Anuário da Indústria de Implementos Rodoviários 2018

112 F amily businesses are a global phenomenon. In Brazil they were predominant until the 1950s, in every segment of the economy. With the government of Juscelino Kubitschek, Brazil opened up its market and family companies began to compete with global corporations which were professional and had structured processes in relationships with their employees and which achieved better technical quality. If global companies are more professional, then why do family businesses survive? A family business is recognized in the local area, it has a close relationship with its customers and with employees, even with its competitors .Its values stem from family culture and so are, from the perspective of the market, trustworthy. A family business is a great business, but it needs to be well managed to survive. Responsible for 60% of jobs in Brazil and 48% of national output, smaller companies are now crucial to economic development. It is estimated that 85% of Brazilian business is made up of family organizations. The pressing question is: how can family organizations survive? In order to answer this, we must understand the characteristics of and the context inherent to family businesses, taking into account issues related to personnel management. Personnel management is often discussed in companies and in academic spheres. In academia the concepts are more sophisticated than in corporate practice. In addition, a lot of business owners think that issues involving employee management are less important than activities like sales or financial management. Understanding what is involved in personnel management is fundamental to being able to add value to the organization. To facilitate understanding, we will analyze the definition of personnel management, namely: a) Personnel management is a managerial function: this means that any manager is a personnel manager. The position does not matter. One could be the most junior leader in the hierarchy with few powers, but you are a manager of people. b) The focus of personnel management: making an employee cooperative in the organization and getting results. c) Goals or targets set must be achieved. To this end, personnel managers are responsible for guiding, training, evaluating and developing their subordinates. The goal is to get results, with the least waste of time and effort. The Personnel Manager’s role:  Recruitment and selection. Recruiting means attracting candidates. Selection is the choosing of the person who will be given the position. The manager must be able to define exactly the competencies required for the position subordinate to them. This means knowing what skills are needed, the tasks to be performed, the training and the conduct required for the job.  Training and development. It is up to the manager, from any area or at any hierarchical level, to be able to train subordinates, both to carry out their daily tasks and to grow in the organization. If a subordinate grows, the manager will grow, too. The relationship between the parties should not be competitive but one of partnership. Boss and subordinate depend on each other.  Performance evaluation. It is the manager’s unequivocal responsibility to measure the performance of subordinates and signal the need for improvement or explain to the employee how they are evolving or if they are not complying with the work model.  Remuneration. Total remuneration is the sum of salary and benefits, whether mandatory or optional. It will often be up to the manager to manage salary and benefits issues.  Health and safety at work. Although health and safety at work policies are defined by law, it is the manager’s responsibility to supervise safe conditions and adhesion by employees to the standard of conduct established by the company.  Relationship with employers. This means being responsible for mediation of discipline and conflict issues between your team and the company, being responsible for compliance with quality of life at work actions and employee adherence to the programs established by the company. All these attributions fall under the human resources area - that is, they are are parts that form the whole in personnel management. There is definitely no single activity that is more important than another. They are all necessary for there to be control and productivity in organizations, whether family businesses or not. The great challenge for organizations is to have, or train, managers that can make all the activities inherent to personnel management efficient and effective, so guaranteeing corporate results through the performance of their employees. It is a process of adopting beliefs and philosophies (values and vision), as well as defining methods and instruments. It is essential and possible to make a family business professional, taking into consideration the culture of the organization, backed by the values of the founder. Family businesses and management of their employees By Domingos Ricca, consultant who specializes in family businesses and is a partner at Ricca & Associados ARTIGO | ARTICLE | ARTÍCULO