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"TRIPLE TRUST? ¿1% OF HAPPINESS?

These past weeks have seen some advertising campaigns that made me think.

The first, in which a large English bank offers a 1% more happiness, the truth is that not only quantifies what percentage, but it is clear that happiness must be directly related to the mortgage. If your mortgage is too high, your happiness is very low, the new equation. Happiness is inversely proportional to the amount of your mortgage, and more specifically to your monthly payment, based on the principal amount requested, the loan interest and years for repayment. This financial institution, we can best be summarized as follows, 1% of your mortgage you give it away so you 1% more than happiness. This is equivalent to that if you request a mortgage loan of 300,000 euros 3,000 euros for you will be happier, ie 1%.

Another happy marketinianos ideas has been to quantify TRUST, the slogan of a land development company "TRIPLE TRUST" as if the trust could shelling, segment, split and crumble. Confidence whose premise is based on a reciprocal commitment equidistant, ie trust in something and especially someone, receiving the same treatment from the other party. I fail to understand how such quantification can be materialized. When one reads on, he realizes that what is involved are actions to build confidence is to say, "do ut des." Can you imagine giving one of his friends "double trust" while another gives only the "simple"?.

Can you imagine your partner offering "triple" trust? What happens if the other party only willing to corresponderte with the "double"?.

time ago, in a company where I worked the CEO told me that the President, who was his father, was a model of "management by distrust," ie, explained, " start zero in the company you trust and winning it little by little ", though - he continued," my management model is the opposite, because I am one hundred percent confident at the beginning and as you will fail will lose points. Clearly in I think the two models were clearly management distrust, as if the only thing that varied was the operation of the timer, a countdown and one step forward, but with the aim of eventually continue in the company. Whatever you do end up reaching a level of mistrust that lead to your departure from the company so inevitable, of course not saying that one never knew what was in that ranking level as "Sui generis."

There are some concepts, conceptual strength that are impossible to chop, happiness and confidence are two of them.

Much advertisers who insist there is no option to find happiness with the return of a percentage of money, nor is there any possibility of increasing the confidence double or triple, or you have it or not it's that simple.

Be generous usually very stimulating effects on the endless road to happiness - which some consider impossible to achieve, and above all because it creates trust in others.

Jorge Cagigas

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BECOME HUMAN RESOURCE MANAGEMENT INTERNATIONAL AS "STRATEGIC BUSINESS DRIVER"

When I was asked to prepare this article for Red Fordih besides feel honored, I started thinking what would be the best approach. In the role of Managing People and Resources Humans have often had the tendency to create for ourselves our own islands of responsibility, which has led in many cases to be relatively away from the strategy of the company and not part of the decision-making.
addresses international human resources as part of corporate governance are affected by these circumstances. Recently I participated in working sessions on the Cranfield Study-Esade comparing various aspects of the Human Resources function. This study conducted every 10 years has a great relevance and provides much data of interest. I culled those that fit over the title. Three

first aspect to highlight in general, namely

A. - "Things have not changed substantially" .- Human beings have a natural tendency to think that when we live apart from unique - it is - is the most wonderful and important in all history, that is, we tend to lose historical perspective and wisdom (in the classical Greek sense of "take away"). M. Sandford said Jacoby that:
"is a human tendency to believe that you live in an era exceptional"

What generally finds the study is neither more nor less than 10 years the situation has not changed appreciably, that those who function we may seem wrong, but if we go deeper it is quite true that there has been little movement on the functions and dedicated human resources departments. It is still very reactive, wasting much time and many people on routine, repetitive, administrative and little added value.

B. - "Descent of the strategic impact of the" .- There is also a degree of involvement and the beginning of the intervention of the department later in the influence and impact of Human Resources in the field of strategic decisions company. Then we will see in greater detail.

C. - "Increasing numbers of women departments ".- The number of women who make up the departments has increased significantly, while still in the early levels and positions of the function is to be done. It is nevertheless true that the percentages of women in human resource management is significantly higher than in other areas of the company. Some see this as a negative interpretation, arguing that to be a residual and non-strategic area is where there is ample opportunity for women.
I can not share this opinion, I think it has more to do with the skills and capabilities developed in women than in men in the management of people.

address some of these sections by providing some facts and figures, we begin by feminization.

C. - INCREASE FEMINIZATION

As seen in ten years the structure has been spectacular, the number of women has come to mean more than 50% just 51%, has grown eight percentage points, or nearly one percentage point year.


Comparing these data with those managed by the European Foundation for Improvement of Working Conditions and Life (European Union Agency for these studies), Spain is one of the countries lowest percentage number of women have as leaders - 13 % ie approximately less than half countries with highest percentage.


In the area of \u200b\u200bhuman resources, there are some positive differences we see in the chart below:
The figure refers to the person who occupies the top-level management position in the Human Resources Department, the graph of EFIWLC referred to any level of organizational unit, which can mean a significant increase in this figure for the area of \u200b\u200bhuman resources, without fear of being wrong would say that you could easily be doubled, which would be around 30%. In other countries there is also the same phenomenon of increased presence of human resource policies.

C. - DESCENT OF THE STRATEGIC IMPACT
Looking at the chart below, it appears that the same could be inferred that the importance of the role of human resources continues to grow, as more than three-quarters of the heads of human resources belong the Steering Committee, on the other side in an article published by Expansion and Employment last year on the IBEX 35 companies only 50% had their management / human resource to the Steering Committee.








As additional data we see that evolution in ten years is virtually nil. It is not data except that we shall see, is how much impact and influence on company strategy is the manager / a.
Particularly interesting is the chart below, it has fallen is the involvement of the HR function from scratch in corporate strategy. This has particular relevance with regard to the Directorates of Human Resources because usually one of the strategies that more are carrying out the English organizations is its internationalization. Lead to a dynamic situation in which as has happened many times "we are the last to know." Negative is remarkable for the increase in companies where not even be consulting the department, from 3% in 95 to 8% in 2005.

Another important and is greatly connected with the company's strategy are the kind of society changes. The acquisition of another organization, the absorption and relocation are assumed where the International Human Resource Management plays a major role. Almost 50% of companies have experienced some type of corporate change. Although we have percentages of this, a high percentage are acquired or absorbed companies belonging to foreign countries. This as we said earlier would result in immediate a high involvement of international human resources area. Deepening
more effective involvement of the human resource function, we see that the situation is really improved. Greatly surprised that just over half the time (56%) engages the department since the beginning of change. We know how essential it is the intervention of the human resources function before these changes occur. If there is no intervention from before executing the operation, problems will arise then multiplied exponentially. There have been many mergers and acquisitions that have failed miserably or simply aborted the lack of intervention in matters relating to people.
way of example only enunciate what were the main causes for such failed transactions involving the most important barriers. Difficult it will minimize or mitigate if we can not intervene earlier.

most important barrier to integration failure


commitments with employees
employees Barriers

the controls
interemedios

Cultural Barriers
Lack of commitment of managers


Source: Worldwide Survey by AT Kearney 1998 -99

Finally I like to address what will be the challenge of managing people for the coming years. The study are addressed and is subject to two interpretations of the results. On the one hand, still appear the "big issues" that were already on the agenda, first training with 26% in second culture-business environment and strategic alignment, and third the climate and related issues to productivity. It is curious to observe how subjects that occupy large spaces in the media such as the reconciliation of professional and personal lives, flexibility and social responsibility are given a very relative importance, being all below 10%. Another aspect that draws
little attention is the importance of career plans (7%) and comparatively high percentage of recruitment and selection (15%). With these results, one conclusion may be that as we have said on other occasions we too stuck "in our world, very focused on activities and less to the value added of activities linked to strategic plans. We remain focused on day to day and with little opportunity to shape the future.
Finally, and regardless of what the study raises and that has served us for a series of reflections, I would conclude that I think are really the challenges of the future of the Directorate of Human Resources and more specifically the international area:

generation and maintenance of employee engagement .- In this new model coming organizations, tools and systems from the human resources function will aim to maintain the commitment of employees and professionals, this function should strengthen its involvement in strategic areas of the company to achieve greater consistency between the values \u200b\u200band principles governing the organization and the systems themselves trying to impregnate a high degree of consistency in them. Internationalization

employees (Managing Diversity) .- The openness to other ways of thinking and addressing problems, adapting to other environments and the search for the best, irrespective of where it comes from, will require great skill of understanding the environment and a new way to address the attraction and retention talent. Integrated

function .- Increasingly all decisions are implemented from the function will have two shafts that are inseparable: a) the company's strategy and b) consistency with the business, sector and time of organization. Any new tool will be integrated within this environment, so that professionals must have a function great business knowledge and be fully involved in the dynamics.

relativization and Identification of policies .- The major systems and tools to be applied globally to all environments and situations have rapidly lost its validity today requires systems integration, as we have seen, but accompanied by a large aperture individualization and relativization of policies. This will require professionals to function a huge effort in understanding the different needs of business and each employee.

Management of uncertainty, expectations and psychological contract .- Related with the uncertainty of markets, relocation, and the variation in the psychological contract, human resources professionals will have to redefine their role and find ways to act to ensure that professionals and businesses to find common ground that everyone can develop better skills so that the uncertainties and frustrations do not interfere with motivation.

Translating strategy into strategic initiatives function .- It is imperative that all strategic initiatives developed from the human resource function in line with company strategy and the needs of internal customers. Therefore

professionals in the future of the Human Resources function should improve the skills and personal skills to adapt to these new needs. Without being exhaustive stress the fact that I believe should help achieve this way to the new roles of the function (strategic partner and change agent):
• Improved decision analysis under uncertainty.

• Increased leadership (proactivity and creativity).

· Higher degree of persuasion, negotiation and demand with the line.

• Increased sensitivity to people.

Improves the legitimacy and credibility.

• Increased communication capabilities.

This will be essential, and would still have to add something vitally important is the belief that companies and their chief executive, that the best management in the management of people get better and more efficient organizations with results significantly more successful. The maturation process is launched and English organizations is only the human resources function to push and support to their highest levels.

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INTERNAL COMMUNICATION STRATEGY IN BUSINESS PERSPECTIVE



Communication "Internal" in the Company Strategy

Unquestionably, if we agree on something almost everyone is that the twenty-first century society Society information. Commented in a recent statistic that every 80 days is twice the volume of information available in the world, beyond the fact accurate or not, it is clear that the volume of information we receive is enormous.

How does this impact on the daily evolution of the business world? It seems logical that companies with the tools and resources available today, can make a much more informative work with their employees. It is undeniable that some of this is true, but it is also true that the saturation of both information channels and tools, you can create even more frustrating situations than before.

few weeks ago I had the opportunity to share a meeting with Jack Welch, CEO of General Electric for many years and one of the most admired executives and advisers. Asked in an interview about how technology affects business and its results, said: "I have not heard any executive said that with computers and mobile phones have improved life on the other hand - taking his Blackberry from his pocket recorders may be evil, I do not see how a manager can convey emotion, passion for a project, enthusiasm and commitment through this tool. I've always needed to see the eyes of the people I've worked ... .. ".

An example of course the new tools are not serve to replace the key role of "manager or chief" as essential and vital channel in the communication process, in any case, the tools used correctly can help decisively to improving communication and facilitating at the same time difficult task of managers.

In Spain, the study Cranfield-Esade 2005 was data that make us think that the long awaited "commitment of employees with the company" has not been reached and that new channels and tools have failed properly to employees. One example is that a quarter of staff are not informed about their duties and over a third of the operating personnel know their duties. The situation is very different in other European countries that includes the study.

Some of the most common mistakes that lead these situations are:

1 .- Lack of coherence or consistency between information and reality: The companies in an effort to inform and communicate corporately messages released that employees feel little identified. The facts of everyday life do not accompany the speeches and information that are published. Many times there is great difference between what is said and what is done.

2 .- False information issued: A few weeks ago a English multinational power company was ordered by a court of social discrimination and the employee portal featured a story saying he had been acquitted. What credibility can have that channel and a half to employees who know or may know the reality? As I said the magician Merlin in the movie of the same name "The reputation is like a mirror when you can no longer breaks rebuild. "

3 .- Lack of participation and updating content, methods or tools: When a feed or channel does not eat, lose its effectiveness.

how employees want to communicate with the company?

DIRCOM A study in 2003 reveals some clues already mentioned:

Nearly 40% of employees preferred as the first source to your manager. Second is the preferential source Intranet 20%.
The first, as a second source is the email, with just over 20%.
Over 70% of respondents have chosen the immediate superior in the top three positions as a source of information

is possible that in the interests of more technical information is being lost or leaving the essential background work of officers in the employee communication, highlighted by a study in another interesting year Corporate Executive Board 2004 on employee engagement and ways to increase it. Of the ten identified as key levers, four are directly related to the boss and communication skills: