June 21, 2021

Diversity and conciliation, the keys to the work that is to come | Innovation

With an automation that is gaining more and more integers, human resources departments face the great challenge of organizing and planning new forms of work. Different experts, gathered in a meeting organized by EL PAÍS Retina and sponsored by Accenture, outlined the keys to how to combine technology with employees. As Luis Díaz, head of Accenture’s talent and organization for Spain, Portugal and Israel, commented, this transformation can only be based on data, new capabilities and agile models. “The potential of applying intelligent tools is brutal. People management must be at the center of the process. Only in the financial sector do we expect it to have an impact of 140,000 million euros, ”he argued. But beyond the amount, other proper names gain relevance.

Diversity was one of the meeting points for the vast majority of participants. Managing different generations, with distant labor approaches in certain cases, is a great challenge for any organization. In the words of Elena Extremera, director of organization and new ways of working at Repsol, this reality must be understood in the broadest possible sense. “We talk about a competitive factor, a great learning among all the people that make up a company. For some, there is even an emotional bond with companies, ”he said. It is not so much about remote control of employees from human resources, but about offering them the necessary solutions so that they own their careers.

With the horizon set in the next five years, conciliation and flexibility are an essential part of the debate. Younger people push harder and harder in order to increase equality within companies. “They have different expectations. They seek a business purpose, a commitment and achieve an impact. The environment is already flexible enough for men and women to have the same opportunities, ”said Inmaculada Catalá, director of strategy and development of solutions in the area of ​​talent and culture at BBVA. To make this transformation flow, the change in the forms of leadership is almost indispensable. Teams must trust those in charge and increase their ambition levels.

The unstoppable speed of digitalization has extended its tools to organizations. Doubts appear when it is not clear which ones to use or how to get the most out of them. “We are facing an internal opportunity to get the best of people. We have to give the means and see how far they can go, ”said Juan Carlos Rondeau, corporate director of organization, talent and mobility at Mapfre. He has lived in first person in his company. Adapting to new forms of work has been the constant in recent years. But as this does not stop, since this year it is his turn to personalize the experience of the employees and know how much each one of them is willing to collaborate.

The public sector needs to step on the accelerator

When addressing the path to be taken by talent management, the public sector is not mentioned – despite the millions of officials that Spain has. Óscar Cortés, digital communication coordinator of the Madrid City Council, shed some light in the middle of the usual shadows. “Professional profiles and the recruitment of workers must change. The opposition system serves to prove knowledge, but not to face labor problems of the 21st century, ”he concluded. And, in his opinion, the Public Administration needs to step on the accelerator if it intends to address the challenges of digital transformation, which has become a catalyst for change.

To try to close the circle of the conversation, Michaux Miranda, general director of people management at ADIF, did not want to ignore the importance of motivation. He explained that, particularly among the youngest, it is a central axis of his work conception. “Keeping it once inside the companies is a complex task. Society increasingly demands different things and we have to offer them. You have to keep in mind that they also bring different skills, ”he said. The questions placed on the table are unpublished, although none of the attendees discussed the economic and personal potential at stake of a subject as sensitive as the future of work. The solution to the challenges, at least to some, is clearer.


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