1 JOB DESIGN

1.1 INTRODUCTION
The main functions carried out in the Human Resources Department are
they incorporate Human Talent Management as well as personnel management within the
Company are: The description and analysis of the position, the recruitment process, selection,
training, salary compensation, and performance evaluation for all levels
organizational within a company.

The job design is the organization of work through the necessary tasks for
perform a specific role, includes the specification of the content of each role, the
working methods and relationships with other positions.

To design a position, it is necessary to define these following 4 basic conditions:

The structure of positions is conditioned by the organizational design that contains it. The
roles are part of the structural format of the organization that conditions and determines the
distribution, configuration, and the degree of specialization of positions.

1.2 POSITION OR OFFICE

A position is a description of the activities, duties, and responsibilities performed by
a person, encompassed in a unified whole, which occupies a certain formal position in the
organizational chart of the company. That is to say, it contains:

The function of the person.

What is its importance.

What hierarchical level does it occupy?

Define your superior and your subordinates.

Show the horizontal perspective (positions of the same level) and vertical (department or
area) within the company.

A position constitutes a unit of the organization and consists of a set of duties that it
they separate and distinguish from other positions.

For the organization, the position is the basis for applying people to tasks.
organizational; for the person, the position constitutes one of the greatest sources of
expectations and motivation of the organization.

Through the positions, the company assigns and utilizes human resources to achieve objectives.
organizational, aided by certain strategies, at the same time the positions allow for the
people perform tasks in the organization to achieve certain objectives
individuals.
1.3 JOB ENRICHMENT
The enrichment or enhancement of the position is the practical and variable way to adapt.
permanently the position to the professional enrichment of the occupant, and consists of
deliberately and gradually increase the goals, responsibilities, and challenges of the
job tasks to adjust them to the characteristics of the occupant.

This enrichment can be lateral or vertical.

Vertical enrichment adds more complex tasks or administrative assignments of
cargo, such as planning, organization, and control, while transferring simpler tasks to
another lower-level position.

Lateral enrichment adds varied tasks with the same complexity as the tasks.
current to other positions at the same level, while transferring some of the tasks
current to other positions at the same level. Vertical enrichment seeks more tasks.
complex and greater responsibilities while lateral enrichment seeks to vary
tasks of equal complexity and responsibility.

What is expected in the enrichment of positions is not just the improvement of the
working conditions but, above all, the increase in productivity and reduction of the
staff turnover and absenteeism rates.

In job enrichment it offers:

2 JOB DESCRIPTION
2.1 CONCEPT OF JOB DESCRIPTION
Describing a position means relating what the occupant does, how they do it, and in what.
conditions it does and why it does it. The job description is a simplified portrait of
content and the main responsibilities of the position.

The common format of a job description includes the job title, the summary of the
activities that must be performed and the main responsibilities of the position, also
you can include the communication relationships of the position with other positions.

2.2 CONCEPT OF CHARGE ANALYSIS

It is a technical administrative tool that allows controlling and supervising the
development of tasks within a workplace, the limitations they present
some positions, as well as the demands that others may have.

In job analysis, it is the information about what the job occupant does, and the
knowledge, skills, and abilities required to perform it effectively
adequate.

This is a systematic process of gathering information to make decisions regarding

of the positions. Consequently, the job analysis focuses on the specifications of the
position in relation to the person who will occupy it.
2.2.1 JOB DESCRIPTION AT VERTIV
For the following description, the HR provided information about 1 position in the company.
to take as a reference.

Marketing Analyst

Department: Marketing Management

Immediate supervisor: Marketing Manager

Job description: Responsible for the executive development of marketing activities and
increase in business opportunities.

Funciones:

Elaboration and execution of the Marketing plan.

Creation and tracking of opportunities.
Organization, coordination, and development of events with clients.
Study and measurement of the competition.
Coordination with advertising agencies.
Coordination and training of clients and channels.
Customer satisfaction study.

Education
Bachelor's degree in administration, Industrial Engineering, or Economic Engineering.
2 years of experience in similar positions.
Marketing Training.

Skills and competencies

Planning and organization.

Effective communication.
Interpersonal relationships.
Teamwork.
 Initiative and problem solving.

3 RECRUITMENT AND SELECTION OF PEOPLE

3.1 HIRING PROCESS
It is that series of interactions between thecompanyand the candidates to fill a position of
work, until reaching the execution of the contract.

This is characterized by the seriousness and respect that must exist at each stage of it, in order to
that none of the individuals involved feel that their rights and personal integrity are affected.
It also involves a series of general legal requirements according to the country.

This activity is one of the most complicated and important ones that one goes through.
company, this will depend on such an important factor as human resources, hiring
Having the right personnel is vital for the proper functioning of a business.

3.1.1 STAGES OF THE HIRING PROCESS

1) Define the job profile, clearly establishing the characteristics,
functions, tools, skills, experience, and knowledge that will be required for the
person that is selected.
2) Choose the best from among the candidates. At this stage, different considerations can be made.
options.
3) Fill the job position with someone who is already part of the group of workers
of the company.
4) Take recommendations from trusted employees.
5) Publish the offer in media outlets.
6) Preselect the candidates based on the resume, this step is important, already
that prevents wasting time doinginterviewsto people who do not qualify for the profile.
For this, it is recommended:
7) Review all applications and discard the first ones that do not meet the
requirements.
8) To simplify the process, a valuation table is created that includes each
aspirant and objectively a score is assigned in numbers to each range of the
profile by candidate.
9) For the final selection of the worker, according to the job profile, the following are used
tools that help to eliminate or select candidates, such as tests
psychotechnical or personality tests, knowledge assessment tests,
personal interview and group dynamics to check how they handle themselves in front of
specific situations and in which skills each one excels
Making the decision is often complicated if there are several candidates who meet the criteria.
the desired requirements. Create a scoring system to evaluate knowledge and others
interest traits can simplify the decision-making process objectively.
Once the decision is made, it is time to inform the selected person and the rest of
candidates at the end of the process and thank them for their participation. This is important as
demonstrates how important human resources are within the company.
 12) To complete the hiring process, all necessary paperwork is prepared.
to formalize the contract.
The contract must reflect the details of the worker and the company, as well as specify the type
of contract, duration, the position to be held, salary and economic benefits to
percibir.
14) Add the person to the employee database to review their situation in
social security and other legal aspects, as well as having it on the payroll for payment.

3.2 RECRUITMENT
It is the set of techniques and procedures to attract potential candidates to occupy
positions in the organization, it is basically an information system through which the
organization disseminates and offers in the resource market, job opportunities that
aims to fill.

Recruitment can be internal or external; in the former case, it applies to candidates who
They work in this organization, promoting or transferring them to other activities.
complex or motivating. External recruitment targets candidates from the market of
resources outside the organization, with the purpose of subjecting them to the selection process
personal.

The recruitment process begins with the search and ends when the resumes are received.
job applications.

The job descriptions, analyzed earlier, constitute an essential tool.

for recruiters; as they provide basic information about the functions and
responsibilities included in each vacancy.
3.2.1 INTERNAL RECRUITMENT

Recruitment is internal when, upon the occurrence of a specific vacancy, the company tries
fill it by relocating its employees, who can be promoted
(vertical movement) or transferred (horizontal movement), or transferred with promotion
(diagonal movement).

Internal recruitment requires intense and continuous coordination and integration of the
recruitment dependency with other departments of the company, and involves several
systems.

For the above reasons, internal recruitment requires prior knowledge of a series of data and
information related to the other subsystems, namely:

a. results obtained by the internal candidate in the selection tests to which they were subjected
submitted for their admission to the organization:
b. results of the performance evaluations of the internal candidate;
c. results of the training and improvement programs in which
the internal candidate participated;
d. analysis and description of the current position of the internal candidate and the position that is
considering, with the purpose of evaluating the difference between the two and the others
requirements that become necessary;
e. career plans or planning of personnel movements to verify the
most suitable trajectory of the occupant of the considered position;
f. conditions for the promotion of the internal candidate (is "about" to be promoted) and of
substitution (if the internal candidate already has a substitute ready).

3.2.2 EXTERNAL RECRUITMENT

External recruitment occurs when an organization attempts to fill a specific vacancy.

I would fill it with strange people, that is to say, with external candidates attracted by the techniques of
Recruitment. External recruitment impacts actual or potential candidates,
available or employed in other organizations, and may involve one or more of the following
recruitment techniques:
 files of candidates who apply spontaneously or who come from others
recruitments;
presentation of candidates by the company officials;
posters or signs on the company door;
contacts with unions and professional associations;
contacts with universities, schools, student associations, directories
academics, business-school integration centers, etc.;
conferences and talks in universities and schools;
contacts with other companies that operate in the same market, in terms of
mutual cooperation;
ads in newspapers, magazines, etc.; recruitment agencies; recruitment travel in
other localities

3.3 VERTIV RECRUITMENT PROCESS

VERTIV works with the ISO 9001 standard, which is an international standard that focuses on all
theelements of quality management that a company must haveto have a
effective system that allows you to manage and improve the quality of your products or services.

3.4 RECRUITMENT ENVIRONMENT

Recruiters must consider the environment in which they will operate. The elements
most important factors influencing the environment are:

Internal and external availability of human resources

Company Policies
 Human resources plans
Recruitment practices
Job requirements

3.5 SELECTION
The selection process is as follows:

Consultant
Selection External Evaluation
Application CV Review
Candidates Exams Doctor
Psychotechnics
On LinkedIn Interview with HR
In Job Boards Interview with
of various Managers
Universities
Public and Private

On average, the probation period is 3 months for every accepted candidate.

Understanding the probation period as the time that passes from when the worker starts
his work activities until this trial period ends.

The management of new talents (read, Millennials) is carried out from the process of
induction, through talks and constant explanations about their career and trajectory in
company in which they work and represent currently. At the moment, they have 10
interns working and each one works for 1 year.

3.6 TRAINING
Compensations and benefits comprise a range of salaries based on a
annual performance evaluation, conducted at a general level across all areas of the
company.

If staff training is necessary, the appropriate training is determined, then

a relevant institution is sought. For example, soft skills are usually
train with the UPC, through constant workshops at the headquarters located on Camino
Real.

The following image represents the process that follows the entry of a collaborator.

Direct Work Assessment 1

Induction Training
with Boss year

Field
Office