In the following interview, Anita Hurreesing, human resources consultant, reported on the issue and said that the changes in all spheres of society have a decisive impact on decision-making within a company and the factors must be taken into account by the human resources department.
> Why the Bonair Group, where you started your career, she had focused on training?
This decision reflected a growing awareness of corporate and government policy, which had already established IVTB. One percent of sales of these companies was paid to this organization for technical training, which aimed to increase production and improve quality.
> How did we come to the notion of human resources instead of the "staff"?
Because the challenges have changed in nature, companies are left with an escalation of diplomas and they found a lack of 'soft skills'. With the new generation, it was then necessary to focus on the individual, his skills, so that companies are able to complete their projects. These are the human resources realized from these mutations.
> Is that the companies then changed the way they manage?
Not all. Some have understood that their existence would be threatened if they did not change their structures and 'mindset'. It was the company to make commitments to demonstrate transparency in its management, equity in the promotion exercise, promote the values of honesty, among others.
It is in this perspective what appeared, among others, the famous concept of social responsibility of the company that commits it vis-à-vis the community. This and other concrete commitments are motivating for young recruits seeking longevity insurance in these companies. In fact, the objective is to identify the 'brand name' of the company must first give the tools to promote, which will then spill over the employee who derive a certain pride in belonging a company whose name is synonymous with quality, decent working conditions and social engagement, among others.
> Does the young are they receptive to all employers discourse on transparency and ethics?
As in other countries, some young people want huge salaries, here and now, and pay little attention to the speech. They see things in the short term, while others are more patient, but they want concrete guarantees, firm and visible commitments, think in terms of career. They expect that the heads of departments begin with an example.
> To what extent can training help motivate them?
The training must be directly related to their work, with a program of support and serve as levers promotions. Must seminars on productivity are followed by concrete measures and allow to develop assessment instruments. But some companies are not very outgoing for these training seminars, because they believe that once trained young professionals leave their competition in that it offers higher wages.
> Do there not there escalation of wages among some young people who, in fact, lack of work experience?
Absolutely. Some manage to bluff their actual capabilities.
> Is that all companies are aware of the need for training?
Yes, and the request comes from themselves, but sometimes stops for technical needs. Sometimes companies only hire trained staff, so they are supposed to train young people. It's a bit like putting the cart before the horse.
> The company need to get out of its four walls?
Altogether, the company can not live on his island, she became dependent on any changes, other than strictly economic and financial. This is one reason why the work of human resources took its importance. Whoever is responsible should be able to understand every change that may impact on both the company management and employee behavior. This management-there is multifunctional as it also is also within the psychology and sociology. The human resources manager must be able to monitor the behavior of individual employees.
> It is he who is responsible for hiring and firing?
Yes, but, based on guidelines and the procedures to the letter. When hiring is to support the requirements of department heads who themselves are seeking a person's profile that corresponds to a specific position. Human resources are only verify that the rookie has the right skills and can integrate with respect to the culture of the company.
> Does the management structures in Mauritian companies have adapted to the new requirements in the workplace?
Not really. Because attitudes are tough and some people say they gain nothing by changing the rules of the game have always been favorable to them. They give the impression of being indifferent to the changes occurring around them.
> But young people returning from abroad are not they carry a positive change?
Outside Mauritius, these young people are indeed open to other cultures and have a promising speech, but once in Mauritius, they are caught by local realities and then they no longer arise the question turn things around, and maybe, they feel themselves the comfort offered by the system. It is a little prisoner a legacy of colonial history, its archaic management structures, and with modernity and liberalism, individualism may have prevailed over the collective culture.
> In 70-80 years, and in the late 90s, the unions used collective platform through struggles federating all communities in genuine solidarity ...
This is true, but unions also have not well understood social change, and economic impact on the daily lives of the employees, which explains their inability to provide concrete answers to a number of questions.
> Manage the staff of a company refers in some ways, the work of the teacher, the tasks of the parents ...
But it all starts with the family and the school, the places where the values should be taught. Each of these entities involved in the construction of the individual and the 'socialization'. The child spends more time in the classroom, with his friends, with his parents. This is the first stage of 'socialization' as a basis for professional integration and success, or not, after secondary or tertiary, and check the behavior of the individual in the company, and ability to work in community.
> Is that the multiethnic nature of the Mauritian population complicates the work of human resources?
No, in many European countries, who were the colonial powers, there are cosmopolitan payrolls, resulting from immigration. The management of these differences is not more complicated than it is in Mauritius. Everywhere, it is the values that the company wants to promote to be credible and that its future depends.
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