The aspect, integrated, in the human resources process.

Is there a totally independent or totally closed process or sub-process?

The answer is "NO".

For this reason, the sub-processes that make up the larger Personnel or Human Resources process are interdependent and consequently must be integrated.

The HR process as an analog clock.

To better understand this point, let's imagine the Human Resources process as the internal part of a mechanical watch or a stopwatch, composed of a set of gears where the movement of one, directly affects the other, and they must operate in a synchronized way to be able to give the exact time.

Which is the main result that any user expects from a watch.

However, there may be clocks that advance or delay a few minutes, and users who continue to use them daily used to make constant adjustments to the minute hand to obtain a more or less acceptable time.

But that practice is not synonymous that the clock is working well, even if other people do not realize what is really happening.

So, to ensure that there is an adequate synchronization in each watch, the teeth of the gears that are integrated must comply with the appropriate dimensions and shape, among other technical characteristics.

Because if this is not fulfilled, the clock would not work as it should, happening that, possibly, one gear ends up damaging another or something similar happens.

The similarity of the organizational process, with the operation of a clock

Something similar could happen in an organization, regardless of its size, its number of workers, or the field to which it belongs.

Where some sub-processes do not integrate well, with others with which they must be linked, and end up generating totally unacceptable or moderately acceptable results, but not producing the results they should and without the correct quality measure.

Considerations for the human resources process.

It is for this reason that in human resource management it is very important to know which sub-processes are directly interdependent, which are indirectly interdependent, which are their interrelated elements and which characteristics these elements must possess, in such a way that they satisfy the requirements or expectations of each client sub-process.

It is also vital to be able to know in a timely manner the dimension of the impact that a change would generate on any element that conforms to a certain process.

All this, in theory, should be known in advance, before the system, in general, begins to work, but when the system is already implemented, and in full operation, it must be kept very clear and always present during daily management and in projects. of continuous improvement.

If we want everything to work smoothly, consistently, harmoniously and with high levels of quality, we must be fully aware that each sub-process of human resources should not be managed as if they were islands, parcels, niches, or autocratic countries, in where everyone makes and implements their rules regardless of how it impacts their neighbors.

On the contrary, one must always seek and ensure synchrony, harmony, and efficient and effective interrelations.

Example of Integration in human resources sub-processes

To make it a little more illustrative, as an example, consider the activity of "job evaluation", if we think about it considering this integrating principle, the vast majority of us will agree that this activity should be, by theory or functionality, directly linked to the compensation subcomponent and job descriptions, right?

Then imagine that it was not like that, or that these sub-processes were not well synchronized, how reliable would the salary administration be in that organization, how much concordance could exist between the tasks performed by a certain worker and the compensation he receives, the clock would be giving the exact time in those processes? Or would we have workers constantly complaining about the hour?

Sure, that organizational clock shows an hour, but it will definitely not be the exact time, and not all of us will feel comfortable with a clock that does not fulfill its main function.

If we are forced to wear a watch like this, we may do it out of necessity, until we find a watch that works better or we simply end up adapting to a bad practice and later to others, praying that one day the watch will fix itself.

In future articles, when we analyze the aspect of structures, according to the PEP model, original from MS +, we will study in more depth these sub-processes of evaluation, job descriptions, and salary structures, among other topics of this component.

Likewise, the theoretical foundation and the methodologies designed by MS + to develop these tasks will be available through short and simple video courses, some free and others at a very low cost.

If you are interested in any of them and it has not yet appeared, please, let us know your interest through your comments at the end of this post.

MS+RH and the aspect, integrated.

All the instructional material that MS+RH makes available to you, related to human resources sub-processes, will consider the aspect, integrated, as one of its main elements.

Therefore, we invite you to continue reading our articles in this MS+ Blog, or viewing any other content, specifically those related to the technical aspects of human resources sub-processes, which are identified with the letters "English-HR" in the main menu categories.