Recursos Humanos: Administración del Talento (PDF)

## RECLUTAMIENTO, COLOCACIÓN Y ADMINISTRACIÓN DEL TALENTO ### Matriz de Habilidades **Figure 3-12 Matriz de habilidades**. - Level 6: 6, 6, 6, 6, 6 - Level 5: 5, 5, 5, 5, 5 - Level 4: 4, 4, 4, 4, 4 - Level 3: 3, 3, 3, 3, 3 - Level 2: 2, 2, 2, 2, 2 - Level 1: 1, 1, 1, 1, 1 | Skill...

## RECLUTAMIENTO, COLOCACIÓN Y ADMINISTRACIÓN DEL TALENTO ### Matriz de Habilidades **Figure 3-12 Matriz de habilidades**. - Level 6: 6, 6, 6, 6, 6 - Level 5: 5, 5, 5, 5, 5 - Level 4: 4, 4, 4, 4, 4 - Level 3: 3, 3, 3, 3, 3 - Level 2: 2, 2, 2, 2, 2 - Level 1: 1, 1, 1, 1, 1 | Skill | Level | | :----------------------------------------- | :--------------------- | | Pericia/Habilidades técnicas | Technical Skills | | Habilidades para la toma de decisiones y la resolución de problemas | Decision Making Skills | | Habilidades interpersonales | Interpersonal Skills | | Habilidades de liderazgo | Leadership Skills | | Habilidades de habilidad comercial | Business Skills | **Note**: This is an example of a skills matrix for employees who work in product engineering or technical development. The dark gray boxes indicate the required level of each skill for these employees working in product development. A complementary key would provide specific examples for each skill level, where the degree of difficulty would increase at each skill level, beginning at level 1. For example, level 1 for technical skills or proficiency would state: "possesses, or is in the process of acquiring, the basic knowledge necessary to perform this type of task"; whereas level 6 would state: "is able to perform and supervise highly advanced analytical tasks that require complex skills and technical knowledge." **Source**: Copyright by Dr. Gary Dessler ## Resúmenes de las secciones del capítulo ### **1. Administración del talento.** - Employers now consider all their activities related to training and compensation as part of a single integrated talent management process. - Talent management is defined as the goal-oriented and integrated process of planning, recruiting, developing, managing, and rewarding employees. - When managers adopt a talent management perspective, they should keep in mind that these tasks are part of a single, interrelated talent management process. - Talent management decisions (e.g., hiring and compensation) should be goal-oriented. - It's crucial to utilize the same "profile" for recruitment planning for a position as it is for hiring decisions, training, performance evaluations, and compensation. - Talent must be segmented and actively managed. - All talent management functions need to be integrated and coordinated. ### **2. Análisis del puesto.** - All managers need to be familiar with the basics of job analysis: - Job analysis is the process of determining the responsibilities of each job within a department and the characteristics of the people to be hired to fill them. - Job descriptions are lists of what the job entails, whereas specifications identify the type of people who should be hired for the job. - Job analysis involves gathering information about such items as job duties, required human behaviors, and required machinery, tools, and equipment. - Managers use job analysis information for recruitment and selection, compensation, training, and performance evaluations. - The basic steps of job analysis include: - Identifying the purpose of the information. - Reviewing relevant background information, including organizational charts, verification of the information, and writing job descriptions and specifications. - There are various techniques for gathering information for job analysis: interviews, questionnaires, observation, employee diaries and logs, and quantitative techniques such as job analysis questionnaires. - Employers are increasingly turning to the Internet to collect employee information. - Managers should know how to write job descriptions. - There is no standard format, but most descriptions include sections that cover job identification, a job summary, a list of responsibilities, the authority of the jobholder, and performance standards. - The job description will often list information about working conditions and job specifications. - Many employers use Internet resources like www.jobdescription.com to help them write job descriptions. - When writing job specifications, it's important to distinguish between specifications for qualified and unqualified workers. For those qualified, the process is relatively straightforward as you're mainly looking for characteristics such as experience. For unqualified workers, you need to identify traits that can predict success in the job. - Most job specifications come from supervisors' opinions based on their experience. - Some employers use statistical analysis to pinpoint factors that can help predict success in a job. - Employers use models and profiles to manage talent. - In particular, they create "profiles" for every job. - The purpose of creating profiles is to develop detailed descriptions of what is needed to achieve exceptional performance in a role or a specific position in terms of competencies, personal characteristics, knowledge, and experience. - Each profile then serves as the basis for developing recruitment, selection, training, evaluation, and development plans for different positions. - Competency-based job analysis describes a job based on observable and quantifiable behavioral competencies (e.g., specific skills) that the jobholder must demonstrate in order to perform well. - For jobs that change daily (e.g., team members), it's important to identify the skills that employees need to be able to move from one task to another. ### **3. Types of information in job specifications.** - Companies can't function without detailed job descriptions. ### **4. Creating a job matrix.** - In a company with only 25 employees, is it necessary to create job descriptions? ### **5. Job Analysis Information Use: Administration of Human Resources and HRCI Certification Exam.** - Use job analysis information for training, compensation, and employee development. - Use job analysis information to help manage a company's human resources. - Develop four multiple-choice questions for the HRCI certification exam about job analysis.