The contribution of the Human Capital Management based on Competencies

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* Summary

* By way of introduction

* The power of fragmentation

* Metanoia

* The Human Capital Management Competence

* The case Andean SIMOPARMA C.A.

* References


This paper explores the motivations and the origin of knowledge as emergency response to human survival and how this relationship, interests, social structures, creates paradigms of thought that determine how we perceive reality (Theory of constitutive interests Habermas, J.) discusses the need to promote the transition from functional model of traditional thinking to systems thinking as a condition required for the understanding of knowledge management. We suggest considering the human capital management as a way to contribute to the integration of knowledge management in organizations and present the case design SIMPOPARMA Competency Model Andina CA in which this contribution is evident.


Human Capital Management, Competency Management, Knowledge Management, Paradigms, competency models, competency profiles.

By way of introduction

The organizations are still suffering the consequences of the paradigm of traditional thinking imposed – among other things – the concept of Human Resource Management. This considered “human” as a necessary evil rather than the critical and strategic factor is and also determines the quality of organizational performance. However, the pressures of change in the environment require reorienting human management (knowledge management largely) and facilitate organizations to accept on their properties of systems development Human Capital Management based on Competencies (GCHC ). The positive effects achieved in practice to GCHC have become a Trojan horse that allows the introduction of the concepts and practices of holistic and comprehensive knowledge management. A gradual evolutionary process and gaining fans via the perception of value and exorcises fears and preconceptions.

1. The power of fragmentation

“And we wonder whether thought can grasp something new or if there is no new thought, if thought is always old, and when faced with a problem of life that is always new, can not see its novelty because first tries to translate the terms of its own conditioning that he has observed ”

J. Krishnamurti

The historical development of organizations and the way they deal with the management, is not free from the influence of evolution and vicissitudes of human knowledge in all its forms. Breed organizations – as a reflection of the path taken by the philosophy that once integrated all areas of knowledge and subsequently fragmented into countless specializations no apparent connection to each other – the rationality used by science and philosophy in the search for answers to the problems of survival they have ever faced. This, from the application of the principles of Frederick Taylor in the production process (develop a “science” for each job), to the development of open models (Katz and Kanhn – Michigan – and Lawrence and Lorsch – Harvard) with which is intended to respond to a world characterized by rapid change and intensive use of knowledge.

For Habermas, J. (1971) knowledge is historical and social roots, and is subject to human interests, knowledge is rooted in social structures – current and past, and can only be understood in relation to the problems that humanity is found and in their struggle for survival. To explain the relationship between knowledge and human activity, Habermas developed the theory of knowledge-constitutive interests.

Under this approach, the interaction of these two factors – social structures and interests – produces a particular type of knowledge and know-specific methods. For Habermas, organized interests and somehow determine the perception of reality. Thus, our perception of the most important aspects of our relationship with nature, society and individuals respond to the way we have treated these issues specific problems we have faced in the past.

This creates an instrumental rationality alert the author has become an ideology through which you look at all forms and fields of knowledge. Positivism, for example, argues that knowledge is true is that which comes from external reality experienced through the senses. Any issues (political or moral) is reduced to the merely technical.

In this regard and in regard to organizational models, we can establish clearly the existence of a paradigm that has decisively influenced the development of the management culture throughout the world: The functional. As all the functional paradigm produces mental models – understood as the set of deeply ingrained assumptions that influence how we interpret reality and act so often unconscious -. Specifically this paradigm or principle of specialization of the functions for each task, fragmentation dynamics and logic of the process flow, plot the power and becomes resistant to any form of change. Could add to this sectoral approach and highlight the systemic approach versus its benefits – can constantly improve, can develop an unlimited, you can measure and evaluate himself – but our goal here is rather to highlight the resisting force of functional thinking attempts to change that affect the power of fragmentation.

2. Metanoia

When Peter M. Senge wants to promote the value and give meaning to the concept of the learning organization and the learning organization, comes to the Greek word “metanoia”. “You can translate says Senge – Mental shift or change of approach, transit perspective to the other. To the Greeks, means a fundamental shift displacement or, more literally transcendence (goal, above and beyond, as in “metaphysics”) of mind (note the root nous, “of the mind”). ”

It is in the field of science where two essential events from which unleashed a revolution of knowledge in the world: On the one hand the approach of Ludwig Von Bertalanfy holistic conception of biological phenomena – in the years forty proposed the basics of General Systems Theory – and, second, the discoveries in the subatomic world – Fritjof Capra (1996) highlights the contributions of the Theory of Relativity in conjunction with studies of quantum mechanics Heinsenberger , Bohr, Planck and others that require a rethinking of the laws of physics.

Even today it is difficult to have a precise idea of the impact that changes during the first thirty years of the twentieth century have occurred in the scientific, technological and intellectual. Consider some progress as striking as the development of the Internet and the rise of the human genome, to mention only two of the best known in our current environment.

The impact of these developments is not limited to the scientific field, but also determines the way we think today and face the challenges of survival. The same Capra, F. (1994) identifies five aspects of this new way of thinking in response to the mechanistic view of the world and these are:

* From part to whole. Unlike the analytical approach that studies the pieces to understand the whole, trying to understand everything first and then explain the role of the parties. The systemic properties vanish when the system is fragmented into isolated parts.

* Understand the processes that explain the dynamics and the very existence of the phenomena. Hence there arises the understanding of the structures through which these phenomena are manifested.

* The reality responds to the perception of the observer. The observation of the intimacies of the subatomic world showed that the same observation alters what you want to observe. A blow to the objectivity and determinism.

* Knowledge is generated by an interactive network of monitors and not an accumulation of knowledge on the part of another.

* The approach to reality via the approximate description of unconditional acceptance and not an absolute truth.

In addition to these events in the scientific field which according to Capra generate a new paradigm of thought, there is another aspect that modern organizations pressured to make a revision in the way they organized and managed to meet the challenges and demands the new environment.

This is just another aspect which corresponds to the changes that have occurred in their own environment. For some authors in the seventies originates – and remains to this day as a constant that determines any strategic approach-definitely, an accelerating change and dynamic organizational environment in virtually every respect. This change surprised and fracture the slow evolutionary process during the period 1915-1950 allowed the development and solidification of the traditional administrative paradigm.

All these considerations point because the issue of the promotion of knowledge management is not just a proposal to incorporate a new way or method of management to improve productivity, which can be accepted in organizations with functional thinking. There are certainly solid and convincing arguments to support this valuable contribution to productivity (knowledge as a key competitive advantage and also decisive for the effective and timely engagement with the dynamic change of the environment (*), but the successful implementation This approach represents a change of perspective or shift mental – metanoia – the management thought. mention at least three of the conditions necessary for this change to occur (also can be considered barriers):

* In-depth understanding of the organization as a global system of integrated processes. Hardly be successfully administered knowledge in organizations where that knowledge is a treasure which guarantees the power department.

* The valuation of knowledge as a factor of competitive advantage and guarantee connectivity and alignment of the organizational structure, which must be “cultivated” and protected.

* Managing the organizational system as a network of interrelated processes and functions that section flows and dammed knowledge.

(*) Since the early 90 Knowledge Management is a term that is heard daily in the world of organizations. On this Dr. Leonardo Pineda Serna (CISC member – American Community for Knowledge Systems -) reports the following.

“Knowledge Management (KM) is taking off. At least it is clear from the conclusions of the Second Edition of the Study on Knowledge Management and Competitiveness in the Spanish Company (2003), produced by Capgemini and IESE, University of Navarra.

The study presents a quantitative and qualitative approach aimed at finding a vision of knowledge management from the perspective of senior management. This surveyed, some with personal interviews with leaders of more than a hundred companies, medium-sized and large a proportion equal ownership industry and services. 67% of them said they were carrying out projects in the area of GC, compared to only 27% who reported the same thing just a couple of years ago (the 1st edition of the study is 2001.) A noticeable progression. ”

3. The Human Capital Management Competence

Definitely consider cultural paradigms of organizations and mental models of leaders is a critical success factor in the crusade to promote knowledge management. Experience tells us that the full understanding and commitment consistent, determined the success or failure of many proposals for change in the history of organizational development.

It’s a really well – especially in countries where the economy has a lot of instability – that managers suffer from great pressure for productivity and quick results to reassure shareholders. This makes them likely to engage in exchange programs – at the lowest cost possible and without distractions that divert the efforts of everyday operations – from producing short-term profitability without even considering that they may undermine the capital representing knowledge.

The moves us to write this paper is that we feel the need to emphasize the value representing the Human Intellectual Capital Management, as a way to generate a perception in organizations that promotes the value of a positive attitude towards deeper change culture Knowledge Management. This basis of understanding and acceptance in contemporary organizational world that intangible assets are the fundamental value of the company and that within these most valuable assets are the skills that people possess.


The systemic model for skills management.

Installing a skills management model specifically contributes to cultural change in which the organization values knowledge (which captures, selects, organizes and manages distinguished) and gives importance to learn from their own experience and focus on the acquisition , storage and use of knowledge to meet the challenges of survival, protecting their intellectual assets and increase their intelligence and adaptability.

The Human Capital Management Competence (action units that describe what a person should know and be able to develop and maintain a high level of performance), is a process of managing the intellectual and intangible asset representing competencies individuals.

Organizational leaders with whom we worked on installing the GCHC, seeking tangible benefits in the use and management skills in their staff. Stand out as the product of their experiences, so that this condition is met: 1. The model should address the needs and strategic direction and 2. In its implementation and co-responsibility should be involved both senior management and other staff at all levels.

However, this change also requires the commitment and willingness of leaders to create an environment which encourages the recruitment and management of knowledge as a strategic factor that increases the capital both organizational and personal. This is important to hear what people think about this new culture and incorporate them in their development. We must avoid the perception of a “more of the same” to be imposed without the role of all.

4. The case Andean SIMOPARMA C.A.

Below is a brief excerpt of the process and results of the “Programme for Human Capital Alignment SIMOPARMA Andean C. A, the business” (Caracas, November 2004.) The achievements of the program contributes to the overall purpose company to establish and align structural and functional elements that ensure the development of their organizational system. An organizational system in line with business growth, expectations of consolidation in the domestic and regional markets and the consolidation and strengthening of existing competitive advantages of the company.

SIMOPARMA is a service company that bases its main value proposition in the ability of his staff, their experience, their relationships and their national and international technology and market knowledge. This sets up a comprehensive support for industrial operations appreciated SIMOPARMA customers who find it a reliable ally to achieve their productivity goals.

It is for this reason that management has given priority to establish the model and competency profiles that will guide the management of the asset representing the company’s Human Capital.

This effort SIMOPARMA steers to the path of global companies of the new economy, they value the competence of its staff as the most important strategic asset.

4.1. Program Purpose.

Provide management of Andean CA SIMOPARMA elements of HR strategy and necessary, to align their human capital management to adding value and building a culture of service.

4.2. Objectives

* Designing the Strategic Framework (Vision, Mission, Values, Critical Success Factors and value offer).

* Set the process network.

* Develop the Code of organizational competencies and competency profiles of different positions.

* Assess staff to identify opportunities for improvement related to skills development.

* Designing a Plan for the Development of Human Capital SIMOPARMA Andina.

4.3. Strategic elements

4.3.1. Key elements of the strategic framework:

* The comprehensive service as competitive differentiating factor.

* Guidance to support the client to obtain the maximum efficiency of the equipment and services provided.

* Adaptation of the technology represented the needs of the customer.

* The value of knowledge as a key asset SIMOPARMA

* The value excellence as well as service of organizational culture.

4.3.2. Mission

Our mission at SIMOPARMA ANDINA, CA in partnership with our principals, we support our customers in the industrial sector in the Andean region and the Caribbean that processed and packaged consumer products, providing comprehensive diagnostic, sales, training, advice and post selling, to obtain maximum efficiency.


Globally recognized us as the service provider to support processing and packaging of consumer products, preferred by employers for their ability to partner effectively with their clients and the highest level of performance of its human capital.

4.3.4. Strategic Values

Customer Orientation

We focus our efforts to fully satisfy the needs of our clients, with whom we partner in the mutual interest in the pursuit of excellence in our relationship and in the growth of our businesses.

Service quality

We maintain the highest standard of excellence in the services we provide to our customers, as a trait that distinguishes us in the market. To this end we are committed to meet the quality requirements of our services: appropriateness of technology, integrated solutions, added value and reliability, which fully meet the needs of our customers.

Vanguard and technological innovation.

We maintain a permanent disposition to investigate, integrate and make accessible to our clients advanced technology gives us a competitive advantage and allows us to optimize our services.

Identity and belonging

We identify and feel proud to belong to SIMOPARMA ANDINA, and fully share the mission, vision and organizational style.


We comply with its obligation to our customers, our principals, the company and ourselves, to contribute the maximum individual and collective performance to maintain service excellence.

Human Capital

SIMOPARMA ANDINA, CA recognizes its people as its greatest asset and he supports the excellence of the services provided to its customers, the survival and future development of the organization. To do this the company offers opportunities for growth and personal fulfillment and professional and distinguished above all behaviors that contribute to the achievement of organizational objectives.

Internal development

We strive for excellence through continuous improvement of our processes and services in a working environment of trust, harmony, encouragement and achievement orientation.

Value knowledge.

We learn from the experience and we focus efforts on acquiring, storing and utilizing knowledge for: Problem solving, dynamic learning, the anticipation in the market, the protection of intellectual assets and increasing intelligence and flexibility SIMOPARMA ANDINA.

Strategic alliances

We partner with companies providing technology that commit us to comprehensively meet the needs of our customers, in a win – win we care and maintain to ensure stability and excellence in providing our services.


We developed our structure to be able to produce new products or services, maintaining a favorable balance between the needs of the market and the profitability of the company.

4.3.5. Critical Success Factors

Human Capital

Persons identified and sense of belonging to the company, technically and emotionally trained to add value, motivated to accomplish their tasks, disciplined and with a clear focus on customer satisfaction.

Technology Resources

Hardware and software infrastructure that will facilitate the management and add value to the services SIMOPARMA ANDINA.

Brokerage represented – customers

Ability to make technology accessible to the companies we represent and make it comprehensive services that increase the productivity of our customers.

Relations with represented

Links stable, beneficial and companies committed to having technology in industrial production and whose prestige in the world market provide us with satisfactory service delivery to our customers.

Comprehensive service

Supporting our customers in providing a complete service covering comprehensive diagnostic services, sales, training, and post-sales consulting for the implementation and the efficient performance of the equipment we provide.

Market Presence

Strengthening our market presence and availability of our services with the highest level of quality, ensuring our clients ongoing support for the operation of the equipment we supply.

Strategic Planning

Systematic consideration of market conditions and internal company to establish projections of future positions SIMOPARMA ANDINA want to achieve.

Knowledge management.

Attention all personnel to the process of finding, selecting, organizing, and distributing distinguish useful knowledge to the provision of services and management itself SIMOPARMA ANDINA.

4.3.6. Competency Model


Competency Model Andean SIMOPARMA C.A

4.3.7. Key Organizational Skills.

Alliance to those represented

Create and maintain favorable relationships (“win-win”) with the companies that manufacture and produce technology for the production and packaging of consumer products.


Ability to respond in creative and innovative, and to deal with versatility, the new conditions and challenges posed by the market dynamics.

Knowledge Management

Acquire, store, adapt and use knowledge to problem solving, dynamic learning, the anticipation in the market, the protection of intellectual assets and increasing intelligence and flexibility of SIMOPARMA ANDINA.

Integral Service

Support customers providing them the services they require throughout the process from acquisition to implementation of sustainable and efficient SIMOPARMA technology that provides them.

4.3.8. A competency profile as an example

Role Wizard.

Generic Skills Assistant role.

Marketing and Sales Assistant

Responsibilities Marketing and Sales Assistant.

* Proposes, coordinates, executes and controls projects in the area of Marketing and Sales of products SIMOPARMA Venezuela offers, taking into account the needs and cultural characteristics of the domestic market.

* Reports directly to the Sales Manager and is part of different project teams SIMOPARMA Venezuela.

* Proposes sales strategies for the Venezuelan market that fit better economic conditions – social consumers and their expectations and needs.

* Develops market research to identify opportunities for current and prospective business, taking into account the image SIMOPARMA Venezuela and the companies represented.

* Designs, implements and evaluates sales plans, which highlight the competitive advantages of SIMOPARMA Venezuela.

* Monitors in the international development of technology in the field of consumer products.

* Formula sales proposals.

* Assist in the negotiation of the proposed sale.

* Plans, executes and monitors ongoing plans to visit clients.

* Identifies current and anticipated needs and expectations of prospective customers needs in terms of equipment and comprehensive service that provides SIMOPARMA Venezuela.

* Assist in the audit of customer satisfaction.

* Produce audiovisual and printed material in English and Spanish to support sales and marketing

* Maintains current directory clients with information on current and potential customers.

Emotional skills.


Technical Competencies Predicting Success.


Programs Human Capital Management based on Competencies represent a concrete way to manage knowledge assets and to clearly favor the productivity management in organizations. As seen in the case SIMOPARMA presented as an example, the methodology for designing competency models requires the alignment to the strategy of knowledge required by the organization and the people to meet their objectives. This incorporation of knowledge as a variable in the management processes through human input, ensures a growing increase in organizational learning capacity and consequently the quality of responses to environmental demands. These are factors that will surely increase the value perception on whether to take the knowledge management as an integral and transforming culture.


Habermas J. (1971), “The logic of the social sciences.” Editorial Tecnos

Robert E. Quinn et al (1995) “Master in Management of Organizations.” Editorial Diaz de Santos.

Gary Hamel and C.K. Prahalad (1998), “Competing for the future.” Editorial Ariel Economic Society.

Fritjof Capra, Turning Point. Editorial Anagram. Barcelona. 1995

Peter M Senge “The Fifth Discipline” (1992) John Doubleday Publishing

Annie Brooking (1997) “Intellectual Capital”, Editions Paids Iberian

Sunday J Delgado M. (2003), article “Skills Management Models” Ibero-American Foundation of Knowledge

K. Wilber, D. Bohm et al (1986) “The Holographic Paradigm” Editorial Cairos

Mr. Domingo J. Delgado Machado

Senior Consultant in Human Capital Management