Beyond the curriculum, the formation of the future involves the development of skills and competences increasingly demanded by companies. Aspects such as motivation and teamwork, and an increasingly practical sense of training, enables students of all ages to be better prepared to deal with change, one of the hallmarks of the 21st century.
Juan Manuel de Lara, Head of the Department of Professional Guidance of the IEB-Institute of Stock Market Studies and professor of Innovation & Technology, highlights the importance of adapting to the new professional profiles: «The professional profile demanded by companies has changed so much in recent years, which has forced universities and training centers to modify their teaching methodologies. At IEB we are not oblivious to these variations, but we believe that success is not in betting on one methodology or another, but rather on a balance between the value of the theory and the opportunity of the practice. Between experience and innovation. And with this philosophy we prepare our students facing the challenge of an increasingly global and competitive environment ».
De Lara also highlights the importance, in this environment of "Design Thinking", a methodology that offers students a challenge, the so-called "zero sprint", as the first challenge of practical application and undoubted training efficiency. «In each module (points out the IEB professor), the students have to state what objectives they have, what theories they are going to learn, what role the client will play, and what 'skills', personal skills, have to work on each real challenge. " In this process, methodologies such as the so-called "Pre Motorola" are applied, created to promote intrapreneurship with recourse to the expression of personal and team expectations when approaching a project.
Collaborate to advance
In any case, the change in the way of thinking (and, therefore, act) must enter with the registration, in line with what is expressed by David Tomás in his recent book «Diary of a Millenial», where he highlights how «We are all 'millennials', it is not a generation but a change of mentality». In this journey, Tomás, co-founder and CEO of the company Cyberclick, elected two consecutive years as the best SME to work in Spain, according to Great Place to Work, points out how (good) talent management matters, and much, in the face of a future in which "millennials" as such will remain an average of three years in the same place (as the author recalls, the average of the "baby boomers" and "generation X" amounted to ten years).
From the point of view of the company, Antonio Manzanera, Manager of Attraction and Talent Development of Enagás, highlights three main focuses when it comes to identifying talent: «They interact between them, and they are knowledge or experience (roles and responsibilities of that particular job position), the skills or competences and the motivations. With all of them, we look for the best profile fit in each case ».
In the case of skills and competences, Manzanera highlights the importance of transversality or teamwork, creativity, innovation, continuous improvement and flexibility, "empowering people in the face of an adaptation to changing environments (VUCA) and thus propose proposals for quick results ", while, in terms of motivations, highlights how the new generations move more by interesting and attractive projects that help them develop professionally and make your professional and personal life compatible.
Jaime Grau, Global Director of Mobile Payments and Digital Banking at Telefónica, and professor at IEB's Master International Management & Analytics, highlights the importance of transmitting leadership values to his students, "and (adds) the importance of developing skills cross-sectional ', as analyze and make decisions, commitment, team management, negotiation, time management, creativity ... something that has always been important, but which, at present, is crucial for those who want to be able to cope with an increasingly competitive environment and with more challenges ». Grau also highlights that these challenges are real, first hand in prestigious companies, "from the first year of career, by teams, working in an environment 'agile' and with the ability to test, negotiate, make decisions, make mistakes and try again, etc. " Prepare the future on the ground.
Work before work
Professor De Lara highlights the importance of assigning functions well in a training process applied in cases such as the Double Degrees in Law or ADE with the Master in International Management & Analytics that are taught in four years simultaneously: "In a controlled environment, there is a team leader chosen by the group and a tutor who measures the results (the teacher, who performs the role of facilitator), in addition to a project manager and another technician ».
The system changes every four months, which encourages the participation of the whole group and the evaluation of each performance: communication problems are measured (basic in the management of change), which skills have developed better and worse, etc.
At all times, contact with the company is a priority, as De Lara points out: "There is a first phase, of immersion, in which, for example, and in the event of a possible expansion of a company to China, we interview managers, the needs of the production line, judicial regulation, etc. are studied ». Then comes the crystallization: what needs to focus more and better, problem solving ... a first-hand experience.