Human Resource Development

 Module Three
ya paso lo primero
 Reclutamos, atrajimos candidatos “potencial a
desarrollar”
 Seleccionamos, aquel que mejor encaja con nuestra
cultura.
 Introducimos a nuestro nuevo capital humano a la
cultura organizacional (Induccion)
 y ahora que?
Espero hayan pensado en la clase
pasada
Pasion,
Responsabilidad
Confianza
 Cuales son sus
Fortalezas?
 Cuales son las
debilidades?
 que los hace especiales
y unicos?
Irritabilidad,Temper
 listos para trabajar? amento
control
 Como los definen sus mejores amigos
en 3 adjetivos??
 Yo me definiria como:
Confiable, amigable, mis hijos: amorosa,
generosa, abierta, repetitiva,generosa
Tomas Parral

Fiel, Inquisidora, Noble, resilente

LRU (me conoce desde los 10
años)
 HRD: que significa?
Conjunto de actividades planeadas y diseñadas x una
organizacion para que su capital humano este preparado
con las KSAs necesarias para cada puesto de trabajo.
 HRD: cuales son las funciones dentro
de este proceso?

 C&E
 OD
 ED
Pensemos
 Seguridad laboral
 Estabilidad
 Plan de Carrera
 Capacidades
 KSAs

Como se relacionan estos terminos?

Entrenamientos y Capacitaciones

 Cual es el proceso comun que todo ser humano

atraviesa tanto en el trabajo como en su vida
personal?
 El aprendizaje!!!!!
 Estamos
constantemente
aprendiendo,
conceptos,
tecnologia,
lenguajes, etc.
 Mmmmmmmmmm?
 Dependiendo cuan capacitados estemos, seremos mas
competitivos
 Dependiendo de cuan competitivos seamos, el mercado demandara
con mayor frecuencia nuestros servicios.
 Dependiendo de cuantos requieran nuestros servicios… podremos
elegir que oferta laboral aceptar.
 Dependiendo cuantas ofertas tengas, podremos planear mejor
nuestra carrera laboral
 Asique el aprendizaje es el primer paso para despertar nuestro
potencial….
 Para que sirve HRD a nivel
organizacional?
 Apoyar la vision y mision de manera estrategica;
 Mejorar nuestro capital humano en termino de competencias
organizacionales;
 Aumentar productividad y mejorar calidad del producto;
 Disminuir y-o eliminar deficiencias a nivel KSAs;
 Promover el desarrollo profesional de nuestro talento humano;
 Incrementar el sentido de pertenencia;
 Disminuir el absentismo y renuncias.
Alineamiento estrategico de HRD
 RH debe asociar capacitaciones y entrenamiento a los
objetivos organizacionales;
 Educar y entrenar en pos de la mision y vision
 Poder demonstrar que aumentando los KSAs de
nuestro CH, aumentan nuestras oportunidades de
cumplimiento de objetivos
 Medir esa inversion en resultados
Beneficios de E&C
 Satisfaccion laboral del empleado
 Aumento del sentido de pertenencia, retencion empleados
 Disminucion de renuncias
 Mejoras en el proceso de reclutamiento y seleccion
 Motivacion organizacional

Esta comprobado que un empleado satisfecho es mas

productivo, y esa satisfaccion se traslada al cliente
The bottom line purpose of T&D
 Aumentar la productividad y mejorar competencias
Proceso de entrenamiento
 Step 1: Entender la necesidad o falencia, proposito y
resultado esperado
 Step 2: Seleccion del comportamiento a moldear.
 Step 3: Diseño y desarrollo del programa de
entrenamiento.
 Step 4: Entrenamento del personal.
 Step 5: Medir resultados con proyecciones.
 Step 6: Medidas correctivas.
Dijimos que la funcion HRD
 Incluia E&C
 OD
 PM&A
OD: Que es una organizacion de
aprendizaje o aprendiente?
Organizaicon de aprendizaje
 Concepto asociado a la capacidad de la organizacion
para adaptarse al cambio.
Ex: Covid y teletrabajo es un ejemplo extremo, pero
muchas otras por ejemplo con la venta por internet. Es
decir no mirando el cambio como amenaza sino como
herramienta de aprendizaje para mejorar.
Mejor ejemplo: Amazon
Change is embraced and failures are
seen as opportunities to learn
 Cual es el rol de RH
El manejo del cambio esta en el foco del desarrollo organizacional,
adaptarse, reacomodarse, rearmarse para la supervivencia. Es la
estrategia mas vieja de los microorganismos si se ponen a pensar…
HR tiene los siguientes roles predeterminados:
1- Ser agente de cambio
2- Evaluar las estrategias del cambio y readaptarlas de acuerdo la
necesidad.
3- Dar soporte al capital humano para mantener cierta estabilidad (ser
la brujula del personal que a veces se pierde ante los cambios)
OD Proposito
 Asociado a la estrategia organizacional
 Debe estar enfocado a dar un diagnostico del
cambio y resolucion de problemas
 Es flexible y se adapta a la necesidad (no es el plan
estrategico, este es mas reactivo ante una necesidad
inmediata) ejemplo claro.. covid. totalmente
tangible
En una organizacion de aprendizaje

-Las capacitaciones y
entrenamientos son -se promueve el saber
constantes y el cambio
-El trabajo en equipo -Flexibilidad y
es buscado y adaptabilidad son
potenciado. terminos constantes
-Se cultivan fortalezas
y fortalecen las
debilidades
Metodos para entrenar y capacitar
 Caso de estudio: case, application, solution
 ComportamientoBehavior modeling: copying or replicating
behavior of others to show managers how to handle various
situations
 Role-playing: participants are required to respond to specific
problems they may encounter in their jobs by acting out real-
world situation
 Juegos organizacionales: methods that permits “players” to
assume roles such as president, controller, vp of marketing,
etc of two or more similar hypothetical companies and
compete against each other by manipulating specific factors
in a particular business situation
T & D Methods
 Entrenamiento: Induccion, referente al puesto de
trabajo.
 On the job training: informal, aprender haciendo….
 Rotacion: utilizado en grandes corporaciones,
estudiantes o egresado ingresan y rotan por diversas
areas de la organizacion, luego se quedan en el area
donde se desempeñan mejor
 Pasantia: combiancion durante epoca estudiantil.
 Cuando desarrollen un proceso de entrenamiento o
capacitacion, deben considerar:
Audiencia;
Como aprende dicha audiencia
Motivacion: (Maslow and the pyramid, Adams and
equality theory)
Costo del programa;
ROI;
Ahora, que ya han sido
contratados
Es momento de empezar con tu induccion, desarrollo y plan de carrera.
HRD
https://www.youtube.com/watch?v=v2eWtkUC-MY
Preguntas a responder basados en el
video
1. Cual es la importancia y-o beneficios de la entrevista laboral?
(para la empresa)
2. Que se valora mas actualmente competencias blandas o
duras? (justifca tu respuesta
3. Es mejor reclutar externa o internamente, y porque?
4. Referente a google, que areas evaluan durante las entrevistas?
5. En todos los entrevistados hablan de un punto en comun,
recuerdas cual es?
 Basically when you are preparing a T&D program,
consider:
Audience; (kids-adults)
Type of learners; (visual, audio; readers; hands on;
kinesthetic, etc)
Motivational needs; (Maslow and the pyramid, Adams and
equality theory)
Cost of the training;
ROI;
Les dejo el siguiente video con explicacion de T&D para
que lo vean.
http://
www.youtube.com/watch?v=85RVEas4AXs&feature=relate
d
Para que todo proceso funcione
depende de
La comunicacion empresarial…
Communication
En la era de la hiperconectividad
 uno de las mayores barreras es la comunicacion
humana
 tenemos toda la tecnolgia sin embargo hemos
perdido la humanidad al hacerlo.
 no sabemos expresarnos, somos analfabetos en la
era digital!
What is communication?
Basically two individuals interacting
together either, through spoken, sign
or written language!
● One of those individuals being the
sender
● The other (s) being the receiver
● And in between the channel with the
message itself!
Steps in the message-sending process
1. Develop a rapport: prepare the
sender for the message
2. State the communication objective:
goal!
3. Transmit the message: provide the
message, instructions etc. clearly
4. Check understanding: I'm I clear?
5. Get a commitment and follow up:
deadlines
Importancia?
En que focalizarse en las
comunicaciones empresariales
● Proposito
● Objectivo
● Benecio
● Resultados
Levels of listening
3- projective: the receiver listen without evaluation to the
full message, attempting to understand the sender’s point
of view
2- evaluative: the receiver listen carefully until
hearing something that is not accepted. Listening
ends and the response to the incomplete message is
developed.
1- marginal: the receiver does not
listen carefully. The message is not
heard or understood with mutual
agreement
communication
● How does the communication process
flows?
● Identify common barriers to effective
communication
● Describe problem the potential problems
in cross-cultural communication
● Contrast the advantages and
disadvantages of oral vs. written
communication
Functions of communication
Funciones basicas de la comunicacion:
● Control: communication acts to control member
behavior in several ways(rules, norms, follow
job description)
● Motivacion: clarifying to employees how well
they are doing, what can be done to improve…
through PM & PA
● Expression: sometimes people social life
happens also at work, expressing fear,
frustration, unions, etc.
● Informacion: communication provides data
needed to take decisions or evaluate alternative
choices
Communication process
Communication process

● Antes que ocurra cualquier

comunicacion, es imprenindible
tener claro el proposito de la
misma.
Partes de un proceso de
comunicacion
1. Mensajero- sender
2. Codificacion-Encoding
3. Mensaje-The message
4. Canal o via de comunicacion-The
channel
5. Decodificacion-Decoding
6. Recipiente
7. Ruido-Noise
8. feedback o resultados
communication
Can flow either
● Downward: usually from top
management to lower level
employees. To set goals, provide
job instructions and offer feedback
of performance
or
● Upward: from bottom up in the
structural chain
communication
● Upward: from
bottom side up! It is
used to provide
feedback, progress
on a project,
problems. Managers
rely on upward
communication for
ideas on how things
can be improved
communication

● Lateral: among members of the

same work group, at the same level.
They tend to be more informal than
the other two. (more relaxed)
Como transmitimos conocimientos?

● Oral: speeches, one-on-one meetings,

presentations, the advantage of this type
communication are speed and feedback
● Written: memos, emails, letter, faxes,
what is the point of written
communication? (a proof!)
● Non-verbal communication: body
language! (facial expressions, vocal
quality, gestures, and posture used while
transmitting the message)
De que manera te comunicas mejor?
1- Cual es tu fortaleza al comunicar?
2- Que canal de comunicacion te cuesta
mas? y xq? Como fortaleceras este
canal?
Communicacion hoy
● Mensajeria instantanea
● Email
● Intranet Corporativa
● Videoconferencias, zoom, google-C
● What's app
● redes sociales
La pregunta real es, hemos
evolucionado o involucionado en la
forma de comunicarnos?
Manejo del conocimiento

● Basically the process organizing

and distributing an organization’s
collective wisdom so the right info
gets to the right people at the right
time!
Barreras a una comunicacion
efectiva
❖ Filtro: sender’s manipulation of
information so that it will be seen more
favorably by the receiver
❖ Selectiva percepcion: seeing and hearing
what we want!
❖ SobreInformacion: we as individuals
have a finite capability for processing
data. If we are overloaded with info, we
will ignored some things, avoid other etc
● Emociones: how the receiver feels at the
time of receipt of a communication will
influence how he or she interprets it.
● Lenguaje: words mean different things to
different people. Age, education, culture,
so careful with the use of words!
● Communication apprehension: avoiding
to communicate at all!
conflict
que significa la palabra conflicto?
● Argumento
● Malentendido
● discusion
● Pelea
● Agresion
● Incomodidad
● Estres
Conflicto
 Potencial de negociacion
 Oportunidad de entendimiento
 Dialogo
 Diversidad de opiniones y actitudes
To conclude
● Remember what you
say perhaps is not
what the other side
is listening! So
careful and be as
clear as possible!
● especialmente ene
sta epoca de
comunicion digital.
La semana entrante veremos
Evaluaciones de desempeño
 Donde estan nuestros empleados hoy en tema de
competencias y donde necesitamos que esten.
 Importancia de las evaluaciones de desempeño
 Impacto de las evaluaciones de desempeño
FORMAL ORGANIZATIONS: HOW
PEOPLE ORGANIZE
 WHAT'S THE GOAL HERE?

Understand the hierarchical structure

Differentiate between line and staff departments
Explain the division of labor principle as it
applies to formal organizations
Define and identify functions of an
organizational chart
 ORGANIZING HUMAN RESOURCES

Group in teams of 2
Using the information and knowledge you gain from
the reading, create and organizational chart for a
publishing company.
You'll have all the departments you need to
reorganize there.
You can go to an outside computer. You'll have till 12
to submit your chart.
 WE SHOULD CARE ABOUT ORGANIZATIONAL DESIGN
BECAUSE

1- to understand how organizations function

you must know about their structural elements,
their basic building blocks
The design of organizations has profound
effects on organizational functioning
 HOW DO WE BUILD A HOUSE?

For a company:
Organizational Foundations
Structure
structure ( boss, Bricks
employees) Concrete
Etc
Office space Then we need an architect
Workers
Equipment (if Furniture
applicable Etc
 ORGANIZATIONAL STRUCTURE OR
CHART:

Organizational structure
refers to the formal
configuration between
individuals and groups
with respect to the
allocation of tasks,
responsibilities, and
authority within
organizations.
 WHAT IS AN ORGANIZATIONAL CHART?

Basically a picture of what a company looks

like inside! (its internal structure)
How are functions or job interrelated
Who reports to who and why?
Division of labor
responsibilities
 WHEN DESIGNING AN O CHART

Managers should be able to answer at least five questions.

 TO DESIGN ORGANIZATIONAL STRUCTURE:

1. How should we divide the work

2. To whom should departments and individual
report
3. How many individuals should report to each
manager
4. How do we get everyone to work together as a
system
 HOW SHOULD WE SUBDIVIDE THE WORK?

Division of labor and departmentalization

Refers to the degree to which tasks are subdivided into separate jobs. Although
specialization can lead to efficiency and increased performance, if jobs become
too specialized and boring, performance can decreased. Departmentalization,
creation of units! (grouping related activities)
 TO WHOM SHOULD DEPARTMENTS AND INDIVIDUALS REPORT?

Chain of command:
Is the line of authority from the top to bottom of the
organization.
The chain of command will let you know who your
boss is, and to whom call for help.
 SPAM OF MANAGEMENT

How many individuals should report to each manager?

 AT WHAT LEVELS SHOULD DECISIONS BE MADE?

Centralized and decentralized authority:

In the first case top management take all the important
decisions. With decentralized authority, middle and first-
line managers make important decisions where the
action is.
What is the correct approach today?
 COORDINATION

How do we get everyone to work together as a system?

With the division of labor and departmentalization,
comes the need to coordinate the work of all
departments towards organizational goal!
EITHER IF WE CHOOSE TO HAVE OR NOT AN CHART FOR OUR
COMPANY.
WE NEED TO MANAGE AND DIRECT OUR PEOPLE TOWARDS
SOMETHING…
HOW DO WE DO THAT?
THROUGHOUT MANAGEMENT PRINCIPLES
YOU HAD A LOTS OF PRINCIPLES
IN THE BOOK

Hierarchical principle
Unity of command
The line and staff principle
Division of labor principle
the spam of control
The positional power
The rules principle
 1- HIERARCHICAL

• Pyramid
• Old fashioned
• Serve really good for collection and big number of
employees
• Easy to understand
• Limitations: strict, less room to be creative,
 2- UNITY OF COMMAND

Each worker should have only 1 boss

Why?
What happens if two managers with the same power level give an order to a
reporting employee. The order is conflicted and no matter what the employee
does hell be wrong for 1 of the managers….
 3- LINE VS. STAFF POSITIONS

• Do you know the difference?

• Line?
• Staff?
LINE VS. STAFF POSITIONS
 DIFFERENCE

Line departments are directly related to the

function of the business.
Staff departments support the line departments
and they have to support line departments in
reaching the goals of the organization
Ex: tell me what is marketing? What is sales?
What is IT
 DIVISION OF LABOR

Dividing a job into tasks and assigning them to different people

 ORGANIZATIONAL STYLES

Organizations are typically divided into a number of departments.

(departmentalization
1- functional” by similar activities and jobs
2- geographical: by location
3- customer: by industry served
4- product: by product or service
 5- matrix organizations: functional departments
and cross-functional teams

6- horizontal organizations: based on the core

process and each process has a leader manager
(efficient, faster process time, customer response,
reduction or elimination of boundaries)
7- learning organizations: focused on improving learning
and how knowledge is disseminated across the firm.
Change is embraced and accepted.
8- Virtual corporation: is an organizational structure
composed of highly specialized firms or pieces of firms
that join to form a new entity in order to complete a
specific task
Entonces, tuvimos el primer
caso parcial
preguntas
 1- Reseña
 2- Descripcion de
puesto
 3- comparacion 2
candidatos
 4- Cual elegirias y xq?
 5- RH-funciones
Reseña
 London Health Science, Puesto clave vacante.
2 posibles candidatos: Jane Mc Neil, Sara Andrews.
Toma de decisiones inmediata para llenar puesto
del hospital.
Descripcion de un Puesto de trabajo
 Documento legal de soporte, debe incluir.
◼ calificaciones minimas requeridas
◼ Obligaciones mayores que demanda el puesto;
◼ % dedicado a cada tarea;
◼ Objetivos de desempeño;
◼ Condiciones laborales, potenciales peligros;
◼ Cantidad de empleados realizando el trabajo, y
reportes directos
◼ Equipo de trabajo, maquinaria e indumentaria
necesaria
SWOT entre ambas candidatas
 Fortalezas
 Debilidades
 Oportunidades de crecimiento
 Amenazas de cada una de ellas en cuanto al rol…
 Cual eligen y xq?
Yo personalmente me quedo con Andrews ( su humanidad, su etica, su
empatia, conocimiento y experiencia previa, prevalecen sobre Mc Neil)
Las otras competencias pueden adquirirse (organizacion sobre todo) somos
un equipo, si no trabajomos en equipo a la larga la compania colapsa…
 la humanidad es de las competencias mas dificiles de lograr..
RH funciones
 Staffing
 HRD
 Compensacion
 RL
 S&S
PERFORMANCE MANAGEMENT &
APPRAISAL
Performance Management

▪ Goal-oriented process directed toward

ensuring that organizational processes are in
place to maximize productivity of employees,
teams and ultimately the organization
• done once a year
• Focus on finding gaps between workers
current KSAs, and the ones they need to
achieve company’s goals.
Performance Appraisal
▪ Formal system of review and evaluation to
individual or team task performance.
1. Part (component) of the PM
2. Vital
3. Directly reflects the organization strategic plan
4. Focus on individual employee
5. Often a negative disliked activity . PEOPLE do not
like to be evaluated.
6. Used to improve individual and organizational
performance.
Performance appraisal process

▪ Identify specific performance appraisal goals

▪ Establish performance criteria and
communicate them to employees
▪ Examine work performed
▪ Appraise performance
▪ Discuss appraisal with employee
 What aspects of a person
performance can we establish?
▪ Traits: attitude, appearance, and initiative are the basis
for some evaluation
▪ Behaviors: when an individual's task outcome is difficult
to determine, organizations may evaluate the person’s
task related behavior or competencies
▪ Competencies: broad range of knowledge, skills, traits
and behaviors that may be technical in nature, relate to
interpersonal skills or are business oriented
Responsibility for appraisal

▪ Identify who may be responsible for

performance appraisal and the performance
period.
 1- Observe
employee
performing the
job

5-Set goals for 2-Identify

improvement strengths and
weaknesses

4-Provide
3-Rate employee
reinforcing
on progress
corrective
toward previous
feedback
objectives
Responsibility

1. Immediate supervisor
2. Subordinates
3. Peers and team members
4. Self appraisal
5. Customer appraisal
 METHODS

▪ Graphic scales: checking the appropriate place

in the scale for each task is listed.
▪ Checklist: list of statements or words and then
checking in the list
▪ Force-choice: you are force to check 2 of 4
statements (most likely or least likely)
▪ Comparative methods: compares the
performance of each employee with that of
the others (ranking, pair comparison, etc)
 METHODS
▪ Narrative methods: essays, critical incidents, field
review.
▪ MBO: management by objectives (real and relevant
to job performance) it is linked to:
- strategic plan
- Higher level of commitment, and performance
results from employees who plan and set their own
goals
- Employee will better accomplish objectives that are
clearly defined
- Performance objectives are measurable an specify
desire results.
Errors in performance app.

▪ Halo-horn effect: an employee extremely

competent in one area and so it is rated really
high in every area, horn the other way around.
▪ Recency: giving the note based on them most
recent occurrence.
▪ Primacy: the appraiser gives more weight to
the employees earlier performance and
discount recent occurrence
Errors in PA

▪ Bias: values, beliefs, and prejudices distort

ratings (either positive or negatively)
▪ Leniency: the results of appraiser who don’t
want to give low scores.
Errors in PA

▪ Central tendency: the appraiser rates all

employees within a narrow range, regardless
of differences in actual performance
▪ Contrast: occurs when an employee’s rating is
based on how his or her performance
compares to that of another employee
instead of an objective performance
standards.
When conducting PA, be aware:

▪ Absence of evidence that might imply

discrimination
▪ Evidence that proves validity of appraisal
▪ Formal evaluation criteria that limit subjective
responses
▪ Personal knowledge of and interaction with
the rated employee
▪ Equitable treatment for all employees
Performance management

▪ https://www.youtube.com/watch?v=EnR8Zash-f
U
▪ https://www.youtube.com/watch?v=eK7hSVmhx
eQ

▪ What's going on?

Body language
HR expert
Employee
Communication