NEWS 2 ALL

1 Introduction? Ã? The

 

                           £ o The management of people in most § Organizational-categories do not receive the attention § à £ o deserved . In many of them, à ¡rea de Recursos Humanos © à still seen only as the person in charge of payroll and other details in Interface § à £ o with the employee registers.

                           This is a big mistake. In a competitive market, the successful results està £ o directly related to the ability of the company has to lead, motivate and empower your employee registers. Thus indispensable à © ¡vel that HR managers are aligned à © s estratà growth strategies of the company and integrated with commercial and institutional aspects of it.

                           Not all instituià §-categories are great enough to have one area to address specific prior resource human, in such cases, the important à © to be aware of the need for formação § à £ o of an organizational culture that promotes the development of people because they sà £ o the main t responsible for the results of the company.

 

2 THE ART OF MANAGING PEOPLE â?? HUMAN RESOURCES AND DEVELOPMENTS

 

2. 1 AS MUDAN? AS THAT OCCURRED IN THE ROLE OF MANAGER OF HUMAN RESOURCES AT THE HISTÃ? RIA

 

                           à managers area of Human Resources and Developments, vema there are a lot of time interacting with news from different origins, most of them focused on the § mudanà that are going to occur in the context of § Interface-categories of work. This à ©  evident and do not like there are disputes. The organizational environment currently exposed have shown that HR managers do not change and modernize in its model operates § à £ o, would soon be out of the £ market.

                           In the world of deals, more than ever, à © necessà Aquarium has a great power to adjust s mudanà § as. These mudanà § as stemming technology § Changes cause deep-categories both in society and markets, and the great difficulty of businesspeople, high gerà ª ncia and employees © à § mudanà they often require the rethinking in the way of making bargains. The challenge gives human resources manager à © keep alive the spirit of colaboração § à £ o of workers so that they can lead to mudanà safely § a § a, because after each transformação § à £ o new mudanà § a case in pliable interminable streams of happening § ³ gicas tecnolàthe fruits of development and enlarging § à £ o of human knowledge.

                           A análise on human resource managers in the Browse last dà © fied is clearly a gap between the perceptions § Excavators problems and recognizing § à £ o and _TB_EDIT_PREFS and prà ¡tica this administração § à £ o. The movement of administração § à £ o de à personnel to area of human resources à © well known, occurring in à © pocas for different sectors of the economy.

                           Many of the issues concerning modernization à § à £ what is observed for transformação § à £ o Human Resources revolve around descentralizaà § à £ o, internal consulting, strategic planning © gico, administração § à £ o § as of happening, participatory management, commitment, involvement and higher motivation § à £ o of the employee registers. So consider a few challenges to be faced and overcome by HR to update, making it more efficient and competitive. The summary of all à © as the path of modernization § à £ o, without disqualifying the dramaturgy of development of human development, that can impact mission critical mudanà § as in the organizational environment, improving the quality, productivity and competitiveness of companies.

 

2. 2 THE NEW ROLE FOR THE MANAGEMENT? O HUMAN RESOURCES

 

                           £ o the seizure as The Importance of Intellectual Capital has £ changed the management of human resources in enterprises . It is observed that the recruitment and selections § à £ o modifications are constantly §-categories in order to use new tà © techniques, appropriate to identify people with potential for growth, flexibility and thought tà ¡tico.

                           In the professional market complex and competitive today, choosing the right people becomes essential for the production § à £ the company. People well selected and well positioned do not only contribute to the proper functioning of the enterprise and also © m is a significant representaa § à £ o to eventually replace §-categories.

                           Today there are a large number from Organizational §-categories where à area of human resources plays the role of enhance the river and will run at the same time, remain © m in sync with the reality of business travelers, increasingly complex muta Adjustable and Dynamic ¢ monkeys. They actually believe that human capital makes the difference § a, treating the subject with the same relief fragrance that deal with issues estratà © gical.

                           § The instituiÃ-categories of people need in order to encourage the creation § à £ oe comunicaà § à £ o knowledge structure, ¡it, keep you ¡or enhance it. This new function § à £ o à involves skills related prà ¡tica of an organizational culture of learning.

                           What is believed à © the HR professional, armed with real knowledge about the processes of learning and messenger the visão global market, is able to articulate the company processes bà ¡musicians management £ o.

                           The current organizational environment requires bright ideas, aà § rà ¡pidas-categories and a constant adaptação § à £ oa constraints § of happening to permanent. Under these condition-categories §, £ o the management of human resources has a more critical role than ever in achieving the intended goals. New ways of doing Entrepreneurial ³ cio require new ways of engaging people. Speed, flexibility and innovations § à £ o sà £ o à § reached only when pliable strategies estratà © £ effective management of human capital supports the objectives of Entrepreneurial ³ cio of Organizational §-categories. The information § à £ o, knowledge, creativity, sense of opportunity, are permitted resources estratà © gical assume that this was a redoubled it away.

                           In his new function § à £ o, HR must delegate the role of caring for people managers teams. They are the ones who need to learn to take care of your personal argumentation within institutionally defined, but with sensitivity and flexibility than the sà ³ lader may apply. HR Então, this should act as an internal consultant these leaders, advising them and developing their skills comunicaà § à £ o, leadership Trader e § § à £ o. Thus, à © expected HR to release to learn more about the Entrepreneurial ³ heat, contributing to the construction § à £ oe implementations § à £ o © of strategies and corporate strategies and long-term increase to join ª ncia _TB_EDIT_PREFS between competing organizational and personal.

                           HR still has the role of developing skills, and this process done by © à © s mentors, leaders humanÃsticos and other references will very Own ximas your day-to-day, for improving and enlarging § à £ o ª ncias of it without this support à © much slower and not always aligned with business travelers. The printed area of HR actively participates in the understanding of it _TB_EDIT_PREFS Required for the development of business travelers. Courses and training, for example, are done according to the needs and goals of their respective desirable areas.

                           Meanwhile, alà © m of formação § à £ o humanÃstica, HR managers tà ª m wide knowledge processes bargains of the company (strategic planning © opment and market knowledge). This allows them to have a noa § à £ o more clearly do not just about how to qualify and develop employees skills, but also educates ¡© m them about the mission, visão you and company goals. Â

 

2. 3 POSTURE OF HR MANAGERS IN INTERFACE? Ã? THE PROBLEMS THAT EXTEND BEYOND THE LIMITS OF THE COMPANY

 

                           In HR demands now laying estratà © gica before the bargains of the company, without leaving their function § ¡-categories bureaucratic policies, carried out under the CLT â?? Cements § à £ o Labor Laws – and Function-categories § tà © techniques (when do not outsourced) as: recruit, select, evaluate, compensate, train, develop and resign. To occupy his espaà § o, HR managers must accept and overcome challenges posed by the company and the context in which it operates, according to some mudanà § as in your profile.

                           The Organizational § à £ o successful manager requires the ability to identify, at the right time, opportunities to respond promptly and properly; © m also requires a capacity for accurate diagnoses Nouakchott to detect, in parallel, the § threatening the difficulties and to neutralize them ¡ª or dampens them. It requires, above all, must distinguish clearly the priorities, as does not exist thing til diverse selection of what to do with a great deal of Efficiency things that do not need to be made.

 

 

2. 4 POSIÃ? Ã? O Ã? TICA RH DO THAT RELAÃ? Ã? O-empresa funciona? RIO

 

                           The à © tica default reflects the ideal of behavior and shared values in Interface § à £ o company Aquarium-run, it is the guarantee of quality of services provided and the § mainly as fulfillment of visão of Organizational § à £ o. The intention of the à © tica in the Human Resources Department that all aà §-categories of the entity are planned and implemented in accordance do not only with the laws, but as well with a © m à © tica and morals governing the day-to-day life of people and instituià §-categories.

                           One of the standings § à © ticas-categories of HR Interface in § à £ o company works Aquarium à © all engage in a process that has as its goal the coer ª ncia à © tica in aà § §-categories and Interface-categories of the company with several feet directly in front with whom they interact, contributing to the development continuum of people and their relations with each other §-categories . Other locations § à £ o à © a interesting show Transparency in the form of Conduction § à £ o of the bargains of Organizational § à £ o, in the pursuit of his mission the institution by acting in a socially person in charge.

                           The à © ticos duties of the employee registers comprise concretizaà § à £ o the rights and interests of participants legatine Binary and benefits of § Organizational-categories in which they operate, including managers, which aims to otimizaà § à £ o of the results with a view to meeting the objectives of the entity.

 

2. 5 HR favor in CONSTRUCTION? Ã? The Strato’s? TECHNOLOGIES TO BETTER FITNESS? Ã? THE COMPANY Ã? S requires? NCIAS MARKET

 

                           For a company to achieve success and remain competitive necessà © à ¡rio © estratà create strategies that allow better FITNESS § à £ o à s requires _TB_EDIT_PREFS the market with this one example of how it operates § à £ o of the Human Resources Department promotes this Stockbreeding § à £ o to tactics, the elaboraà © à § à £ o of strati © gia organizational becoming an indispensable factor erasable. Within this context the presence of the § HR professional à © fundamental, since this faculty be the ¡Ã ¡rea contribute to the achievement of corporate objectives and at the same time, check ¡s à meet the needs of employees. The advantage of drawing up a strategic planning gico © HR © à © s that through this aà § à £ oa business guests will ensure the alignment of aà §-categories aimed at the £ Gestà Talent with a strategy con © gia and Business of Organizational § à £ o, Consequence ¼ entemente, with the range of results.

                           There’s not a right time for the elaboraà § à £ o of a strategic planning © gico HR, as this will depend on each ¡Organizational § à £ o. The more knowledge about what is à © and you want more Fast planning à © made. The time that faculty be spent estruturaà § à £ o of work also © ¡m will vary according to the navel of knowledge and methodology used by the Organizational § à £ o. During estruturaà § à £ o of aà § à £ o à © indispensable erasable are present the company’s board, the manager of Human Resources and other professionals involved in strategic planning of Organizational gico © § à £ o.

                           The first step in a à ¡rea HR develop a consistent work © à ³ Entrepreneurial know the heat and the context of Organizational § à £ o, ie the market, and _TB_EDIT_PREFS and competition on. Another relevant factor à © maintain close vÃnculo aà §-categories of proposals to the values and £ missà the company, as this will show that ¡Ã ¡rea HR really knows the needs of employees and for that we need to talk and be close to the employee registers. In elaboraà § à £ o © gico strategic planning, a à ¡rea HR need to know the resources available, the team involved in the procedure, the chances of inovaà § à £ oe the possíveis mudanà § as in the business in short, mà © medium and long term, alà © m to observe the feasibility of investment of time that faculty be required of professionals in other desirable areas. Another aspect to be taken in consideration § à £ oe of fundamental matter fragrance à © respect the organizational culture.

                           Another example of encouragement provided by the Department of Finance © à train and develop people to meet The Requirements of the environment the Organizational § à £ o and the market operates econômico in general.

                           A à ¡rea de Recursos Humanos à © completely multidisciplinary where its Aspire § à £ o à © a greater integrate perception §-categories, dreams and desires. When refers to Integration § à £ o, it clarifies that the Human Resources Department à © a à ¡rea coaching people, recruiting, assessing, who pays, who hires and develops the capacity to § FITNESS Excavators people.

                           The Organizational-categories are distinguished § £ © s moves across the developments of human rights, and such employees of Organizational § £ o-categories should be prepared to react à s snaps and Turbulo _TB_EDIT_PREFS possible that the market ¡, and this preparation faculty be acquired through © s training.

                           Training à © à ³ timo an example, if it does not for the best of them, that the participations § à £ o à ¢ RH in scope to suit the company s demands à ª ncias market à © a great estratà © gia, which deals with the achievement of the objectives, train workers Organizational § à £ o the requirements musicians necessà bà ¡¡ rivers to compete in the highly competitive market, it _TB_EDIT_PREFS develops, disseminates the culture, values, mission, a visão, goals, the goals of Organizational § à £ oe questÃμes discusses organizational climate.

 

2. 6 CHALLENGES FOR MANAGERS HUMAN RESOURCES AND DEVELOPMENTS IN THE PERFORMANCE Funai? Ã? ES IN PRESENT CONTEXT

 

                           At first, the first challenge will be to develop the ¡Ã ¡rea psychol Logic, to understand the Interface between-categories Satisfaction § § à £ oe suffering existing in § Interface categories of work that now generates pleasure, and now produces suffering to the worker. So making faculty be better able to mediate, reduce and, If possible, eliminate the conflicts that permeate the £ interconnection of work, making the Interface § à £ o between worker and activity.

                           The manager also faces the challenge of actually becoming a manager internal, do not just taking over, but experiencing, feeling and sharing the different possibilities of humor and disenchantment of the employee registers.

                           Even crossover cable is required Aquarium deploy a management he participated, adapting some models currently used, evolving into a new default, which in fact will follow ¡monitor, evaluate and correct, if needed ¡rio à s routes Obtaining § à £ o of the results.

                           Ã? important to remember that lives up to the HR manager tambà © m, continuously monitor the internal environment, recording, analyzing and taking corrective and preventive measures for all its faults, alà © m also periodically assess the organizational climate, ensuring the continued improvement of all, people and processes, with the conseq ¼ à ª ncia to evolve § à £ o da à ¡rea de Recursos Humanos.

                           One of the most peculiar à © let the informality, going to resolve and take decisÃμes so systematized tico. The current global market and high speed in the deliberation §-categories do not contain a more informal decisÃμes with RH based on intuition § à £ o, as they tà ª m proved to be a contributing § à £ o for the loss of competitiveness and late companies.

                           association with the above, comes to require ª ncia of otimizaà § à £ o of the processes with the goals, The Mission , the politics of the company as another factor of happening § to a new posture of RHA?? s. The modern world do not allow more decisÃμes based on informality, requiring Racing News and velocity, which guests will be achieved by © s § a continuum perfected oamento and the prà ¡tica of the management he participated.

                           For many companies, the change to § HR for a modern model has a à © ilusão mainly the dominant culture there are years with the centering § à £ o of power. So the new reality, which consists of the Transparency of the aà §-categories participação § à £ o of the employee registers, it is difÃcil assimilaà § à £ o, adding to that, we also © mo Own HR, fearful of lose power for the management he participated.

                           So, we are sure that the implantation § à £ o of a new management model £ o HR with responsibility being delegated to groups within the faculty be better contribute § à £ what today’s managers are at your giving Organizational § à s-categories. They are challenges and decisÃμes that, if applied correctly, the results soon they will appear as higher higher motivation § à £ o, participations § à £ o, better planning of activities, greater involvement and commitment of the employee registers, reduce § à £ the conflict, increase team spirit, diminish § à £ o of errors, reduced § à £ o of the operational costs, greater valorizaa § à £ o da à ¡rea HR, thus impacting on improving quality and productivity both the products or services § os, and finally, contributing to improved competitiveness. Â

 

3 CONCLUSIONS? The

 

                           A £ Gestà of Persons has been undergoing an extensive process of transformação § à £ o, to the extent that systems traditionally used as a reference – focusing on positions – has been showing weakness in front of the turbulent environment and Muta erasable has been going through the Organizational §-categories.

                           In the context in which the § mudanà occur at any time, the Organizational § à £ o needs to be aligned in around-categories of Setting estratà § © gicas clear, supported by a management £ with wide involvement and participations § à £ o. An Organizational § à £ o you want to have itself a visão stratum © Logic must take into account that there are a stream of knowledge that affects the production § à £ o as a whole. It is essential to the manager learn to create new organizational forms around teams and processes.

                           In santese, managing people is increasingly becoming an art, run by managers with views we value in £ oo and individual but collective. People need and seek new ways of air reached its Aspire § § §-categories and accomplishment-categories and HR can be the engine of its Aspire §-categories, depending upon the availability and flexibility of managers.