Navigating the Labor Market and Organizational Competence
Movement of People
Movement of people refers to physical changes that occur when a person changes their work, professional position, company, or employment.
Planning for People
This involves determining the quantity and quality of people needed for each operation or business function.
Attracting People
This is the company’s ability to attract individuals to perform the necessary work.
Socialization of People
This refers to the company’s capacity to integrate new employees in the shortest time possible.
Repositioning People
These are policies and practices for transfers, promotions, and expatriation of people to align the needs of the company with the goals and expectations of its employees.
Replacement of People
This is the company’s ability to relocate people in the labor market when maintaining the relationship with them is no longer possible.
Integration into the Labor Market
People decide on their careers, whether they are starting, wish to change course, or are relocating geographically.
Best Job Opportunities
These are the best conditions for people seeking new challenges, rewards, professional growth, or locations where they can feel better.
Withdrawal from the Labor Market
People may leave the labor market permanently or temporarily to dedicate themselves to other projects in their lives.
Labor Market
Opportunities and threats to people and companies in the existing labor market influence decisions about movement. Understanding the dynamics of the job market is essential to analyzing the movement of people within a company.
The labor market has been defined as the set of job opportunities offered by organizations and as a set of people willing to offer their labor.
The labor market is made up of complex relationships between the people who make their ability to work.
Dynamics are influenced by the context in which it is inserted, such as technological changes, globalization, and economic, social, cultural, and demographic factors.
Concept of Organizational Competence
Within the subject of organizational jurisdiction, competitiveness and competitive advantage are treated with different names, such as:
- Core competence
- Distinctive competence
- Essential organizational capacity
Main Links and Key Words in Common
Taken from the author, these are:
- Combination/integration of skills, resources, activities, processes, values, and organizational routines
- Generation of value for customers
- Sources of competitive advantage
- Difficult to be copied by competitors
- Forms gradually over time
Organizational competence is the result of a combination of strategic resources, skills, and processes that are integrated and driven by the organization to meet the needs of one or more stakeholders.
Sustainability is explained by the fact that organizational skills do not occur randomly or instantaneously.
Organizational Learning
This is the ability of a company or the process used to maintain or improve its performance based on acquired experience.
Organizational learning occurs when an organization is able to change its performance standards to anticipate or react to changes in environmental standards that are no longer needed.
To become a learning organization, a company needs to explain to management the importance of complying with changes, innovation, and continuous improvement.
Concepts and Characteristics of Horizontal and Agile Learning Organizations
- Flexible and organic structures
- Engagement
- Concrete shared objectives
- Leader with vision
- Implementation
- Reliable and respectful climate
Learning Organization
A learning organization stimulates a posture compatible with modernity, an environment that promotes people not being afraid of making mistakes, building skills to improve performance, and creating a culture of learning.
Identification of Organizational Skills
Learned skills are provided with the capacity for ever-changing development of required competence.
Consider these aspects:
- Identification of activities that cannot be delegated to third parties
- Teams to be formed should be interdisciplinary
- Settings should always be perceived by the customer as beneficial
- Skills and associated activities, technologies, skills, and relevant resources must be mapped
- A company should have no more than three or four essential skills, in view of limited resources
The text of Morgan – The Organization Takes Command:
Shows how organizations are always trapped in time.