Bibliografía: "Selección de
Personal e Instalación efectiva" –
Editado por The Organization Development Institute International,
Latinamerica – 2005.
Autor: Eric Gaynor Butterfield – RODP
Una vez más tenemos el orgullo de compartir con
los lectores interesados una Bibliografía relacionada
con el Desarrollo
Organizacional que pone foco en dos aspectos
principales:
a. la selección
de personal;
b. la instalación efectiva de dicho personal en
la empresa /
organización.
Para tener aunque más no sea que "una
pequeña idea del enorme atraso que tenemos las distintas
culturas de los países latinoamericanos respecto de
cómo operan (y lo que saben) las organizaciones
norteamericanas", hemos desarrollado una lista de materiales
solamente en materia de
selección de personal e instalación del mismo, del
orden de 300 aportes y contribuciones.
Si tenemos en cuenta que estos aportes incluyen marcos
conceptuales como así mismo implicancias prácticas
concretas que datan desde principios del
siglo pasado, nos hemos de dar cuenta que el éxito
que alcanzan las organizaciones en los Estados Unidos de
Norteamérica, no es simplemente fruto de la casualidad o
del azar.
Si esperamos contar en los distintos países de
latino-américa
con empresas y
organizaciones eficientes que puedan ser competitivas dentro de
la
globalización que vivimos, necesitamos saber lo que ya
se sabe a ciencia
cierta, investigar sobre aquellas hipótesis que no han sido
unívocamente validadas, y aplicar eficazmente los
conocimientos en los emprendimientos y organizaciones. Henry
Ford, Walt Disney, Bill Gates,
Ray Crock y Tom Watson entre otros, no han alcanzado sus
éxitos caminando a tientas sino con el apoyo de distintas
disciplinas, y entre ellas, las de las ciencias del
comportamiento. Las organizaciones no se manejan
eficientemente debido a la casualidad.
A título de ejemplo deseo compartir con ustedes
que en los Estados Unidos de Norteamérica ya contaban a
principios del siglo pasado con un test de
selección de personal a ser aplicado a conductores de
transporte de
pasajeros.
Esperamos que los directivos de empresas en Latinoamérica como así
también los empresarios, puedan hacer uso de este material
que representa una pequeña contribución de The
Organization Development Institute International, Latin America
para el logro de organizaciones eficientes que puedan generar
trabajo
genuino.
Resulta prácticamente imposible llevar adelante
no solamente una empresa sino
también cualquier organización social, si no se
cuenta con un proceso
efectivo de reclutamiento
y selección de personal. Todas las organizaciones sociales
lo hacen de una manera u otra, algunas bajo mecanismos más
formales y otras más informales; en algunas organizaciones
el proceso de selección es muy minucioso y lleva mucho
tiempo como es
el caso de los sindicatos y
los partidos
políticos y en otras oportunidades el proceso de
selección puede ser casi nulo como es el caso de los
campos de concentración y las cárceles (Amitai
Etzioni: "Modern Organizations"; Prentice Hall –
1964).
Muchas veces la misma supervivencia de la
organización y el mantenimiento
de su ventaja competitiva es derivada de la composición de
sus recursos
humanos. Y el ingreso de las personas a la
organización es un aspecto clave puesto que su costo tanto de
continuar trabajando, como de desvinculación, es demasiado
alto. Un Director de Personal de una empresa líder
en tecnología informática nos asegura que el 50 % del
éxito de su negocio pasa por el proceso de
selección de personal. Y un Director de una empresa
líder en head-hunting nos ha manifestado que sus servicios se
han visto multiplicados en los últimos años puesto
que los "procesos de
selección de personal tradicionales ya no son suficiente
garantía".
Por eso es que a pesar de las muchas críticas que
ha recibido el trabajo de
Frederick Taylor
("Scientific Management"; Harper & Row – 1947) debemos
reconocer que para este autor la selección de un "first
class man" era una muy buena manera de mostrar quienes
habrían de permanecer en las organizaciones y quienes
tendrían que desvincularse.
Luego de la fase de selección de personal, los
individuos convertidos en miembros organizacionales comienzan a
transitar un camino que el Dr. Donald W. Cole denomina "luna de
miel" (Professional Suicide or Organizational Murder; Mc Graw-
Hill – 1981). No todas las personas permanecen dentro de la
organización ni son tampoco instaladas efectivamente, lo
que hace que para muchos individuos se vea interrumpida su
carrera laboral. En el
libro
"Suicidio
Profesional o Asesinato Organizacional" del Dr. Donald W. Cole y
Eric Gaynor Butterfield; The Organization Development Institute
International, Latin America – 2003), se detalla como se
produce el proceso de deterioro en la relación entre los
profesionales y la organización, lo que conduce a un
camino que termina en la desvinculación del individuo con
la empresa.
En las empresas y organizaciones dentro de las culturas
latinoamericanas esto es materia sumamente sensible puesto que
las leyes laborales y
la resolución de los juicios de parte de los tribunales
respectivos, han mostrado una inclinación a favorecer al
empleado. En muchos casos, como es el caso de la República
Argentina, incluso "habiendo ganado el caso" los costos del
abogado del empleado que ha perdido el juicio (lo que no sucede
con mucha frecuencia) deben incluso ser asumidos por el
emprendedor que, paradójicamente, había ganado el
juicio.
Hemos querido incluir además bibliografía
relacionada con la "efectiva instalación" de las personas
en las empresas. Se ha encontrado evidencia que muchas personas
altamente eficientes, creativas y comprometidas con la
organización, muchas veces pueden ser empujadas por
"superiores" a desvincularse "antes de que se constituyan en
problemas para
ellos mismos".
Las empresas responsables de la prestación del
servicio
externo de selección de personal deben ser sumamente
cuidadosas al presentar las ternas de candidatos a su Cliente; no ha
faltado oportunidad en que el Cliente le manifestara a la
selectora que muchos de los postulantes, según el
jerárquico o superior del área donde habría
de desempeñarse el individuo, los "encuentra demasiado
calificados".
Es por ello que se incluye bibliografía sumamente
enriquecedora en los procesos de instalación del individuo
que se relación con la capacidad de acomodación de
los participantes a la empresa, que muchas veces se relaciona con
su capacidad de acomodación a su superior.
Eric Gaynor Butterfield (Congreso de Desarrollo
Organizacional; Buenos Aires
– 1997) sugiere que muchas empresas en Latinoamérica
son manejadas de una manera incluso más primitiva que bajo
la forma de organización burocrática: sugiere que
la misma tiende a operar como "organización
nepótica", que es un paso anterior – por lo menos
– de la organización piramidal y/o
burocrática.
Las organizaciones pueden vivir con los problemas que se
suscitan en el contexto y con sus turbulencias adoptando
distintos tipos de arreglos (D. Katz & R. Kahn; "The social
psychology of organizations"; New Cork: Joh Wiley & Sons
– 1978: James D. Thompson: "Organizations in Action"; Mc
Graw – Hill – 1967; Tom Burns: "Industry in a
new age"; New
society – 1963), pero con las personas inapropiadas
"dentro" de la misma empresa, su destino casi seguramente ha de
resultar fatal.
Existen hoy día desafíos adicionales a los
de la globalización financiera creciente; la
diversidad y el rol de la mujer en las
organizaciones tienden a hacer más complejos los procesos
decisorios en materia de personal en las organizaciones. Teniendo
en cuenta la complejidad implícita en los procesos de
selección e instalación de personal en las
organizaciones estamos incluyendo una Bibliografía que
seguramente ha de resultarle de utilidad
práctica a todos aquellos directivos que están en
la cúspide de sus empresas y también a aquellos
empresarios y dueños que debe defender su propio
negocio.
Existen factores adicionales que hacen aún
más importante el proceso de selección e
instalación efectiva de personal hoy en día, de lo
que era hace unos 30 años atrás. Nos encontramos
con que los cambios son más bien transformacionales y muy
por encima de los cambios transicionales o incrementales a los
cuales estábamos acostumbrados.
Seguramente el lector, sea director de una empresa o
propietario, pueda beneficiarse mayormente acudiendo
además a nuestra Bibliografía en materia de
Capacitación y Entrenamiento
(que ya hemos puesto a disposición de los lectores
interesados) pues existe cada vez más una mayor integración como proceso integral, entre el
reclutamiento, selección, instalación y
capacitación /entrenamiento del personal.
Más abajo se incluyen unos 500 tratados que
esperamos le sea de utilidad. Si tiene sugerencias de cambios,
modificaciones, agregados o eliminaciones, le hemos de agradecer
que los compartan abiertamente con nosotros. Muchas
gracias.
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Agradeceremos contribuciones a esta lista que
enriquezcan el producto.
Muchas gracias.
Eric Gaynor Butterfield (RODP) –
Presidente
The Organization Development Institute International,
Latin America
Board member of The Organization Development Institute
– Worldwide