That we live in change and that it is marked by speed and innovation, is already a truism. This 21st century will bring 1,000 times more changes than the last, so let’s take advantage of everything that these new times will offer us.
The way in which we live, relate or buy, is completely different from that of just 20 years ago. The new generation, the Z, marked by dynamism, digitalization and immediacy, encourages us to incorporate new habits, because change for them is an aspiration. Likewise, this is also evident in the workplace, since these are not just organizational changes or digital tools that help us to be more efficient and competitive, we are talking about a change in corporate culture that requires incorporating new behaviors, competencies and abilities. We work in different environments in response to the new demands of people: finding a close, agile, personalized experience in dynamic and flexible organizations. But at the same time, the work environment is transformed to respond to the market, with a more demanding, informed and connected consumer profile. Therefore, we speak of a transversal change: the market changes, the organization is transformed to respond, the employee seeks a different work experience.
In the transformation society, far from the usual references and models, organizations are in the “Beta” phase, learning to “be” and “do” things differently. Having the capacities to adapt to the new environment in an agile way giving service to the business, is key. In this way, digitization is essential but it is not the end in itself. It is about defining the purpose, scope and objectives using technology and creativity to achieve it. Since change will only be possible if it is articulated through people, the director of personnel takes on new roles as promoter, driver and accelerator of a new culture.
It is essential to understand the new scenario, where generational coexistence is a reality, the relationships that a person has with his or her company no longer depend on a work contract nor is it a question of discovering talent needs. The Personnel Director is becoming in a sort of corporate performance consultant, analyzing the data and profiles of his or her organization to be able to intervene in the life cycle of the employee responding to business in an agile and precise way, aligned with the strategy and future-forward vision.
This situation drives the Director of Personnel more than ever, the spearhead and reference in times of cultural change in the organization, who has before him the management of seven major challenges:
- Empower the people management function as accelerator of the change strategy and action engine
- Involve all levels of business, sensitizing senior management, training middle managers and empowering people who should know what is expected of them, generating the sense of urgency necessary to act “here and now”
- Design an employee experience which is coherent and consistent with change.
- Connect the purpose of the company with that of the people and the new behaviors of the organization
- Promote the digitization of people’s own management processes to guarantee this coherence
- Make the change tangible, promote the transformation with visible and perceptible landmarks, valuing and recognizing achievements, with the agility necessary to make it a reality in the short term.
- Promote models of co-creation and participation, facilitating collaborative work spaces and appealing to the creativity and imagination of individuals.
These challenges coexist in a scenario marked by the great paradox: the driver of change is in the capacities and will of the people, but in turn, these are also the barriers in the positive management of change. This can only be accomplished by getting them involved through a positive, real and coherent employee experience, and then it will be possible to turn the objectives into achievements.
As we are fully aware of this need, we, at ATREVIA have designed an action model that adapts to every moment of the organization. A work methodology based on the creation of a sense of urgency, explaining the difficulties, but also the opportunities that change offers us. It is necessary to include a clear, real purpose, with an adequate narrative that shows the inspiration of the new direction of the company and the necessary behaviors aimed towards achievement. Leadership and changemakers are vital in this process, as is the transfer of change in the new culture and employee experience, making milestones, achievements or examples tangible and visualizing the so-called quick wins. Lastly, monitoring the process through previously defined indicators will help us measure the impact and incorporate the new culture in a progressive manner.