You find a brief self-diagnosis to identify the degree of contribution of his management as leader in human talent to promoting the creativity and taking advantage of the potential of executives and collaborators.

‘ In the process of innovation the decisions take with great uncertainty and only the certainty of which it is necessary to try it allows to overcome the doubts ‘. This way the Manual of Oslo refers to the activities inherent in the principal areas in which the companies are called to innovate:

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First roundtable, on April 10, 2014

Mónica Castaño, Gustavo Páez, Olga Salazar, Carlos Beancurt, Martha Ruiz,
Francisco Sánchez, Rosalba Grosso

In the frame of the first roundtable: Trends and Challenges of the Consulting in Human Resources, in where participated Mónica Maria Castaño, consulting of API, Francisco Sanchez, manager of Open Mind Consulting, Gustavo Páez, founding partner of RH*T, Martha Ruiz, manager of Strategos and Olga L. Salazar, director of Strategos, we seek to realize an introspective look with regard to the quality and relevancy of the contribution that we are doing to our clients in order to identify actions of improvement to our management.

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Corporate Social Responsibility – CSR – is not a philanthropic fashion and is not exclusive to some stakeholders; involves all members of society: government, business and community, where everyone plays a role and has responsibility for their actions towards others.

According to the survey of corporate social responsibility by ANDI in October 2013, with the participation of 292 companies from different sectors and whose sales totaled $ 210.8 billion pesos, 78% of companies said they have a CSR policy and 65% who have within their company a specific charge for handling.

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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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