It is not superfluous to make a real stop along the way and find out where your company is in the history of human resources, your thinking and your motivation to be an area beyond its origin for what it was created: to manage the bases of employees, pay the payroll, recruitment or layoffs, as we could say it was the first stage.

It has gradually "evolved" by adding compensation, training and development issues for Collaborators in a second stage that we could say is the first attempt to seek beyond just managing staff, to give added value that encourages greater engagement in Collaborators and a domino effect of reducing voluntary resignations with policies that enslaved them to remain in a company until they had the ROI of training and achieved a win-win for both parties.

Where we invite you to reflect is to know if today, currently, present time... you are in the most genuine sense that the human resources area should have... INTERNAL CUSTOMER SERVICE, your Collaborator, your human resource, that talent you are looking for beyond hooking, making your daily experience a complete satisfaction, motivation and above all nature of the area.

To this current stage are added items such as:

Medical service, culture of preventive health and comprehensive well-being (issues of emotional health, physical health, financial health, sports activation and daily consultation) with actions such as: accompaniment by health coaches, monthly or bimonthly campaigns on nutrition, vaccination, ephemeris and topics developed for your specific target: age, gender, ergonomics, etc;

How to make your payroll sufficient? Possibility of internal credits, payment schemes where you have cash flow in different payment schemes with timeframes that serve you to better manage your income.

Each company should have a third stage only and only if…

Listen, analyze, observe, ask, probe and talk with people, with leaders, with all levels, from management to the lowest link to understand the needs they have, seek to help each particular case "taylor made" and see that each person matters, each person is different and that as human capital management, the secret of a good labor relationship will always be communication in both directions, not only issuing one-way communications, but also opening the channel for doubts, questions or even discussions. And once identified what would improve the work environment and therefore productivity (because Business id business) but from a comprehensive, intimate, acupuncture approach…. Although it will be complex at first, but to understand and motivate you have to know from the inside what people need, want or would serve you... every day! Leave the door open and understand each case and each need.

"Human Resources cannot be a “paper passer” or a “report broker”, it must develop the muscle of attention to its people, as if it were just another client."

If we still want to be more and more attractive to the labor market and our internal collaborators, let us have on the radar to involve the families and friends of each one, make a sustainable impact with issues that are taken home and to the circle in which they live in their day to day.

Human Resources cannot be a “paper passer” or a “report broker”, it must develop the muscle of attention to its people, as if it were just another client.

It will be exhausting, probably. It will be required that within the work structure of the human resources personnel a genuine DNA of interest in the service is lived, if not... it will be useless because we could not be incongruous looking for a sense of belonging if we do not live within it. HR staff must be prepared with new trends without fear of change and be a "jiminy cricket" with General Management to adopt the best and most disruptive human resources practices: home office, prize for carpooling, massive events such as races, rides with the family, cycling sports clubs or the sport that prevails in the taste of the Collaborators.

Why are we talking about HHRR going extinct?

Simply because it is increasingly common to see large companies centralize services with a GBS (Global Business Support) to make administration more centralized, but an approach to people cannot be only online, not with miles that separate them. And cultures that are not understood, the HR person must be from the region, the country... who knows the customs, tastes and motivators.

In small companies, it may not be affordable for a person or team to see everything that has been added to HR at this current stage and therefore resort to consultants or external companies, but if the role of the HR administrator changes…. it is trained... it is motivated and empowered to think differently, do things differently and listen to people... surely it will be cheaper, genuine and sustainable.

Do you already know what stage you are in?

Very good, now… let's check if within your structure your HR work team is the engine that supports the organization at the next level, that's how important human resources are, it's the business partner of General Management and if you don't have the DNA , get trained, immerse yourself in all the topics in committees, social network channels, magazines or specific groups and remember... each person is important and as HR, you have to understand the population, propose programs, actions and motivations that are specifically required in each year labor.

It will be a daily job, hard but motivating.