2020 is already here. And like every new year, it is a good time to consider good purposes that help us reinvent ourselves.
We live an exciting time, full of opportunities and risks for people management.
Fortunately there is a growing conviction that the best companies make a difference in how they make their teams shine. A consolidated trend although, despite the advances in HR Analytics, it is still difficult to quantify the return of investment of some management policies for people.
And yet there are many temptations to go back. The pressures of profitability and the uncertainty of the environment are good excuses to quickly gain competitiveness through cuts of all kinds in people investments. An easy measure whose harmful effects are often not detected immediately but in the medium term, when it is too late to react.
These 20 ideas can serve as a non-exhaustive guide to take people management to another level. Hopefully many of these good purposes come true this year.
Strategy and people management model.
1. Human Resources Strategy: People as the differential factor for sustainable success through policies that beyond their technical rigor are elements of business development. Turning theory into practice is the daily challenge.
2. People: The great opportunity in this era where business humanism emerges. The most valuable asset that requires thinking big and visualizing it as a valuable investment to grow beyond optimization costs.
3. HR Department: Key department located in the center of business and strategy. Watching the social changes and catalyst of talent and transformation, in collaboration with the General Management and other functions.
Processes and technology.
4. People management processes: Combination of efficiency and good personalized experiences of employees. Digital HR added to closeness, support and passion for people.
5. HR tech: Technology as an ally to accelerate and exponentially improve the impact of policies and processes, enhance people’s knowledge and anticipate market trends.
6. Leadership: Towards a more vulnerable, emotional, multifaceted and inspiring leader. Humble and normal people who impact and become extraordinary for their service to the team and society.
7. We are all leaders: Any employee should be considered “general manager” in his position to contribute more and gain employability. We are moving towards an increasingly, distributed and collective leadership.
Talent Development and Compensation.
8. Selection: Recruitment according to strengths, passions and learning skills, beyond the classic criteria of experience in the sector and job description.
9. Self-development: Mature people and teams, with their own criteria and a clear focus on self-development, self-knowledge and taking charge of their career.
10. Mature Managers: Bosses committed to their team and who never delegate the people management considering it as a key aspect of their integral management role.
11. Total compensation: Comprehensive management of total, economic and intangible compensation to value everything the company brings to employees.
Organization and labor relations.
12. Agility: More flat organizations, more delegation, more risk taking, more testing and learning.
13. Quality labor relations: The win-win approach assuming each part of its role and responsibilities, relationships where the discrepancy is handled with professionalism, honesty and vision of the common good.
Cultural and digital transformation.
14. Purpose: Companies and leaders that define an inspiring corporate and personal purpose, with a clear focus on culture and values as a competitive advantage.
15. Values and skills: Exclusive focus on results (the what) to complement the skills and values (the how).
16. Diversity and innovation: Experiences and profesional profiles increasingly rich and varied to enhance curiosity to take advantage of multiple transformations.
17. Healthy companies: Companies that aspire to great results without compromising the health of their teams. People who have sustainable personal habits to remain productive and employable.
18. Transformation: Change (and not only digital) as an opportunity, applying good methodologies and the right mindset to bring innovation up.
19. Visibility: Do it well and make it known. Cultivating a solid employer branding and having a good personal brand are already an imperative for collective success and individual employability.
20. Enjoy at work: Work environments where we take work very seriously and at the same time fits the smile and good humor. Companies that join demand, continuous desire for improvement, self-confidence and pride of belonging and where each employee perceives that they can contribute and grow.
I think that a common factor of successful companies in 2020 will be to turn “the hybrid” into a competitive advantage: heart and reason, data and intuition, technology and people, global and local, who cultivate the details and think big.
Organizations that know that numbers are important and, at the same time embrace the intangible because on many occasions it makes the difference. Open to the future and at the same time proud of their past, living with passion and intensity this very disruptive present.
We need the synergistic combination of these ideas to be competitive, profitable, sustainable and attractive to talent. A challenge, a great opportunity for those who have vision, courage and good execution.