Comprehensive People Management Model

After many years hiring and managing personnel we realized that it was necessary to rethink the way in which organizations see the management cycle of a collaborator, which can be broken down into:
  • Profile definition
  • Recruitment
  • Selection
  • Incorporation
  • Performance management
  • Unlinking
The detail is that conventionally this is worked from start to finish and not the other way around. If we want a high probability of having the ideal collaborator, we have to start by measuring and managing performance, to understand what it is that really needs to be looked at.
It is indisputable that it is increasingly difficult to attract and retain talent, so we have broken down the components of this entire cycle to focus on those that we believe have the greatest impact. From our point of view: performance management, selection and definition of the profile. These are processes where there is still a lot to do but in which we believe organizations must concentrate on research to discover what really works. In particular, at Personal Model Management we are concentrating on reformulating the selection and profiling processes based on an understanding of performance management.

In addition, our model raises 3 key elements:

Comprehensive approach: you cannot talk about personnel selection without talking about performance. In fact, you have to start from the latter.

Effectiveness - Only those with a high probability of predicting whether a person has the right skills for a position are worth focusing on. For example: a company has the need to incorporate an accounting assistant and as is still very common, the personnel requirement includes 3 years of experience, professional title and advanced accounting knowledge, all questionable:

- Experience: is it really possible to validate it? What has had experience means that it has been good?
- Title: Will you sign any document as Accountant?
- Advanced knowledge: what are they? There is a test
Responsibility: people management is the responsibility of managers and bosses, but also of all collaborators. It is not the responsibility of the HR area. Much is already said about this but in practice little is applied. The entire organization has to understand the concepts of performance, satisfaction, profiles, competencies and others.