The gap between large companies and SMEs is also notorious when we talk about introducing intangible consulting services in the latter; solutions among which there are numerous interventions related to the development of the human factor in companies. In such cases, the refusal of small and medium entrepreneurs to meet with consultants is the most common trend, with few CEOs of SMEs that initially are prone to make a hole in their agenda to try to resolve, through the hiring of consulting services, some of the main questions about the staff always have. As for example, and among other questions, How far and how could increase the performance of the subjects?
Why is perceived some lack of enthusiasm in the staff?, How can I attract the best professionals? a template perfectly adjusted to my requirements and activities ? Can reduce delays, errors, eliminate “reprocesses” and reduce customer complaints? Have we reached the ceiling of our efficiency capacity? How could I compromise more workers with my business? Why is the initiative so low and participation so moderate? Why? Do I have to be in everything so that things go as they have to go? Have a look at the benefits of human resource consulting:
It is the most popular reasoning of small business owners who associate the need for professional management of staff with the size of the staff and think that, because they are so few and being “family”, they themselves can deal with any issue related to employees of his dependence. But, from what a number of people are it justified hiring the services of a consultant? Think about whether the management of the human factor in companies is a matter of quantity or quality.
In terms of people, we must take into account the double aspect that affects their correct or optimal administration in companies. Thus, while a part of labour relations are subject to regulation, other facets of the employer’s relationships with their internal interest group are left to their discretion, as they are not regulated by law, norm or agreement and, therefore, are not, mandatory compliance.
Some employers adduce the cost of consulting services as a sufficient cause to dispense with such collaborations. Especially when the (omnipresent) crises allow regret that the times do not accompany and that the consequent reduction of benefits prevents incurring new expenses. But the bottom line is that where it says “expenses” you have to see what you should say “investments”.
For some, doing something else that improves the management of people or that directly benefits the human factor in the company beyond what is stipulated in a sectoral agreement is a luxury, it represents a sumptuary expense, it is a superfluous effort that they are not willing to make and They consider that “it distracts from the main thing”, which is to work and produce.
There are no guarantees. And if there are no guarantees I do not a risk. A convincing argument, of course, because we must admit that one of the main difficulties, with respect to the human factor, is that there is no certain guarantee to offer on the intended results, so that any proposed intervention on people represent, in some way, a bet or, if you prefer, a risk.
One of the reasons that are also alleged to be suspicious of new proposals for consulting human resources are the failed experiences in previous interventions on this matter. Cases that have been causing for discomfort, actions that did not live up to the promise, costs that were not amortized or ended up being disproportionate, situations in which the contracted purposes were not fulfilled, etc.
Change of focus
Every company is a relational universe from inside and out and all companies have to resolve favorably their internal relations before they try to make their transactions with the outside result advantageous, so that large, medium and small are dedicated to satisfying their labor relations, but each one in his time, in his time, in his environment, in his environment and in his particular sphere.