FACULTY OF BUSINESS EAP MANAGEMENT AND INTERNATIONAL BUSINESS COURSE: ENGLISH FOR BUSINESS II TEACHER: LAVANDER IPARRAGUIRRE, DINA

ROCIO TITLE: RECURSOS HUMANOS CYCLE: VI SECTION: 01-1 BY: ZEVALLOS VARGAS, Jean Pierre. INOSTROZA GARCIA, Jonathan.

2013

DEDICATION To our parents because they are an example of perseverance and constancy that characterize them and we have always unfounded, by the value shown to succeed and his love.

INDEX

INTRODUCTION......................................................................................................1 CHAPTER 1: INTRODUCTION TO HUMAN RESOURCE MANAGEMENT...2 1.1 HUMAN RESOURCE MANAGEMENT....2 1.2 FUNCTIONS AND ACTIVITIES IN HUMAN RESOURCE MANAGEMENT2-5 1.3 EXTERNAL AND INTERNAL TO THE MANAGEMENT.5-6 1.4 THE OBJECTIVES OF THE HUMAN RESOURCES MANAGEMENT.6-7 1.5 THE GROWING IMPORTANCE OF HUMAN RESOURCE MANAGEMENT.7-8 CHAPTER 2: JOB ANALYSIS...9 2.2 CONCEPT..9 2.3 INFORMATION TO BE OBTAINED.9-10 2.4 ASSESSMENT OF POST10-11 CHAPTER 3: HUMAN RESOURCES PLANNING..12 3.1 DEFINITION OF HUMAN RESOURCE PLANNING.12 3.2 STAGES OF HUMAN RESOURCE PLANNING12 3.3 FACTORS AFFECTING HUMAN RESOURCES PLANNING...12-13 CHAPTER4: RECRUITMENT.....................14 4.1 RECRUITMENT PROCESS.............................................................................15 CHAPTER 5: SELECTION..16 5.1 SELECTION PROCESS..16-17 5.2 SELECTION CRITERIA.18 5.3 CRITERIA REQUIREMENTS...19 5.4 TYPES OF TESTS OR TEST...20

5.5 SELECTION INTERVIEWS...21 CHAPTER 6: ORIENTATION OR INDUCTION22 6.1 OBJECTIVES OF THE GUIDANCE.22 6.2 WHO DOES THE GUIDANCE..23 CONCLUSIONS.24 RECOMMENDATIONS.25 REFERENCES...26

INTRODUCTION

The human resource development is a planned and continuous effort of management to achieve higher levels of employee competence and organizational performance through training programs, personal development and organizational development. Proper planning, development and evaluation of human resources, is an effective method to address several of the challenges that test the ability of modern organizations.

It is therefore necessary to carry out a demanding and rigorous management of Human Resources in order to ensure that businesses meet the business strategy and the competitiveness of the same.

Manpower planning is identified either with planning template, or when trying to designate the restructuring of the existing templates, or perhaps alludes to a kind of jobs program that allows managers the knowledge of future needs to fill vacancies that are to be produced.

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CHAPTER 1 INTRODUCTION TO HUMAN RESOURCE MANAGEMENT 1.1. HUMAN RESOURCE MANAGEMENT The Human Resource Management is the administrative process applied to the enhancement and conservation of effort, experience, health, knowledge, skills, etc.., Members of the organization, for the benefit of the individual, the organization and the country in general. It is the process of helping employees achieves a level of performance and quality of personal and social behavior that meets your needs.

1.2.

FUNCTIONS AND ACTIVITIES IN HUMAN RESOURCE MANAGEMENT The human resource management has several functions and activities. Small businesses do not need a complicated human resource management, but necessarily must know its main functions and activities so enabling them to manage their staff.

The human resource management in firms and organizations is structured based on the following functions: a) The human resource planning. b) Analysis jobs. c) Coverage human resource needs of the organization. d) The rise and development of individual potential. e) The performance evaluation of employees. f) The remuneration of employees. g) The management of health and safety at work.

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a) The human resource planning.Looking for identifying needs, both quantitative and qualitative personnel, based on the objectives and the strategy that has established the company or organization for a specified time horizon and to know if the availability of human resources to meet those needs. This function is considered essential for the management of human resources, as the information provided serves as starting points for the implementation of other activities, such as the following: Establish how many employees and that classes will be required. Define as employees get through external recruitment, transfer or promotion. Specify the training needs to be the organization.

b) Analysis jobs. This analysis is known as its content, which means it is done, as is done and why it is done, as the most important requirements for proper implementation.

This is the second basic process is directly related to the recruitment, selection, training, careers, job evaluation and pay.

c) Coverage human resource needs of the organization. After determining human resource needs and its links with the overall strategy of the company, should be covered jobs.

Staffing is recruiting applicants for a job, select the most suitable candidates and guide them and assign them to different positions. Recruiting is a human resources function extremely important for the company.

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Whatever selection procedure should result in the fit between the candidate's ability and skills required for the job.

d) The rise and development of individual potential. In recent years, the areas that have increased the interest of human resource management are the training and development and

management and career planning.

Implement training and development programs for employees to improve their skills and increase their performance and grow, are issues of concern for businesses.

Many companies use the training and development activities as one of the most important strategies to remain competitive.

e) The performance evaluation of employees. Despite the existence of people who do not like to measure your performance, monitoring and evaluation are critical important to know and keep track of employee contributions.

The monitoring and evaluation to make decisions relating to promotion, transfer, training, compensation and recognition of individual

differences.

f) The remuneration of employees. The staff remuneration is calculated based on the value of the job, their personal contributions and performance.

While performance-based rewards can increase employee motivation at work, there are other rewards that are offered simply by the fact of being part of the organization.

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The remuneration system of the organization or enterprise has a major impact on both the attractiveness of people and in their retention.

g) The management of health and safety at work. Companies should worry about the health of their employees and their safety due to the benefits of having a healthy workforce.

Although the current interest is mainly focused on the effects of occupational accidents and diseases, are also beginning to see signs of interest in social risk factors and psychological.

On the other hand the functions and activities related to human resource management are linked to the objectives of the same.

1.3.

EXTERNAL AND INTERNAL TO THE MANAGEMENT The human resource management before being considered as a separate function must be seen as a component of a system, so that its development is subject to a number of restrictions or conditions that come both from outside the company and its inside. 1.3.1. Internal Constraints to management Among the internal conditions are: a) Senior management: determines the importance and direction of human resource management in the company. b) Strategy: indicates the path to be followed by the function that takes the worker, means that the results will emphasize short or long term thereby requiring employee creativity or efficiency in the application of established methods. c) Structure: is one that affects every one of the departments of the company, which determines the responsibility and authority among the staff working in them.

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d) Technology: influences the design of the jobs in the organization of flows, in the skills and knowledge required to work and supervision needs are. e) Culture: is another important factor therefore be emphasized in respect to the worker, to ensure the safety at work, in social service delivery, accordingly determine the performance or nonperformance of such practices as may be education, training and career development. f) Size: There is a direct relationship between this and the importance of human resources management in enterprises, so that the larger the lower the external dependence on system design issues such as pay, training, assessment and career development, among others.

1.3.2. External Constraints to management In this sense external influences are divided into economic and demographic characteristics: a) Economics: are based on a broad sense, national, local and even international, has an impact on the development of human resources. b) Demographic: based on the behavior of human resources, an issue which currently has a significance which is in a situation colored by the growth of a majority population, which otherwise increases their life expectancy, and moreover the decrease in the number of working age people, becoming critical recruiting availability not pleasant places, which occupy increasingly immigrants.

1.4.

THE OBJECTIVES OF THE HUMAN RESOURCES MANAGEMENT The objectives of the Human Resource Management can be categorized into the following:

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a) Corporate Objectives. - Administration of Human Resources basic aims contribute to successful business or corporation. b) Functional Objectives. - Keep the contribution of human resources department at a level appropriate to the needs of the organization, is a top priority. c) Social Objectives. - Must respond ethically and socially to the challenges of society in general and minimize tensions or negative demands that society can have on the organization. d) Personal Goals. - Each of the members of the organization aims to achieve certain personal goals legitimate. To the extent that achieving these goals will contribute to the common goal of achieving the goals of the organization, the human resources department recognizes that one of its functions is to support the aspirations of those who make up the company.

As for the long-term objectives of trying to get the profitability and competitiveness of the company over time. If the survival nonprofit or be able to do the same with less.

1.5.

THE GROWING IMPORTANCE OF HUMAN RESOURCE MANAGEMENT The need for the company to be more competitive in a global environment characterized by strong dynamism and complexity it takes to compete look for new weapons , new factors on which to base their competitiveness. But the relative ease to mimic the technological, commercial, financial ... make the human component becomes a source of competitive advantage, the key element on which to base business differentiation .

Changes in labor relations that are drawn in new structures be characterized by flatter, which expands the information and power is distributed. And all in favor of greater flexibility and ability to adapt to continuously changing environment. The human factor is key to the flexibility of the company.

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The significant social, cultural and education have a direct impact on companies, which are a more educated staff, with new values ... posed new demands and new challenges to the organization. Working relationships are also affected.

One of the most important concerns of the companies is to contain HR costs. To do HR departments tend to design compensation systems in which the variable part is increasingly important. Can also influence the cost by reducing accidents, reducing absenteeism, error rate, etc.

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CHAPTER 2 JOB ANALYSIS 2.2. CONCEPT It is called job analysis or job, the process of study, research and identification of all components of the job, from duties, responsibilities and functions to establishing capacity requirements demanded by its successful implementation.

"The job analysis is defined as the process by which it determines the relevant information on a specific job, through observation and study. It is the determination of the tasks that make up a job and the skills, knowledge, abilities and responsibilities required of the employee for proper exercise and that differentiate the work of all others. "

2.3.

INFORMATION TO BE OBTAINED The information needed to carry out an effective job analysis are divided into (4) the following:

a) Identification and type of post.Staff analyst must identify the position and locate your departmental and geographic location. Should define the type of work, if applicable to skilled labor in the area of professional or technical college, or manual or semi-skilled work, or general administration. At this stage it is determined whether the appointment title matches the specified function.

b) Job Description It's about getting information related to specific work has marked the position and physical exertion and / or mental condition to perform the

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work required. The job description should provide data to determine how the job runs.

A job description duly drawn facilitates the analysis phase. When the opposite happens, the job analysis proves the most complex and difficult of the entire description and valuation process.

c) Capacity requirements The job analysis to assess the different job tasks and determine their level of complexity and difficulty, will define requirements for capacity and experience necessary to effectively perform the job.

d) Other requirements A thorough job analysis should seek to obtain other information, such as: Supervision exercised or received Degree of discretion in making decisions. Responsibility of the position. Public Relations. Working conditions. Risk of work. Training required.

2.4.

ASSESSMENT OF POST. This process is closely linked to job analysis and tries to justify the actual value of the charge of an institution to grant adequate compensation to the complexities and difficulties of carrying out their tasks.

The assessment of post offers policy and decision-making levels of the organization, and consistent scientific evidence to make a fair return policy.

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The methods most widely used to assess distribution and positions are as follows: Method of range. - It consists in ordering the jobs according to their importance, starting with the simplest to the most complex and difficult in their duties and responsibilities. The post is not divided into factors, but is considered as a whole and as such is compared with others for may determine their hierarchy. Classification Method. - It is based on a definition developed by school staff analyst, allowing positions are classified and grouped according to the specifications of difficulty, complexity, experience and suitability default. Factor Comparison Method. - Is the identification and definition of evaluation factors, which are subdivided into levels with corresponding monetary value. Method of points. - It is the most used in both public and private organizations. Is the study of the component parts of the post to classify according to the accumulation of points factor.

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CHAPTER 3 HUMAN RESOURCES PLANNING 3.1. DEFINITION OF HUMAN RESOURCE PLANNING The process allows the organization to have the right number of people, in the right place at the right time with the right skills in order to perform the tasks of production and / or services, helping it to achieve its strategic objectives. Planning involves foresee (see the future), also involves reference to a desired future and establish corrective action if the real will not coincide with the desired.

3.2.

STAGES OF HUMAN RESOURCE PLANNING a) To determine the impact of the objectives of the organization in different organizational units. b) Define the skills, knowledge and total number of employees to achieve organizational goals. c) Determine additional human resource needs in light of current human resource of the organization. d) Development of action plans.

3.3.

FACTORS AFFECTING HUMAN RESOURCES PLANNING. a) Business Plans. - Sales forecasts attempt to anticipate economic changes in manufacturing activities, and this has a direct influence on the planning, as well as predictions on inflation, wages, costs, supplies, raw materials. b) Expansion and growth. - Most companies want to grow and so should be prepared and planned expansion. c) Changes in the structure and design. - The passage of time and the creation of new technologies make it essential that companies adjust their structures.

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d) Organizational Culture. - Decisive influence on the future of a business , in fact, is the key to planning the future of the company. e) The government's role evidently affects business planning. - Labor law, tax and economic require adaptive changes to businesses. f) The role of trade unions. - All planning must take into account the role of unions and their evolution. g) The combination of human and production capabilities. - The planning of the company is the result of changes in the amount or the type of product or service provided. This requires technological changes involving human resource adjustments. h) International Competitiveness. - It is one of the main reasons why companies have started planning.

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CHAPTER 4 RECRUITMENT Recruitment can be defined as a set of procedures used in order to attract a sufficient number of suitable candidates for a specific position in a specific organization (Bretons and Rodriguez, 2008). Basically it is an information system, through which the organization provides market reports and human resources employment opportunities are to be filled. The recruitment process begins with the search for candidates and ends when receiving job applications. This process allows applicants to acquire a set of working, which new employees will be selected later. The process of attracting individuals on a timely basis, in sufficient numbers and with appropriate skills and encourage them to apply for jobs in an organization. An important issue in recruiting is to specify the number of necessary and sufficient. This number can not be a precise and exact amount but will be conditioned by the local market supply detecting whether there are potential job candidates in our own surroundings and in that niche would be located. Personnel departments are usually responsible for the recruitment function in most companies. Recruitment methods are varied, in fact, recruiters from nearly all countries are subject to legal structures that show different aspects. The only universal standard in this field is that career success for recruiters must act ethically and objectively. The recruiter begins its work identifying vacancies that exist in the company by human resource planning or specific request online managers.

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4.1 RECRUITMENT PROCESS There are many recruitment techniques we can use in order to attract candidates to our job. These can be grouped basically into two types or sources of recruitment: internal and external. 4.1.1 INTERNAL The recruitment is internal when the particular vacancy occur, the company tries to fill by relocating employees, which can be promoted or transferred with promotion or for their skills . Its advantages are several, among which we can mention the economy, both in time and money. In addition, the successful candidate will have a greater knowledge about the company, its culture, its rules (formal and informal), which will affect some minor adaptation times against the inclusion of people outside the company. With internal recruitment, in addition, the organization will use different training actions with their workers, optimizing the investment made for the purpose. But above all, the internal recruitment has positive effects on the motivation of employees, improving the general climate of the group (Diaz and Rodriguez, 2003). Furthermore, we can not always have appropriate profiles for selection of certain posts. In this case, it may be an illusion to believe that a good worker will also be a good boss, so it will promote for this post. 4.1.2 EXTERNAL External recruitment is when the particular vacancy exist, an organization attempts to fill it with people or external candidates attracted recruiting techniques. The advantages of the process that brings focus on innovation and change to the company in addition to training leverage investments they have made other companies, but, however, involves more time, an increase in the cost.

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CHAPTER 5 SELECTION It is the process by which a company chooses from a list of candidates to the person or persons who best meet the selection criteria for the position available, considering the internal and environmental conditions. As recruitment attempts to obtain the largest number of potential applicants who meet the requirements set by the company, is applying different selection processes to be succeeding in reducing the number of applicants, eliminating those that do not adequately meet the selection criteria. In this process - 'screening ' in language - selection criteria are applied first lower cost, as there are more candidates. For those left end more expensive. For example, in a first step, select the resume or job applications that effectively meet the requirements (profession, experience, age, etc.) However, if the company wants to do medical examinations of applicants, this will be done in the final stages, due to their higher cost.

5.1 SELECTION PROCESS Selection involves assessing applicants in various aspects or dimensions, some very objective, specific, measurable, and other abstract of judgment and appreciation. Also, it can be stated that there is no standardized procedure selection. Even within the same company will often use different forms of selection. The higher levels are more complete and rigorous. As an example, one can point a fairly representative: Curriculum and / or job application Initial interview , Human Resources Unit Tests or tests Vetting

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Preliminary Selection , Human Resources Unit Interviews line ( potential supervisors) medical examinations

Final selection made by the line (sometimes, in coordination with Human Resources) Engagement In each stage is decreasing the number of candidates. Typically, HR is doing the screening to determine who will be sent to the heads of areas or immediate supervisors of the person seeking positions, for final selection. This decision must be taken by the line, which is very important to be able to make it technically well. The final steps of the selection are coordinated with Human Resources, which controls aspects such as salary scales and benefits.

In relation to the background check is worth emphasizing that generally is not done when the selection is made by a consulting firm, unless expressly agreed by the parties. Therefore, it is the responsibility of the company to perform this task. Verification can include aspects such as effectiveness of the work performed by the applicant in other organizations. This can be easy and reliable. However, if the verification includes recommendations, they should be more cautious, and that for various reasons, the giver, may be biased in its recommendation concerning an applicant.

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5.2 SELECTION CRITERIA The selection criteria are included in the above mentioned steps can be many and varied, but can be summarized as follows: a) Formal education: It can be tempted to prefer more or less. The important thing is to establish the real needs for the position (possibly thinking of a potential for future development). Some companies prefer certain other educational institutions, or require certain averages, or final location in the studies (eg, top 25% of the course) .

b) Experience: For a company, the place where the applicant has acquired work experience will be more or less attractive. Experience will be preferred in organizations concerned with the training of its staff and recognized good work procedures. c) Physical characteristics: They must be work-related, and may be referred to, for example, psycho -motor coordination, sight, strength, etc. All these features can be tested. d) Personal characteristics and personality types: This set of criteria is like a black box, which in turn includes various factors, some of which may have high subjectivity. For example, a company may prefer married people. The experience of many companies shows that married salespeople sell more, generate more commissions than singles. This is associated with that having, usually, more economic responsibilities, makes them more motivated, aggressive and push their sales tasks. Regarding personality traits, are often preferred extraverts, especially when their work relates to public or customer care, in which a good interpersonal relationship will be an important success factor.

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5.3 CRITERIA REQUIREMENTS The recruitment criteria must satisfy two criteria: reliability validity

The RELIABILITY refers to the consistency of the results it delivers. For example, if the application of intelligence tests more than once to the same person, you get an IQ (intelligence quotient) similar. Checking the reliability of a test is a task that, in practice, a company rarely made in a selection process, relying on expert opinion or scholarly research. It can be done, however, a) by the aforementioned re-test , b ) using alternative methods should lead to the same conclusions , and c ) split test procedures : if reliable , should have high correlation between both parties. The Validity is "the degree to which inferences evaluations or test scores are justified or supported by the evidence (APA, American Psychological Association). The issue relates to the relationship or ranking scores obtained in a test, and success in the work in question. A valid test is a good indicator or predictor of success. In other words, a valid test measures what it claims to measure. To determine the validity there are three methods which are not completely independent of each other: a) Criteria -Related Validity: The evidence consists of a demonstration of a statistically significant relationship between the selection procedure (definition of predictors) and one or more relevant performance measures at work (definition of criteria). Predictor variables should be selected on logical, theoretical or empirical. In turn, the criteria should be representative of behavior or significant results at work. b) Content Validity: It refers to the correspondence between the measured behavior in test and work. Generally limited to simple tests of skill, skill, skill. For example, typing to a secretary whose job includes word processor. c) Construct Validity or Abstraction features: ' Relationship, demonstrated between hypothetical constructs underlying traits or behavioral inferred, and

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a set of measurements related to these constructs ' (APA, American Psychological Association). For example, ' numerical aptitude measure ', ' measure intelligence , etc. . d) Validation studies have a practical purpose: and help the organization to refute any charges of discrimination in some countries is of high stringency. Help to choose instruments that allow better selection decisions aimed at better performance and higher productivity.

5.4 TYPES OF TESTS OR TEST. In general, we can identify six broad categories. In each there are multiple instruments developed and validated by universities, consulting firms and professional associations, among others. Their use, and the mixture required to achieve certain levels of predictability, is the task of expert psychologists must advise in this part of the process. Many companies are tempted to apply on their own or test evidence, which by their general knowledge or popularity have become easily accessible and whos indiscriminate or out of proper context, can significantly alter the outcome of a selection process. The main categories of test are: a) Testing expertise, skill, achievement, or knowledge. They are generally referred to sensory testing related post. b) Tests of aptitude or potential. Measures the ability to learn. It includes, for example, spatial perception, mechanical, linguistic, musical, academic, motor coordination, etc. . c) Tests of mental ability or intelligence. It can be considered as a sub category of aptitude test. It is usually referred to the capabilities of a person in relation to the management and use of words, numbers, logical reasoning and spatial relationships. d) Personality measurements. Trying to build the profile of the attitudes, behavior, and habits of a person.

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e) Physical capacity. It refers to physical traits needed for the job. For example, strength, physical balance, reactivity. f) Measurement of interest. These tests attempt to measure what a person likes or dislikes. The answers help build a profile to estimate the satisfaction of a person in a job.

5.5 SELECTION INTERVIEWS The most common tool used in the selection process is the interview. It allows the possibility to personally know the candidate, ask questions in a different way to test, answer questions , make judgments about the candidate and assess subjective aspects that enable an overview about the person. Initial research on the validity and reliability interviews gave very low scores. However, recent studies have shown that well implemented, are an effective and irreplaceable in a selection process. One author defines the interview as a conversation with a purpose. The purposes of the interview are actually multiple. First, it seeks to elect or select the best candidates, based on the information the interviewer sought. Second, is a means of public relations. The applicant, outside the company has in the interview the principal means of knowing. Do not forget that applicants are usually several and only one or very few will be hired. It is important to give an image of the company, in terms of ethics, fair treatment and professionalism. Third, is a media and important information regarding the business aspects, work, wages, etc., which, until then, you may not have been entirely clear.

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CHAPTER 6 ORIENTATION OR INDUCTION It is considered a minor activity within the activities of staff, and there is little scientific research about it. The emphasis given to the orientation is very different according to each company. Organizations that want to develop a very distinctive culture or have a strong organizational culture, give much importance to what might be called socialization of newcomers in these businesses, are people who generally do input charges. The orientation, induction, or socialization - terms that can be used as synonyms, refer to Personal activity that introduces a new employee to the company, their tasks and their managers and their workgroup. A formal orientation program generally covers the following aspects : History of the company and its general policies. Description of products and services of the company. Company organization. Personnel policies and practices. Standards and safety measures. Salaries, benefits and services provided by the company and work routines.

6.1 OBJECTIVES OF THE GUIDANCE. a) Reduce Start-Up Costs. - The new employee does not know their job and are not familiar with the organization, which naturally makes it less efficient than experienced employees, at least for a while. A good guidance will reduce these costs and help the new employee reach the required standards faster. b) Reduce Anxiety Level New Employee. - The fear of failure makes new employee, anxiety, acting in a more insecure than under normal conditions.

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c) Reduce turnover. - Research shows that the rotation of personnel with less to one or two arcs is much higher than other staff, with more seniority. There is also good evidence that dramatically reduces the rotational orientation of new staff.

6.2 WHO DOES THE GUIDANCE? Generally, it is a joint effort of the staff area (who does a program sometimes defined in a standard form checklist to avoid any appearance that remains forgotten), the line represented by the immediate supervisor and co-workers of the new employee. Personal area cares about the broader issues relating to the company, policies and regulations, and the line (supervisor and co-workers) is concerned with formal guidance in relation to the task itself.

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CONCLUSIONS The Human Resources Administration seeks permeate human resources to the production process of the company, making the latter more effective as a result of the selection and recruitment of the best talent available depending on the exercise of an excellent work of these. As well as maximizing the quality of the production process depends similarly on the training of human elements for stronger reason their knowledge. We conclude that cornerstones of business success are the people, but not people alone but with the support and management of good leadership in the area of Human Resources. This area should be integrated into the organization as a fundamental pillar, which will bring to all other areas with tools for efficient management of Human Resources. We refer to the Human Resources department analyzed from a strategic business perspective, since a strategy implemented by the company is to achieve competitive advantages over the other, but not only in the provision of services or in the production of their products, but also will achieve a competitive advantage by getting a staff committed to the objectives of the company, and whether it is of high quality because it is well managed, the company will achieve its objectives, thus achieving high productivity and competition thereby increase the added value of the company. Finally, an aspect not found anywhere analyzed Internet was the impact on unclassified applicants not knowing what was the reason for the rejection. It was felt that this aspect would be an interesting area of research, as it could be highly frustrating for them, for the implications it has, especially by involving personality and intelligence test.

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RECOMMENDATIONS Divide each of the areas that make up a department of this category, giving its essential function to each of its members, that is, complete the areas they are needed as training, compensation, benefits, and separate those that are linked as recruitment and selection. Human resources departments tend not to be dispersed geographically and its structure is usually simple, so the associated change management outsourcing usually involves no special problems. Usually this type of transformation is often a consequence of the need for any other changes in the business emerged as a need to migrate to another information system, incorporating professional management changes, etc.. Knowing the main reasons for change will play a very important role to achieve a smooth transition, as this always brings a vision controlled reasonable grounds to global understanding. The art of finding and selecting good employees organizational commitment required by the company. Hiring fast and hiring well not produce the same results. Take a step back, review the practice you have on recruitment and personnel search and then compare them with those strategies.

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REFERENCES 1. Chiavenato, I.: Administracin en los nuevos tiempos. Ed. McGraw Hill, 3 edicin, Mxico, 2002. 2. Arias, G.: Administracin de recursos humanos. Ed. Trillas, 5 edicin, Mxico, 2002. 3. Alles, M.: Direccin estratgica de Recursos Humanos. Casos. Ed. Granica, 1 edicin, Argentina, 2000. 4. Bretones, F. D. y Rodrguez, A. (2008). Reclutamiento y seleccin de personal y acogida. En M. A Maas y A. Delgado, Recursos Humanos. Madrid: Pirmide. pp. 101-134. 5. Daz Bretones, F. y Rodrguez Fernndez, A. (2003). Seleccin y formacin de personal. Granada: Editorial de la Universidad de Granada. 6. Daz Bretones, F. y Rodrguez Fernndez, A. (2005). Seleccin de personal. En F. Naranjo (dir) La funcin directiva en las Administraciones Pblicas. Tomo III volumen 2. Sevilla: Instituto Andaluz de la

Administracin Pblica.

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