The organization´s success depends on the talent you hire, develop and retain (Part one)

Human beings are stewards of the talents we possess, we can feel like temporary owners of them, but the most important thing is the results we achieve when applying them in the real world. An organization is made up of people who think and act inside or outside of it, and people are their Talents. The Organization success over time will depend on how it manages these Talents.

Hiring process

Executive and directive management begins with the hiring process, for which the following must be defined in advance (the What and Why of hiring):

• The job description determines the what, why, how, when, where and with whom the Talent that occupies that position will do her/his work.
• The Profile defines the type of Talent needed to fill the position, based on her/his academic studies, language proficiency, specialized knowledge, skills, certifications, current and previous experience, etc.
• The Key Performance Indicators (KPIs), the parameters under which the performance required by the Position is measured, in order that in the future it is periodically compared with the results achieved by the Talent occupying the Position.
• The compensation package that is offered and should be equal to or greater than what is offered in the market: annual salary, bonuses, benefits, stocks, etc.

Once it is clear about the Talent the organization needs, its cost, and the benefit it hopes to get from him/her, then the search strategy for the required Talent is developed: inside or outside the organization, local or foreign, national or international, using its own recruitment resources or by hiring an executive search Firm.

Here begins the Talent search process, multiple contacts are made, the selection process is  based on the organization specific requirements previously described, but also in consideration of the genuine interest of the Talent, evaluation and hiring of the final Candidate who has best met those requirements and to whom the comprehensive offer has been specially attractive (professionally, financially and personally).

The Talent that is formally presented as a new member of the Organization, must undergo an integration process to the same, where it is made known to the other Talents (who are already part of the Great Team that He/She will direct or to which He/She will belong), and His/Her participation in more specialized / sophisticated teams will have integration sessions with other Talents through team meetings, individual, videoconferences, individually through readings, audiovisuals, integration coaching sessions and other tools and disciplines that support the new Talent adapts appropriately and quickly to its environment.

Article written by Jorge Segovia, CFR Global Executive Search Mexico

Tiempos de trabajo remoto, formas de mejorar la comunicación y la productividad

El trabajo remoto ha existido desde hace mucho tiempo, en un porcentaje poco notorio. La pandemia generada por el Covid-19 demandó un cambio en las rutinas de trabajo.

La mayoría de los trabajos remotos se valen de las bondades de las tecnologías de información y comunicación para su funcionamiento. Esta modalidad ha venido a dar respuesta a la situación pandémica que sorprendió al mundo con la llegada del Covid-19.

Tanto los empleados como las organizaciones, han tenido que adaptar sus procesos para seguir operando. Según Save4print se espera que para el año 2021 se dupliquen los trabajos remotos o teletrabajos respecto al año anterior.

La comunicación en tiempos de pandemia

Muchas son las plataformas que están derrumbando las barreras de comunicación. Ahora es muy fácil trabajar para empresas ubicadas en otros países. Ya las llamadas no son sólo un intercambio de voz, ni son tan costosas como eran hace poco.

Las organizaciones aprovechan todas estas herramientas y, sobre todo, aquellas plataformas que existen para trabajos colaborativos. En un modo ganar-ganar, las empresas están reestructurando su forma de operar para continuar con su productividad, sin poner en riesgo la salud de sus empleados. Así, tanto la organización como los empleados pueden salir beneficiados.

Las empresas programadoras de software ofrecen herramientas que dan respuesta a las exigencias de estas nuevas modalidades de trabajo. Los líderes o gerentes tampoco se quedan atrás y tratan de sacarles el mejor provecho a estas herramientas de tal manera de alcanzar los objetivos corporativos.

Establecer canales y formas de comunicación claros y sencillos, que permitan el feedback necesario entre el personal involucrado en los proyectos de las empresas, no es una tarea imposible de materializar.

Realizar reuniones, compartir lo que se tiene en la pantalla del computador, tablet o teléfono, opinar, presentar dudas, informes o conclusiones, puede hacerse fácilmente con plataformas libres, de fácil descarga, instalación y uso.

Aunque el correo electrónico sigue repuntando como principal herramienta para compartir información, existen plataformas que sirven como medios de comunicación síncronas y asíncronas, entre ellas se encuentran:

• Google Classroom
• Google Meet
• Skype
• Telegram
• WhatsApp
• Zoom

 

Estrategias para mejorar la comunicación y la productividad en tiempos de trabajo remoto

Si bien el trabajo remoto representa una excelente alternativa tanto para empleadores como para los colaboradores, representa también un reto en cuanto a productividad y comunicación. En ese sentido, es conveniente poner en práctica algunas acciones para ser más efectivo en estas materias:

• Se deben planificar constantemente reuniones que permitan presentar los avances y las dudas.
• Seleccionar software colaborativos adaptados a los objetivos de las empresas.
• Humanizar el proceso, teniendo comunicación constante de los avances de las actividades.
• Fortalecer el clima organizacional considerando ahora un entorno virtual.
• Establecer pautas y objetivos claros.
• Delegar y mostrar confianza recíproca. La retroalimentación siempre genera ambientes agradables.
• Reconocer el trabajo bien hecho, motiva a quien lo hace e inspira a los demás.
• Asumir con compromiso los errores, gestionar la solución, de tal manera que sea fácil que cualquier empleado esté facultado para ayudar.

El trabajo remoto ofrece la oportunidad para repensar e innovar en la forma de hacer más efectiva la comunicación, y lograr que los colaboradores sean más productivos. Es una modalidad que permite que tanto empleadores como colaboradores ahorren tiempo, sea en transporte, viajes, etc. lo que redunda en mayor tiempo productivo.

Entender que esta modalidad podría mantenerse e incluso ampliarse, es fundamental para crear un entorno conveniente para lograr los objetivos empresariales. Y no hay duda que la ley laboral tendrá que actualizarse para reglamentar esta nueva modalidad de trabajo.

Fuentes:

https://blog.formaciongerencial.com/trabajoremototeletrabajo/

https://www.save4print.es/en-2021-se-duplicaran-los-trabajadores-que-permanentemente-trabajen-de-forma-remota/

https://www.axesor.com/es-ES/blog/impacto-pandemia-trabajo-remoto/

Chief Executive Officer, Chief Financial Officer, Chief Operational Officer… The Chief Levels or C-levels in companies have their work cut out for them. The pandemic has been a major impetus behind evolutions that had already been going on for some time. An impetus that inspired good change for some sectors, and crises for others. Both have structural and strategic work to do for 2021 and beyond, which is why you definitely want to have the right people fulfilling C-level positions.

Different time/reality, different C-level?

C-levels are to companies what trainers are to sports clubs: there must be a fit with the players, goals, and strategy. Significant events and decisions can give that fit a new lease on life. Each period has its challenges and requires the right leader to tackle them. When a unique crisis is over, the Chief of the period before may not automatically be the most suitable Chief for the period after. For example, there are crisis C profiles and there are others. Sometimes, when a company has gone through hard times and the CEO and their team have turned the tide, their job may be done; then it may be time for other C-profiles to step in – CEOs frequently decide that the time to go has come.

Giving trust, getting reports

Will COVID-19 suddenly make us all need different C-levels? Yes and no. The C-levels do not have to be different people, but they will have to lead in a different way. Because if COVID-19 has been an impetus for anything, both in the sectors that benefited from the pandemic and in the sectors of the losing camp, it’s been an impetus for employee autonomy. There was more teleworking for many and there were constant challenges for all. Everyone has had to find solutions; everyone has discovered what it means to be flexible. The management style will have to take this into account. C-levels that think they can continue on the basis of ‘measure all, know all’ are mistaken. We will achieve more with trust between all levels.

The shelf life of C-levels, the challenges of an international search

The commitment of C-levels is usually medium-term, as a strategy must be given time to manifest itself. But it is important for companies to keep their sights open, and for C-levels to dare to question themselves. Because a change at the C-level doesn’t just happen overnight at the drop of a hat. C-levels are filled in for the years to come and you don’t necessarily find them just lying around. Executive search should not be stopped by national borders; an international network is interesting. But an international executive search doesn’t simplify the exercise. For example, you can’t ignore cultural differences. The specific corporate culture of a multinational may weigh internally, but people always have a personal cultural baggage outside as well. It is essential for a well-functioning C-level that people understand each other, literally and figuratively. Those who search internationally should be well prepared: it can be tricky!

The use of e-learning platforms allows organizations to continue the development of their employees while implementing solid security measures during critical times, such as the phase in which we actually are during the spreading of the Coronavirus (COVID-19) worlwide.

Our partner in the U. S., CFR Global Executive Search and some affiliate companies have implemented a wide diversity of e-learning platforms, so that the companies continue promoting the development of their human capital.

Please click in the following link to learn more about what platforms are being used: Use of e-learning platforms