It is an indisputable fact that technological progress in recent decades has led companies to rethink and in many cases redesign their work methodology. If we add to this the post-pandemic scenario in which we find ourselves today, there is undoubtedly a before and after, a full stop, a new beginning not only for many companies, but also for working people who are beginning to explore and choose. new ways of thinking and exercising their role in this new paradigm of the labor market.
Collaborator, Worker, Employee, Human Resource? Every transformation process within a company has its backbone leading actor that makes it possible: people, human talent – that old (and in our opinion, erroneous) terminology that the oldest books mention as Human Resources. Many modern corporate cultures call them “collaborators” with an emphasis on defining them as people who work together with others on a common task/goal; it is rather a cultural redefinition of the traditional concept of “employee” that highlights the value that the person has within an organization and, in turn, the approach that the company seeks to give to those who integrate it.
What do we mean when we talk about People-Centric?
It has already been demonstrated that the generations of millennials and centennials who have entered the labor market in recent years pursue different objectives from their predecessors; objectives much more aligned to qualitative issues. They are populations that seek belong, reach goals, connect with a greater purpose and feel excited/motivated about their role within an organization.
The culture (and organizational strategy) promoted by People Centric is closely related to the concept – ANDmployee eXexperience – “employee experience”. Several studies on the subject have verified that organizations with this type of culture have managed to increase the commitment (engagement) among their collaborators, lower the turnover of their population, increase the quality of their products and/or services. In other words, the happier, more committed and valued the employee feels, the greater the profit for the company; And while this seems like a no-brainer, few organizations have embraced this culture, this – Way of Working (WoW) – for your day to day.
Leaders: Key players. If we have to identify the ambassadors of this culture, the protagonists are undoubtedly the leaders of the organization. We are not talking specifically about a category or rank, but about every collaborator who is in charge of the challenge of managing a work team, of leading people.
It is very important that the organization takes care of training its leaders in fundamental pillars such as conscious communication, diverse leadership and motivational. An ambassador leader of a People Centric culture, seeks to accompany each employee in their development and understands their individuality, seeks to make them feel valued and heard. In other words, he is a leader who cares about how his people are, who is aware of what goals each one seeks to achieve within the organization and who understands how to design a career plan for each case; that the needs of her collaborators are listened to and in turn a priority.
Knowing how to lead and manage diversity of thoughts, experiences, perspectives is, without a doubt, a competitive advantage that enriches all levels of the organization.
Is there anything more important for an organization than that its collaborators identify with the culture, the way they work, the objectives they pursue, the impact they generate and how satisfied they are working in it? In the short term, this culture, this methodology, this strategy, can generate the same “financial gains” as any other, the difference is in the as we want to reach them. In the long term, as we said, the competitive advantage is and will be exponential.
Ludmila Dubini Zerga is Chief People Officer and co-founder of Boost Inc.
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by Ludmila Dubini Zerga
