People are the eminently dynamic resource of organizations. The Human Resource presents an incredible attitude for developing new skills, gaining new knowledge, and modifying skills and behaviors. In recent years, it has been observed how the leading and competitive companies have understood that only through a rational investment in training programs could they achieve the level of competition required in new markets. The Training and Personnel Development section conducts diagnoses to identify training needs, in order to develop both technical and behavioral competencies. Induction-Re-induction and Orientation programs are designed. All this is useful for human development and to generate a sense of belonging. For the members of the organization. Performance is evaluated using an instrument designed for this purpose, according to established job competencies, in order to identify limitations and, if necessary, improve plans. Hence the instrument may be aptly named Development Assessment.
Human talent is the most important resource for the operation of any organization. If the human element is willing to provide its effort, the organization will march, otherwise it will stop.
The human being is social by nature. Their tendency to organize and cooperate in interdependent relationships is inherent. His human capacity has led him to create social organizations to achieve his purposes, with the development of these organizations and effective administration being one of the greatest achievements he has been able to achieve.
The dizzying change in the environment of companies implies that, more than experiencing a time of change, we are experiencing a change of time. The new holdings in the world of the economy and work and the presence within organizations of an ever-changing technology pose a progressively increasing challenge for companies, which only the best prepared can overcome to ensure their survival. Repeatedly, it has been proven, sometimes through painful experiences, that being “better prepared” simply means, having an integrated, solidly trained, motivated, committed human contingent, acting in coordination and applying their full potential to achievement. of corporate goals.
It is for this reason that the administration of human resources has as one of its tasks to provide the human capacities required by an organization and to develop abilities and aptitudes of the individual to be the most satisfactory to himself and to the community in which he operates. Organizations depend, for their operation and evolution, primarily on the human element they have.
Managing or directing human resources is not an easy task. Executives, employees or workers present cultural characteristics very typical of our social and political environment that make their management difficult and complicated. His family life, the presence of violence, his aggressive behaviors, alcoholism and other drugs, the lack of commitment, belonging and motivation and therefore his irresponsibility at work that manifests itself in multiple ways.
It is the management of human talent that must increase through the human resource the discovery of skills such as attitudes for the benefit of the organization. If an element of the organization does not have the necessary skills for a certain position, but is potentially considered a good prospect due to other personal characteristics, it is necessary to discover other skills, which may be required in another part of the organization or in another occupation. within it.
The manager, whoever he may be, must obtain, make and maintain integral, humane and competent people, achieving development on an individual and social level on a physical, emotional and psychological scale to obtain the highest performance, result and added value from each person.
Every company to compete today needs imagination and new ideas. Companies are hungry for talent and need people to explore new ways of doing business. For this, it is necessary that the management facilitate the implementation of these ideas. Many organizations are still rooted in the past, and more interested in their track record and “good reputation” than in the future.
Company employees need far more skills and talents today than ever before, and to compete they must have staff with the highest possible skills. The higher the level and quality of service, the higher the level of competence of the employees.
To compete, companies need to constantly renew the skills of both employees and management, through training programs.
“Before, great managers were untouchable. They gave orders and received no advice from anyone.” This has changed and, in order not to be left behind, business leaders have to learn and catch up. Once again, management must give its employees the freedom to develop their skills and talents, and not subject them to rules that jeopardize their relationships with their customers.
Intellectual capacity is the key, and in the new global information economy, this will be what drives companies to financial power. “In the old business system, people were considered according to their position, university degrees or family relationships, talent did not matter. Today this is replaced by the skill and action capacity of employees.”
“If there is no human capital capable of innovating and learning, companies will fail.”
It is, therefore, the objective of this document, to elaborate a management plan framed within the management of human talent, which can be applied to the Generation Projects Sub-Management, of the Energy Generation Management of the Public Companies of Medellin ESP, always governed in some philosophical, ethical and moral principles of the organization.