A trap of optimizing skills use when allocating human resources to a multiple projects environment

IF 1.6 Q3 MANAGEMENT
Marco Leite, A. J. Baptista, A. Ribeiro
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引用次数: 2

Abstract

Purpose The purpose of this paper is to highlight possible hidden risks when allocating multi-skilled human resources to teams working in a multi-project environment. Are allocation strategies maximizing the use of skills for each project, the only way to improve the chances of all projects being successful? What are the risks in this strategy? What are the available alternatives? Design/methodology/approach Simulation was used for different allocation strategies to evaluate, using two different metrics, the staffing of human resources in different projects. Three categories of companies were studied, and for each typology, virtual companies were created and several scenarios of collaborators, projects and tasks were simulated to evaluate the staffing process. Findings It is shown that for different simulations, different allocation strategies and metrics are possible for evaluation and that there is no golden rule of staffing in organizations with multiple projects and with multiple skills collaborators. The staffing is very much dependent on the context of the company. Practical implications The numerical method provides general managers with a useful tool to enable a better distribution of staff collaborators in teams handling multiple projects that require multi-skilled human resources. This method can also be used to evaluate training needs and hiring strategies, as it presents an overview of all human resources skills and motivations. Originality/value For academics, the methodology developed enables the study of characteristics of human resources, skills and motivations, which are interesting for team formation. To practitioners, the numerical method is a practical tool for staffing in multiple skills and multiple projects. This tool can also diagnose each company situation regarding current collaborators’ skills and motivations, serving as a tool for training and for hiring.
在将人力资源分配给多个项目环境时,优化技能使用的陷阱
本文的目的是强调在多项目环境中向团队分配多技能人力资源时可能存在的隐藏风险。分配策略是否最大限度地利用每个项目的技能,是提高所有项目成功机会的唯一方法?这种策略的风险是什么?可用的替代方案是什么?设计/方法/方法模拟用于不同的分配策略,使用两种不同的指标,评估不同项目中人力资源的配备情况。研究了三类公司,并针对每种类型创建了虚拟公司,并模拟了合作者、项目和任务的几个场景,以评估人员配备过程。研究结果表明,对于不同的模拟,不同的分配策略和指标可能用于评估,并且在具有多个项目和多个技能合作者的组织中,人员配置没有黄金法则。人员配备在很大程度上取决于公司的环境。实际意义数值方法为总经理提供了一个有用的工具,以便在处理需要多技能人力资源的多个项目的团队中更好地分配工作人员合作者。这种方法也可以用来评估培训需求和招聘策略,因为它提供了所有人力资源技能和动机的概述。原创性/价值对于学者来说,所开发的方法可以研究人力资源、技能和动机的特征,这对团队的形成很有趣。对于实践者来说,数值方法是在多种技能和多个项目中进行人员配置的实用工具。这个工具还可以根据当前合作者的技能和动机诊断每个公司的情况,作为培训和招聘的工具。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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来源期刊
CiteScore
3.40
自引率
29.40%
发文量
28
期刊介绍: This international journal contributes to the successful implementation and development of work teams and team-based organizations by providing a forum for sharing experience and learning to stimulate thought and transfer of ideas. It seeks to bridge the gap between research and practice by publishing articles where the claims are evidence-based and the conclusions have practical value. Effective teams form the heart of every successful organization. But team management is one of the hardest challenges faced by managers.
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