Big Data Expert

One of the side effects of the age of information is the production of a huge amount of data; these sets of information can occupy up to several petabytes, in other words, several million gigabytes. This morass of data conceals patterns, behaviours, trends and other resources that enable experts to predict situations and thus anticipate future scenarios. Being able to manage and interpret Big Data is and will be one of the chief skills required by large companies. Information is power, as Francis Bacon said.

Nano-medic

Nanotechnology, although still in its infancy, is now a reality. What does this speciality consist of? Broadly speaking, nanotechnology is the study and handling of matter on a nanometric scale, namely, to give us an idea, the manufacture of objects 1,000 times smaller than the thickness of a sheet of paper. The applications of this technology are almost infinite, ranging from the creation of nanoparticles to eliminate contaminating materials and substances to the implementation of nanorobots for diagnosing and treating injuries and diseases. In the near future, nanomedicine will be a common technique that will require professionals and specialists who are able to apply it.

Tissue Engineer

Tissue culture is a technology that’s rapidly evolving. Although it’s true that the first artificial kidney was created in 1944, new biotechnology techniques are enabling us to begin dreaming of the opportunity to create organs à la carte. This is what tissue engineers are working on, but it’s still too early to imagine this technology. In the future, it will be possible to order a liver, a finger or another part of the body and incorporate it into our organism.

3D Printing Chef

The world of 3D printing is undergoing significant expansion and development and we can currently see constructions such as houses made using this technology, but one of the segments in which it’s expected to leave its mark is gastronomy. Back in 2011, two engineers at MIT presented a food printer concept known as Cornucopia. This printer, in simple terms, worked by printing and cooking food by layers. We don’t know whether the chefs of the future will be robots or androids, but what we do know is that food printing will be one of the main ways of cooking in the 21st century.

Renewable Energy Farmer

If there’s one thing that a large part of humanity agrees on, it’s the need to commit to sustainable energy sources. The time when oil was the chief economic indicator isn’t over yet, but its days are numbered. Large sectors such as the car industry are taking giant steps to replace fossil fuels with electricity, measures that will lead to an increase in the demand for this kind of energy. The advances in technology will bring about the large-scale production of renewable energies such as wind and photovoltaic power for small investors. All we will need is a favourable climate, which won’t be a problem in our country, and sufficient land for the installation of windmills and photovoltaic panels. It’s quite possible that in the future we’ll see another kind of farmer who’ll shift from tonnes of production to kilowatts of electricity.

Extinct Species Ressurector

One of the most worrying trends that’s confirmed with the passing of each year is the extinction of animal and plant species. There are currently around 5,200 species that are in danger of disappearing, an alarming prospect that seems unlikely to improve in the future. To alleviate this situation and to attempt to reverse it, there are various initiatives seeking to create a kind of genetic Noah’s Ark to preserve the DNA of species that have become extinct or that are on the verge of doing so. With the evolution of genetic technologies, it will be possible to bring these animals and plants back to life. Directly or indirectly recovering the biological diversity that has been exterminated stands a good chance of success within a few decades.

Quantum Specialist

One of the numerous revolutions we’re still on the verge of is the one that quantum mechanics will bring. This new paradigm, which is now beginning to develop in quantum computing, for example, focuses on the atomic and sub-atomic states of matter, seeking to understand the physical laws that govern them. Understanding these new rules of the game will lead to the creation of computers with an infinitely greater capacity for calculation. To put it simply, today’s computing is based on a flow of bits, binary pulses that can only be 1 or 0. Quantum computing uses qubits or sub-atomic particles that can be 1, 0 or 1 and 0 at the same time. This feature is called quantum superposition and it enables us to simultaneously generate large computational power. The implementation of this new technology will require professionals specialising in quantum mechanics and its applications in people’s daily lives.

These are just some of the professions that will triumph in the not too distant future; although it all seems like something out of a science fiction film, it’s the future that awaits us. If you know of any more, feel free to add them in the comments section.

People first | A project by Eurofirms

People First es un espacio de inspiración donde compartimos contenidos con un eje común: las personas. Desde distintas ópticas y sectores, abordamos varios temas, tendencias y noticias de interés humano.

La entrada 7 professions and occupations of the future aparece primero en People first.

Among the great risks that the future holds for the company is the lack of trained professionals. Many jobs are rapidly becoming obsolete and the labour needs of the coming years must be anticipated. But what professionals will be needed in the future? When do you start investing in a discipline that can grow the company but is just beginning?

Although the future is full of questions, today’s trends already point the way. Incorporating new technical and emotional skills, adapting to liquid environments and engaging restless professionals are some examples. In the years to come, we must prepare ourselves. Are you ready?

10 steps to attract talent

If you find it hard to attract talent, review your strategy, and find out what it is you can improve. Next, we review 10 steps that any talent recruitment strategy should include:

• The first is a major challenge for the Human Resources departments: Self-analysis. Think for a moment: Is the company attractive to well-trained workers? What strategy does it use to attract them? What specific professionals do you need? Are there job specializations for this? What should the company improve to attract talent?
• Be visible in the same media in which talent is found. The company must be proactive in the channels in which move the professionals it is looking for, be they social networks, university channels, thematic portals, events…
• To be a coherent company. And what does that mean? To have well-defined values.
• To offer an intelligent selection process that values the people who present themselves and takes into account, in addition to their own needs. Candidates should feel heard and valued and be clear about what they will receive from the company.
• Make sure to offer a participatory, creative, and challenging work environment, with competitive emotional salaries.
• Treat the staff with flexibility. Do you make it easier for people on your team to change jobs? Any professional can develop another specialty in-house or change departments. Very often great talents are hidden that can contribute a lot to the company.
• Hire different profiles in gender, age, nationality, interests, ways of seeing the world… Among them there will always be one who is capable of seeing changes coming or of otherwise facing classical problems. It also creates a vibrant work environment. Don’t you find it interesting to generate good debates on company issues?
• To have predictive models that indicate those profiles that the company will need and which will develop in the future. Besides, these types of models also allow us to anticipate the flight of talents. They analyze the life cycle of employees, their demands, and the reasons for leaving. It is an excellent way to orient the company towards its continuous improvement to attract and maintain talent.
• Make change a constant in the company. How to do it? It is more necessary than ever to be informed of the transformations of the world in various fields: scientific, technological, business, and social; to talk to diverse people, to attend events of all kinds, and to be connected.
• And finally, something as obvious as working in the company being entertaining and exciting. Workers have to feel as much in love with the brand as customers. What strategies do you carry out to make them feel that, with their work, they contribute to making the brand bigger, stronger, and more attractive to the world?

Are you prepared to face the changes of a talent recruitment strategy and attract new professionals? These 10 steps are just the beginning.

People first | A project by Eurofirms

People First es un espacio de inspiración donde compartimos contenidos con un eje común: las personas. Desde distintas ópticas y sectores, abordamos varios temas, tendencias y noticias de interés humano.

La entrada 10 steps to attracting the talent of the future aparece primero en People first.

Leaping to new people management

How does digital recruitment work? Through the network a system of contacts is built between workers, collaborators, candidates, educational centers, referents… All this makes the brand attractive in a reliable way. If you were looking for a good company in which to grow professionally, what would you believe most: what its employees said about it on the social networks or what the selector transmitted to you? That’s what the new Human Resources are all about. Supported by referential marketing actions.
Do you know Glassdoor or Indeed, the TripAdvisor of companies? Your employees’ comments on what it’s like to work in your corporation could be there. The Human Resources department, therefore, needs to know where the brand conversations are taking place, in order to detect the image as an employer brand and improve it. Glassdoor or Indeed can stop being the enemy and become an ally by posting their job offers there.
But who designs this new strategy that has to be key for the company? A new professional has emerged: the talent acquisition manager.

Who will be the company’s talent recruiter?

That Human Resources professional which:

• Be the “king” or “queen” of LinkedIn.
• Loves human relationships and networking.
• To know everything on the Internet.
• Have a good “sense of smell” for interesting candidates.
• Keep up to date with new careers to understanding which ones the company needs.
• Loves to perform “out of the box” interviews with candidates.

What will make this new professional different?

The talent recruiter knows that the most interesting professionals are those who have experience and updated skills and love what they do. What they lack in knowledge, they learn as they go. You will be looking for motivated people, capable of solving problems and leading processes.
It is not only looking for, but it’s also about to attract, recruit, and facilitate the first days when new employees join to their functions. They design the whole process and take responsibility for its execution by Human Resources.

Their functions are:

• Reorganize the corporate culture to attract talent. What can be done to stop the company from talking about itself so the workers are the ones involved in defining what it is and what it aims to achieve?
• Searching for talent in the many new channels that are constantly being renewed. How can we detect new sources of recruitment? The manager of talent recruitment has to know the rarest and most specific hashtags and create programs to bet on talent in educational centers and events in the sector. Selecting candidates through experiences. How to reveal a person’s skills, personality, and professional motivations innovatively? Updating the recruitment program and welcoming the new attractive spirit of the company is fundamental.
• Control the results, to continuosly improve the processes. Is the strategy we are carrying out work? What can we improve? The Talent Acquisition Manager must analyze the effectiveness of the strategies that are being carried out.

The new reality in the management of people makes the selection process and the recruitment sources change continuously, so the person responsible for attracting talent must be up to date with the latest novelties. And you, would you incorporate this new figure in your team?

People first | A project by Eurofirms

People First es un espacio de inspiración donde compartimos contenidos con un eje común: las personas. Desde distintas ópticas y sectores, abordamos varios temas, tendencias y noticias de interés humano.

La entrada Talent already has its prescriber aparece primero en People first.

The new generations value other types of labour compensation than the previous generations, in addition to the economic incentive. They have seen the excess work in their elders and do not believe that it is worth living to work. They are also very aware of the value they bring thanks to their digital experience and their high technical level. Therefore, they aspire to comfortably combine their work with their personal and family life. In addition to a future in the company and a good working environment.

New value scale

The networking spaces are well known for these needs and have been fully applied in attracting young entrepreneurs, freelancers and small business. They use open, attractive and comfortable spaces. An area for bicycles or scooters, a kitchen that is a meeting centre, internal or client meeting rooms and some more informal areas for relaxation. They organise breakfasts, sponsored events, talks and conferences given by a coworker or an outsider and even parties and weekend outings. They are clear that social contacts and fun are as important as silence and respect at work.

Companies must be equally attractive. They have a great capacity to build the future and they must show that this is what they want, counting on the talent of all their staff. They no longer aspire to do a job, but to participate in the evolution of the company and society in general.

Talent wants capacity for development, recognition, autonomy, space for experimentation and positive support from the company. Their contributions must be able to flow through the various departments and teams, receive management support and become a reality.

The company wants to get the most out of this talent, and to do this it has to keep it motivated over time. All those companies that have been able to rise to these new demands are today the preferred companies to work for the new generations and an example of what has to be done to join them.

What pays an emotional salary

Conveniently rewarding these new demands is what is known as the “emotional salary”. In the salary negotiation, the economic retribution is agreed, but also the type of schedule and time dedicated to the company, the possibility of working from a distance, holidays for objectives, development opportunities, emotional or professional support by a coach, etc.

The employee will also value a modern work space, an informal atmosphere, sports, leisure or rest options. And others such as day care, healthy cooking, health insurance, taking the dog to work, team activities, retirement plans, etc. More intangibles such as diversity among employees, a standardized female presence, a culture of gratitude and appreciation for work well done…. The most valued benefits in an emotional salary are autonomy at the time of working, flexible hours, continuous professional training, a healthy life in the company, a daily work space, employee discounts and a good valuation of the work done.

Encouraging teamwork and an attractive corporate image for society are also two major motivations: good workers need to believe in what they are doing. Also, propose initiatives and participate in decision-making. And, generally, to work productively at ease.

People first | A project by Eurofirms

People First es un espacio de inspiración donde compartimos contenidos con un eje común: las personas. Desde distintas ópticas y sectores, abordamos varios temas, tendencias y noticias de interés humano.

La entrada How to pay for talent with an emotional salary aparece primero en People first.

The corporate digitalization process needs global and scarce talent, for which it is competing. Companies must focus on attracting talent and be inspired by success stories such as Switzerland, winner of the Global Talent Competitiveness Index 2019.
All countries in the GTCI ‘top 10’ invest in creating and supporting bussines talent. How do they do it? With a globalized economy and a strong commitment to education and innovation.

Switzerland offers good job positions, continuous learning, and professional development, as does the Netherlands, with substantial investments in education. The United Kingdom continues to be a higher focus on attracting international talent. The index also highlights that “small, high-income economies, and also the United States, continues to attracting talent” and that “the talent gap is increasing between dissimilar economies”.

Switzerland, developed and stable

This country stands out specially in this Index, for its ability to maintain local talent, thanks to its stability and its excellent business and Labor Park. The country and its companies encourage talent, offer it with good conditions, open to diversity, and to attracting highly qualified labor and international talent. It enjoys a strong economy, a leading service sector, technology industry, and financial services. Big companies, as reported by Switzerland Global Enterprise such as Google, Roche, Novartis, Nestlé, Disney, or Microsoft, have their international business and investigation centers based here.

Training is another of its strengths, both in prestigious centers and in the official system of internships. It offers an education focused on economic and corporate needs, but also respect for democracy and for maintaining a good life quality for its citizens. The Index has also recognized its enterprising spirit and cultural influence.

Cities that attract talent

The GTCI also recognizes the talent cities, including some in Europe and North America, with Washington, DC, and Zurich heading the list.

The concept of the city is changing, from a commercial and service center to the capital of technological and business innovation, and it is becoming increasingly important in the global economy. The world’s greatest cities are competing with each other for international investment and talent. Several cities in India, Vietnam, and Chinese metropolises are in an excellent future position, as well as London, Paris, Amsterdam, and some in North America.

In the report Decoding Global Talent 2018, Barcelona appears as one of the most attractive cities to work in, along with London, New York, Berlin, and Amsterdam. Young talent values living and working in a secure and well-connected place, where they have a first line job to go to by bike, a good team, and a place to enjoy.

The more talent in a city, the more it attracts and drives the development of innovative businesses, education, technology, and services to match the new demands. Retaining and attracting talent has an impact on the growth and wealth of the city and the country that invests in it. And it can all start with the great work of a company.

People first | A project by Eurofirms

People First es un espacio de inspiración donde compartimos contenidos con un eje común: las personas. Desde distintas ópticas y sectores, abordamos varios temas, tendencias y noticias de interés humano.

La entrada Switzerland, the most talented country aparece primero en People first.

Internally, what strategies do you accomplish to detect talent and enhance the professional development of your employees?

There are many actions that we perform during the year, both to detect talent and to develop it, but we are especially proud of the “Learning Communities”. They are working groups that are organized around a specific theme and in which collaborators who are passionate about this topic participate voluntarily. The beauty of these communities is that while the employees themselves are training and developing something they are passionate about, they are making great contributions to the business and making our vision of Business&PeopleTogether a reality.

For us, values ​​and abilities are above the curriculum vitae.

We work year-round in development, but we reserve one week a year in all IKEA stores and offices around the world to work it out conscientiously: Talent Week. That week becomes the perfect setting to celebrate that we all have a talent. We take the opportunity to organize different activities, workshops and talks in which we intend to inspire each other to get the best out of each other.

From Human Resources, do you use Social Recruiting to attract new talent? To what extent do you take into account the digital presence of the candidates? To what extent do you take into account the digital presence of the candidates?

Yes, definitely. Social Recruiting has allowed us to discover a new world (2.0) of possibilities, especially for the selection of qualified technical profiles that, in our local market, are difficult to find, such as Interior Designers or Visual Merchandisers, for example. When the talent you are looking for does not apply to your vacancies, social recruiting is the key to reaching passive candidates who, without them saying it, may be willing to work with us. At the same time, we are very aware of the importance of the Candidate Experience, and we put a lot of effort into improving it, both in its online and offline versions. We are clear that Social Recruiting is only a means, the purpose is to approach the candidates and establish a conversation with them, either through telephone interviews, asynchronous interviews or in person.

As for the digital presence of the candidates, it is not something that worries us or that we take into account in our selection processes. For us, it is much more important that they have a passion for life at home or that, they are even brand ambassadors.

You have been carrying out the “IKEA Málaga Talent” Program for 4 years, in which you are committed to developing the talent of entrepreneurs and students. What results have you obtained from this initiative?

I have special affection for “IKEA Málaga Talent” because I was lucky to be one of the participants in the 1st Edition and, in fact, it was as a result of the program that I met the company in which, without knowing it, I had always wanted to work. As for the results, we cannot be happier. Around 300 students are interested in our program each year and 16 are selected to work with them on their individual development plan, among other things. After 3 editions, 87% of students have gotten a job. As for entrepreneurs, about 90% manage to keep their project active. After the success of the program, this year we have decided to add another innovation to the program: Dual Training.

What does this Dual Training consist of and what advantages does it offer to participants and company?

Dual vocational training is a modality of professional training in which there is a high degree of cooperation between the educational center and the company and where apprentice training is the responsibility of both parties. The student or apprentice combines his stay in the company with the stay in the educational center, being able to put into practice the theoretical knowledge and living in first person, such as a work environment. One of the main advantages for the company is the possibility of adapting the curricular content to its needs and for the participants, the main advantage is the possibility of acquiring knowledge through practice, since they will always be connected to the reality of the market.

In our case, this year, DUAL Vocational Training has become part of our Development Program for students and entrepreneurs IKEA Malaga Talent, which, as I mentioned, its objective is to contribute to the positive movement of employability in Málaga.

This year, we will have 29 apprentices from branches such as Commerce, Carpentry, Catering, Administration and Finance and Maintenance. We firmly believe in this training model, so much so that we have set a target of 5% of our workforce in 2020 coming from DUAL Vocational Training.

Without a doubt, this is a unique opportunity to contribute to employability in our community.

People first | A project by Eurofirms

People First es un espacio de inspiración donde compartimos contenidos con un eje común: las personas. Desde distintas ópticas y sectores, abordamos varios temas, tendencias y noticias de interés humano.

La entrada Enrique López (IKEA): “Values and abilities are above the curriculum vitae” aparece primero en People first.

But it’s not just a matter of researching what the company is like. What about the co-workers, with whom he/she will share the day-to-day? According to Hubspot, “Each time is more important to know who you work with, instead of who you work for”. In other words, future employees will also look for who works in the company, what they do as a team, how they relate and have fun… And this is where the strategy of attracting talent in social networks plays a fundamental role.

How to attract talent

What is the basis of a good strategy for attracting talent through social networks? First of all, imagination and creativity are essential to share interesting content that shows how the day-to-day life of the company is, and that attracts talent. The second step is to identify the influencers, meaning, those people in our team who can become opinion leaders. In this sense, Hubspot proposes to encourage the use of social networks to share the day-to-day life in the company or workplace, to invent initiatives such as creating “Instagram Moments” for employees, visitors and inspired CEO’s, or to record funny stories.
The learning and opinions that are made in a workday can be good material, like the merits of some worker, the events they go to or participate in, the morning meeting, the improvised moments of laughter, disconnection, informal chat, a good coffee in the morning in the kitchen… But also the company’s commitments to equality, the conciliation, the flexible work, the environment, the society… The way it is structured, the decision making, the technological level… Would you be able to carry out any of these proposals in your company?
For all this to work, a good Employee Branding strategy must be followed. The more authentic fans it has, the better it will work.
And how important is Employee Branding for companies? Eurofirms has published, for the second consecutive year, the X-ray of Employee Branding in Spain’s companies, a reflection of the activity and trend of Spanian’s companies when applying this communication resource. 80% consider it important, but only 30% have developed a specific plan. You can download the full report here.

Influencers

What is the basis of a good strategy for attracting talent through social networks? First of all, imagination and creativity are essential to share interesting content that shows how the day-to-day life of the company is, and that attracts talent. The second step is to identify the influencers, meaning, those people in our team who can become opinion leaders. In this sense, Hubspot proposes to encourage the use of social networks to share the day-to-day life in the company or workplace, to invent initiatives such as creating “Instagram Moments” for employees, visitors and inspired CEO’s, or to record funny stories.
The learning and opinions that are made in a workday can be good material, like the merits of some worker, the events they go to or participate in, the morning meeting, the improvised moments of laughter, disconnection, informal chat, a good coffee in the morning in the kitchen… But also the company’s commitments to equality, the conciliation, the flexible work, tAnd what about brand outside influencers? We are referring to those people who stand out on Youtube, blogs, forums, and contact platforms. Is it useful to have a profile like this? Some companies are already working with them so that their opinion is favorable, they talk about the organization and recommend the brand. Experts, teachers, journalists, heavy users… people who value the impact of a company’s products or services on society.
Without a doubt, filling social networks with experiences is the most real way to attract talent. For people management departments, it is a way to discover influencers in the team, with whom they can support each other in their work. Are you prepared for it?

People first | A project by Eurofirms

People First es un espacio de inspiración donde compartimos contenidos con un eje común: las personas. Desde distintas ópticas y sectores, abordamos varios temas, tendencias y noticias de interés humano.

La entrada How to attract talent through social networks aparece primero en People first.

The company offers services such as Auditing, Consulting, Risks, Fiscal and Legal and Advice on Corporate Transactions and makes a clear commitment to its human capital.

Maite Poyos is HR Director at Deloitte and in this interview, she highlights the reasons why employees want to continue working in the company.

Even though in your sector workers usually start from scratch and continue to rise, you have some collaborative rooms that represent the loss of an office or a hierarchical position. To what extent have you modified your compensation, benefits or management policy, of what type of hierarchy or level?

Collaborative rooms have allowed us to change work habits, moving to environments that facilitate sharing information, collaborating on different projects and participating in multidisciplinary initiatives. This has not implied any change in our professional career, which is based on meritocracy, on how each of us do and work. From our professionals we value what they know how to do and what potential they have and, based on this, we determine their responsibilities. Many of our professionals join Deloitte recently graduates, we train them and prepare them and help their development in the Firm. The idea is that each year they grow in roles and responsibilities. We value people based on how they are and the potential we think they have. And based on this, we give it responsibility and they grow professionally.

This growth in the organization itself provides our professionals with a deep and specialized knowledge of their work. When a professional joins us, we try that this knowledge of the sector was integrated by him and, sometimes, they have to go back a step in their professional career to later grow and consolidate. This leads us to very young people who have grown in the Firm have a very fast career, acquiring responsibilities and managing teams very quickly. Other professionals, who join mid-career, may need adaptation time and participate in teams in which their manager has fewer years of experience than they do.

In recent years, with business diversification and specialization, we have had the need to incorporate professionals who bring a wealth of experience in the new specializations that are emerging. In these cases, it is important that the responsibility that we give to these new professionals is aligned with their preparation and their potential, to facilitate their adaptation to the organization.

We try to ensure that the level of responsibility and that of compensation are aligned. Therefore, career, responsibility and compensation go hand in hand throughout the professional career.

You have to adapt to the change in the market. Is training in these career plans offered by Deloitte?

At Deloitte we believe in training as one of the basics in the development of people. There are training plans by business lines and categories. First of all, we have the “core” courses, which are those that all of us receive regardless of our line of business or function, since they are basic that any Deloitte professional must know and that depend on the level of responsibility of each professional. From here the courses are increasingly specialized by functions, experience, responsibilities, etc. Many of them are taught by other professionals of the Firm. Finally, we reach the maximum specialization that consists of accreditations that are taught by external organizations.

Collaborative rooms are very dynamic and less hierarchical spaces. How is this change achieved? Is it suitable for all departments, business areas that have an impact at the human capital level? Do you have a KPI?

We wanted to take advantage of the changes in space to achieve a change in work habits, moving to a more collaborative, participatory environment that encourages innovation and work in multidisciplinary teams. To do this, we have established various dynamics and tools that allow these changes in habits, from which we measure their results periodically.

The first collaborative rooms were inaugurated in January of this year, so we are fully implementing changes in work habits. We have established some indicators, such as the level of occupation and release of the rooms, which will help us when measuring the impact we are achieving.

Deloitte is considered one of the best companies to work for in Spain and the first in your sector. What are the keys to achieve it? Why do people want to come work here?

We are a great organization, leader in our sector, with magnificent clients and with avant-garde projects. These are undoubtedly some of the reasons why people want to come to work. At Deloitte, growth and level of learning is exponential and you take on responsibilities very quickly. Training, both formal and that our professionals acquire every day by participating in many projects, very diverse and sharing experiences with other top-level professionals, is another element that attracts when it comes to wanting to come to work at Deloitte. However, one of the factors that most attracts people to come to work is that we are normal people who have a good time working together and growing and making grow our organization. The people who work at Deloitte are happy to be able to do it, we have great friends here. The average age is 28 years old and this leads to many activities being organized outside of work, such as skiing or paddle games, for example. We work intensively learning a lot and participating in innovative projects.

We are a great organization, but we are committed to micromanaging, both projects and talent. Our leaders manage both professional and personal groups and this allows people to feel comfortable working at Deloitte.

Is this micromanaging performed by an area leader or is it someone from Human Resources?

Both. The business area is responsible for management, but from human resources we help its development through knowledge of people and by providing the necessary tools to carry it out.

We are all close to our people and we are free to share concerns with whomever we deem necessary. Our professionals have reference people, in their line of business, in another line or in human resources to share. We always offer answers to the concerns of our professionals, either from the business line or from Human Resources.

What other measures do you have planned for the well-being of the team?

We are now working on a healthy business project, which involves having everything from healthy vending machines to wellness talks, courses, making it easier to go to the gym or yoga rooms. We have incorporated mindfullness sessions into some meetings. We also have a runners club and football and basketball teams. We offer accompaniment programs to people who change responsibility, we have mentors, tutors and internal coaches. For example, when a person joins he is assigned a buddy who is another professional with a little more experience, but very close, who will accompany you throughout the first months in more logistical or administrative aspects. Subsequently, with significant changes in responsibilities, we have mentoring programs for the younger ones, coaching to develop basic competencies or Mentoring for the most experienced people.

People first | A project by Eurofirms

People First es un espacio de inspiración donde compartimos contenidos con un eje común: las personas. Desde distintas ópticas y sectores, abordamos varios temas, tendencias y noticias de interés humano.

La entrada Deloitte: “We value people based on the potential we think they have, not on experience or age” aparece primero en People first.

Two-way interviews

A company’s social profile and the need to attract talent have transformed job interviews into bidirectional ones. Candidates no longer simply prepare, but research the company on social networks and want answers to their own interests.

You must be aware, therefore, that a job interview needs good preparation. Be well informed about the characteristics of the job and what skills are required of the candidates, in order to get the most out of it. But also to know how to listen, to inform the candidate correctly and to respond to any of his needs for clarification. He may want clear information about what is expected of him, the objectives of the company, the working environment, about what he is going to learn, how far he can go… It is essential to inform him about learning plans and professional development.

We must also decide how the interview will be developed. Most candidates will come prepared to answer the usual questions, so you have to look for alternatives to really know their suitability for the job.

Interview recommendations

Have you ever seen a millennial recruiting workers? Sitting on a sofa, with the candidate’s information in front of him on his laptop, his conversation headset or Skype, he directly poses situations he will encounter in the job he aspires to and asks him to describe how he would resolve them.

In the job interview it is essential to discover that what you put on your CV is real. Using hypothetical cases or the worker’s experience is a good method. Also, introduce questions that are not expected and that are going to upset you, about information of the sector, international news, controversial subjects… Your reaction will demonstrate better than anything your capacity of improvisation and your ideas.

A good recommendation is not to over-structure the interview but to let it flow, to let the candidate carry some of the weight with his explanations and questions: a comfortable atmosphere favours authenticity. It should be noted that a candidate today is required, in addition to professional skills, flexibility and capacity for innovation.

The presentation of the company and the job should be solid and attractive. From the beginning, the applicant should feel interested and valuable for the company with a warm welcome, a personal description, for example, by the recruiter, of who he is in the company, what he does, what he especially likes about his job…The job must be well explained, the candidate will have many doubts about it. Where it is going to be done, what the team looks like, the working conditions, the clients he works for or the projects he is involved in… but also what the role of the position is inside the company and what is expected of it in the coming years. The candidate can be asked what he knows about the company to evaluate if his expectations are correct or to correct his vision, if necessary.

Very interesting to describe the day to day of his job and the working environment, or even show him the offices and introduce him to the team.

And of course, candidates who have been dropped from the selection process must be properly informed. A candidate is a potential client and brand ambassador, who must take care of her reputation as an employer, applying Employee branding techniques. That is why it is so important to take care of the whole selection process.

People first | A project by Eurofirms

People First es un espacio de inspiración donde compartimos contenidos con un eje común: las personas. Desde distintas ópticas y sectores, abordamos varios temas, tendencias y noticias de interés humano.

La entrada An exciting selection process aparece primero en People first.

10 trends for human resources transformation

The future of work now depends on the experience of the employee, and 2017 is the year to prepare for the transformation of HR into an agile model, focused on the employee as a consumer, as well as to go digital. In this sense, Meister proposes a decalogue with the 10 most relevant trends in talent management and human resources for this year:

1. Focus on creating attractive experiences for employees.

HR will work together with other departments to create attractive experiences for employees by integrating corporate values and culture into the workplace. This will make it easier to recruit and retain talent in an environment marked by the fight for talent.

2. Use an agile approach to recruit and develop employees.

The time for recruiting, learning and developing employees will be substantially reduced, offering more speed and ability to manage unpredictability.

3. Creating spaces to promote culture.

Workers will be given the opportunity to adapt their workplace according to the task to be performed, which helps to increase commitment to the work.

4. Apply a consumer marketing vision in Human Resources.

Consumer marketing tools will be used to create attractive experiences for workers, help them to join, solve doubts, etc.

5. Experimenting with Chatbots in Human Resources.

Using artificial intelligence programs that simulate written or spoken conversations through chats to create conversational experiences will become HR’s new allied digital interface.

6. Planning a combined workforce.

The workforce of the future will mix full-time employees with consultants, contractors, freelancers, part-time employees, etc. HR managers must start planning this combined workforce and preparing to manage it properly.

7. Developing mobility options.

Innovative ways of providing digital career development to workers will be implemented thanks to mobility platforms that will allow them to try out new functions and improve their skills while keeping their jobs.

8. Investing in the welfare of employees.

Workers aspire to welfare and companies will work to provide integral welfare, taking into account financial well-being, health and personal welfare.

9. Focus on team development, not just individual development.

Traditionally, HR has focused on individual workers but the focus will change and focus on the ability to develop team intelligence as well as understanding what makes great teams perform exceptionally well.

10. Preparing for new roles in Human Resources.

HR departments will need more specialized and technical profiles, which are able to mix consumer marketing and digitalization to create personalized experiences for workers via artificial intelligence.

People first | A project by Eurofirms

People First es un espacio de inspiración donde compartimos contenidos con un eje común: las personas. Desde distintas ópticas y sectores, abordamos varios temas, tendencias y noticias de interés humano.

La entrada The employee’s experience is the future of the job aparece primero en People first.