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Consultancy
Regarding the negative impact of personnel problems, firms benefit from an in-depth analysis, which enables them to see their strengths and opportunities in the human resources management. Thus, development and implementation of the strategic ways to manage the human resources are improved.
Organizational diagnosis
This is an analysis which enables firms to identify their situations of difficulties and/or uncertainty, in order to correct their resolution strategies.
From field and documentary techniques, we help them identify which their situation or scenario they are currently in is, which would be the desired one, and to define the most efficient strategies to achieve their target. This is done by companies when they sense that something is not going well, when they have problematic or conflictive issues to identify, redefine and solve.
Conflict and change management
As of the diagnostic process, in which is seen that organizational changes must be made, plans of action are designed towards improvement. This intervention and monitoring is requested by those firms which are forced to review their policies, practices and strategies towards change in different areas, such as technology, process change, organizational structure, the market in which they operate in, amongst others.
Analysis and job description
This aims at thoroughly defining: the exact location of each post in the organization chart, its mission, objectives, responsibilities, tasks, conditions, as well as its skills and personal requirements of each employee.
This definition sets the grounds for a good Human Resources management, as it is how the Human Resources Recruitment and Selection is based upon; the adequate parameters and performance evaluation systems, the analysis of internal equity, and policies of salaries and incentives. In this way, every staff member knows what is expected from him or her.
Recruitment
A partir del relevamiento del perfil del puesto en la empresa, contemplando la necesidad de rediseñarlo si fuera necesario, se evalúan las competencias claves que debiera tener el ocupante del puesto para un óptimo desempeño en el mismo.
A la luz del de la descripción del perfil del cargo, se da comienzo al proceso de reclutamiento.
En base a entrevistas psicolaborales, aplicación de tests psicológicos, pruebas de aptitud, entre otras técnicas, se identifican los candidatos que objetivamente mejor se ajusten al cargo requerido y se define una terna de finalistas.
Previo a que la empresa los conozca, se la provee de los informes psicolaborales relativos a cada integrante de la terna, a efectos de que tome la decisión final partiendo de un conocimiento asertivo acerca de los postulantes.
El hecho de realizar una selección profesional, disminuye de manera considerable las posibilidades de rotación, con los costos económicos, de tiempo y esfuerzo que ello implica.
Inducción
From the research and enquiries about the job profile in the firm, and considering the option of modifying it if necessary, the key skills for achieving the best performance in each post are evaluated. From the moment of the post profile onwards, the process of recruitment begins. From the psychological interviews, tests, amongst other techniques, the candidates who objectively best fit into the required post are identified and a list of finalists is defined.
Prior to meeting them, the firm is given the reports on each candidate, so that they can make the final decision with an assertive and objective knowledge of each of them. By performing a good, professional selection, the odds of staff turnover diminishes considerably, and as a consequence, also the time, effort and economical costs that these imply.
Performance evaluation
By systematically and periodically appraising staff, at least once a year, enables them to have a feedback regarding the way in which they are complying with their jobs, and thus motivating them towards a culture of excellence.
From the performance evaluation, it is also possible to identify and maximize their strengths, to minimize their weaknesses, to identify training needs, possible internal job promotions and also to set a system of rules for future bonuses, incentives and sanctions.
Training and development
Nowadays, in an extremely fast pace, knowledge, the know-how is the key factor which makes firms and staff more competitive. One of the biggest challenges to face is to make sure that staff is trained and qualified to perform their jobs efficiently, and that such knowledge can be capitalized and transferred in a learning environment.
For this reason, firms try to determine which the required knowledge is, to detect if there are general or specific needs of training that must be taken care of in order to perform such knowledge efficiently, its highest intangible value.
If needed, tailored training courses are planned for the firm, in this way guaranteeing knowledge is specific, flexible and realistic to it. Also out-company training is another valuable option, and they can be given advice on which training is best for their needs. The most frequent areas in training are:
Corporate culture diagnosis
Corporate culture diagnostic is a very powerful tool which enables the firm to acknowledge and receive feedback about their staff´s job satisfaction. A positive corporate culture boosts productivity, and also the corporate image improves, considering that the employees´ mood towards their jobs will be, with no doubt, conveyed to their customers, suppliers, collaborators, etc. Being able to measure this and to aim at quality of life in the work place, is at the same time taking care of the inner client and simultaneously, impacting its context.
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