In several chapters of this booklet I have addressed this change of direction of staff exclusively focused on operational aspects of traditional personnel management and building organizational structures to a more modern human resources management to consider also its progression and interrelazionare resources to create structures for future direction that not only manages the resources and interrelazionare people to build structures but acting as guarantor for the shareholder of the essence.

 

In fact, is the addition of the word guarantee that introduces this news in the future development of farm structures. Today in company guarantee on products, whether legal or complementary to reassure customers about product quality manufaturati. Then why not give up a guarantee to shareholders on human resources management and organization? Why give this assurance to shareholders? What?

 

In modern management there is only one figure who is elected by the shareholders who is the chairman or chief executive depending on the organizational form that will be given in each case on a single figure has concentrated all power to decide on fate of the company. This logic resulted in a business where around these Top Managers were poor, usually with a lot of experience before moving on to positions of command and probably only intended to stay for long periods under the command where the loyalty the company was a core value of Top Manager. Today this has changed around, the Top Managers will happen every time are younger with less experience and consolidated them internally with less loyalty to a company and more available to mobility, there is more loyalty Checche, a part of it in the other. In the sense that even today the shareholder is willing to grant more than a chance at a Top Manager grown on the farm and faithful if the shareholder is another substitute known or commits some mistake.

 

This change of attitude on the part of the Top Manager causes that are required to achieve short to consolidate their positions super Top Managers are able to solve any problem at the expense of the consolidation of the company for future generations. So in this frenzy to produce results all the power and concentrated them and can devote themselves to change everything. Not only are dedicated to establish a strategy and implement it, but they have a tendency to create everything again to achieve results as quickly as possible.

 

I say that this is normal, well, not so much, achieve results quickly can not always be significant that these results will strengthen the business and ensure the future of the company. Cut costs for granting a profit can be very important, but do so without delay an investment plan or ideas may cause behind putting in doubt the future by helping to send to the company whores.

 

In the past these Top Managers merely changing positions and trade marketing for the most times so people can have confidence with which act on the operating arm of the company, to develop the Commercial and Marketing. Up to here a certain normality, normality to which I have always been opposed because it provokes a strong motivation in troops and staff, so to say. Li is where the DHR should intervene now, that is, highlighting internal resources, alert on the dissatisfactions that might create, ensuring a passage not traumatic, encouraging the integration of the Top Manager and not isolation. This action by the DHR is certainly easier in the event of a Top Manager from within meanwhile knows forms of implementation and Management. Becomes more difficult when outside with a desire to cut with the past. This is not the first words despite a Managers Top Management to present a company are always the same: I come here to help, I know the current management, I have known these days of Managers and are convinced that good you are, I do not want to bring people away because I am convinced that if there is enough staff, bla, bla bla. Finally come across a new troupe, why and as a result of this new elite of Top Managers.

 

But back to the point, so far these changes were only in operational areas, is unlikely in the back office, difficult financial position, guardian of the true numbers and unlikely that DHR because the custodian of history of people and organization. That, precisely because this elite had enough with the changes of individual Managers, wanted to redesign organizations, invent new structures, changing everything. At this point, in front of a DHR that could seek to discuss options are structural or people, have preferred to enter into this dance also the Management of the DHR.

 

So doing have destroyed all that may involve the Human Resources word in the sense of being the story of relationships in business and structures that made the company to become a mere instrument of reorganization and thus riclasificazione people. But the resources were made available to the structure and not according to a story, but again feeling with the Top Management. The whole essence of a DHR has lost to a management day by day, so the mirror day by day management of the Top Management. Nothing you can create meanwhile has created a new link DHR and top management fully dependent than between shareholder and Top Management, therefore the activity of DHR is subordinated to that of the Top Management, but the most serious is that time is conditional on the basis or stay of the mandate of the Top Management. On one side of the product was subjected to a new Top Manager, but now also the essence of the company and its best value are the people who work there, is also subjected to short, not the consolidation of 'Business.

 

Witnessing a change of organization for change, more rational than those that last more strafalari as it hoped. Witnessing a pyramidal structures for those business units other than those in other matrix flattened and then ritrasformano in other hybrids, all this in a time so fast that the company is permanently without rumble. Without rumble because during a period of several months is still to understand how the new structure and how to position themselves, once made official the new structure you try to figure out where one is and who should relate, at this very moment all trying to stay understand why the same in other months of operation as a group, only isolated actions less effective if implemented in that group. Once it begins to operate in this new reality, new air of change, new months of waiting, new understand month and so on. Process accelerated and strengthened if accompanied by changes in top management and DHR to be clear symbols of new changes. If more is not realized any training to learn to work with the new structures will get two negative effects: first, that the management will continue to work as before vanishing, and so the effects that you wanted to try with the new structure, the second the demotivation why not go ahead promoting a new change and crippling its business. If this happens several times within a few years, the result is obvious, the company remains paralyzed in its policy and decision and go to whores irretrievably. If this is allowed to multiply at all levels and also in an affiliated company disappears. Top Manager will always remain the pretext that the market has fallen, that the conditions were impossible, that has not been able to do what he wanted to do because the internal impediments Management did not understand ... cazzatte! He led the Management that he wanted, changed the structure as he wanted! The problem was perhaps that was not capable for such a large company or industry!

 

The company is not a military entity to which the General commands and obey the other as a single body, the company is made up of individuals who agree to cooperate or ambush until the arrival of a new general or for life. In large companies and very simple to do so, so you should seek the cooperation of all to advance the project.

 

To avoid this, this loss of resources, not only in the sense of loss because seek other realities, but of motivational loss of a direct impact because each one produces both a product or management or have ideas, the shareholder must ensure control over this function, the same form that keeps the Top Manager. For this reason my suggestion and make a double change management.

 

The first, that the DHR is transformed into DR & G, which is Direzione in the management of resources, as a result of them, and you add the factor of GUARANTIE, namely implementing the Guarantor for the shareholder management of resources and ' organization to ensure the survival of a long time. This first step should not be difficult organizzattivamente, just the Top Manager knows that what he wants done needs to be shared with an institution such as DR & G to act on long-term average is not just about short. Ottorgare mean more weight to the DR & G, which has lost in recent years. Another thing and find current DHR professionals wishing this new function as a partnership, let's say, two-man Top with the manager and not as its Virreina where do what one wants.

 

The second, that this new DR & G, is directly invested by the shareholder of (executive board). Still structurally under a structure in which the Top Manager is the host, but where a figure such as DR & G ensures that the medium-term work on the resources and organization. Could not be invested by the shareholder, because on the contrary there would be no security for collaborative action, not subordination. So in case of conflict, the decision is not only derivative of the power structure, but having to do escalation on the Board of Directors for dilucidare the strategy to follow.

 

Focusing on absolute power on the strategy and resources in one person by the shareholder around today seems too risky, and recent experiences show that the continuing structural changes since the last Top Manager, the accompaniment of new managers lasting as the Top Manager of Directors of HR lasting as the Top Managers have demonstrated the ability to send a whores a company despite the market has fallen.