Managing people-A A +A
Wednesday, September 25, 2013
QUEZON CITY -- It takes a lot of courage to understand what human resources development means in order to be able to get into the groove of its system and find its fit in an organization. This is what I found out, or better, what I learned, when I joined BENECO and was given the task of handling its human resources management and development department.
As a lawyer, I thought knowledge of labor laws and understanding job qualifications were enough. I was wrong. Beyond recruitment, compensation, human relations and good retirement package is a gamut of measures needed to be geared up to achieve desired institutional goals and performance. Now, the plate for human resources has made usual the tales for hiring and firing of employees and opened spaces for concepts like psychological contracting, succession management, the rule of the fit, career pathing and all that is there that has unmade human resources a stale field into an exciting and sweet science.
For people like me whose jump into human resources analysis was sudden, the transition was worth the challenge. The review alone of the structure of an organization that employs more than 300 people was tasking. The linking of the functions of seven departments was all the more tedious. Believe me, the job required more than the usual research of the latest Supreme Court decisions on labor management relations.
It was one hell of a learning curve I could not resist. And thanks to management, it has always considered human resources and its development as one vital cog of its company machine to fulfill its mandate of bringing electricity to the households.
I rue the fact I could not attend this year’s annual convention of the People Management Association of the Phil. (PMAP) at the PICC. I saw the learning sessions in the program and they really are worth the tuition. The gathering proves that indeed, no company can live without due consideration to making wealthy its human resources.
The Recloser was lucky though to be in the company of general managers and department managers of other electric cooperatives in a three day workshop here at the NEA headquarters for a three day course on succession management. It was worth the time. The inputs of the provider, Ateneo Center for Organization, Research and Development, gave me insights on how to manage people and their ambitions, conditioned by their ratings and individual skills. Now, I fully understand where AIlene Alafag, the performance management officer of the electric cooperative, would come from whenever she unfolds those performance assessment sheets and connect them with a TNA, or training needs analysis. The lady is a driver.
What makes working in an electric cooperative exciting is that it’s being an electric cooperative itself. It’s not a simple department store or a company of canned goods. Let me say it again -- the business of electric distribution is highly technical, financially demanding and extremely regulated. For a non-electric engineer like me who have to deal with engineers and accountants and people whose primary concern is to put on the lights, the task of managing is daunting.
I am still learning. I am still feeling my way into human resources management. I hope I started right and will progress right. I hope I will have what it takes to take the job done. The keys, I believe, are the following -- Love your work. Understand the context of one’s assignment in relation to industry you are connected with. Aim high. Laugh loud and boisterous. Clean up the desk at the end of the day. And drink beer or watch movies once in a while.
Published in the Sun.Star Baguio newspaper on September 26, 2013.