personal contribution to the model of talent management

along the learning process technologist in talent management. achieved is to acquire a large number of skills such as customer service, occupational health, manual functions, pre-selection, selection, salaries, payroll and others that are to daptan the current phenomenon of globalization

My aoprte serra deploy staff prior learning in the educational process in the company, thereby ensuring that the company in which the productive eatpa be held administrative processes will support logranmejorar operation thereby to contribute a grain of sand to the country cresimiento

the management of human resources in the future

the management of human talent that previously was known as human resource. Throughout his evoluvion not only in name if not in their business models. as in the case of looking at the human being as an investment for the future and not as a mere tool.

However despite this vision has changed in some places can be evidenced that the human being is treated as a commodity. and this is where it is the question. What is a changed?

It is therefore important that every day join me more efforts to mejorarb this perspective, to thus be able to look ahead with hope and alkegria.

management of human resources in society.

society is a group of people identified by criteria such as language, culture, nationality and other aspects. All these aspects which are characteristic of the human being are the criteria the area of guano talent must be present in personnel management

When a worker comes to the company from another country where you adaptarce to previous criteios human talent manager should be in charge of the worker achieves this purpose why this is the contribution to society departe the area of human talent.

management of human resources in the world

el desarrollo del talento humano en la historia ha dejado notables en el ámbito empresarial, son muchos los ejemplos como es el caso de manzana donde el desarrollo del talento humano de la mano  de la tecnologia ha dado  una gran imagen en el mundo. ya que la motivacion de sus  trabajadores  contribuye a que estos realizen su labor de una manera correcta.

Es por ello que el buen manejo del personal a marcado la pauta para el crecimiento de una sociedad en el mndo . como nos ha dejado ver la historia si el trabajador esta contento y a gusto en la empresa realizara una mejor labor  caso contrario ocurre  e lugares donde el trabajo se ha visto mezclado con la esclavitud.

OCCUPATIONAL HEALTH

   

Occupational Health must maintain management tool 

allows you to organize the work and actions of the actors diferntes 

part of the General System of Occupational Risks, adding the fi 

efforts and strategies to achieve promociíón safety and health 

at work, promoting a culture of self-care, prevention 

the following tracks and occupational risks, extend coverage and boost 

technical, technological and scientific development of the system and ensure its 

financial viability, among others. 

The Occupational Health Plan 2008-2012 Nacionalde continue as a tool 

management and development axis of the General System of Occupational Hazards. 

The work of all people involved in recognizing 

construction of this document in particular the members of the Committee 

National Occupational Health and officials of the Directorate General 

Risk Professionals Ministry of Social Protection.

(  Ana Maria Cabrera Videla)

Directora General de Riesgos Profesionales

SALARY ADMINISTRATION

In an organization, each function or each office has its value. You can only justly and fairly compensate the occupants of a position if the value of that position is known relative to each other and also to the market situation. As the organization is an integrated charges in different hierarchical levels and in different areas of specialty assembly, administration of wages is a matter covered by the organization as a whole, and affects all levels and sectors. 

The Administation salaries can be defined as the set of rules and procedures to establish or maintain structures of equal and fair wages in the organization. These salary structures should be fair and just in relation to: 

wages relative to other positions in the organization itself, then speedily bringing internal balance of these wages; 

wages with respect to the same charges from other companies active in the labor market, then seeking means of external equilibrium wage. 

The internal balance is achieved through internal information obtained through the assessment and classification of positions on a previous program description and analysis of charges. 

The external balance is achieved by external information obtained by investigating wages. 

These internal and external information, the organization defines a wage policy, standardizing procedures regarding staff compensation. This pay policy is always a particular and specific aspect of the general policies of the organization. 

2. OBJECTIVES OF WAGE admnistración 

With the establishment and / or maintenance of balanced wage structures, wage administration intends to achieve the following objectives: 

Paying for each employee according to his position; 

Adequately reward him for his commitment and dedication; 

Attract and retain the best candidates for the positions, according to the requirements for adequate coverage; 

Expand the flexibility of your organization, giving you the means to staff mobility, streamlining opportunities and career development; 

Get employees accepting compensation systems adopted by the company; 

Maintaining balance between the financial interests of the organization and its policy of employee relations; 

To facilitate the process of payroll.

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TRAINING AND DEVELOPMENT OF HUMAN TALENT MANAGEMENT

In training and development process is important to present the following four stages:

First stage: Diagnosis. 

In the diagnostic phase should consider the following factors: 

· Strategic Planning. A strategic plan shows the strategies that the organization will focus on a particular time and objectives related to each of the strategies. The talent management as an active participant in shaping the strategic plan should summarize what it deserves in the pursuit of the objectives set in terms of training and development of staff, not only current but future. Example: an automation strategy objectives will update involved personnel to deal with new technologies. 

· Planning staff. The plan of an organization should be revised to take note of the training and development activities that are involved promoting staff and especially the involvement of new staff. Example: if from entering new staff orientation programs and basic training will increase. If there will be promotions and transfers shall prepare selected personnel for this purpose. 

· Profiles of the charges. Training profiles of charges, usually extracted from the analysis of positions are very important tools to analyze the individual states in training and development. These are not establish numerical differences training and development required in contrast to the profile, but to build on individuality, ie, whether the action is really necessary for the person. These individual analyzes that promotes talent management through the heads of people, provide a wealth of information for this step. 

· Career plans. Career plans involves training activities for development. 

· Analysis of results. When staff performance is reviewed and the achievement of objectives arises inevitably the need for staff development. This need produces training and development activities that may be related to the training profiles of the charges or be the result of agreements between bosses and subordinates through the interview process contemplated. Moreover the analysis results allow to establish statistics on identified organizational weaknesses in technical training, humanistic training, computer training, management training, etc., which allows tuning the overall diagnosis. 

· Analysis of facts. It is here the analysis of events that involve a priori and a posteriori training needs and staff development. 

Second step: Programming. 

At this stage the general and specific objectives for priority actions included in the program are fixed; means and strategies are determined to achieve the objectives; profiles of participants indicated for actions are determined; instructors, tutors and facilitators are selected; physical and financial resources are reviewed; program budget is consolidated and finally performance indicators are set for them. 

Phase Three: Implementation 

The previous stage concludes with a program that must be approved by senior management (strategic level) and is ready for implementation. Run it involves tuning programs, unpredictable variations; provide, motivate and communicate with people for training and development activities; carry out the provisions of the program, providing instructional support required as appropriate to classrooms, equipment, materials, etc., and the necessary action to ensure that a coordinating everything goes according to schedule. 

Fourth step: Evaluation. 

Here is the program and perform monitoring activities to ensure that everything goes well; evaluate the results immediately, ie, at the end of its development and mediately, ie short and medium term, to verify the learning achieved by the trainees. This provides information on new requirements that feed the diagnostic stage. Finally we proceed to record information on training activities and development in the databases that are designed for that purpose. It is important to note that the evaluation step is the most neglected process in organizational practice. These steps must be developed to work the talent management team with units of the organization, because training and development are all work.

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