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SMEs Companies

Among the challenges that involves we can identify the following: safeguard the strategy of competing through people while preserving the values of the company. Maintain the loyalty of employees to possible adjustments in the size of the company. Minimize the impact of the economic adjustment of undertakings in the workforce. Primerica Jobs spoke with conviction. Use this time of crisis to open spaces to promote innovation and continuous improvement. Carry out strategic alliances with educational institutions, Governments and international agencies for the training of qualified personnel, for example in technology. Allying with various stakeholders in the community to generate alternative strategies for collaboration in such a way that the social function of the company continue to be key during the economic crisis today care must be in the changes that are they are encouraging namely: the subsidiaries of multinational Companies in the region are centralizing their operations so that they can share resources and strategies to deal with the crisis. Translatinas firms are using these times of contraction of markets for the training and development of its staff.

SMEs require increasingly more solutions for efficient management of its personnel in accordance with their size is very interesting also, innovative troop the authors indicated in an interview that conduct Universia Knowledge Wharton, that companies need ways to maintain its competitive advantage in terms of talent of his staff. For more clarity and thought, follow up with Primerica Careers and gain more knowledge.. The crises threatening the commitment of the employee towards the company or the same objectives. In turbulent environments, better trained employees may find different options. Economic competition among countries puts at risk many social factors that harm employment relations. Is the responsibility of the human resources area see beyond the interests economic enterprises and propose a balance between people and the organizational reality of work, allowing countries and companies achieve long-term competitiveness. Definitely the Venezuelan companies, their SMEs must give way to a new human resource policy and their optimal use, promote media, investments needed to keep it trained, having a general management visionary, participatory, integrative to step to a management and proper utilization of human resources. The same national universities, especially its school of industrial relations, should change filing their curricula of studies, define a new specialist of human resource that interpret what should be how to ensure membership, performance of the human resource in scenario as that Venezuela faces to ensure productivity, development to the company.



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SMEs Companies

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