Digital HR
Transformation
Going through processes of change and personal transformation is as complex as developing organizational skills. Mutating in a constantly evolving world is not simple. New habits acquired during the quarantine will become part of our daily lives, however, we recognize that we were not used to living and relating to such levels of virtuality and social distancing.
Change not only requires a high degree of introspection to be able to recognize capacities and opportunities for improvement, but also to identify levels of motivation to access non-traditional places of thought. Steering the course of events implies reaching genuine spaces of abstraction to be able to reflect, stripping ourselves of pre-concepts, and slowing down the dizzying pace of our actions, otherwise, it will be difficult to generate unconventional ideas.
There is no doubt that the current scenario for business development challenges human capacities for adaptation, producing enthusiasm and exhaustion in similar doses. It would give the feeling that some changes, such as remote work; protocols and schemes of physical distancing; less mobility due to travel, meetings, training and corporate events; and extreme health care, they are here to stay in the world of work.
In this context, it is easy to verify that certain processes developed successfully not long ago, today are perceived as obsolete. Furthermore, the crisis presents itself as an opportunity only for those who are prepared and manage to overcome certain obstacles, otherwise, they not only deepen the discomfort we feel, but undermine levels of trust, plunging us into swampy terrain as well.
AGILITY: ability to adapt to change
Evolving requires embracing uncertainty and devising innovative and disruptive solutions. Unlearning the forms and concepts that at some point marked us on the path to success is having the ability to empty our mental CPU and reinvent ourselves through the identification of new paradigms. You cannot evolve without taking calculated risks, without pausing, and without intelligently addressing the status quo. Allowing ourselves to be wrong without stigmatizing models of thoughts, behaviours and / or results is an indivisible part of going through any process of change and / or transformation.
Focus on creating the conditions where the organizational characteristics that each company needs are naturally manifested; agree on cultural values and principles; design work methodologies and recognition systems; as well as enabling spaces for dialogue and reflection in order to understand, re-energize and undertake, they will not be simple tasks, however, they are necessary actions to stay afloat in a healthy and competitive way. Forcing ourselves to sustain successful strategies designed in foreseeable contexts, without identifying the impact produced by the pandemic, and without decoding the innumerable messages we receive from various actors in the labour market, does not seem to be the smartest response to an increasingly ambiguous and dynamic environment.
We are inevitably exposed to dealing with unprecedented problems, therefore, innovation is no longer a management characteristic associated with R&D, or specifically with the Marketing area. Innovation applies to all people and each of the processes of an organization. The new normality implies embracing new models of actions and thoughts.
Organizational management in times of crisis
Under these circumstances, developing organizational capabilities entails identifying the potential that companies have to conduct themselves, adapt, modify and grow within the business context where they operate, however, companies do not reconvert naturally, it is people who gradually begin to introduce subtle modifications, giving full meaning to the corporate identity to be developed.
The demands of the companies grow to unprecedented levels. Although some organizations tirelessly try not to erode people's quality of life and culture, it is sometimes difficult to set limits, slow down, and avoid corrosive energies. The incessant pressures to hold market positions, business plans and profitability levels become overwhelming, generating work ecosystems with high levels of friction and confrontation.
The lack of collaboration and the absence of participatory leadership produce unfavourable effects on the quality of human relationships, undermining spaces for building trust. Quality conversations gradually disappear. Going through processes of change and personal transformation, as well as working on the development of organizational capacities, implies identifying and decoding the tensions that emerge from the transformation processes. Therefore, our purpose through Digital HR South Lab will be:
To help companies create innovative and disruptive business solutions, respecting the DNA of each organization.
To collaborate in the construction of a work culture that allows each organization to get the momentum to rethink, revitalize, react and reinvent its business daily.
To help organizations turn technology into a competitive advantage for their company, focusing on trends that affect human capital management, the future of work and their workforce.
To offer support to executives and team leaders in various areas of the organization, designing training tailored to their needs.
To help companies make better decisions for their business and their employees, facilitating the transformation process and quantifying the impact of their decisions.
To design strategies to attract talent in the digital age and translate them into concrete actions, developing proposals that allow generating value.
