{"id":24653,"date":"2019-12-06T15:45:00","date_gmt":"2019-12-06T18:45:00","guid":{"rendered":"http:\/\/blog.pdainternational.net\/?p=24653"},"modified":"2022-05-16T15:56:00","modified_gmt":"2022-05-16T18:56:00","slug":"people-and-the-knowledge-they-offer-are-the-added-value-of-an-organisation","status":"publish","type":"post","link":"https:\/\/blog.pdainternational.net\/en\/people-and-the-knowledge-they-offer-are-the-added-value-of-an-organisation\/","title":{"rendered":"People and the knowledge they offer are the added value of an organisation."},"content":{"rendered":"\n

Spanish consultant Bego\u00f1a Vi\u00f1a, author of <\/em>Observatorio de Empleo and specialist in talent management and corporate communication, in an interview with PDA International, commented on the differences among generations regarding work, millennials and the role of women at work. She also highlighted the need for the Human Resources department to become company leaders.<\/em><\/p>\n\n\n\n

Much is said about the different generations and their characteristics. In one of your articles you refer to millennial loyalty regarding work, and whether it\u2019s absurd or a reality. What do you think is the reason for people to have such opposing views of them?<\/strong><\/p>\n\n\n\n

I think in part it comes from people\u2019s behaviour, because we frequently classify or label others according to the special features they share. This labelling is done according to the generation people belong to, and what hasn\u2019t been quite determined yet is the years that each generation covers, though we do know in which range each of them can be found.
This isn\u2019t something that\u2019s happened recently. The first to mention this was a German sociologist in his book The problem with generations<\/em>, in which he discussed how for those generational classifications different factors such as culture, historical events, demographics and social structure played a significant role.
Generational groups are defined by a sociohistorical context which is limited by age and cultural and geographical similarities.<\/p>\n\n\n\n

What are the most in-demand skills when recruiting, and what are, in your experience, the most important ones?<\/strong><\/p>\n\n\n\n

As I said in the article for MovingHR, \u201cThere are certain sectors and positions that require specialised skills and studies. There\u2019s a series of general skills that are fundamental to attain professional success and which employers would like their employees to have.\u201d<\/p>\n\n\n\n

\u2013 Communication skills have to do with your ability to express your ideas and also to listen to others.
\u2013 Teamwork: The success of any organisation depends on a team of people who work together towards a common goal.
\u2013 Leadership.
\u2013 Resilience has to do with how we face setbacks and changes at work.
\u2013 Trust: Employers want to see you trust yourself and your skills.
\u2013 Organisation: It\u2019s important because it allows you to manage and prioritise the workload.
\u2013 Influence over others.
\u2013 Problem solving.
\u2013 Positive thinking.<\/p>\n\n\n\n

\u201cBeing comfortable isn\u2019t the same as being satisfied.\u201d What are the strategies you would propose to keep an employee motivated?<\/strong><\/p>\n\n\n\n

Organisations know perfectly well that it\u2019s important to have motivated and committed employees, but the responsibility to achieve this isn\u2019t placed on the leader, when in my opinion, it should.<\/p>\n\n\n\n

I\u2019m not the only one who believes this, though. Gallup published an article that said that 70% of an employee\u2019s motivation comes from the manager\u2019s influence or that of the person who is assuming the management of the performed task. As such, people don\u2019t leave their job, they leave their bosses. An unmotivated employee doesn\u2019t perform well and at the first opportunity will leave the organisation they\u2019re working at.<\/strong><\/p>\n\n\n\n

Strategies to keep employees motivated:<\/p>\n\n\n\n

\u2013 We all know the golden rule that comes from the phrase \u201ctreat others as you want to be treated\u201d, but for me it\u2019s not entirely effective, because it implies that everyone wants to be treated in the same way or that everyone is motivated by the same things, when in truth this might not be the case. Some people like public recognition, while others prefer to go unnoticed. A good manager with a sixth sense will read their employees and adopt a behaviour and style that suits each of them.<\/p>\n\n\n\n

\u2013 Communication must be a two-way street. There are great executives who are great communicators, but that communication only goes one way. Many say that their office is open for everything but listening to their employees\u2019 ideas is not part of their vocabulary. Others don\u2019t give their opinion, don\u2019t set goals, which doesn\u2019t contribute to creating an environment proper for what it\u2019s being asked of employees, and many times they don\u2019t know if they\u2019re going to be promoted or fired.
\u2013 Humility and transparency. If you\u2019re told what the company\u2019s goals, expectations and plans are, you\u2019ll feel you\u2019re part of it, which as a result will increase your motivation and feeling of belonging.
\u2013 Work-life balance. Nothing burns good employees out more than working too much.<\/p>\n\n\n\n

A study from the IBM Institute revealed this year that only 18% of management positions in the world are held by women. And 67% of the organisations surveyed said that while it\u2019s important to have policies to promote the participation of women, it\u2019s not a priority. What do you think about this?<\/strong><\/p>\n\n\n\n

My opinion on this subject comes from something pretty simple and separate from an organisational perspective but rather close to a more personal one, and it\u2019s that a social change nneds to take place. This social change is a substantial modification of values, norms and traditions in any society. In this sense, we need to work on three areas:<\/p>\n\n\n\n

\u2013 The political area, not such much as to the political offices but rather the context of decision-making.
\u2013 Education, which will allow women to be empowered and decide about their professional and personal lives.
\u2013 Being able to be part of the workforce, because this will lead to us having personal autonomy.<\/p>\n\n\n\n

For me, this topic is a matter of the self, because in the end organisations will be in contact and reflect the society we live in. I think that from the self, from what we are as a person, we must do something; it\u2019s in our hands.<\/p>\n\n\n\n

Talent management trends are increasingly more relevant within organisations. Do you think it\u2019s possible that in the future HR will become one of the most important departments?<\/strong><\/p>\n\n\n\n

I think HR is already one of the most important departments. It\u2019s changed from being an expense to being an investment, because people and the knowledge they offer are the ADDED VALUE of an organisation.<\/p>\n\n\n\n

The HR area must be working at the same level as the senior executives and share their strategic view. The policies that are articulated must go in this direction.
We\u2019re not a global area anymore, we\u2019re company leaders and we need to have a full view of the organisation, knowing the rest of the areas of the company, such as management, marketing and corporate communication.<\/p>\n\n\n\n

To know more about Bego\u00f1a Vi\u00f1a go to:<\/p>\n\n\n\n

Twitter:<\/strong>\u00a0https:\/\/twitter.com\/VBegoa<\/a>
Website:<\/strong>\u00a0 https:\/\/vallededempleo.wordpress.com\/<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

Spanish consultant Bego\u00f1a Vi\u00f1a, author of Observatorio de Empleo and specialist in talent management and corporate communication, in an interview with PDA International, commented on the differences among generations regarding work, millennials and the role of women at work. She also highlighted the need for the Human Resources department to become company leaders. Much is said about the different generations and their characteristics. In one of your articles you refer to millennial loyalty regarding work, and whether it\u2019s absurd or a reality. What do you think is the reason for people to have such opposing views of them? I think in part it comes from people\u2019s behaviour, because we frequently classify or label others according to the special features they share. This labelling is done according to the generation people belong to, and what hasn\u2019t been quite determined yet is the years that each generation covers, though we do know in which range each of them can be found.This isn\u2019t something that\u2019s happened recently. The first to mention this was a German sociologist in his book The problem with generations, in which he discussed how for those generational classifications different factors such as culture, historical events, demographics and social structure…<\/p>\n","protected":false},"author":17,"featured_media":24108,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"content-type":"","footnotes":""},"categories":[257],"tags":[],"class_list":["post-24653","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-uncategorized"],"_links":{"self":[{"href":"https:\/\/blog.pdainternational.net\/en\/wp-json\/wp\/v2\/posts\/24653","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/blog.pdainternational.net\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/blog.pdainternational.net\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/blog.pdainternational.net\/en\/wp-json\/wp\/v2\/users\/17"}],"replies":[{"embeddable":true,"href":"https:\/\/blog.pdainternational.net\/en\/wp-json\/wp\/v2\/comments?post=24653"}],"version-history":[{"count":1,"href":"https:\/\/blog.pdainternational.net\/en\/wp-json\/wp\/v2\/posts\/24653\/revisions"}],"predecessor-version":[{"id":24654,"href":"https:\/\/blog.pdainternational.net\/en\/wp-json\/wp\/v2\/posts\/24653\/revisions\/24654"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/blog.pdainternational.net\/en\/wp-json\/wp\/v2\/media\/24108"}],"wp:attachment":[{"href":"https:\/\/blog.pdainternational.net\/en\/wp-json\/wp\/v2\/media?parent=24653"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/blog.pdainternational.net\/en\/wp-json\/wp\/v2\/categories?post=24653"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/blog.pdainternational.net\/en\/wp-json\/wp\/v2\/tags?post=24653"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}