EUROPEAN POSTGRADUATE CENTER

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Student ANDY WILLIAM GUEVARA ACUÑA
ID Card 42549672
MASTER DIRECTING AND MANAGEMENT OF HUMAN RESOURCES

TASK N° 06

Practical Case: Health Service

I.- Apply your knowledge based on the needs of

reform the organization and performance, adopting a Plan
appropriate strategy for the institution. It includes prior analysis
its implementation and then details the strategic plan to
implement. State the hypothetical case as a private entity.

The strategic diagnosis of the Plan is summarized in the SWOT matrix.

which is expressed below (Weaknesses, Threats, Strengths and
Opportunities) of the health service system 'La Milagrosa'. The
the SWOT analysis expressed below confirms that it is
necessary the implementation and development of new responses to the
needs of a changing context. The new situation then,
induce new needs in: organizational and functional leadership,
Service Portfolio, Integrated Resource Management, Alliances
strategic, Training and research.

We will now develop the SWOT matrix of the organization:

1.- DEBILIDADES:

Inadequate and obsolete physical infrastructure.

Old equipment that requires investment to improve the
services provided.
Loss of primary healthcare attention by the
health professionals
Demotivation and exhaustion of health professionals due to
implementation of inadequate salary policies.
Poor identification with the corporate image of the Service
which translates to less involvement of professionals in
the institutional objectives.
It is not known how free choice will relate to the new ones.
workloads and with economic compensation.
Difficulty in maintaining continuity of care and
patient care.

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Distancing of professionals from the organization due to
suspicion of loss of values.

2.- THREATS:

Decrease in economic income due to poor attention from the

health services provided.
Difficulty in follow-up and specialized care for the
more severe patients, with the consequent loss of
credibility towards the population about the services provided
at the referred clinic.
Confusion regarding the new regulatory developments in the system
health assistance
Unknown demands from healthcare staff
assistance and administrative for the categorization and
re-categorization of the organization.
Unknown demands of new management.
Normative and labor rigidity to access the necessary
organizational flexibility.
Excessive contractual variability to select resources
most suitable humans for the organization.
Loss of patients due to high competition from others
organizations that provide their services of higher quality and with
low costs. P
New corporate demands with operational requirements
more rigid and with competitive limitations in the market.
Inadequacy of efficiency-based criteria
primarily in the scientific evidence in a field of
activity where the evaluation criteria of efficiency must
include psycho-social aspects in addition to medical ones.
Stagnation in health reforms.
Setback in the development and organization of public health care
private health.
The continuous emergence of new drugs is leaving in
second place other necessary developments for care
health.
Lack of sensitivity of public authorities in policies of
health.

3.- FORTALEZAS:

Highly skilled human resource, with presence

important for health professionals in teams
structured and integrated multiprofessionals with experience
professional.
Experience as a structured team.

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Accessible circuit that guarantees the continuity of care, and the
management of patients by health personnel.
Existence of a significant number of commissions for
coordination with other involved institutions in the
assistance responsibility.
Integration of resources and motivated professionals for the
change, as an organized and participatory alternative that preserves
the continuity of the service.
Ongoing assistance programs with a wide availability
number of care and coordination protocols that can
facilitate and guarantee optimal functional continuity beforehand.
Professionals who share culture, skills, and capabilities
in the same field of Community Health activity.
Important institutional strategic support from the Directorate-
Management of the organization.
Professionals who share values centered around the patient
of the health system.
Significant number of professionals in training and students
undergraduate, which requires intense training activity and
teacher, in order to have more qualified personnel and
specialized to ensure health services.
Trained personnel to conduct research at an optimal level
of quality.
Availability in active of various care protocols
integrated into continuity of care and support.
Collaboration with specialized institutes and hospitals for
exchanges of professionals in assistance and science, for
achieve optimal levels of specialization, which increases the
group and institutional identity and improve the image of the
organization.

4.- OPPORTUNITIES:

Recommendation of the Health Strategic Plan for new ways

management.
Possibility of responding to the proposed institutional objective of
participatory and more efficient self-management.
Possibility of competing in quality by responding to the new
care requirements.
New means and forms of management within the system
public, universal and free assistance.
Corporate need for information management for new
image before the proposed organizational change.
Need to generate new responses to new challenges
assistance, diagnostic or therapeutic, from knowledge
current scientist.

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New teaching and research positions from the strategies
current efforts aimed at enhancing health care.
Request from the society for efficiency and to have avenues
participatory about assistance benefits received.
Financing guarantee based on social necessity and not on profits
economic
Quality as an object of financing in the new situation
assistance.
Need to adapt new management methods in the face of the new
political and social environment.
Need for new care offers in response to the new
customers and areas of competitive influence associated with the new
current sanitary design.
Corporate necessity for innovation and efficiency with plans for
specific research or through thematic networks of
collaborative research.

Strategic planning is the preparation, development, and implementation

in progress of various operational plans by
thecompaniesu organizations, with the intention of achieving goals and
set goals. These plans can be short-term, medium-term, or long-term.

Strategic plans have a certain budget available,

therefore the correct determination of the objectives to be met is essential.
Otherwise, money may not be enough to achieve the goals and the
strategic planning failure.

Strategic planning as a management system emerges among

the decades of the '60s and '70s, with the changes in strategic capabilities
of companies. Management or management, began to demand
theplanningof the tasks to be performed, with a manager who was analyzing how and
when to execute them.

On the other hand, the time between the investment in an asset and its
introduction tomarketbegan to shorten, with a life cycle of the
products are becoming increasingly brief. That's why strategic planning has become
a fundamental aspect of companies in their pursuit of greater
competitiveness.

In this way, strategic planning specialized in what to do.

(the strategies) to achieve the pursued objectives based on the
opportunities and threats that the environment offers.

In this regard, it is important that all thepeoplelinked to the

management can develop their knowledge and understand accurately
the needs of the company, so that strategic planning can
allows interaction with a dynamic and constantly evolving world.
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Types of strategic plans

The strategic plans of a company can be short-term, medium-term, or

long term, strictly depends on the size of the company due to
that the planning responds to the number of activities that must be carried out
the various parts of the company, which are usually divided into
hierarchies that range from lower levels to higher levels. It is essential
that these plans, before being put into practice, are analyzed
carefully and have properly outlined the goals that are desired
reach a end of to take advantage
adequately
of theresources
economicready for that.

Although strategy plans are usually specific and must

make effective within a specified time, their consequences are
they are maintained over time, as changes in the environment of
businesses endure; that's why it is said that strategic planning belongs to
a continuous process and must be supported by actions developed with the
to enable the good performance of these plans.

In any case, it is important to note that strategic planning

he does not try to make decisions looking to the future, but rather responding to
certain problems of the present; therefore, it does not address
forecast future sales but to solve current problems that
they could be related to them. Because of this, all the
companies must review their strategic planning annually and create
new plans to resolve those conflicts that could affect the
present; in addition, they must be reviewed annuallyobjectivesto focus
in the demands that each stage has.

According to various specialists, it is a set of

functional plans in which a certain budget is invested and whose
the focus is on guiding the company in a certain timeframe
taking into account its resources and the environment in which it develops, for
achieve reaching thegoalsplanned.

Finally, it is important to note that before putting into practice

a programstrategicIt is necessary that all parties in planning
that will be involved in it have at their disposal the goals that are
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they expect to achieve and the way in which they will work. Generally, they are.
provide a written document with everything the company expects from this
program and what expectations he has placed on each part.

II.- How do you think responsibilities can be distributed between

the other areas, so that the strategic plan is effective?

Strategic planning observes the chain of consequences of

causes and effects over time, related to a real decision or
intentional that the director will take. The strategic planning also
observe the possible alternatives of the courses of action in the future, and to
choose some alternatives, these become the basis for making
current decisions. The essence of strategic planning lies in the
systematic identification of the opportunities and dangers that arise in the
future, which combined with other important data provides the
basis for a company to make better decisions in the present to
explotar las oportunidades y evitar los peligros. Planear significa diseñar un
desired future and identify the ways to achieve it.

Strategic planning is an essential tool for

Strategic Management consists of the search for one or more advantages.
competitive strategies of the organization and the formulation and implementation of
strategies allowing to create or preserve their advantages, all of this based on
of the Mission and its objectives, of the environment and its pressures and of the
available resources.

Sallenave (1991) states that 'Strategic Planning is the process

by which the leaders organize their objectives and actions over time.
It is not a domain of top management, but a process of communication and of
determination of decisions in which all levels are involved
strategic objectives of the company.” The Strategic Planning aims to
to produce profound changes in the organization's markets and in
internal culture.

The expression Strategic Planning is a Strategic Plan.

Corporate, which is fundamentally characterized by contributing to the
Rationalization of decision-making is based on efficiency.
institutional and integrates the long-term vision (management philosophy), medium
long term (functional strategic plans) and short term (operational plans).

It is the set of formal activities aimed at producing a

strategic formulation. These activities are of very varied types and go
from an annual meeting of executives to discuss the goals for the
incoming exercise, up to the mandatory collection and sending of data
budgetary by all units of the company to the unit
superior. They are those formal mechanisms, that is, mandatory

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fixed-term compliance, which "forces" the development of a strategic plan
for the company.

It provides a methodology to the strategic design process, guiding the

direction in the task of designing the strategy. Strategic planning does not
It is just a key tool for the manager, which necessarily implies a
interactive top-down and bottom-up process in the organization;
the general management sets general goals for the company (supported by the
market information received, certainly, from the lower units)
and set priorities; lower units determine plans and
budgets for the next period; those budgets are consolidated
and corrected by the higher units, which send them back to
down, where they are retouched again, etc. As a consequence, the
establishment of a formal strategic planning system
to lower strategic concern to all levels of the organization.

The company selects, among several alternative paths, the one that
consider more appropriate to achieve the proposed objectives.
Generally, it is a long-term global planning.

Strategic Planning includes the application of intuition and analysis

to determine the future positions that the organization or company should
reach. A dynamic process flexible enough to allow - and even
force changes in the plans in order to respond to the changes
circumstances. It is the intermediate component of the planning process,
situated between strategic thinking and tactical planning. It deals with the
future of current decisions, observe the chain of consequences of
the causes and effects over time, related to a real decision or
intended that will take the direction. It is to identify and put into practice the
long-term objectives of the company.

Strategic planning can be defined as a targeted approach.

and systematic for decision making in an organization (David, 1990).

Strategic planning is a tool that allows organizations to...

organizations prepare to face the situations that arise
in the future, helping to guide their efforts towards realistic goals
of performance, which is why it is necessary to know and apply the elements that
they intervene in the planning process

Strategic planning is the managerial process of developing and

maintain a strategic direction that can align goals and resources
from the organization with its changing marketing opportunities (Kotler,
1990).

Strategic planning is deceptively simple: it analyzes the

current situation and the one expected for the future determine the direction of
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the company and develops means to achieve the mission. In reality, this is a
a very complex process that requires a systematic approach to
identify and analyze external factors to the organization and confront them with
the capabilities of the company (Koontz and Weihrich, 1994).

Strategic planning has the function of guiding the company

towards attractive economic opportunities for her (and for society), is
to say, adapted to their resources and their know-how, and that offer a
attractive potential for growth and profitability... (for which it must)
clarify the company's mission, define its objectives, develop its
development strategies and ensure to maintain a rational structure in its
product/market portfolio. The product/market portfolio of a
organization is the what and for whom it offers, that is, all the
products and services that it sells to its customers or specific segments of
these on the market.

Strategic planning is a process that begins with the

establishment of organizational goals, defines strategies and policies
to achieve these goals, and develop detailed plans to ensure the
implementation of strategies to achieve the desired goals.

It is also a process to decide what type of efforts

planning must be done, when and how they should be carried out, who
will be carried out, and what will be done with the results. Strategic planning is
systematic in the sense that it is organized and conducted based on a
understood reality.

For most companies, strategic planning represents

a series of plans produced after a specific period of time,
during which the plans were developed. It should also be understood as
a continuous process, especially regarding the formulation of
strategies, as changes in the business environment are continuous. The
the idea is not that plans should change daily, but that planning
It must be carried out continuously and be supported by appropriate actions.
when necessary.

Strategic planning is an attitude, a way of life; it requires

of dedication to act based on the observation of the future, and a
determination to plan constantly and systematically as a part
integral of the direction. In addition, it represents a mental process, an exercise
intellectual, more than a series of processes, procedures, structures or
prescribed techniques. To achieve better results, managers and the
staff of an organization must believe in the value of planning
strategic and should try to perform their activities as best as possible.

A formal strategic planning system ties together three types of plans.

fundamentals, which are: strategic plans, medium-term programs,
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short-term budgets and operational plans. In a company with
decentralized divisions can exist this type of union between each plan
of division, and a different union between the strategic plans developed
in the headquarters and the division plans.

Through these unions, the strategies of top management are reflected.

in current decisions.

The concept of a plan structure is also expressed in the

next definition: Strategic planning is the systematic effort and
more or less formal for a company to establish its purposes,
objetivos, políticas y estrategias básicos, para desarrollar planes detallados
in order to implement the policies and strategies and thereby achieve the
basic objectives and purposes of the company.

The idea of the Strategic Plan in the specific case in question must
arise from the direction of the organization, from the owner, from the management, from the
Manager; based on the structure; that is, the person or persons whose
the mission is to lead the company towards success, it can also be determined the
help from an external expert to develop the strategic plan in such a way
that it be useful, credible, and coherent. Teamwork then will be the
the greatest responsibility that is acquired in its execution, already
that when what is desired to be done is balanced with the ability to do it
it is when the project reaches the highest probability of success.

The responsibility at this point in the implementation of the strategy,

it concerns the entire organization, since the entire organization has to
to be necessarily involved in its execution. No one will know the
organization of the company, better than its creator, be a manager,
administrator, and the team that works on it daily. Therefore,
execution of the coherent and realistic strategic plan must involve everyone
organization or, where appropriate, those individuals who carry out activities
what the decisive decision-making entails in the evolution of
same.

The creation of the planning committee in the organization must

to be made up of members such as the general director, the deputy directors of the
different areas, administrative, scientific, nursing, the head of the area of
quality, the head of human resources, the head of technology and the president of the
Board of Directors; after this first stage of planning is completed,
designed with the contributions of the different operational levels,
assistance, and support and with the guidance of the General Directorate the
The Board of Directors and the Deputy Directors must be established and assigned.
subsequently responsibilities to the different working groups with a
leader, defined for each of the strategic objectives, management of
human talent, quality management, management of education and research,

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infrastructure and equipment management, information management, management of
marketing and financial management.

Within the assignment of responsibilities, it must be taken into account

to carry out the reassessment of its mission and vision,
developing a first diagnosis of the key success factors that are
must take into account for the achievement of the mission and vision. Subsequently, it
They must hold multiple meetings for each of the work groups.
whose participants can be: the General Directorate, the Deputy Directorate
Medical, the Education Subdirectorate, the Financial Subdirectorate, the
Nursing Sub-Directorate, the Quality Chief, the Coordinator of
Gynecology and Obstetrics, the head of Pediatrics, the head of Marketing, the head of Talent
Human, the Billing manager, the Portfolio manager, the Accounts auditor
Doctors, the warehouse coordinator, the food coordinator, the head of
Laboratorio Clínico, el jefe de Ingeniaría Clínica, el jefe de Sistemas, la
pharmaceutical services coordinator, the infections coordinator, the
head of Admissions, the Surgery Rooms coordinator, the head of Attention
to the User, the External Consultation coordinator, the Statistics coordinator and
the coordinator of General Services. In the established meetings with
delegated responsibilities, weaknesses must be analyzed,
institutional opportunities, strengths, and threats.

Example:

Strategic plans tend to involve years and sometimes decades.

For example, Coca-Cola adopted a continental reach strategy to
achieving the goal of making Europe its most profitable market in the decade
1990. For at least five years, Coca-Cola bought or built
companies in the European bottling plants. On the other hand, Coca -
Cola would be the exclusive non-alcoholic beverage in Euro Disneyland.
France with the intention of having a great presence at the Olympics.
Barcelona and Albertville, France, the World Expo in Seville, Spain and in others
important European events. At the operational level, William Hoffman, head of
the bottlers in France set these strategic goals
hiring 350 "salespeople", previously trained in the
recently created Coca-Cola University, to which they sent to visit the
French resellers, where they scheduled special promotions
using tapes, markers, and glass cleaners to ensure that
the Coca properly displayed.

2.-Two young entrepreneurs, Tommy Hewitt, 35 years old and

Michael Cappy. 33 former GE employees bought Servus and
they set another goal: to save the company and restore its former
reputation. To achieve this goal, they decided to differentiate Servus from its
competitors offering products that will represent the greatest value and a
relationship of price and quality. This led them to develop products and
new markets, to work with employees to improve morale and
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replace inefficient administrators. Hewitt and Cappy were able to
formulate the plans and activities that mobilized the company to be at
edge of disaster to prosperity, thanks to their ability to change the
goals in a timely manner.

III.- Reflect on a theoretical level about the different levels of

organizational structure, as well as its responsibilities, and tries to
later indicate what those structures could be that
provide information to implement the Strategic Plan in the Service
of Health 'La Milagrosa' and what could be done in each area to
make viable the chosen overall strategy.

Levels of care refer to the set of establishments of

health with levels of complexity necessary to resolve effectively and
efficiency health needs of different magnitude and severity. The
problems of lesser severity have higher relative frequency
that the most severe and vice versa. According to the behavior of the
three levels of care are recognized:

Categories of Health Establishments

Categories Ministry of Health
Level 1 1-1 Health Post
1-2 Health Post with Doctor
1-3 Health Center without hospitalization
1-4 Health Center with Hospitalization
Level 2 II - 1 Hospital I
II – 2 Hospital II
Level 3 III - 1 Hospital III
III - 2 Specialized Institute

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According to demand behavior, they are recognized
levels of care:

1st Level:
Where 70-80% of the system's demand is met
Severity poses a low-complexity attention
Large size offering
Less technological advancement and specialization of its resources
Specific promotion and protection activities
Early diagnosis
Timely treatment of the most common health needs

2nd Level:
Where 12-22% of the system demand is met.
Carrier of health needs requiring intermediate complexity

3rd Level:
Where 5 to 10% of the system's demand is addressed. It requires a
high-complexity health care, with a smaller offer,
but of high specialization and technical skills

The service of the health services system "La Milagrosa" can

increase the service at the levels of health care, implementing
strategies that contribute to the improvement of the comprehensive portfolio of the
same. To achieve this objective, it must be taken as a framework of reference
the services available to the community at present, implementing

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strategies that allow you to increase the satisfaction of your customers, users,
inhabitants. This strategic planning must be analyzed from
the detection of its weaknesses, opportunities, strengths, and threats, to
each of their current levels.

The following are some examples to consider:

Aumentar la cobertura del sistema de seguridad social en la

community.
Implement cutting-edge technological tools, such as elements of
transformation and optimization.
Make use of resources in the private and public sector to generate
research.
Take advantage of incentives and recognition that are being implemented
in the health sector to the efforts in quality made by
of the IPS.
Strengthen health sciences programs of the entities
university-level, strengthening those that already exist.
Connect the different systems through integrated solutions.
etc.

IV.- Organize the Human Resources area according to what was seen in
Unit 3, its strategy regarding the use of social media and the
type of internal communication to implement in order to achieve the changes
necessary and thus optimize and position the organization.

We must first take into account that 'Organize'

it means to conquer and retain people in the organization, working.
and giving their all, with a positive and favorable attitude. It represents
all those things that make the staff stay in the
organization.

Currently, personnel selection techniques must be more

subjective and more refined, determining the requirements of theresources
humansincreasing the most effective sources that allow one to approach
the suitable candidates, assessing their physical and mental potential of the
applicants, as well as their suitability for the job, using for this a
series of techniques, such as interviews, tests, and medical examinations.

TheDepartment of Human Resourcesit is essentially of services.

Its functions vary depending on the type of organization it is in.
belongs, in turn, advises, does not direct its managers, has the authority to
to direct the operations of the departments.

Among its essential functions, we can highlight the following:

Carry out all procedures related to hiring,
renewal or dismissal of personnel: it is the basic function mentioned
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[]
Initially, but as will be seen from now on, there are many more. There
refers to a more administrative topic regarding the execution of
contracts, register or deregister with Social Security, calculate the salary to
starting from the hours worked...
Develop methods to evaluate employee performance:
it is important to define certain onesobjectives, both globally
from the organization as well as for each of the departments and individuals
that compose it. It is necessary to establish some standards and provide them to
to know among the staff, so that each person knows what
what objectives it has and based on what criteria its work will be measured. In
in some cases, such as those of salespeople, their compensation depends on
Hello, it is for this reason that it is such an important point and can
generate some controversy.
Define the responsibilities of each of the positions.
work: each job position has a series of objectives assigned.
In the same way, each department or sector must have a
person responsible to be accountable to and who, at the same time, organizes the team
in charge of that performance.
Describe each job position and the necessary skills.
for the position: we must break down each and every one of the
procedures for each of the job positions in the company.
Thus, the person will have no doubt about what they should do.
In the same way, one must know what skills, both professional
howformativeThey are necessary. It is a key point to be able to organize
and set up the entire selection process.
Develop executive talent: everyone in the company
training is needed, even for positions with greater responsibility. From
here that a Human Resources task is also to know the
news in management for these responsible parties to be informed.
Design the selection processes: based on the skills
required for each job position, the department will prepare
those tests that I consider most appropriate to be able to perceive
these capabilities that are needed.
Know all the procedures and processes that take place
in the company: the person who works in Human Resources must
to know the company in depth, not just to have a general overview of
She must know everything that happens and is done in it.
Create and develop training programs and courses for
improve staff training: it may be that, over time,
certain innovations appear that allow an increase in the
productivity. If the company has always operated according to certain
certain procedures, he will be forced to change them. In order to
Hello, it should not be a problem, we need to train the staff to be
capable of operating in accordance with innovation.
Offering support and resolving employee questions: any
complaint or issue regarding the payroll or any situation being experienced
en la empresa puede ser consultada. Por lo tanto, deben conocer muy a
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fund the employees and what is the compensation system and contract of
each one.
Find solutions to potential problems that arise
entre trabajadores: en el trabajo conviven personas distintas durante
many hours. Therefore, it is normal for conflicts to arise and
frictions. Before these problems escalate and contaminate the whole
the organization, Human Resources must mediate between those affected and
to find a definitive and effective solution.
Control the variables of the employees: it is necessary to make a
monitoring of the compensation system for each employee, since they are
they are the ones who perform the final calculation.
Arrange meetings and gatherings to inform about possibilities
changes in the organization: whenever there are significant changes
in the organization, so that people do not know the changes due to
other side and rumors or misunderstandings can occur, Resources
Humans must call a meeting and be the ones in charge of
inform
Control the outcome of the planned training: all
the training provided aims to equip employees to
certain tasks. It is necessary to assess what has been achieved. In
if the result is not as expected, evaluate why: either because
the explanations have not been adequate or there has been a lack of
interest or attention.
To achieve the most versatile staff possible: the
specialization taken to the limit currently makes no sense (less in
very specific cases). Companies look for people who are
capable of performing different tasks, not just stagnating in only
a few.
Convey the values and mission to the workers
company: they must help create the necessary linkage between
workers and company. One way to do this is by listening to everyone
components of the organization and incorporate your ideas into everyday life,
so that they feel part of the final result.
Establish work standards: the procedures in
relationship to which the structure moves in general and each of the
departments.
Draw a line of professional promotion: the goal of all
the person is to prosper and improve within the organization. Thus, there is
to create a credible career development path that fosters
internal promotion in response to new staffing needs.

What social media will this organization use to improve the

Internal communication?

Internal communication is essential for all members

from the same organization go in the same direction and reach the
common success. If communication fails, everything else will fail as well.
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The digital revolution is rapidly transforming the
social panorama of the company. From the Internal Communication areas we
you must understand this change as the opportunity to be promoters of
this new era for the enormous advantages it can bring us: Ubiquity,
interactivity, humanization, promptness, and elimination of barriers
hierarchical and geographical.

Social Media offers us a countless number of tools that allow us

they will allow us to demonstrate that the engagement generated by this new way of
practicing communication in the company can be a lever for development
for the business. In this way, the internal communicator will be able to incorporate into
your strategy a certain social network based on the interaction you want
generate.

We propose some examples on how to apply social platforms.

according to the need for internal communication:

1. Convey the strategy: Visual Thinking is, due to its capacity to

projection, one of the best tools to share the strategy
with the employees. How can we do it on Social Media? Through
a 'secret board' inPinterestin which, for example, we can 'pin'
the infographic of the project so that all members of the organization
they have the option to comment on it. This could encourage each area to decline
the strategy according to your needs and share it on the board.

2. Lead by example: It is possible to create a climate of trust.

thanks to the use of videos featuring employees, but also by
leaders who can thus demonstrate greater influence and closeness with their
equipment. Therefore, the option to record and share a video fromVine(6
seconds) orInstagram(15 seconds) will allow the leaders of the
organization to launch strategic or reinforcement messages, and to the rest of
employees will be able to send congratulations, retransmit events
internally or launch reminders for highlighted appointments.

3. Value and culture campaigns: Pinterest is once again an excellent

means to demonstrate how culture is lived within the organization. A good
we find an example in the“Taco Bell CommunityWe can also use
Come to Instagram if we want to ask the employees to give us their
definition of values and tell us how they live them in their day to day.

4. Change management: The relocation from one headquarters to another involves many
cases a challenge for most employees who find themselves facing
a situation outside of your comfort zone. We will make it very much
less traumatic if we use gamification techniques with which
we focus on change management from the employee's perspective. We could,
for example, organizing a contest inFoursquarein which the Mayor (that
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what other check-in has been made in the new office) becomes the
mentor for the new hires, the one who introduces them to the new
building.

5. Internal branding: Why not energize marketing campaigns

internal using photos on Pinterest? Let's imagine a company of
retail sector that offers its employees the opportunity to take pictures with
the garments of the brand and share the images on the official board of the
brand. Zara has already done this with its customers in the international area and the
the result was very positive.

6. Employee Engagement: To foster a sense of belonging you

we invite you to create a corporate group inLinkedInwhere the employees
they can range from launching a debate to recommending a product. At the same
time becomes an extraordinary opportunity to position the
brand in this network.

7. Corporate Volunteering: It is essential to develop actions of

affiliation that generates a sense of tribe among employees and the fostering of
volunteering activities can be one of them. A good start
could be for the creation of a fan page inFacebookto raise awareness and
mobilize the company members with the project while we give
visibility to social action beyond the organization.
8. 360º conversation and collaboration: Corporate Social Networks
is undoubtedly the best tool for Social Business. At the same time, and
supported by the enormous potential that it means to be part of an environment of
collaborative work, on these platforms the employee has the ability to
participate in a 360º conversation based on shared intelligence.

9. Reinforce excellent behaviors: Publish theBest

Practice has a great impact on team motivation. Here
any tool can be suitable as long as we have in
it accounts for the company culture. Anglo-Saxon organizations, more
Those used to recognition and positive feedback will be more prone.
al uso del video, mientras que, en nuestro caso, podemos dar los primeros
steps of congratulation with written messages on the internal social network or in the
private community ofTwbitterSocial Media can be a great ally of
our Internal Communication strategy as long as we manage it
correctly.

What type of Human Resources Manager do you consider should be

What does this institution need?
To answer this question, it is necessary to remember that the objective
General Management of Human Talent for service providers
health, is to generate strategies that allow highlighting the daily work of
health team to promote more humane care for patients,

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in which teamwork must be established as a component
indispensable.

Director of Human Resources.

1.- DESCRIPTION.- The human resources directors

(HR) help companies find and hire the most suitable people.
adequately manage them in an effective manner. They are in charge of
issues such as training and development, labor relations,
health and safety, wages and benefit programs, and the
planning for future hiring needs. Some directors
of human resources perform general functions, while others
they specialize in a particular aspect of the work.

2.- WORK ACTIVITIES.- The human resources directors

(HR) (also known as personnel managers) perform a wide range
variety of tasks, depending on the nature and size of the company for the
that work.

The largest companies often have specialized agents of

human resources in areas such as recruitment, labor relations,
health and safety, training and development or planning of the
human resources. Workers in smaller companies to
they must take care of all matters related to the
personal.

Human resources (HR) directors work with the managers of the

company to help with recruitment and selection. A director of
Human resources (HR) is responsible, for example, for:

Elaborar una descripción del trabajo y las características de la persona.

The job vacancy advertisement.

Study the application forms.

Elaborate the procedure and the interview questions.

Organize the tests for the candidates.

Explain the terms of the contract, for example, the vacation and the
pensions.

Sometimes they help to select the chosen candidate.

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Obtain references.

Send a job offer letter.

Draft a contract, among other things.

Human resources directors often contact newspapers,

specialized magazines or employment offices to advertise the vacancies. A
sometimes they can get in touch with other organizations, for example, to
cover short-term contracts or specialist positions.

Can you provide information about the job position for

increase the interest and awareness of the company. They can be put in
contact with employment offices and also advise directly to the
people, for example, at job fairs.

Regarding staff training, the HR directors analyze the

training needs of groups and individuals, and also plan and
they implement appropriate activities to train the staff and
to get what acquire new skills.

Human resources directors can plan a program for

orientation and training for new staff, or a
periodic evaluation system to verify that the staff works with
effectiveness and feels comfortable at work. The evaluation system also
identify the development and training needs of the staff.
human resources directors can also organize sessions
personal advisory for staff.

Sometimes, human resources directors provide training to themselves.

the same, although more frequently organize staff training to
through external companies. They also have to value and evaluate the
effectiveness of training and its benefits for the company.

Human resources directors must also take into account the

health and safety issues. They are often responsible for the
medical organization, sports and social facilities of the company.
They must maintain and update the personnel records, for example, the
vacation and sick leave, generally through programs
computer scientists.
Human resources directors may also be responsible for the
relationships with employees, helping to foster good relationships
work among employees, and between employees and their managers. For
for example, they could participate in the preparation of the programs the benefits and
grants or policies on working life and work-life balance.

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Often, they must manage salaries and wages, unfair dismissals,
problems of sexual or racial harassment, age discrimination or
intimidation, as well as working hours, and health and safety. The
work involves discussing and negotiating with individuals and groups, sometimes even the
union leaders.

Companies can ask their human resources officials to

develop and follow a fair wage policy. Some agents may be
responsables de la gestión de las nóminas.

In human resource planning, resource directors

humans predict future staffing needs. Consideration must be given
the possible future changes in your company and the way the staff
it must adapt to these to succeed in the future. They also need
develop policies and practices to stimulate employee engagement
in the face of these changes.

3.- PROFESSIONAL PROFILE.- A human resources (HR) director

needs:

Excellent interpersonal and verbal communication skills

writing.

Ability to relate to people from different backgrounds.

Negotiation and problem-solving skills.

An easy and accessible deal.

Respect confidentiality principles.

Calculation skills, for analyzing statistics, for example.

Ability to work well in a team.

Good organizational skills.

An interest in the business world and knowledge about it

functioning.

ICT skills.

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4.- COMPETENCIES.-

Accessible.

Kind.

Analyze the training needs of groups and

individuals.

Announce vacancies.

Aptitudes for verbal and written communication.

Helps to forge good work relationships.

Ability to work in a team.

Organizational capabilities.

Able to establish good relationships with people.

Able to keep confidential information.

Skills in computer science.

Develop information about professions.

Prepare staff manuals.

Interview with people.

Skill for negotiation.

Business skill.

Ability with numbers.

Ability to solve problems.

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Interpersonal skills.

Keep a record of the employees.

Organizes training courses abroad.

Plan for future staffing needs.

Plan initiation and skills programs for the new one

personal.

Health and safety manager.

Work with managers.

5.- OFFICIAL STUDIES.- Below are some of the

official studies (vocational training or university degrees) that allow
to practice this profession. It must be taken into account that depending on the field
of specialization, it may be necessary to complement the training
with otherscoursesmore specific to the sector. Continuous training is a
key aspect for professional improvement.

Degree in Labor Science and Human Resources

Degree in Labor Relations and Human Resources

The necessary human resources are listed below for the

optimization of the health service of an EPS, which must be taken into account
account, under certain pillars that facilitate the understanding of the plan
strategic: support staff, administrative, and third parties who
would be part of the organizational structure for an establishment of
health at Level 2 like this:

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We identified the different types of leadership, attitudes, skills,

effective skills and abilities to materialize the function
suitable in the Human Resources Department:

The human resources leader must choose the best talent for the
organization. However, the skills that must be required of this person are:

Essential requirements:

Experience in the position

Extensive knowledge in legal and administrative matters
Excellent interpersonal relationships and leadership skills
Leader persona, dynamic and knowledgeable in NLP
Among others that have been detailed previously.

The complexity of the skills that a potential must gather

candidate for the position of human resources management in any organization
is high. In many ways, maintaining harmony, balance and
productivity in an organization depends on the leader of this area and this
includes an important knowledge of human behavior.
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The position of human management manager is the one that presents the greatest exposure.
inside the organization with significance towards the outside. He or she
they relate to other line managers, with their collaborators, and in general,
with all the organization. It is not enough to know what quality of studies has
education (academic training) and which companies have benefited from it
activity (work experience), it is necessary to know their personality, their
motivations, their principles, their behaviors towards work and their life in
general.

Although the role of the human management leader in organizations has

involved in the superlative responsibility of tackling the different
required selection processes.

Universal competencies
The position of Human Management Leader requires the following competencies:

Personal leadership: ensures reliability in personal performance

just as well in its character.

Communication: the ability to convey messages, consistency between what

It is said, it is thought, and it is felt. Assertiveness for giving feedback.

Strategic thinking: viewing the business in a systemic context and

how a
business ally.

Focus: ability to identify the vital focal points of your management and establish
priority or order to ensure their execution

Teamwork: seeking synergistic results through participation

and appreciation of the differences of the members of your team

Change management: to know your level of adaptation and flexibility to

change and uprooting concerning their comfort zone

Other competencies that a manager leader in the area must possess

mention son the next:

Business knowledge: ability to deal with the details of the

operation in all its areas, both functional and business. From this
In this way, he will be able to make the right decisions, since his universe is within everyone.
workers from all areas, considering all processes to their
cargo (selección, desarrollo, evaluación, remuneración, etc.)

Integrity: although it can be considered as a value, integrity

it must be a requirement. Essential for managing all responsibly
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his actions regarding economic management, communications, the
promises to the workers, confidentiality and respect for others.

-Vision/change agent: the HR manager must be a strategist

that helps the organization in the ongoing dynamics that they require today
in day. It is necessary to be at the forefront in business, in processes and
in the different existing modern work methods.

Process integrator: knowledgeable about the outside world to incorporate

elements to their organization that ensure best practices.

Leader: considered as the ability to manage change in the

people's processes, to generate credibility and trust in their
management and to be a valid interlocutor between the organization and the
workers.

V.- Structure the new organization based on what was stated by the
institution, as developed in the previous points. Graph
the new organizational chart.

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BIBLIOGRAPHY:

- [Link]
humans
- [Link]
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- [Link]
- [Link]
contribute-to-the-internal-communicator/
- [Link]
- [Link]
DAVID, Fred R.: Concepts of Strategic Management
KOONTZ, Harold and WEIHRICH, Heinz. Management: A Perspective
global
H. KOONTZ. Strategy, Planning, and Control.

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