Management practices for human resources aimed at the movement of people

This topic introduces you to the ways to manage three main flows of people – “buying” competent/talented people, “building competence/talent, and retaining competent and talented people in the company.

The main message

In some companies, the movement of people is chaotic, although managers and owners want to have good employees. The chaotic movement of people threatens the quality of the product it produces, its markets, and its competitiveness.

It also creates a turnover, which threatens the company not to have the employees it needs. There are several different management practices with which the chaos in the movement of people in the organization can be controlled. Below you will get to know three of them. Reference: “The concept of human resource management“,

Key concepts

Movement of people, Competence (talent, “Buying” competent) talented employees, “Building” competence, talent, Training, Development, “Retention” of competent and talented employees.

Basic questions

The movement of people and the “value” of management practices are aimed at the movement of people. “Buying” competent/talented people. “Building” competence / talent. “Detention” of competent/talented employees

What should you be able to do after learning this topic?

  • To be able to define the key concepts on the topic;
  • Be able to describe the practices of “buying”, “building”, “retaining” competent/talented employees;
  • Be able to distinguish between the concepts of competence and talent
  • Be able to explain the value of the practices aimed at the movement of people for the target groups;
  • To be able to use your knowledge of key concepts in a specific practical case.
  • The movement of people and the “value” of management practices aimed at the movement of people

The flows of human movement show the movement of people:

(1) from the external environment to the organization; Reference: “The organization, the people, and their management“,
(2) within the organization;
(3) from the organization back to the external environment.

See the diagram below, which illustrates these three main traffic flows, as well as the management practices that regulate the movement of people.

If the company is looking for employees, it buys them from the labor market and sells them its vacancies. Another way is to “borrow” employees (“borrowing”).

Once appointed to work in the organization, the status of people is not permanent, but variable – they move “horizontally” and “vertically”. Several management practices maintain a balance of the movement of people in these two directions.

For example, the movement of people “horizontally” is achieved through “talent building” (training and development, career), and the movement “vertically” is obtained through “career advancement”. At the same time, talented employees are offered special “retention” programs to stay instead of leaving the company.

There is another flow of people moving toward the external environment. We are talking about dismissal – due to failure to work or due to reaching a certain age, as well as leaving work, at the personal request of employees. The organization has an interest in getting rid of people whose competence and talent are far below the level of requirements.

In companies where traffic flows are not fully managed, there is a constant shortage of competent and talented employees. This affects the quality of the product, the satisfaction of the company’s customers, as well as the company’s business as a whole.

Therefore, the management of human traffic flows adds “value” to the following target groups: (1) for the company’s customers; (2) for employees; (3) for managers; (5) for owners.

Leave a comment

Your email address will not be published. Required fields are marked *