People Performance International recently participated in the Bizfeira 2019 Forum

The Future of Work is a topic of enormous importance in the context of economic and social development, which is why it has deserved increasing prominence in reflections and debates. This is the motto of the Bizfeira 2019 Forum, composed of a conference, biztalks, meetings, speed recruitment and networking.

People Performance participated with great success with its representatives for Spain, Ángeles Gris, and for Portugal Sergio Almeida.

Congratulations People Performance Spain and Portugal

Interview with Manuela Fonseca, user of People Performance International

The human resources manager of Carclasse – distributor of car brands such as Mercedes-Benz, smart, Range Rover, Land Rover and Jaguar – talks about the evaluations and the People Performance International course of DISC Behavioral Analyst Certified by the International DISC Institute. It is a method for assessing people’s behaviour in a given environment, based on the theory developed by psychologist William Moulton Marston.

The evaluation owes its name to the fact that it shows that there are four basic traits of behavior in people: dominance (D, dominance), influence (I, influence), stability (S, steadiness) and conformity (C, conscientiousness).
Text: Writing “human” (with the support of Powercoaching)
What is your opinion about the capture and development of talent in companies?
The capture of talent depends fundamentally on the positioning of companies in the market, in society or in the community and before their employees. Companies should assume a real value proposition in their strategic axis, both for the talents they want to attract and for the talents they want to retain.

How can the “DISC” help your organization in recruitment processes?
As human resources manager, I apply the DISC in all recruitment and selection processes and in all assessments. The “DISC” has proven to be an indispensable tool in defining Carclasse’s “star” profiles and in hiring professionals with similar behavioral profiles.

It is certified in “DISC Behavioral Analysis” by INTERDISC. What are the advantages of this certification at a professional level?
The “DISC Certification” gave me the necessary skills to evaluate the behavioural profiles of employees and candidates in an autonomous way, considerably reducing the margin of error in recruitment processes. I am more confident with the choices of the professionals we have been hiring.

And at a personal level? 
On a personal level, it brought me more knowledge about my natural and job-oriented behaviour. It is a very powerful mirror. I can say that after the “DISC Certification” I redirected some focus of my attention.
“Manuela Fonseca is responsible for Carclasse’s human resources. With more than 20 years of existence, the company is one of the largest dealers and authorized Mercedes-Benz workshop in Portugal. As a result of the sustained evolution of the business, it is also a smart dealer and authorised workshop, Land Rover, Range Rover and Jaguar. It has known a remarkable development in the automotive sector in the last two decades, resulting from the sustained evolution of vehicle sales and after-sales service, whose quality and professionalism are widely recognized by customers.

Article appeared in the magazine Human of Portugal

The infiltrated HR director

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The keys that would make HR a strategic partner in the company

There is a television program called “The infiltrated boss”, where the owner or a high executive of the company “infiltrates” incognito in different positions of his company to know how it works. Regardless of the quality or otherwise of the program, nothing would be more valuable to the company than for an HR Director to perform for at least one full day each of the positions that make up the company, including the customer and supplier experience.  The ultimate purpose would not be so much empathy with the worker (who also), but a first-hand experience of what is promoting or hindering the success of the company from the human team, as well as an understanding of the entire process and elements of the business.

This experience would lead us to the keys that would make HR a strategic partner in the company.

The HR leader has to know in depth what the company needs, not necessarily what the company demands.

He or she must see beyond his or her own department, must be able to have a deep insight into the business that makes him or her perfectly understand the connection between the company’s ultimate goal and human capital. In other words, it is not “the company” that establishes the parameters of the human team that will lead it to success in its mission and HR is in charge of selecting it, but it is HR that will design the necessary human team (in obvious synergy with “the company”) to achieve its objectives.

He or she has to move from being an organizer to a strategist.

An organizer puts in order elements that are given to him to fulfill a function; a strategist organizes, but also generates, with a vision focused on results, the necessary conditions to reach the victory. Organizing has hardly any risks and its results are predictable and limited. The strategy carries the risk of a process of continuous decision, adaptation and change, but at the same time its impact on results can be much greater. The organiser often fails to understand why he or she is asked to do what he or she is asked to do, simply as part of the gear. The strategist decides what gears are needed, where, when and how, and orders the organiser. In order to comply with this strategic key, it is necessary to have complied with the knowledge of the company.

He or She needs to design a human structure with organic, not mechanical, principles.

On many occasions we refer to the company as a “machine”, I myself have spoken of “gears”. However, every company, including the most technological or mechanical that we can imagine, ultimately depends on its human team, which is an organic and social system. A mechanical system is closed, limited, difficult to modify, transform or adapt. An organic system is symbiotic, adaptive, evolutionary, regenerative. To design the structure and each post with an organic base of operation is fundamental, but it will not be achieved if the two previous keys are not fulfilled.

To be a strategic partner, a large part of the company’s success must fall on that partner, if it is not so, or is not perceived that way, it is not strategic. There will be HR managers who prefer to remain “chiefs of staff” and there will be a generation of HR leaders who assume the risk, responsibility and consequences of taking their companies to new heights of success in their strategic vision of their professional work.



Burnout People

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How to recognize someone who is ” burned out or about to burnout”.

It is incredible to see how many of these types of profiles are found in organizations and even how few of them are aware that they are and the impact of their behavior on the environment and the impact that the environment has on them as well.

You just need to look at a graph of a DISC report. Experience has also shown me the close relationship between this type of profile and the way in which he leads in his environment. Coincides with the typical profile of an NP3 (a person with skills but little motivation) are coincidentally characteristics of a person whose leader is “over-leading” or “under-leading” him, as bad one as the other. Depending on which graph you are in (natural or adapted) it is easier or more complicated to solve, because it implies how long you have been behaving like this. “Behavior is a function of the person based on their perception of the environment.”

In the DISC report you can see it when all the bars or dots are below the line of 50 or the middle line, if you see it in the adapted means has not been for long, but if you see it in the natural … OH MY GOD. A long coaching process awaits you if it is recoverable, or if you have reached the PNR (point of no return) a period of transition or imminent change awaits you. All this simply by having a look at a DISC graph and without having to read the entire DISC report.

However, at a behavioral level, the only way to get out of this, regardless of the path the person is going to follow, is to pull one of the engines, rather, the only engine that can get you out of there. He needs to emphasize seeing the situation as a challenge, set his sights on clear objectives, he needs to win and go solving steps that give him a slight shot of dopamine, empowerment and get him out of that situation of boredom and apathy. I guess you know I’m talking about empowering his “D”. Wow…all this seeing a simple DISC graphic. Simply a wonderful tool, enlightening, objective and pragmatic.

By Juan Daniel Pérez
Gold Certified Behavioral Analyst

HR, from the bottom of the row to a strategic partner

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Telephone conversation:
I: “Good morning, I’d like to talk to the person in charge of human resources at the company”.
Company: “Yes, one moment, I’ll put you through to the head of personnel.
I: “We got off to a bad start.

We already know that the world does not stop changing. It’s always been that way, but the speed at which it does so now is dizzying. Companies face challenges they didn’t have before. They still need results and productivity, but if they do not incorporate innovation, globalization, change and constant development, as well as the acquisition and retention of talent, they are out of the game. On the other side of the coin, professionals live in an uncertain, unstable, insecure ecosystem, with high external pressure to be productive, but high internal pressure to be happy and fulfilled.

But there is no bad thing for good, and this is the perfect breeding ground for the HR department, despite the crisis, to move from being a mere personnel manager, dealing with payroll, holidays and selection, to a strategic partner who serves as a catalyst between the needs of the company and the state of the professionals, to achieve the objectives of both.

The challenge for HR to become a strategic partner within the company is to put human hands and feet on the “what we want to achieve” and “how we are going to do it”, which are the executive heart of the company, that is, the sum of the analysis of the environment, the values, the strategies, the objectives and the action plans, etc. HR then responds to the “with whom” we will do it, “why” we will do it with them and “how” we will measure it.

Under this perspective, HR must help the company move from reactivity to proactivity. It should encourage and even demand that the company periodically revise its heart, that strategic “what and how”, as the only way to keep human capital aligned with what is really intended. It must communicate efficiently through a concise plan to motivate human capital. And it must have tools that evaluate, measure and demonstrate that the policies it is implementing are helping to achieve the objectives.

As a strategic partner, it has two lines of action; one vertical and the other transversal. The vertical includes designing the human fabric through job profiles with key indicators of contribution and talent, implementing evaluation processes not only oriented towards results, but also behavioural profiles that ensure a person-function fit, as well as plans for identifying, developing and retaining talent. And in its transversal line, motivating communication, transforming leadership, facilitating change and a culture of constant development and feedback, among others.

In this sense, the most effective methodologies and the most innovative evaluations of talent, united by new technologies, are put at the service of HR departments in order to objectify their decision-making and give visibility to their contribution to the company. These tools, like the ones we provide, give a new dimension to selection processes, training and development plans and communication, talent management and team analysis and management.

Companies that do not evolve their conception of seeing their team as personnel or employees, in short as human “resources”, and not as professionals or values, or in other words as human “capital”, and use the new tools, assessments and technology, will wither in the next decade. That’s for sure.

Ignacio Rubio Guisasola