y flexibilidad (Eficiencia a largo plazo).

La Planificación Estratégica del Capital Humano Los autores definen la Planificación Estratégica del Capital Humano como: el proceso de análisis de las necesidades de capital humano, conforme cambian los entornos internos y externos de la organización y la aplicación de la consiguiente estrategia proactiva para asegurar la disponibilidad del capital humano demandada por la organización
Modelos de Planificación del Capital Humano En los últimos tiempos se han desarrollado diversos modelos en el ámbito de la Gestión del Capital Humano, que tienen como fin común: lograr la competitividad de las organizaciones. Becker et al, (2001) plantean un modelo en siete pasos para implementar un papel estratégico del capital humano.
1. Estrategia empresarial claramente definida.
2. Crear la conciencia para que el capital humano se convierta en un activo estratégico.
3. Creación de un mapa estratégico.
4. Identificar los productos del capital humano en el mapa estratégico.
5. Combinar la arquitectura del capital humano con los productos de RRHH.
6. Diseñar el cuadro de mando estratégico del capital humano.
7. Implementar un sistema de dirección a través de la medición.
Bibliografía:
Mengunzzato, M.; Renau, J.J. 1991. Becker, E et al. 2001. Kaplan,R. ; Norton, D. 2006. Ulrich, D. et al, 2003. Stoner, J. et al, 1996.
CAPITAL HUMANO Y ESTRATEGIA DEL NEGOCIO

El poder lograr alinear los Recursos Humanos a la estrategia del negocio puede ser manejada a través del sistema de administración de desempeño.
Este sistema parte de una clara definición de objetivos en los niveles más altos de la organización que posteriormente se irán encadenando de manera vertical y descendente hacia todos los niveles; luego, la organización determina las capacidades clave que necesita en cada uno de sus niveles y sectores, de acuerdo a los factores de éxito determinados en la etapa de modelización del negocio y a los objetivos definidos del planeamiento estratégico, para lo cual se vale de la Gestión por Competencias. Finalmente, el pago por desempeño motiva a las personas a actuar de manera tal que ayuden a la consecución de los objetivos organizacionales.
Para brindar soporte informático y formalizar el sistema, la organización utilizará un conjunto de indicadores externos e internos, equilibrando la consecución de objetivos en el corto y el largo plazo: el Balanced Scorecard, modelo de gestión que además facilita el proceso de implementación y comunicación.
Todo esto sin olvidar comunicar claramente los beneficios para los empleados y los objetivos para cada nivel, dejando bien en claro qué se espera de cada persona, cómo contribuye a la estrategia del negocio, brindando feedback periódico y acompañando en todo momento a través de procesos de coaching.
Medir el desempeño, asegurar el logro de los objetivos y la comunicación son vitales.
Bibliografia: Matías Sales es Licenciado en Relaciones Humanas.

DESARROLLO HUMANO: ORIGEN, EVOLUCIÓN E IMPACTO

La economía del desarrollo se ha ocupado fundamentalmente del enriquecimiento material, esto es, del incremento del volumen de producción de bienes y servicios. Esta teoría partía del supuesto, explícito o implícito, de que un aumento del producto agregado, como sería un crecimiento del producto interior bruto per cápita, reduciría la pobreza e incrementaría el bienestar general de la población. Esta premisa, de raíz utilitarista, entendía que la producción generaba rentas, y que mayores rentas generaban, a su vez, mayor utilidad o bienestar económico. El nexo entre mayor producto y menor pobreza se consideraba tan fuerte que muchos economistas estaban convencidos de que bastaba centrarse exclusivamente en el crecimiento para alcanzar el objetivo último de desarrollo. En otras palabras, el crecimiento se convertía no sólo en el medio para alcanzar el desarrollo sino en el fin del desarrollo mismo.

Origen: El desarrollo humano que apareció a finales de los años ochenta representó un cambio radical por dos razones: a)cuestionaba la premisa utilitaria que servía de fundamento a gran parte de la economía del desarrollo. b)cuestiona el supuesto comúnmente aceptado según el cual el medio para alcanzar el desarrollo es la acumulación de capital físico.
El cambio en el objetivo de desarrollo combinado con la priorización del capital humano como vía al desarrollo tienen implicaciones de gran alcance para la estrategia global de desarrollo.

Evolución: En los años ochenta se hizo evidente que el crecimiento ya no podía darse por sentado. Gran parte de África y de América Latina, sobre todo, se hundieron en una profunda crisis y los planes de desarrollo se focalizaron principalmente en la “estabilización” y el “ajuste estructural”. Se busco un nuevo enfoque menos frio llamado “ajuste con rostro humano”, constituía un gran desafío frente a las corrientes dominantes e hizo más que cualquier publicación anterior por “situar primero a las personas”. Con esto realmente darle valor a las personas.

Impacto: El desarrollo humano ha inyectado un elemento de competencia en el mercado de las ideas y ha conseguido rompoer el monopolio del FMI y del Banco Mundial en materia de orientación de estrategias de desarrollo. Ahora también se otorga mayor preminencia que antes al “sector social”. El desarrollo humano se convertiría, entonces, en la nueva ortodoxia. Si esto se demostrara cierto, es posible que las visiones dominantes no logren superar el desafío del paradigma de desarrollo humano.

Bibliografia: Keith Griffin, “The Distribution of Wealth and the Pace of Development”.

EL CUADRO DE MANDO INTEGRAL Y LA ESTRATEGIA
DE CAPITAL HUMANO

En la Nueva Economía “El Capital Humano constituye la base para la creación de valor” sin embargo las empresas poco invierten en su Gestión. Esta contradicción se sustenta en que los logros en esta materia no se pueden cuantificar fácilmente, y en algunos otros casos por desconocimiento. Como alternativa de solución para este problema se plantea el uso del Sistema de Control de Gestión llamado Cuadro de Mando Integral (CMI). Este sistema de control a través de un conjunto de indicadores retroalimenta sobre la marcha la estrategia ayudando de esta manera al logro de los objetivos que subyacen a la ejecución de una efectiva estrategia de Recursos Humanos. Tras su implementación el CMI logra unir: empleados, estrategia y rendimiento; y provee datos que se requiere para el análisis del desempeño de Recursos Humanos.
CAPITAL INTELECTUAL
Lo podemos definir como el conjunto de Activos Intangibles de una organización que, pese a no estar reflejados en los estados contables tradicionales, en la actualidad genera valor o tiene potencial de generarlo en el futuro. Y se definen en: Activos de Mercado, Activos centrados en el individuo, Activos de propiedad intelectual, Activos de infraestructura.
CAPITAL ESTRUCTURAL
Es que le pertenece a la empresa y queda en ella aún cuando sus creadores y quienes lo utilizan a diario se retiran de ésta.

CAPITAL RELACIONAL
Conjunto de activos intangibles que mide la relación que un ente tiene con sus clientes, sus canales de distribución, proveedores, competidores, alianzas, etc. El valor de este intangible es importante para las empresas que tienen una comunicación muy fuerte con el exterior de la organización.
CAPACIDADES ORGANIZATIVAS
Surgen cuando una empresa materializa las competencias y las habilidades combinadas de los individuos que la integran. Estas habilidades organizativas hacen posible que una empresa convierta en resultados su conocimiento técnico. Implementar un Cuadro de Mando Integral para la Gestión del Capital Humano es un arduo trabajo, partiendo de que la estrategia empresarial en la mayoría de las pequeñas y medianas empresas no está descrita con la claridad necesaria y permanece como conocimiento tácito en algunos trabajadores. Desarrollar un cuadro de mando efectivo requiere de un claro entendimiento de la estrategia eficaz y de los objetivos operacionales de la empresa, así como de una verdadera reafirmación de las competencias y las conductas que deben mostrar los trabajadores para conseguir dichos objetivos. De igual forma, la perspectiva de sistema es un prerrequisito para cultivar la buena combinación del sistema de Capital Humano a nivel interno y externo y generar, así, una ventaja competitiva.
Los cuadros de mando, de la empresa en general o de Capital Humano, crearán valor sólo si están estrechamente vinculados con la estrategia competitiva y los objetivos operacionales más amplios de la empresa.
Bibliografía: Freddy Alvarado B., Dr (c) Ing.
METODOLOGÍA INTEGRADA PARA LA PLANIFICACIÓN ESTRATÉGICA

La Planificación Estratégica como proceso establece los objetivos de la organización y define los procedimientos adecuados para alcanzarlos, constituye la orientación o guía para que la organización obtenga y aplique los recursos para lograr los objetivos; para que los miembros de la organización desempeñen determinadas actividades y tomen decisiones congruentes con los objetivos y procedimientos escogidos. La Planificación Estratégica significa que se estudian anticipadamente los objetivos y las acciones, sustentando las actividades no en impulsos sino en algún método, plan o lógica.
La Planificación Estratégica como instrumento, constituye un marco conceptual o referente, que orienta a la gestión institucional de la organización con el objeto de llegar a realizar la Visión y Misión, la cual se plasma en un Plan Estratégico. Así, se convierte en una especie de“carta de navegación”, una vez desarrollado todo el proceso de reflexión, análisis y discusión, que es donde se hace explícita la Misión, Visión, los objetivos, estrategias, actividades, recursos, indicadores y metas y que se traduce finalmente en los
Planes y Proyectos.
Podemos rescatar de la extensa metodologia en PEI como instrumento de planificación, prioriza objetivos y establece estrategias de acción institucional, tiene concordancia con los objetivos estratégicos del PESEM y PDC e incluye todos los recursos necesarios (humanos, materiales y financieros) para lograr sus objetivos. El PEI toma en cuenta la Visión del Desarrollo, los Objetivos Estratégicos y acciones concertadas en el Plan de Desarrollo Concertado y Presupuesto Participativo y los lineamientos establecidos en los PESEM. Además, contiene los Objetivos Institucionales y las acciones que le corresponde realizar en el marco de sus competencias.
En cambio el PCD: Plan de Desarrollo Concertado constituyen el principal instrumento de gestión de los Gobiernos, son instrumentos de base territorial y de carácter integral, orientadores del desarrollo regional o local y del proceso del presupuesto participativo, que contienen los acuerdos sobre la Visión de Desarrollo y Objetivos Estratégicos de mediano y largo plazo de la comunidad en concordancia con los planes sectoriales y nacionales.
Existen un conjunto de herramientas que pueden ser útiles para diversas fases del proceso de Planificación Estratégica. El propósito es desplegar un conjunto de posibilidades para poder seleccionar algunas opciones en el proceso de formulación de los Planes o Proyectos. Algunas de ellas son:
ARBOL DE PROBLEMAS
ANÁLISIS FODA
MATRIZ DE EVALUACIÓN DE FACTORES EXTERNOS (EFE)
MATRIZ DE EVALUACIÓN DE FACTORES INTERNOS (EFI)
MATRIZ DE COMPETENCIAS Y FUNCIONES
MAPEO DE ACTORES
GENERACIÓN DE ESTRATEGIAS
MATRIZ FODA EVALUACIÓN DE ESTRATEGIAS

Bibliografia: Norma E. Eyzaguirre Rojas. Área de Planificación de la Unidad de Programació Ministerio de Educación Secretaría de Planificación Estratégica, Lima Perú, 2006.

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...Shadi Abdul-Ghani Life Style Inventory Survey (LSI) . SEP/13/2010 GM591 Professor Judy Moonan . in 1996 I graduated with a bachelor degree from Jordan, and at that time my dad was the only one who is working and supporting the family, 2 brothers 4 sisters, mom and I , three of them were in college, and I had to find a job as soon as possible to help my dad, I joined the market field, at that time it was big challenge for any new graduate, to find a job, and it was even harder to keep the job if you get one, the unemployment was high, and the competition was even higher. When I was in school, I used to get everything I needed from my dad, never felt responsible, and at one time, it was my turn to help, first job I had was in the marketing field, marketing means challenging, competition, and target to achieve, all of these things makes me work under pressure, joining the marketing field after I was completely depending on someone else in my life has a big impact on my life, I have to achieve my target or I will lose my job, I have to work hard to support my family, I admit that I had flunks in that job, but some of those flunks were results of exterior causers. I ask myself many times why did I stumble? Was it because of the pressure factor or because of the life style I had or may be because I have no experience in marketing? According to the LSI survey, my primary style is an Aggressive/Defensive Style that reflects self-promoting thinking...

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