Actividad de aprendizaje 12

Evidencia 7: Workshop “Human Resources Management”

En todo plan, de toda empresa, es de suma importancia resaltar el papel que

juega el Departamento de Recursos Humanos. Hoy en día, en este departamento
no solo es necesario tener claro los conceptos relevantes a esta área sino,
además, tener la capacidad de comunicarse en ingles utilizando términos
específicos en recursos humanos, permitiendo de esta manera dar a conocer su
metodología ante potenciales clientes e inversionistas de habla inglesa.

Para poner en práctica lo mencionado, desarrolle el siguiente taller:

1. Lea el siguiente texto y haga un resumen por medio de un mapa conceptual.

HR Professionals Auditing HR professionals requires doing a 360 feedback

on the extent to which an HR professional demonstrates competence. The
following steps define the performance of this HR professional audit. Step 1:
Develop a Model of HR Competencies. There are many models of what
makes a successful HR professional, but most are woven around four
clusters of competence: knowledge of business, knowledge of HR,
knowledge of change/process, and personal credibility. In doing an audit of
HR professionals, it is important at two levels to possess a model of HR
competencies.

First: conceptually, an HR competence model should identify the

knowledge, skills, and abilities required to be a successful HR professional.

Second: behaviorally, an HR competence model should identify the

behaviors required to demonstrate the trait.

Step 2: Collect Data Using the Model. Once a model has been identified,
data can be collected to assess the extent to which an HR professional
demonstrates the modeled competencies. Data for this evaluation may be a
self-assessment; the HR professional rates him/herself. Data also may
come from quantitative assessments on traits put into the survey form.
Quantitative assessments are more uniform and systematic but are limited
to the questions asked on the survey. Data may also come from focus
groups or interviews in which individuals talk about the extent to which HR
professionals demonstrate competence. In these interviews, a focus is often
on critical incidents in which HR professionals did or did not demonstrate
the appropriate competence.

Step 3: Summarize Data and Feedback to HR Professionals. The synthesis

of data collected either from surveys or interviews needs to occur. With
empirical data, this means identifying statistical means, standard deviations,
and ranges of scores, often by type of respondent (e.g., peer, subordinate,
or client). With qualitative data, this means doing a content analysis to
highlight trends from the interviews. With either type of data, statistics or
trends need to be translated into key themes which will indicate tendencies
in the data. While any one individual may see an HR professional
differently, when multiple individuals see similar proclivities in an HR
professional, themes emerge. These themes can be codified to help an HR
professional identify strengths and weaknesses.

Feedback on HR competencies (an important step) needs to be done in

ways that do not violate the providers of the data (e.g., violating
confidentialities or misrepresenting the data) and at the same time are
sensitive to the receiver of the data (e.g., not overwhelm the receiver). In
giving feedback, it is helpful to prepare the receiver not to overreact, but to
listen before responding—not to try to figure out who said what, but to check
the data with other inputs and to accept responsibility for the data. One
important source of feedback is to compare self-assessment with other-
assessment.
 Step 4: Create Action Plans. Action plans can be created at two levels. (1)
At an institutional level, building HR competence across a function requires
doing HR for HR. (2) At an individual level, feedback from an HR
competence audit may focus on how the individual can develop him/herself
for future opportunities. An individual development plan may provide a
tailored set of developmental experiences, including job and/or task force
assignments, readings, and training opportunities.

Step 5: Continuous Improvement. Auditing HR professionals should not be

a single event but an ongoing process in which HR professionals are
constantly unlearning old and learning new skills. Creating a learning
environment for HR professionals is evidenced when HR professionals
invest annually in their own development by soliciting feedback on their
performance, attending conferences, benchmarking practices, reading, and
keeping abreast of innovations in their areas of expertise. (Ulrich, 1997)1

2. Elabore su propia política de recursos humanos, en inglés, de la empresa para

la cual labora:

a. Haga una lista de las características y cualidades que espera de los

empleados.

b. Elabore su propio proceso del departamento de recursos humanos.

c. Cree una lista de las ocupaciones más importantes para el tipo de empresa
en la cual labora y escriba las acciones o verbos relacionados con cada una
de ellas.

d. Planifique el horario de trabajo de su empresa, a manera de rutina diaria,

desde la hora de ingreso hasta la hora de salida.

e. Haga un cuadro con los hábitos que se recomiendan para mantener un buen
ambiente laboral en la empresa.

1
Ulrich, D. (1997). Measuring human resources: an overview of practice and a prescription for
results. Consultado el 09 de octubre de 20016, en http://www.e-rh.org
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Nota: esta evidencia es de carácter individual. Recuerde revisar la guía de

aprendizaje con el fin de verificar que ha realizado todas las evidencias
propuestas, saber cómo desarrollarlas y entregarlas correctamente.

Criterios de evaluación
Interpreta un texto sencillo y puede construir un mapa conceptual basado en el
mismo.