Under the theme «Organizations that learn: learning potential to improve competitiveness»,the Morgan Philips Hudson Awards explore in their XII edition the possibilities of continuous training as an element of improvement in companies. The seven members of the jury explain in this report how organizations can promote and make the most of this strategic element to face an environment dominated by technological changes and increasingly complex.
Sponsored by Alphabet and the European University of Madrid, and with the support of ABC, these prestigious awards are aimed at Human Resources directors of companies with headquarters in Spain. They have cos categories: companies with less than 2,500 employees and more than 2,500. The candidatures can be presented by the companies themselves or by third parties. The term ends on December 31, 2018.
María Dionis, general director of Human Resources of Ferrovial. President of the jury
Organizations are facing an increasingly complex environment and the emergence of new technologies drive the transformation of business models. In this context, the ability of companies to evolve their critical capabilities is key to ensure the competitiveness of them. For this, companies have to create a culture of continuous learning and develop in our professionals the desire and ability to learn quickly and effectively, which is now called "learnability". Designing and promoting learning experiences in our employees becomes a priority in talent management.
Ignacio de Orúe, General Director of People, Communication and Institutional Relations of Orange
We live in an environment of accelerated change, in which continuous learning is a necessity to develop and, in a certain way, to "survive". At the level of organizations, we can speak of "organizations that learn", human teams that manage to adapt to change more quickly and correctly, taking advantage of opportunities more and better than others, creating value and executing their plans with agility. In these organizations, learning is a continuous process, in which the company puts the means, but the individual is the protagonist. Training is important, and everyone participates in it, because knowledge is in all corners of the organization. But more important still is to lose the "fear of error", and to consider it as the "best opportunity to learn".
Itziar Vizcaino, Human Resources Director of Metlife Iberia
If they want to compete successfully, organizations must transform themselves into "organizations that learn" to be able to innovate and respond quickly to change and the complexity of the global market. It is about planning L & D strategically and integrating a culture of learning in which employees extend their skills on a continuous basis, with the aim of making them more confident and able to react proactively to new market risks and opportunities.
The keys are: a leadership that promotes learning, the promotion of dynamics that encourage collaboration and experimentation, the attraction and retention of curious employees willing to learn, as well as providing the organization with resources for learning.
Luis Blas, director of Human Resources of Altadis Iberia
The speed of change and the amount of information available and accessible is marking the beginning of the 21st Century for all Companies competing in the markets.
The old paradigms available to solve problems are not always the best way to approach the challenges that arise in companies. That is why the ability and collective learning capacity of the Organization, in a broad sense, will be one of the competitive advantages in the coming years. How quickly they are able to integrate new paradigms and models will determine the speed of adaptation to the environment.
Two important keys to integrate in organizational cultures: collaborative environments, where the capacity to propose and create is exponential; and agile models that break traditional barriers to the flow of knowledge.
Luis Expósito, director of Human Resources and Services of Mediaset Spain
We live in the era of knowledge, in which intangibles take on special relevance, highlighting human talent, which marks the true difference between organizations.
In this context, the concept of "Organizations that Learn" is of vital importance, which was formulated in the 90s by Peter Senge, in the sense of organizations focused on the anticipation and response to change, for complexity and uncertainty , characteristic elements of the VUCA environment that marks today.
It can be affirmed that "the proportion in which organizations learn can be the only sustainable source of competitive advantage". Hence the importance of creating a scenario in which people can implement the potential of their abilities and commit themselves to the maximum with the spirit of continuous improvement.
María Paramés, Director of People and Communication at Bankinter.
A competitive company must invest in the continuous improvement of the quality of its workforce and, for this, training and learning are key levers. The financial entities are experiencing a moment of unique transformation that entails the revision of the models of relationship with customers and the modernization of operations. The fundamental element is to contribute to forge leaders in all areas of the bank capable of taking advantage of the opportunities offered by this new era for banking.
At Bankinter, we are tackling two paths to promote cultural change that allows us to successfully face this digital transformation. On the one hand, training our professionals in the new competences, raising digital training, putting at your disposal specific programs, and of reference, that allow us to understand the change, support the transformation and improve the current processes. And on the other hand, incorporating more digital natives in our areas of innovation, which in addition to providing us with new ideas, give us greater flexibility and agility.
Amalia Rodríguez, Director of Human Resources of Heineken Spain.
In this vortex of the vuca world, the ability and agility to learn individually and collectively becomes the grail that allows organizations to compete successfully. Today is not about knowing, it's about knowing how to learn. And to learn, you have to make mistakes, and to make mistakes you have to try. Accepting error as a learning tool is a necessary attribute in the culture of an organization that wants to be an organization that learns.
Another fundamental element is access to information. Generating a collective learning space means democratizing information, data, and developing continuous flows of information and experiences that feed back the learning circle.
A third element is leadership. In a learning organization, leaders must understand their role from a different place; Facilitation, feedback, communication are the places from which it contributes to develop an organization that learns.