Are you ready to work in the company for the future? .

Leadership is in the hands of the teams. In many organizations they operate as a ‘start up’ form and dissolve depending on the various projects carried out. This new model of decentralized organization is no stranger to the use of new technologies or an environment that encourages self-development and a social contract with professionals who are not on staff.


Demographic upheaval, digitization, the exponential rate of the economy and a new social contract between employer and employee are the four engines of change and the pillars on which the new organizational model is based. It is easy to see that things are changing. Although some companies endeavor to continue in business as usual, doing new things that is already a reality in many companies. More than 7,000 human resources managers worldwide already committed to that necessary change will mean a transformation in the way of doing things. From their opinions Deloitte has developed its annual Global Human Capital Trends 2016, that advances in exclusive expansion. There are ten trends that will shape the direction of the new organizational model: the teams sent, awakening leadership, the impact of culture, commitment, employees piloting training, design thinking, the new mandate of human resources, the big data -People analytics- people, the employee experience and the gig economy. Idoia Peace, Director of Human Capital at Deloitte, summarizes this scenario: “We are facing a model that prevails what is called network office, ie, teams gain prominence in a simpler organizations that are imposed structures more flat. the experience of the employee responds better to the new cycle. ”

Only 64% of organizations measured once a year the level of commifuturo2tment of its employees
The four drivers of change do not have the same impact on this reality. For Peace “of all disruptions, digital is the one which is transforming the way of doing things. The Internet has made the world shrink. We are much closer. We communicate, we complain, we collaborate … this, coupled with good use of technological tools, offers a world of opportunities that can benefit substantially. the agility and innovation are the actors in this game. ”

Enrique de la Villa, a partner at Human Capital at Deloitte, insists that “the most important is the organizational transformation of companies, which involves moving from models of traditional hierarchical structures to work on projects and team of specialists. Another element is related is the change of focus on people management by the impact of digitization and the profile of professionals, representing new models of leadership and management. ”


Hierarchical structures are numbered. According to this report, for 92% of respondents, or what is the same, that nine out of ten executives, achieve an interconnected organization and that has flexible equipment is a priority. Talk about the network of teams, ie small groups working on very concrete projects with its own challenges. These teams are aligned and coordinated with the operations center and information, similar to the military structures, “but with a decentralized authority to grant that power to each of the teams,” says De Paz. We are facing a scenario that is closer to a team of Hollywood film production and away from traditional organizations. In this new structure professionals come and go, work hand in hand on a common project, and when this is complete, the group dissolves and pass new assignments.

It arrives decentralized organization, but only 14% of executives say they are ready for it
The change means a revolution in leadership, performance management, training and career development. Both the professional and the heads have to get used to working in a different way, a real challenge if you consider that only 14% of executives involved in this report believe that your organization is ready for a redesign of this type; only 21% is considered ready to design cross equipment; and a scant 12% understand teamwork of their professional network.


The concept of head as now understood no longer works. The command and control has no place in a business environment in which live several generations and gender diversity, culture, etc., it is part of a whole that has to work like clockwork. Not surprisingly, improve leadership is a priority for 89% of respondents in this Global Human Capital Trends 2016. The traditional hierarchical pyramid crumbles, because, according to the report, “leaders not generate enough agility to keep up of business demands and pace of change. ”

The ‘command and control’ has no place in an environment in which live several generations
More than half of respondents, 56%, said they are not prepared to assume this leadership transformation. Only 7% is giving a boost to programs in this area aimed at Millennials. Peace explains that “one of the great challenges of human resources is to approach the business in a practical and realistic way to work with all generations as something that sum. Managing diversity means to respond to all questions to work with teams more agile “way. This is one of the tasks he has to take on this new leadership. And while it is the responsibility of organizations raising the bar in terms of rigor, evaluations and more structured and scientists for the identification and development of those leaders who have to start at an earlier age approaches. In addition, it is also crucial to involve in this training to senior leaders to take on new roles and make way for younger leaders.


If culture and commitment were a priority for executives in the study by Deloitte last year, this time it has raised the question separately. Both factors continue to occupy the first position in the list: 86% mention culture as an important or very important problem. Although there are many human resources managers who believe that culture and commitment go hand in hand, it is not always the case. This is different concepts that need the involvement of the management committee and strong support in the area of ​​people management. This department must understand the concepts to move it to the organization. Culture describes “how things work”, while the commitment defines “how people feel in that environment.” Ideally, both concepts are aligned so that professionals become the best ambassadors of the employer brand pursued its organization.


For 85% of respondents is a priority. Climate surveys each year who take the temperature of the mood of the workforce are not enough. In fact, some organizations are replacing employee listening by the employers’ Listen, anonymous and regularly. Moreover, these professional approaches have led to a new and important role in the area of ​​human resources: employee listening officer. But much remains to be done in this regard. Only 46% of companies claims to be ready to input the challenge of compromise.

Work teams are formed and dissolved according to different assignments
Are three factors to focus the engagement: intense competition for talent less loyal Millennials with organizations than previous generations; the demand for professionals specialized in technology to digitize organizations; and generate a brand open and transparent employer that allows the professional to identify it as the best place to work.


Training is the great conductor between employee engagement and corporate culture, and much of the value proposition for the professional. Unlike last year, organizations are making great progress in the adoption of new technologies and new learning models. The percentage of organizations who feel comfortable with the addition of online courses open -MOOC- in their training platforms has risen from 30% to 43%. Peace warns that in e-learning, companies go from zero to sixty cruising speed. “Organizations have to provide their professionals with the necessary tools to access the training that suits them professionals are protagonists in an environment that encourages self-development. ”


The -so creativity could translate this concept-is the big trend in human resources. Is incorporated across the board in all areas of the organization “as a channel to humanize the experience and give it a more innovative nuance,” said De Paz. Instead of building programs and processes, human resources managers focus their efforts on analyzing people and develop technology and applications that help them reduce their stress levels and make them more productive tools.


The concept employed is changing. According to De Paz, “should be treated as a professional client. Everything that is done out is essential to develop within the organization”. The big data of people -People analytics- and the employee experience set the course of a human resources department that emerges as the best ally of the business. In this sense, digitization is seen as a revolution to streamline processes and how known and the demands of an employee who has different needs are met.

Are you ready to work in the company for the future? .

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