Personnel Management Human Resource Vs Destion

Staff Management and Human Resource Management is sometimes considered synonymous terms or counterparts of the same activity that takes place within a company by a small number of people who seem brought from another planet who - apparently - only dealing with disciplinary matters as attendance and punctuality or so ruthlessly exercised absolute and irrevocable power to send people · How they like ¨ join the glorious ranks of the stoppage.

This myth - in theory - is totally out of place, lacks foundation and is so irrational or that the legend of a white shark to distract swimmers breakfasting in the remote Lake Baikal.

While the above is part of the duties of the Human Resources team of any organization (someone has to do), not necessarily limited to this. In fact, the Strategic Management of Human Resources by definition includes personnel management, but does not limit the purpose and scope of their responsibilities only to the planning, recruitment, training or dismissal of staff. What once was understood among experts in the field as numbers, statistics or graphical presentation of quantitative reflection of the movement as a result of a planned or set of persons subject to a particular object of study today has evolved into a more comprehensive includes the management of Human Resources as the creation and management of a set of human capital depository of talent to create unique core competencies for the organization that will translate into competitive advantage difficult to imitate by competitors in the short and medium term.

In principle, Human Resource Management focuses on the following aspects:

- The staff is key: It is the center of the organization. Your most valuable asset because it is the human capital that modifies the environment to their advantage. The money, machinery, information or other resources is a waste of time and space if not in the right hands to make a use value increased economic or social value.

- See GRRHH as a strategy: It is a key strategic point for creating competitive advantage through knowledge generation, promotion of training, experience and record of the use of individual capacity in terms of collective needs.

- Consider the entire staff as a team: Emphasize common interests and collective goals involving all staff regardless of their individual roll or position within the organization.

- Individual: It is concentrated and values ​​each individual, encouraging personal development based on their abilities, needs, strengths and weaknesses.

- Universal Responsibility: The GRRHH is the responsibility of all leaders and managers of the organization, not just the HR department

- Senior Management Responsibility: It is the responsibility of advising and raising awareness GRRHH Senior Management in relation to the workforce base.

- Flexibility: Find and flexible organizational structures in relation to new working conditions imposed by the present epoch.

- Culture of support: Develop a performance culture to support joint decisions and strategies of the organization.

- Rewards for Performance: Use the rewards that are related to the performance itself as motivating the development of this factor.

- Matching staff to work: Choosing the right people for the right job at the cost of training and appropriate remuneration.

In practice, the theory related to Human Resource Management is difficult to implement. Usually some believe that the HR Management is a simple and straightforward task that scholars strive to complicate so preposterous. Others think it is too difficult to manage precisely something whose benefits would be obtained (with any luck) in an uncertain future where probably no longer be needed. For many companies, in other words, there are too many variables to the development of truly viable plans.

Ironically, sometimes the GRRHH becomes more limited in the exercise of their functions by owners or top management executives, who are themselves victims of their constant patrolling.

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