El sistema de formación brasilero

The first section of this chapter concluded different fields in which choices need to be made. These choices could be made by addressing values to these variables. In the survey I conducted, I asked the HR practitioners what the optimal values to the variables were according to their experience in the field.

All organisations found long term HR strategy important. Only two practitioners suggested starting with a pilot and therefore using short term strategy with multiple shared goals. Therefore the value for this variable was easily determined.

In discussing and answering the optimal solution for sourcing the SOHRM system, the group of practitioners and consultants was divided. Six out of eleven practitioners and one consultant

= Ideal situation

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preferred insourcing the SOHRM activities. They argued that an outside organisation could never have sufficient knowledge of their employees and organisation to manage such a system the way they could themselves. The other six professionals preferred outsourcing a SOHRM system. They argued that only an external organisation could objectively assess all aspects, e.g. employees current abilities, future potential, and organisational demands. Whether this external organisation should be affiliated with the Twente Kennispark or not did not matter to them. They believe the organisation that could carry out a SOHRM system best, should do it.

The two practitioners that proposed a pilot of an SOHRM system, believe the formalisation could be loose. They agreed that for any other situation the variable of formalisation should be scored as although many rules and procedures could make the system inflexible and not performing at its best, however, they said, the clear rules are necessary to ensure equality within the system.

All practitioners chose one of two options concerning the geographic scope. Either to open up the SOHRM system to all organisations in Twente, or to limit it by industry. All but one that chose a certain industry in Twente, thought that opening up to all organisations in Twente was also a valid option. One practitioner from a large organisation suggested grouping circa five organisations from one industry. In this way the system would remain clearer, communication would be easier, and it would be easier to set up. However, he added, the possibilities within such a small SOHRM system would be limited. A professional from another large organisation stated that is was important to go as large as possible, as to avoid restrictions. One practitioner from a medium size organisation argued that it was no problem to open up to the entire Twente region, since, in his experience, the highly educated personnel his organisation is looking for are willing to travel. None of the practitioners chose to limit it to the organisations on the Twente Kennispark, not even the companies that are housed on it.

Deciding what the value for the function scope should be proved difficult. Except for two, the practitioners did not see the big difference between human capital and creative capital. They simply want to improve the level of human resources within the region in general, but particularly within their own organisation. This can be in creativity, effectiveness, educational level, et cetera. The two that did see a difference were a large and a medium sized organisation that clearly state that the focus should be on a high educational level (higher vocational education and higher). It is remarkable that the large organisation is from the food industry which employs only a small group of highly educated personnel, while the medium organisation is from the high-tech industry, employing almost only

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highly educated personnel. The organisations that suggested a pilot project earlier on, propose to start with one function type that is not part of the core activities of the organisations involved.

Concluding, it is remarkable that small organisations do not support a SOHRM system at all. When they had to chose, all practitioners from small organisations chose a loose, short term system that does not concern core functions. Although they recognize that the system can offer their employees possibilities their organisations momentarily cannot offer, they are afraid to lose employees to other companies within the SOHRM system. They are also afraid that introducing a SOHRM system involves a lot of extra problems, requires a lot of effort, and are simply not supporting such an initiative at all.

When the choices the practitioners made are combined with the table of possible organisational forms and their scores (table 9) this results in table 11.

Table 11: Most suiting organisational form according to practitioners

-results do not offer enough data to make a choice for one or two organisational alternatives. It is however clear that their critical choices lead to a formalised organisation to execute a SOHRM system. Also, they believe a high degree of

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formalisation is needed. According to the HR practitioners, the ideal organisational form would be either standard outsourcing, payrolling or even an umbrella organisation as employer of all the personnel that is part of the SOHRM system.