How to take flight from the HR paradigm shift? Learn the key points to recruit and keep the right people in the company
The Human Resources (HR) area has undergone great evolution over the years, from the phase in which its function was only to execute the accounting records of workers to its strategic phase, which began in a phase focused on market positioning, and now focuses on people.
The People and Management model emerged seeking to raise HR to a new strategic level through the combination of the Management Model with Talent Management practices.
As a result of this scenario, the People and Management model emerged seeking to raise HR to a new strategic level by combining the Management Model with Talent Management practices, implementing the “People-Centered Strategy” through 5 blocks: People Readiness, Strategic Incentives, Management Model, Meritocracy and Leadership.
People's Readiness
The People Readiness block is the basis of the People and Management model, since people are an organization's main asset. They are the ones that promote actions and give reason to organizations. Thus, to ensure that hired professionals have the necessary profile to contribute effectively to achieving the company's mission and are aligned with the organizational culture, leadership must actively participate in the talent attraction and selection processes. In addition, it is essential to carry out training and development programs so that these talents are able to realize the company's strategic plans. The People and Management model also encourages the practice of internal recruitment for leadership positions, since it makes better use of the organization's human potential and guarantees people with well-developed organizational culture and values.
Strategic Incentives
Aiming to encourage and retain talent, the People and Management model provides for the provision of strategic incentives for employees. Strategic incentives help establish organizational culture and climate, to the extent that, when developed, administered, and managed, they stimulate and reward alignment with the company's mission and values. For the implementation of these incentives to be successful, they must be linked to individual and organizational goals. These incentives can be financial, such as Bonuses, PLR (Profit and Result Sharing), and Stock Options, and also non-financial, which are those related to the meaning of work and the definition of a greater purpose of the company.
Management Model
To structure the management model, first of all, the strategic alignment of the organization must be carried out, with the definition of the big dream and values and then SWOT analysis to define the strategies. This must be followed by the unfolding of company goals, defined through the budget, strategic projects, and the Profitability, Longevity and Cash aspects. Once defined, the goals must be divided from top management to the teams at the lowest hierarchical level and then followed up through routine management and project management, always seeking continuous improvement.
Meritocracy
It can be said that meritocracy is the management model based on merit, in which promotions and other rewards are obtained by those with the best results. To implement a meritocratic system, first, a job and salary plan and a career plan must be structured, where the competencies and expectations of each position are defined, as well as the compensation for each level and the possible job trails for each professional profile. Next, it is important to implement a performance evaluation model, and methodologies such as matrix 9 can be used Box, that evaluates potential and performance in 9 quadrants, or matrix 6 Box, which assesses adherence to culture (values) and performance (deliveries) and can classify employees into 6 quadrants. Then, after the review cycle is complete, these will serve as a basis for rewarding employees, whether through promotions or other form of reward, and for giving them formal feedback.
Learn More: Model 6box
Matrix 6 Box evaluates employees on the dimensions of performance (performance) and adherence to the company's culture (values). According to this assessment, the employee is positioned in some quadrant.
The quadrants of this matrix have a slightly different division from the others: it is first divided equally into 4 quadrants and then 2 smaller quadrants are formed at its 2 ends. Thus, the matrix 6 Box presents the following quadrants, as shown in the figure:
— Recovery: They are the people who, in addition to not delivering what was expected on time and not achieving the goal, have low adherence to the organization's values.
— Missionaries: They are the people who, despite not delivering what was expected, have a high adherence to the organization's culture.
— Suitability: Also called “Mercenaries”, these people are the ones who deliver a lot, that is, they hit their goals well, but they don't have the company culture.
— Talents: These are, as the name of the quadrant already says, the company's talents, that is, those who, in addition to performing well and presenting good results for the company, have a high adherence to the company's values. These are the ones that the company should not miss.
— Output: These are the very poorly evaluated people with no expectation of improvement who are subject to dismissal.
— Stars: They are the people who perform and adhere to culture above expectations and cannot be allowed to leave the company in any way, on the contrary, they must remain to grow even more and serve as an example and motivation to others.
leadership
The leader is responsible for achieving the desired results and strategic objectives of the organization through the engagement of his team, in addition to encouraging employee growth and disseminating organizational culture. He must have different values and attitudes, based on obstinacy for results associated with selflessness, anti-vanity, the non-acceptance of comfort zones for both his team and himself, leadership by example, and Mindset from “business owner”.
Thus, the People and Management model guarantees the attraction, development and retention of good people in line with the efficient management of strategic guidelines on a daily basis, being the successful path to good results.
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About the authors
Janaina Jacobs is a Visagio consultant, a project specialist focusing on process engineering, organizational restructuring and the implementation of a shared service center in the real estate, retail, health, financial and telecommunications sectors.
Marcela Figueiredo is a Visagio consultant, a specialist in projects focusing on management models, organizational restructuring and process reengineering in the retail, financial market, public management and other sectors.
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