Once carried out the planning of human resources (types of points, deployed key, amount of personnel, ect.) it is evaluated performance and potential to arrive at an inventory that balances the needs of talent with its immediate and future availability. This balance identifies obstacles critics who can lead to a reframing of the strategic goals or to specific plans of acquisition and development of talents. Completed these stages the plans of development or race for the personnel with potential are elaborated. The fulfillment of the individual plans altogether, but the strategic operations of selection generate the quantum of capital human that makes the strategic targets viable and viable. They really serve the systems as management of the talent? The system of management of the talent, so effective when they read it in the manuals, usually is vitiated by the combination of uncertainty with bad management. I already score more above than the antiquity average in the corporative world is of 2.8 years. The fusions and acquisitions, the variety of the markets and the re-engineerings attempt against the plans of race in the companies. The crises that, in these days, affect companies, banks, national schools of businesses and states are, to a large extent, consequence of more than two decades of negligences and improvisations in the management of the human capital.
Years in which many organizations stopped being platforms for the growth of the people becoming to hostile surroundings in which, as " titled a book of Andy Grove; they only survive paranoicos". The new generations (of the 1980 class in future) already are adapted to this situation. Indeed, they are those that are rotated. They establish liquid bonds, as Bauman would say, with the organizations. Many development plans approach bets in scene in which, of a side, unattainable promises become and, of the other, assume desestimables commitments.
Gardel would sing: " today an oath, tomorrow a treason. Loves of student, flowers of a day son". To this defects of management of managers are added to him who, in few cases, are trained to detect the talent and to let grow it. Usually they are few objectives evaluating the performance or the potential and they do not lack those that they see talented as the competing ones. Against this background, many organizations have stopped planning races. Nevertheless, they do not stop investing in the management of the talent and although the actions are not totally affective, not to do anything is not option. More above, the Techint case, that has been mentioned hardly it could have obtained his international growth without the professional management of the talent. Similar was the case of the Bemberg group in the years management of Morita. In Techint and Quilmes the wise advice of Renzo Terzano weighed, that learned in Esso and Xerox, that a company not crese without clear strategies of development of the talent. The knowledge and the motivation of more and more necessary people will be an ingredient in the new economic scenes. It is by this finding that Gary Becker and Theodore Schultz arrive at the Nobel prize giving form to the theory from the human capital. It is challenge is raised and the organizations solve who it counted on a definitive advantage.