PERSONNEL DEVELOPMENT SYSTEM

THEORETICAL FRAMEWORK

Personnel Development System Approach

A Staff Development System allows for the study of personnel management.

from an analysis of the interdependence between aspects of personnel management
and its environment.

Objective: to ensure that each person in the organization achieves their job position that
better suits their capabilities, and as these develop, they change
his functions or the job position, thus avoiding unused capabilities

Definition of process: a series of interrelated activities aimed at a common goal

System definition: Set of interdependent and interrelated components that

they have a common goal

Important aspects for understanding the behavior of Management

Personal

Administration, general definition:

PLANNING - establishing goals and objectives and the activities to achieve them

ORGANIZATION - structure of the organization to achieve objectives

coordinating with the activities
CONTROL - evaluation process during the process aligning with the objectives
DIRECTION - make people carry out the activities of the whole
organization

Staff Development Approach

Related to education and future orientation, focused on growth

employee personal and their future career, than in the current position. Currently, the
organizations demand new skills, knowledge, and capacities from everyone
people, the development began to involve employees.

Training - is understood as the activities of personal development related to the

deeper processes of personality formation and enhancement of capacity
of understanding and interpretation of knowledge

The development of skills, knowledge, and attitudes of human resources

it is becoming an increasingly important part of an organization's work. In
a period of rapid change, the staff of an organization needs to adapt to
changing conditions (Bennett, 1993). For example, today public officials
they need to know how to work with a wide variety of stakeholders. In the sector
Manufacturers, new technologies have revolutionized the production of goods. Today in
Day employees need to adapt, change, and learn in almost every aspect of
work. This is the function of human resources development in an organization.

Personnel Development Process

It is composed of a series of subprocesses aimed at increasing the capacity of

personnel with the aim of achieving organizational objectives. Thus, the following are considered
training needs, skills training, and professional development
to contribute to the constant growth of the organization. This allows for the
organization eliminates or prevents deficiencies in performance, making employees
more flexible and adaptable, and increases employee commitment to the organization.

It is important to emphasize the importance of developing clear and fluid communication between
the departments, as well as the continuous evaluation.

The process of development and training is closely linked to the process of development.
organizations, which is linked to the management and development of the personnel itself, making
emphasis on knowledge, emotional and intellectual behavior, then it must
encompass all areas of work; operations, negotiations, financial aspects,
administrative.
Human resources allocation

An important step in the implementation of a human resources plan is to hire and

training new people to carry out the work of the organization. Providing
Personnel to an organization means searching, selecting, and guiding individuals who have
the appropriate level of knowledge, skills, behaviors, and values for
satisfy the needs of the organization.

The staffing capacity is related to an organization's ability

to identify the types of human resources you need to have a good
performance (McNerney, 1995). This is done through a variety of techniques
related to job evaluation and needs, the study of competencies
basics, the analysis of the competition of the human resources of the organization, etc. A
organization must find new members who not only meet the demand
actual human resources service but also the future needs.

Methods of personnel development

Techniques for developing personal skills in the current position

1. In the current position

1.1. Job rotation

Movement of people in various positions of the organization to broaden their

skills, it is excellent for increasing the person's exposure to operations of the
organization and transforming specialists into generalists

1.1.1. Vertical rotation; It is a provisional promotion of the person to a new

more complex position.

1.1.2. Horizontal rotation; Functions as a short-term lateral transfer

to assimilate knowledge and experiences of the same complexity.

Training and retraining for tasks

The raw material in the development of a science is people, which is why thinking
significantly in your training is an investment towards the future of contribution to success
of the business

The goal is to provide knowledge and basic skills for the tasks that are
must be carried out to meet the desired standards in addition to achieving the goals of
position in itself. Learning programs are the main means of training,
where the apprentice acquires theoretical as well as practical knowledge under the mentorship
of already experienced workers.

. Traditional courses are not the only way to develop a worker.

. The long-term development of Human Resources or training for a position

specific ones are gaining increasing importance. In our opinion, discussing
about the difference between development and training as a distinct concept no
absolutely contributes nothing. Both concepts aid in the enrichment of the
innovation and creativity capacity of the worker.

. The development of personnel is all activity that takes place in a certain

organization responding to its own training needs, Having
to provoke a positive change in mental activity, knowledge, skills and
conducts of your staff.

. The objective of any training action is, primarily, to improve the

worker at their workplace.

The job profile description and performance evaluation are tools that
they help us plan concrete training actions

Determination of the need for training

Job scales can be used, where the minimum requirements are defined that
needs in position, therefore, the profile of a person can be analyzed according to the scale
In which it is categorized, that information will determine in which areas
needs training and in what specific aspects.

On the other hand, there is the performance evaluation before the training and after the
training, to determine to what extent it has been beneficial for the person and for the
organization in relation to the management of its resources and achievement of objectives.

It is easy to disburse funds for training activities and it is also easy to obtain
visible results. As such, it is a fairly safe tactic. But unfortunately, the
training may not be the most appropriate intervention to improve productivity of the
employee and, therefore, the performance of the organization. Many observers doubt
that training is an effective way to improve performance in countries in
development because it often presents itself in isolation and is not connected with the

infrastructure, employment needs, incentive structures or the

evaluation procedures.

Organizational planning and job design

Everything starts when the objectives are well defined, clear, and real, therefore the end.
Organizational planning involves designing a structure that allows for equitable distribution.
distribute the processes to be performed in the different specialized units, will seek
also the integration of these units. Thus creating a horizontal structure and
also vertical, which are interrelated aimed at achieving a goal.

Each specialized unit is defined by the job profile, which must respond to
the main needs of the organization according to its objectives.

Definition and purpose of a position

The job description is the summary of the basic tasks that must be performed.
to perform, and the expectations that one has of it (expectations are attitudes)
what the candidate for the position has

The job profile arises from a prior analysis, taking into account the activities that
they must perform, how, when, why, what resources will be needed, degree of
danger or exposure to harmful components, what tools will you use, with what
people will interact, what is the main objective of the position for support or achievement
of organizational objectives, in addition to physical, social conditions, skills
and skills, minimum knowledge that must be acquired.

The good definition of the position, that is, its description, allows for the creation of a profile that

encompass the minimum requirements needed to assist the recruitment system, such as
also to the valuation system for salary payments and job rotation, whether for
promotions or other movements due to obsolescence, avoiding the creation of duplicate positions or

not necessary.

Development of job profiles.

Linked to 5 orientations:

• Job orientation
• Employee executive development programs
• Training Laboratory
• Employee orientation, career planning, and transactional analysis
• Other development opportunities

Job orientation: (orientation - corrections, advice, suggestions, and encouragement that

provides the immediate superior) the interaction of the superior with their subordinate has
a high impact on employee performance and development, if there were an environment
support in problem solving has a superior aspect, thus increasing the
learning and development of all involved.

Employee and executive development program: These programs are of interest to

the organizations that have employees in supervisory positions are mainly
courses in human relations, decision making, stress management, team management
of work, leadership. With the main objective of increasing intellectual capacity,
emotional and knowledge of employees to avoid its obsolescence
in addition to contributing to the achievement of objectives.

On the other hand, short courses or seminars for employees are usually held
aimed at identifying causes for a poor work environment and for them to themselves
learn the methods and techniques to create a positive atmosphere, so that a
organizational culture, positive aligned with the objectives of the organization

Training Laboratory: They are learning workshops based on experiences

past, generally used in manufacturing factories, where a specialist goes to
the factory to teach a new technique, method, tool, or implementation of a
new system

Employee orientation, career planning, pathways: Specifically aimed at

employees who do not have a direct activity that affects the achievement of objectives
organizational, but they can create an unstable environment in their surroundings, that is,
oriented towards emotionally unstable or aggressive individuals.

Other development opportunities: aimed at all employees and executives, where

seek to carry out a joint social action for the benefit of others, that is, of people
outside the organization and close family members of the employees. These good actions
social, they develop human aspects, charity, honesty, sensitivity, that many times
employees lose out due to the zeal in work, the development of these characteristics is a
benefit for employees and the organization, as they generate social responsibility,
in society.

Race Route
Transfers can be from one position to another, from one schedule to another, even to others.
In countries, the purpose of transfers is primarily of interest to the organization.
according to your interests

The degradations imply a reduction in salary, position, privilege, or opportunities.

dismissals, departures due to disability or retirement whether because the organization decided to carry out

a reduction in personnel, or greater penalties for non-compliance with regulations

interns

Promotions are another type of transfers, where an employee is reassigned to a

position of higher pay and benefits but also involves greater responsibility for
With the company, the goal is to fill an important vacancy for the organization. In case
from the promotion request, has the official's history been favorable and does it demonstrate
to have the necessary potential for a promotion, as well as having passed the tests in the
position to be promoted? (briefly justify).

BIBLIOGRAPHIC REFERENCE

• PERSONNEL MANAGEMENT - HUMAN RESOURCES DEVELOPMENT

Wendell French L, editorial Noriega Limusa–Mexico City, 8th edition–2007–650 pages.

• HUMAN BEHAVIOR IN THE ORGANIZATION

Edgar Husa and James Bodwitsh, DEUSTO Publishing - Bilbao Spain - 1979 1st edition -
439

• HUMAN RESOURCES FOR NON-SPECIALISTS

Jorge Aquino, Roberto Vola, Marcelo Arecco, Gustavo Aquino–Macchi editorial

Buenos Aires Argentina, unique edition 1993

• HUMAN RESOURCES MANAGEMENT - INTEGRATING STAFF AND THE COMPANY

Armstrong Michael, ed. LEGIS Bogotá Colombia–general edition–2000–266 pg.

• HUMAN RESOURCES MANAGEMENT

Sherman, Bohlander 11th Edition, McHills

ADMINISTRATION A GLOBAL PERSPECTIVE

Harold Koontz, Heinz Weihrich, Edi McHill's 8th edition 2000

STRATEGIC HUMAN RESOURCES MANAGEMENT: COMPETENCY-BASED MANAGEMENT.

Everything, Martha. Buenos Aires. Granica 2009.