HUMAN RESOURCES NECESSARY FOR YOUR COMPANY

Accelerate your business with these expert tips on "The people you need for your business". Analyse and discover this TIP!

On the one hand you have: the promoter team (+) of the project and the partners and now it is up to us to design, select, recruit, retain, train, incentivise the other people we need to set up and accelerate.

In any company, the human capital represents the most important asset of the company. key activities of your CANVAS (+) start thinking about the people you are going to need as key resources (+), its functions, level of training... to care for and encourage the human group that makes it up.

This section deals with the most important aspects of the organisational structure and human resource planning of the new company. It is true that the term resource as applied to people is not quite correctThe majority of the business projects work thank you, essentially, The involvement of the people who make up the company's organisation.

To do this, it will be necessary to create a solid and committed team, complementary in their functions and areas of expertise, with a certain amount of experience, but above all, highly motivated! All of these qualities will be indispensable for the success (even more than the price or the quality of the product itself) of the business.

In this deliverable you must analyse the qualitative and quantitative staffing needs of your new company, both for its start-up and in relation to the forecast of new hires during the first years of its life.

Therefore, it will be necessary to design, build and enable the necessary organisational structure at any given time; to define which business functions will have to be developed and which responsibilities will have to be assumed, to group these into job positions, to establish the corresponding hierarchical relationships and to determine which skills and abilities will be needed to fill the different positions defined.

Also, they should defining the broad outlines of the usual human resources policies: selection/recruitment, remuneration, performance evaluation, training and capacity building, operating rules, etc.

AT THIS POINT YOU HAVE TO ANSWER THE FOLLOWING QUESTIONS

• What is the organisational structure on which your company will rely?
• What will be the composition of the management team, have they worked together before, and do they have previous work experience?
• What is their academic, business or technical background? What will be the roles and areas of each?

Will they be full-time in the future project?

• What human resources and profiles will be used for the execution of the business? What roles and responsibilities will they assume? What skills do they need to accredit?
• How will they be recruited? What types of contracts will they have? What salary and benefits will employees receive? How will they be remunerated? How will performance be measured? How will they be trained? Will there be career development?
• What will be the operational rules and policies that employees will have to comply with?
• What are the staffing needs at the start of the business and what are the expected staffing needs for the coming years?

ORGANISATION

First of all, it should be noted that, most new companies that are set up lack an organisational structure in their start-up phase, because their staff consists of very few people, although it is always necessary to specify the main tasks and functions to be carried out by the company. (manufacturing, design, purchasing, marketing and sales, etc.).

Ideally, Due to market demands, companies must have a flexible structure that is adaptable to new circumstances and that allows them to operate as efficiently as possible. The ability to react in companies today is key!

The development of the organisation chart will be conditioned by a number of factors (the sector in which the company competes, the ownership of the company, the nature of the company - service provision, product marketing or manufacturing, the size of the company, etc.).

ANY ORGANISATION CHART SHOULD INCLUDE THE FOLLOWING ASPECTS:

• The different hierarchical levels that compose it (managers, middle management, operators).
• The different areas of activity (sales, production, finance).
• The location of each of the jobs under consideration.
• The hierarchical and functional relationships between the different posts.
• Nominal allocation to each of the posts.

The organisation charts of line structure are those that are The decision-making process is no longer monopolised by a single person, but rather participatory decision-making processes in which a number of people, corresponding to different business units of the company, make decisions together. For this reason, not all companies are ready to adopt this type of organisational structure.

In small companies, management positions or levels are held by the owners, i.e. by the entrepreneurs themselves. It is also common in this type of company (most SMEs) for there to be no middle management, as it is not considered appropriate or efficient to equip the new business from the outset, of a disproportionate structure that unduly burdens it in the pursuit of economic profitability.

JOB PROFILES AND POSITIONS

THE FOLLOWING ASPECTS NEED TO BE DESCRIBED IN DETAIL FOR EACH MEMBER OF THE MANAGEMENT TEAM OF THE COMPANY:

• Work and business experience.
• Management experience and skills.
• Accredited academic, business and technical training.
• Their specialisation in a particular functional area or sector.
• Career achievements, milestones and business successes, the management position to be held and functions to be performed, as well as the responsibilities to be assumed.

In addition to the managerial posts, specify, where appropriate, the other posts or professional categories required (mainly middle management, administrative and operational staff), outlining the tasks and functions (duties and rights) and the profile, qualities and professional experience required of them.

The job descriptions has a essential purpose: to know in detail which positions are needed to ensure the proper functioning of the company and, based on them, to cover them through the recruitment of people (recruitment process) who meet the defined profiles.

As an example, we specify what kind of elements should be considered when defining a job.

DESCRIPTION AND LOCATION

• Title of post.
• Hierarchical superior / Organisational level.
• Organisational location (area/department).
• Physical location (office / shop / factory).
• Mission and objectives of the post.

ROLES AND RESPONSIBILITIES

• Duties to be performed / Responsibilities to be assumed.
• Complexity of problems to be solved (technical, managerial, operational).
• Internal relationship channels (with whom and for what purposes).
• External relationship channels (with whom and for what purposes).
• Dependents.
• Material and equipment at their own expense.

NECESSARY SKILLS AND QUALIFICATIONS

• Qualifications / Studies required.
• Specific training required for the job.
• Languages.
• Years of experience required in the performance of duties.
• Skills required for the job.

PEOPLE MANAGEMENT POLICY

The entrepreneur should be aware that starting up a business will also require the enabling a set of human resources policies that cover the entire staff cycle: selection and recruitment, training, performance evaluation, remuneration, etc.

Depending on the philosophy of the new company, as well as its size and structure, some of the policies described below may or may not apply.

SELECTION AND RECRUITMENT

Currently, talent identification is one of the most important issues for companies.

In this section, the methods of selection and recruitment of personnel that are to be implemented in the initial stage of the company are to be indicated. It will also specify whether the recruitment work is going to be carried out by the team of entrepreneurs themselves or whether it is going to be subcontracted (outsourced), entrusting it to a specialised company in the sector of personnel selection, headhunting, temporary employment, etc.

REMUNERATION AND INCENTIVES

In this section we must define how the different professionals and employees who will make up the workforce of the future company will be remunerated, taking into account the labour market, the degree of qualification and experience of each worker, collective bargaining agreements, social costs, etc.

It should also establish an annual forecast of the wage increase in percentage terms and the social security schemes for each category. The wage structure is nowadays delimited by different components.

BY WAY OF EXAMPLE, THE FOLLOWING COULD BE MENTIONED:

• Fixed component: basic salary calculated on the basis of the employee's occupational category.
• Variable components.
• Variable percentage of salary depending on the professional category, conditional on the fulfilment of the company's objectives at a global level in the case of positions of greater responsibility.

OTHER POSSIBLE BENEFITS IN KIND:

• Grants for courses.
• Extra bonuses for overtime or permanent location.
• Insurance (medical, life).
• Pension fund.
• Company shares.
• Travel.

Another important aspect to be taken into account in this section is the The process of staff incentivisation, as it is one of the main drivers of motivation for employees in companies. (Maslow's Pyramid +), insofar as they will be able to see their efforts and personal performance rewarded with certain recognitions. For this reason, on numerous occasions (depending on the competitiveness of the sector), it is important to enable a compensation system and incentive programme that rewards/penalises individual performance in an objective manner.

Today it has been proven that most people do not only and exclusively work for the money received in the form of a salary, but also for other motivations that the people management professional has to identify and continue to stimulate.

PERFORMANCE ASSESSMENT

Performance appraisal is a The key tool for motivating employees is the evaluation or assessment of staff performance, in line with the defined categories and profiles. This process is aimed at to analyse, on an individual and personalised basis, the performance of each employee in the company over a given period of time (e.g. one year), in order to be able to subsequently apply the appropriate promotion and remuneration/incentive policies.

In short, to assess the work carried out in accordance with the expectations of their profile and category.

THE KEYS TO IMPLEMENTING SUCH A PROCESS ARE BASICALLY THE FOLLOWING:

• Initially, the planning of objectives, activities and training for all employees, according to their profile and category, and based on the framework of expectations defined for each position or category.
• Finally, the analysis and assessment, by the superior or supervisor, of the achievement or non-achievement of the objectives at the end of the period under analysis.

TRAINING AND CAPACITY BUILDING

Providing adequate training to employees is one of the key commitments to be assumed by the entrepreneur. Good education and training will generate greater motivation among employees.

There are, logically, different ways of providing training (face-to-face, e-learning, distance, blended learning), some being more appropriate than others, depending on the type of company, the profile of the worker and the objective pursued by the training action.

PROFESSIONAL CAREER

Career development is a continuous process over time which is of crucial importance for the success of certain companies that require a certain qualification.

If the philosophy of the entrepreneurial team envisages the possibility of offering a professional career to employees (or to certain profiles, perhaps the most talented people in the company), with the aim of ensuring their loyalty and stimulating their degree of commitment to the company, encouraging their professional growth, it would be advisable to provide them with a reference framework that allows them to measure and evaluate their progress, based on performance guidelines and objectives. A very important aspect in this context is to establish appropriate promotion and rotation policies.

Logically, This policy will be closely linked to the performance appraisal and reward/incentive processes.

STAFFING NEEDS AND GROWTH PROSPECTS

The Business Plan must accredit that the necessary human resources have been quantified over the time horizon that is the object of the planning. Therefore, it will also project the expected decrease in the workforce that the team of entrepreneurs foresees for each profile during the first years of the new company's life, to then include it in the Financial Plan under the heading of hiring personnel for three years.