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

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