La gestió del talent i la transició de rols cap el cloud
•Transferir como PPTX, PDF•
0 gostou•392 visualizações
Els diferents factors que componen i afecten la gestió del talent a les companyies, l'evolució dels rols del sector TIC fins al Cloud.
Recomendados
Mais conteúdo relacionado
Destaque
Destaque (20)
Semelhante a La gestió del talent i la transició de rols cap el cloud
Semelhante a La gestió del talent i la transició de rols cap el cloud (20)
La gestió del talent i la transició de rols cap el cloud
- 1. La gestió del talent i la transició de rols cap el cloud Presentació Miquel Àngel Navarro
- 2. Miquel Àngel Navarro Director de RRHH, Afirma Group i MSEmploy Espanya Director de Projectes, Microsoft PDC Espanya Amb mes de 12 anys d'experiència en la gestió d’empreses TIC i projectes d’implantació de solucions a client final. Direcció de Projectes per el sector TIC en diferents CCAA e iniciatives des de l’any 2007. Creador d’una part de la metodologia afirmative, adquirida per Microsoft al 2009. Es ponent en Seminaris i Tallers de gestió de Projectes, a mes de Tallers de RRHH i Gestió Interna des de l’any 2005. Coautor del llibre “Microsoft Dynamics NAV 2009”. Autor del llibre “Les Claus per Gestionar Projectes de Sistemes d’Informació”
- 3. Quines coses afecten a la Gestió del Talent a les empreses? Estat de la tecnologia - Coneixement de la tecnologia. - Experiència. - Certificacions. Tipus o grandària de la companyia - Familiar, S.A., Nacional, Multinacional... - De 5 , de 50 o de 1000 treballadors... - Amb 1 oficina, 5 oficines, o oficines a 10 països... Metodologia de gestió del Talent - Tenir o no els processos definits - Manual de benvinguda, Pla de incorporació - Plans de carrera o Polítiques d’incentius - Plans de comunicació i Tutorització
- 4. Canvis i evolució tecnològica 1ª Generació: entre 1940 i 1952. - Ordenadors que funcionaven a vàlvules - Us exclusiu científic/militar. - La programació modificar directament els valors dels circuits. 2ª Generació: entre 1952 i 1964. - Vàlvula per transistor. - Apareix ordinador comercial - Tenen una programació prèvia (S.O.) 3ª Generació: entre 1964 i 1971. - Circuits integrats - Abaratir costos i augmentar la capacitat - Millora notable en els llenguatges de programació - Aparició programes utilitaris.
- 5. Canvis i evolució tecnològica 4ª Generació: entre 1971 i 1981. - Integració dels components electrònics - Aparició del microprocessador. 5ª Generació: des de 1981 - Sorgeix el PC, tal com se’l coneix actualment. 6ª Generació … - Data Center - Virtualització - Cloud - Ordinadors terminals
- 6. Canvis i evolució dels rols y perfils dels empleats 1ª, 2ª i 3ª 3ª i 4ª Generació 4ª i 5ª Generació Generació - Serveis de Centre - Sistemes propis - Solucions ERP, de dades - Operadors CRM, Entorns - Perforistes - Programadors Col·laboratius - Operadors Analistes - Consultors - Dispatching - Caps de - Programadors - Programadors Projectes Analistes Analistes - Comercials - Caps de - Caps de grans i mitjanes Projectes Projectes contes - Comercials - Comercials Granger, grans contes Caçador - Màrqueting
- 7. Canvis i evolució dels rols y perfils dels empleats 6ª Generació - Solucions ERP, CRM, Entorns Col·laboratius en Cloud - Consultors - Programadors Analistes - Caps de Projectes - Televendes Granger i Caçador - e-Màrqueting - Màrqueting
- 8. Impacte del Cloud en el Talent VENDES ARQUITECTES CONSULTORS MARQUETING DEVELOPERS • S+S (vendes + • Habilitats • Proposta de treball • Centrat en la web • Centrats en els serveis) comercials de preu fitxa • Mitjans socials serveis més que en • Velocitat en el • Arquitectures • En les tarifes de • Clients nous i les aplicacions tancament noves subscripció s’inclou existents • Centrats en el • Basat en • Models de gestió la implementació disseny subscripcions • Compensació • Eines i serveis • Centrades en les • Implementació nous solucions ràpida i barata • Nous models • Compensacions operatius
- 9. Cloud Computing www.afirma.biz Es pot lluitar contra un exèrcit, contra la competència, però no contra una cultura
- 10. Fases de Creixement de les Companyies Fase 1 Fase 2 Fase 3 Fase 4 Fase 5 Llegenda Grandària de l’Organització Gran Etapes de l’evolució Etapes de Revolució COL.LABORACIO Estil de direcció COORDINACIÓ Crisi de Direcció DELEGACIÓ DIRECCIÓ BUROCRÀCIA CREATIVITAT CONTROL AUTONOMÍA Petita LIDERATGE Jove Madur Edat de l'organització Basado en «Evolución y Revolución conforme crecen las organizaciones» de Larry Greiner.
- 11. Graella Generacional. Característiques del Lloc de Treball Veteranos Del Baby Boom Generación X Generación Y (1922-1945) (1946-1964) (1965-1980) (1981-2000) Ética de Trabajo y Valores Trabajo duro Adictos al trabajo Eliminar la tarea Qué es lo siguiente Respeto a la autoridad Eficiencia en el trabajo Autoconfianza Multitarea Sacrificio Realización personal Estructura y dirección deseadas Tenacidad El deber antes que la diversión Deseo de calidad Escépticos Emprendedor Cumplir las normas Cuestionan la autoridad Tolerante Orientado al objetivo El Trabajo es… Una obligación Una aventura excitante Un reto difícil Un medio para un fin Un contrato Realización Estilo interactivo Individual Traajo en equipo Emprendedor Participativo Les gustan las reuniones Comunicaciones Formal En persona Directo E-mail Memorándums Inmediato Correo de voz Críticas y Ninguna noticia son buenas Siento interrumpir, pero ¿cómo lo Cuando lo quiero, pullsando un Recompensas noticias No las aprecian hago? botón. Satisfacción por el trabajo bien hecho Dinero Reconocimiento de los títulos La libertad es la mejor recompensaTrabajo con sentido Mensajes que motivan Se respeta su experiencia Se les valora Hazlo a tu manera Trabajará con otras personas Se les necesita Olvida las normas brillantes y creativas Trabajo y vida familiar No deben mezclarse nunca Desequilibrio Equilibrio Equilibrio Trabajan para vivir
- 12. Importància de la Comunicació “No importa la quantitat d'experiència en els negocis o de coneixements tècnics i del producte que vostè tingui. Si no pot comunicar, no importen.” Insigna, Microsoft Dynamics Partners Study
- 13. Canals de Comunicació Descendents Estratègies i objectius Resultats, estratègia i objectius Assemblea anual de l’empresa de l’empresa. operatius de l’empresa. (inici); dia de l’empresa. Canvis organitzatius. Informació sobre Com son: Intranet processos interns. La Metodologia de Projectes [Els processos d'interès general han La gestió de les vacances de sintetitzar-se en el Manual de La gestió dels viatges i els Benvinguda] despeses Els procediments d’obtenció Organització. Funcions i competències de cada Intranet rol. [La informació clau també deu Polítiques de remuneració i sintetitzar-se en el Manual de carreres. Benvinguda] Hores de treball. Polítiques relacionades amb la utilització dels locals de l’empresa. Noticies. Tauló d’anuncis. Intranet. E-mail. Gestió de tasques. Tasques diàries. Interacció verbal o escrita. Software de seguiment de tasques (Microsoft Outlook).
- 14. Canals de Comunicació Ascendents Propostes de millora Debats sobre les idees Groove o SharePoint. dels empleats per millorar Reacción Preocupacions, Política de despatx obert aclariments, queixes.
- 15. Talent: Les Realitats • L’actiu més important d’una empresa. • La seva major inversió financera. • Un dels principals factors que determinen el seu avantatge competitiu en la indústria. • Una necessitat constant quan l’empresa està creixent.
- 16. Talent: La Realitat Actual Segons un estudi d'un any de durada conduït per McKinsey Co, el recurs corporatiu més important en els propers 20 anys serà el talent, especialment en la indústria d'alta tecnologia. Ara mateix, també és el recurs més escàs.
- 17. L’Empresa es Atractiva? Què ho fa Atractiu? Alguns avantatges competitives que pot presentar l'empresa per atraure talent per a un lloc de treball determinat: • Remuneració competitiva • Oportunitats de superació de reptes • Creixement professional • Entorn de treball • Equilibri treball / vida privada • Cultura d'Empresa
- 18. Motivació • Prestigi i Reconeixement • Diners • Desig d'establir relacions • Desig d'aprendre • Passió per una activitat determinada • Desig de crear • Satisfacció amb una feina ben feta • Desig de desenvolupar noves capacitats i competències ...
- 19. Objectius SMART (Intel·ligents) • Els objectius fixats per a un empleat no només estan relacionats amb la productivitat. • També són clau els objectius relacionats amb el desenvolupament de la carrera. • Tots els objectius estan integrats en el Pla d'acció anual. Per definir bé un objectiu és necessari complir les normes SMART: Específic: ha d'existir una clara definició de l'àmbit. Mesurable: ha de ser possible determinar clarament si ja s'ha aconseguit. Assolible: l'empleat ha de poder assolir-lo. Rellevant: d'afegir valor útil a l'empresa o l'individu. Vinculat al Temps: s'han d'especificar les dates de venciment.
- 20. Gestió del Rendiment: Pla d'acció anual • Objectius de Fixació Rendiment Revisió a • Consecució dels • Mesurament del • Competències Objectius Revisió a Rendiment d'Objectius meitat Interpersonals • Desenvolupament Final d’Any • Realització de Anual • Desenvolupament i d’Any i Formació l'Avaluació Final Formació Han d'estar alineats amb els Assegureu-vos d'ajustar els El rendiment ha de complir indicadors clau del rendiment fixats objectius als canvis els resultats de l'empresa. per a l'any. d'estratègia. ALINEAT AMB LA PLANIFICACIÓ ESTRATÈGICA DE L'EMPRESA
- 21. Què és la Tutoria? La Tutoria és el procés en el qual un professional experimentat ofereix informació i guia per ajudar un col·lega en el seu desenvolupament professional. Els Beneficis de la Tutoria • Transmet coneixements experts de negoci d'empleats de nivell sènior a empleats de nivell júnior i a l’inrevés. • Incrementa la motivació i la responsabilitat de l'empleat. • Transmet els valors i la cultura de l'empresa. • Incrementa la retenció d'empleats en l'empresa. • Millora el lideratge i la gestió de l'empresa.
- 22. Més informació www.lasclavesparagestionar.es Moltes Gràcies Miquel Àngel Navarro
Notas do Editor
- Purpose:Show the impact a Cloud business model will have on the various Partner organization resources.Key Points:Across the board, every resource in the partner business will be impacted by a Partner’s movement to the Cloud. It will require new types of resources, performing tasks more efficiently at a lower cost. The most senior and experienced resources with the highest costs will be impacted most as they adjust to the new paradigm of Cloud computing and realize that the value they bring to the Partner business is significantly diminished. This may potentially result in salary reductions and staff rationalization across certain skill sets.
- PURPOSE: Introduce the contents of this chapter.COMMENTS:As discussed in the Organizational Growth Models topic, growth is not linear, it goes through crises which are brought about by the need to improve decision-making structures.How to progressively enlarge staff infrastructure to meet changing company needs at the different stages will be discussed in this topic. For each company size the optimal staff composition and the different job positions required will be discussed. Specific details about the competencies required for each role and position are discussed elsewhere(*) and won’t be presented here again.(*) Sales and marketing jobs and positions are presented in Achieving Sales and Marketing Excellence. Services jobs and positions can be found in Streamlining Services Delivery.
- PURPOSE: Demonstrate the different workplace characteristics by generation.COMMENTS:As you can observe from the chart above, today’s workforce is divided into four different generation (Veterans, Baby Boomers, Generation X, and Generation Y). The chart demonstrates that each generation has different values in each of the given categories (Work Ethic and Values, Meaning of work, Leadership style, etc). As you can see, each generation is quite different and this reflects in the leadership style, expectations, communication, and preferences of each group. Taking all these factors into account it is easy to see how a manager from the Veteran generation can have quite a difficult time understanding and managing an employee from Generation X. Many of the clashes that occur due to these generational gaps can be avoided if managers and employees are aware of these differences and know how to handle them so that they are not handicaps in the workplace.You can learn more about the difference between generations in Greg Hammill’s article “Mixing and Managing Four Generations of Employees” (http://www.fdu.edu/newspubs/magazine/05ws/generations.htm).
- PURPOSE: Introduce the chapter about communication.
- PURPOSE: Show which information channel is the most appropriate for each kind of top-down communication.COMMENTS: For each kind of message, consider which channel to choose to communicate. Big changes in the company require a direct communication from the company’s leader in a company-wide meeting. This is especially so when you must transmit bad news or reinforce the team’s morale. You could use time during your Company Day to communicate good news that can be beneficial for the spirit of the day. Holding an annual kick-off meeting at the beginning of the fiscal year is an excellent idea to comment on the previous year’s results and the new year’s outlook. Oral transmission of the multiple company’s how-to’s is an inefficient mechanism to rely on. Avoid “I’ve said a thousand times already…” by making sure your company’s key processes are described and posted on your company’s intranet for everybody to look up in case of doubt. The following slide gives an example of a process description. The employee’s welcome manual should also present a summary of the key information on processes that every new employee should know. Proceed in the same way regarding your company’s personnel policies. Make your careers public and also publish what everybody's roles and competencies are. Other policies regarding the utilization of the company’s property, etc, should also be posted on your company’s intranet. Short-lived information that can be of interest to a group of people can be communicated by e-mail (if you want to make sure they do read it), or you can post it on the bulletin board section of your intranet. As pointed out in the Delegation chapter of this topic, daily task assignment and tracking can be done using Microsoft Outlook’s task management functionality.
- PURPOSE: Show which information channel is the most appropriate for each kind of bottom-up communication.COMMENTS: Bottom-up communication is often overlooked so employees only interact with their direct manager. This is a barrier that must be broken with the appropriate tools: Make clear to all your employees that your office door will always be open for them to address their concerns or their needs for clarification. Set aside time to have personal meetings with your employees so you can have first hand information on how they perceive the company and what they consider to be areas for improvement. All managers should have regular 1:1’s with their team members. Encourage everyone to publicly discuss their ideas for improvement. Create a specific forum for that on SharePoint or Groove and consider giving an economic reward to the best idea of the year. Everyone should have quarterly skip-level 1:1’s (that’s with your manager’s manager).Annual evaluation/review process should be a 360-degree review where employees review their managers.
- PURPOSE:Give facts about talent and its importance to the company.COMMENTS:One of the most important assets and investments that you are going to make in your company is its people, its talent.The skills, both functional and soft, that your employees have will be a key factor in your company’s position in the marketplace, making it more or less competitive. The knowledge and experience that your employees have within the industry and specifically in your company is invaluable to you and your business. The time and effort that it has taken to learn the ropes of the business, how the company works and building client relationships represent a big investment. This is why it is key to be able to keep top talent in the company so that the expertise stays inside and is passed on to new employees as the company grows. As your company grows, talent needs are going to increase and this will require you to make the recruiting process a top priority for the company. It is essential to be prepared to handle new projects as they come in and having employees that are prepared and trained to incorporate into projects as they arise.
- PURPOSE: Discuss the partner's reality in regards to talent management. COMMENTS:While economic crises momentarily conceal the background shortage of the specialized resources required in this industry, the following are hard facts that are due to come back to our lives as soon as the labor market goes back to normal: The talent pool for qualified business consultants is extremely limited. The demand for business consultants is strong and growing, particularly in medium and smaller organizations. Employers do not have the time to invest in hiring and training.Reference: www.mckinseyquarterly.comADVICE FOR INSTRUCTORS:Classroom discussion:What challenges are you facing in regards to talent in your company? How are you planning on managing your talent to tackle the problem stated above?
- PURPOSE:Discuss what needs to be taken into account to position the partner’s company as an attractive working environment for the potential recruits.COMMENTS:Theprocess of attracting talent has two sides: it is about checking that the candidate fulfills the company’s needs, but equally important, it is about convincing the candidate that your company and the position you offer fulfill their needs and expectations.Therefore, right from the moment when you post an advertisement you must have an idea of what your potential recruits may be looking for so your ad positions your company appropriately before them. There are some studies that provide orientation on this, but this changes from country to country and also depends strongly on the economic situation, so you will have to find out yourself.One good source of information in this respect are you own employees. Ask them to list for you the top advantages they find in working for your company in general and specifically in the position you’re advertising. The slide gives an indication of some possible advantages that you can use as inspiration to build that list.In the following two slides we’ll make some considerations about each of these aspects.
- PURPOSE: Show the different kind of motivations.COMMENTS: People may have different motivations to stay in an organization and cooperate with its goals. These motivations are not the same for everyone, so it is key for you to understand what are the drivers for each of the key persons in your organization that you want to retain.It is important to distinguish between the drivers that motivate people and the possible ways to offer them work conditions that meet these expectations. For instance, to some extent money is a driver for everybody, because everybody needs money to pay their bills, but beyond a certain point, what some people look for is the social recognition that a high salary may bring. Since the ultimate driver is recognition rather than money, these people may be just as happy holding a job title that conveys the recognition in itself, even if the salary is not that high.Among the different types of motivation, some are intrinsical to the person, like the satisfaction with a job well-done. For self-motivating people, these can be much stronger than money.In the next slide we’ll make some considerations about compensation mechanisms that are available as a way to fulfill the motivation drivers of each of your employees.
- PURPOSE: Show that productivity objectives are not all and give criteria for correct objective setting.COMMENTS:Productivity alone does not guarantee company success. Other objectives need to be taken into consideration, such as the need to get everybody trained in new functionalities, technologies and skills. In particular, an employee’s career needs to be driven by certain objectives addressed at the development of the necessary competencies. Thus, a compensation plan will include additional objectives other than those connected to productivity. Achieving these objectives should also have an impact in the overall economic compensation. You could, for instance, make their achievement a pre-condition to get incentives paid in full.As we will see in the following slide, all objectives are integrated into a so-called Annual Action Plan. Before we jump into it, we should be aware that setting objectives is not a trivial task. For an objective to be well-defined, it should be specific, measurable, attainable, relevant and time-bound.
- PURPOSE: Present performance management and the annual action plan as a key mechanism for employee retention and development.COMMENTS:Performance management is another key tool in employee retention as well as their development. It is a way to follow your employee’s performance by establishing individual objectives in the beginning of the year and holding them accountable for them throughout the year. These objectives should be worked towards throughout the year and will be evaluated in the end of the period in order to decide on the employee’s promotion and salary increases. By conducting a management review you will be able to integrate the objectives of the business’s strategy into the employee’s individual goals. This tool will help you tie a few areas of the business together making them relevant for your employees and making sure that they are integrated into the performance. Let’s go through the different stages of the annual performance management action plan:Annual goal setting: in the beginning of each year each employee must have goals set for the upcoming year. A group of objectives are tied to performance (like achieving a certain utilization rate) and will be aligned with KPIs generally set as a company-wide objective for the period. These are the ones discussed in the previous slides, and they will typically be set at company level. The second group of objectives are connected to career development and the acquisition of soft and functional skills. Setting these goals is a two-directional process between manager and employee and must involve the employee’s participation and proposals. Mid year review: conducting a mid year review will help you follow up on your employees progress of their objectives, making sure that they are accomplishing the goals that they set in the beginning of the year. During this same time of the year the executive committee will be making their strategic adjustments and therefore this review serves as a good time to make any necessary adjustments. Having this mid year check up is a good way to keep your employees on track and gives you a good idea of their professional progress.End year review: as the year comes to an end and it’s time to make decisions regarding promotions, performance management will be an essential tool. According to the progress made you will be able to decide if they deserve to be promoted and get a salary raise, or are not meeting expectations.
- PURPOSE: Discuss the benefits of incorporating a mentoring program in your company.COMMENTS:A powerful mentoring program can serve to develop your current team and attract new talent. A mentoring program is the perfect opportunity to leverage the strengths of your employees by mutually developing skills. And when designed properly, a mentoring program can enhance leadership skills, soften departmental barriers, increase employee effectiveness, and boost morale.Some of the benefits of a mentoring program include the following:Passes business expertise and knowledge from senior to junior employees and vice versa: having a process in place that will help the transfer of the knowledge in the company will ensure that new and current employees have a formal channel where they can gain knowledge from senior colleagues. It is healthy for the company to make sure that its expertise is passed on to lower levels of the company. It will help the development of junior employees for future job positions and promotions and will make sure that the all the IP is not kept in the higher levels of the company, making them irreplaceable. As mentioned earlier in the course, it is important to make sure that you are developing people to be able to take on key functions in case senior employees leave the company or become ill. This relationship is also enriching for the senior employees in the company as they can learn about new trends and ideas from the young generations and will also give them a place to practice and improve their leadership skills. Increases employee motivation and commitment: when your employees see that you have an interest in their development and expect them to gain expertise in the business and industry, their motivation and commitment increases dramatically. By creating a mentoring program you are investing in their future in the company, creating a sense of belonging and mutual dependence. Transmits company culture and values: having a mentoring program is an effective and easy way to transmit the company culture and values especially those that recently joined the company. Since senior leaders are the ones that have usually been in the company longer, they are the ones that have the responsibility of making sure that these concepts are passed on in the lower levels. Increases employee retention in the company: it is a proven fact that mentoring increases retention in companies as it integrates employees into the company and keeps them inside it. When people see that a company is investing and has an authentic interest in their professional development, they value it greatly and consider it a perk. In this respect, the mentor provides three important services to the mentee: A positive role model for how to behave in different business situations. Career guidance to help young people choose a productive career path. Emotional support when there is conflict in work/life balance issues, a difficult boss or coworker, or stress from a heavy workload. Improves company leadership and management: a formal framework to have senior employees developing and mentoring junior people in the company is an excellent setting for putting into practice leadership and management skills. Mentoring relationships create a link between all levels of the company. Even if it is still within the company environment, it is more informal than a manager-employee relationship. Every major corporation in the world today that is showing significant growth, including Microsoft, invests heavily in mentoring because it works. It’s time to strengthen your mentoring program so your organization increases your ability to compete, lowers your costs, increases employee engagement and retains top performers longer. In the next slides we will show how you can actually implement a mentoring program in your company…