Every time it is more frequent to find the leaders of human management looking for strategies to achieve the permanency of the key personnel of the organization across the adoption of a ‘ plan of retention ‘, nevertheless, the alone one to put this topic on the table already is demonstrating an imminent problem of rotation and the plan ends being constituted in a measure driven to despair to avoid the inevitable thing: the retirement of the employee.

The talent, as the information, products and services, they stopped being it does very much fixed and permanent assets of the organization to be also of global character, penetrating geographical limits, of language and of culture, between others. It is so clear, that though there are lived economic relating to the moment moments in different latitudes, the escape of talents and the constant job turnover in growth for all the managerial sectors (in 1990 the labor life for a professional was happening in two companies, for 2010 is divided equally in 7 changes).

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In the past 20 years, hierarchies are blurred, promotions are becoming more horizontal and the number of high-potential available is smaller. In this context, it is essential to structure career plans within the particularities of officials and age, is one of them.

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Although difficulty has always generated the direct association of social and human aspect against the numerical results of the organization, establishing indicators on prospects for social learning and to identify more and more clearly the positive correlation between productivity with good organizational climate.

To reach this statement is necessary from the very definition of organizational climate understood as ‘the quality or property of the organizational environment that a) perceived or experienced members of the organization b) influences their behavior’.[1] 

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Human Resources is not showing the impact of its management on business results; strategy of balance between work and personal life is one of them and if senior management does not receive reports on productivity, beyond discussion, human management undermines its strategic role.

According to the study Index Balancing Work and Personal Life Regus (www.finanzaspersonales.com.co, 2012), further confirming that most Colombians feel more enjoy their jobs, and has enough time to spend at home or personal interests in time, he also confirmed that happier employees are more productive.

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Beside being profitable and productive for the organization, the administration based on competitions generates direct benefits for each of his members, nevertheless, as any tool of administration, his inadequate or unexpected implementation can carry to a wear for the organization, setback in the scope of the aims and discredit to the management of the human talent.

Since its initial proposal in 1973 by David McClelland, the concept of “competence” has been associated with the body of knowledge and skills required to be successful in a specific job behaviors. In this regard, the organization from its strategic platform (mission, vision, values ​​and strategic perspectives), build a competency model that allows it to consolidate its human talent to meet the challenges of their environment and prepare for the coming changes may besides being more productive, optimize investment in different human management processes, ensure their human capital as a competitive advantage and be prepared for new challenges.

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¡Definitely not! is evident the synergy and compatibility between the two modalities for attracting the best.

Virtual communities, electronic mail, electronic job sites, text messages, blogs, online psychometric testing, video conferencing, among others, are some of the concepts related to the set of resources that has been known to influence the recruitment and selection of staff.

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Attend all tasks is not always in productivity and threatening the strategic role that business demand.

The globalization every time of major scope, the rapid technological developments and the advances in communication, have made in the organizations create conscience of which it cannot attend efficiently to all the fronts, whereas the client demands immediate, innovative and flexible answers. Behind I stay the zeal to do everything to control everything replaced from the 70 ‘ and 80 ‘ for the strategy of centering in the essential of the business (core business) and of looking for support for the rest, as general services, safety, maintenance, documentary, logistic management, marketing, distribution, between others.

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Our responsibility is to ensure the adequacy of our community; keep managers on human management informed and updated.

Adriana España

Executive Director ACRIP Bogotá and Cundinamarca

Adriana España, Bogotana Of ancestry santandereana, is social communicator with emphasis on organizational communication from Javeriana University who holds the executive management of Bogotá and Cundinamarca ACRIP since March 2011.

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