"Sustainable development requires a social, economic and environmental strategy"

"Sustainable development requires a social, economic and environmental strategy"


-What is the origin and purpose of a company like BLUE EARTH?

-Our organization, Blue Earth, was born in 2021 within a system of companies located in the Canary Islands and all of them belonging to the sector of sustainable development, waste management and the environment, therefore, our corporate DNA is clearly defined by this identity.

In essence, we are a business consultancy specializing in providing our clients, both in the public and private sectors, with solutions in terms of organizational development, business development, as well as training and human resource development.

Having said this, we have perfectly assumed and integrated our particular purpose as a company, and this is none other than to contribute through our activities to the sustainable development of our environment, understanding it as the social, economic and environmental ecosystem that surrounds us. In fact, these three concepts: social, economic and environmental, represent the three axes of reference when designing any sustainable development strategy.

-In the field of Human Resources development, what projects, initiatives or solutions of this nature are being carried out from BLUE EARTH?

-Fundamentally, we focus our value proposition on helping and supporting our clients when it comes to covering the development needs of their organization, all of this through an adequate diagnostic process, precise evaluation of the profile of human capital and available resources, the design of the most effective actions, tools and solutions to cover said needs and, of course, the alignment of all this with the objectives, mission and purpose of the organization.

A priori it is simple to define, but highly complex when it comes to implementation.

-What are the main challenges that an organization currently faces when it comes to developing to be more competitive?

-We know that in the 21st century, organizations, both companies and public institutions, face a highly competitive environment in which the challenges to overcome have a hybrid profile: media, social networks, clients and physical consumers, legislation and environment regulator, internal and external competition...

The strategy of organizations, and their chances of success today, increasingly depend on being endowed with a properly trained human structure, and endowed with the skills, abilities, knowledge and skills necessary to provide the levels of quality, effectiveness and efficiency that are required.

At this point, it is essential to point out a key idea: the field of human resource development in organizations has an intangible nature, while also having enormous value and the ability to influence results. In this area of ​​intangibility, it is strategic that the people who are part of companies and institutions are equipped with the ability to be as cross-cutting as possible when it comes to carrying out their duties. This means being in possession of an increasingly broad set of knowledge, abilities, skills and abilities, which allow them to provide greater value in increasingly varied fields and fields from their job; in contrast to all this, almost countercyclically, with the highly specialization-oriented trend that education and training has had in the last 100 years.

Therefore, the great challenge of the training and development of people today is knowing how to combine the provision of specific and specialized content, with the increasingly broad and transversal perspective that is required of the 21st century worker to be competitive.

-You have mentioned the training activity as one of the pillars of the development of people in organizations, what challenges do you face when it comes to meeting that objective?

-Training, as a concept, is not limited to the mere transmission of information. It is a process of knowledge transfer that, accompanied by an appropriate methodology, allows the person to develop in himself, improving his abilities, skills, abilities, and even his behaviors and attitudes. All this leading to a better result in some area or specific aspect.

If we talk about the training that takes place within organizations, we could talk about 3 fundamental elements when guiding development and training processes towards success.

In the first place, there must be a clear alignment between the education and training provided to the human capital of a company, and its objectives, goals and purpose. This, although a priori it is common sense, on many occasions it is not fulfilled, fundamentally due to a lack of planning and organization. Therefore, the entire process must inherently go through an effective evaluation and diagnosis. Know where we are and what we need to get where we want to go.

Secondly, training and development must be worked on at various levels: transversal and necessary to function effectively as an organization, group levels to achieve the best team performance, and individual levels that will allow the experience between the individual and the organization of the best results for both parties.

Thirdly, use must be made of the most appropriate training tools that guarantee the best assimilation and integration of the contents. Fortunately, advances in teaching methodologies and the support offered by digital infrastructures today are achieving significant results and balance in know-how.

-In a region, country and international environment that currently face some of the most important social, political and economic challenges in its history, what role does training play for the professional future of our young people and what opportunities can we envision? ?

-This is a matter of great importance. When we talk about training, development and training of our young people, we are not only talking about their possibilities and opportunities for employment. We are really talking about the situation that our most important asset will have in the balance that, as a country, we have when it comes to competing globally.

In this sense, the contribution that each one of us individually makes to the total value of our organizations, measured in social, economic and environmental terms, should be the greatest possible.

This is why models such as dual training, alternating with practical work experience, or the continuous improvement of professional training, represent one of the most interesting development paths when it comes to improving the work structure, not only at the national level, but especially in our region. They allow the incorporation of personnel to the labor market with a level of abilities, skills and knowledge highly aligned with the real needs of the market, as well as a curve of adaptation / productivity of the person in his job as vertical as possible.

Faced with all this, the greatest of the challenges that we currently face comes from the hand of the elements that, at an international level, are reconfiguring the political, economic and health reality that surrounds us. The impact that all this has on the resources and training structures that we currently have, will determine the future.



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