The emerging world highlights different needs than in the past: within work contexts there is a strong need to be able to rely on alternative skills, intelligences, and ways than those used until now.
Companies must find ways to represent ideas, ways and purposes that characterize their essence and express values and motivations by pursuing something they believe in, to inspire confidence both internally and externally. It therefore becomes increasingly important to be able to establish a strong emotional bond with employees and customers.
Our goal, therefore, is to pass on our knowledge and experience on soft topics, first among them, by way of example, Emotional Intelligence.
What’s new at Consea Group: Human Capital Consulting.
Consea Human Capital Consulting was born with the aim of guiding companies through this process of change, developing strategic partnerships with our clients, supporting them in transforming today’s challenges into tomorrow’s successes.
Leading Consea Human Capital Consulting, in the role of general manager, will be Gabriella Carello. Gabriella’s professional background has been built at the head of the Human Resources function, in various geographies and within important international industrial realities.
Expert and passionate about leadership, culture and organizational development, she brings to CHCC a solid and proven knowledge of so-called “soft” skills, first among which is emotional intelligence, which she has also gained through her studies at KEY Step Media, the school founded by Daniel Goleman, globally recognized as the top expert on the subject.
Joining Gabriella in the new challenge will be Sara Ruffinatti, an organizational psychologist and ICF-certified coach, trainer and expert in talent management solutions as well as a lover of innovative technologies and the experimentation of new tools for skills development.
The group will further be able to count on the experience of Paola Vasario, a historical figure at Consea Group who has a natural ability to seize and understand the needs of her clients.
Finally, Sara Brino, a psychologist and coach, a passionate scholar of organizational development issues, will be part of the team representing valuable support in the conception and execution of the various projects.
We have many initiatives in the pipeline, follow us on LinkedIn so you don’t miss all the updates and projects we are developing!
Authors:
Chiara Altomonte – General Manager and Head of the Fashion & Retail division
Having clarified the importance of emotional intelligence, we can delve into its basic characteristics. Emotional intelligence is in fact composed of two main competencies: personal skills, namely self-awareness and self-control, which include the ability to recognize one's emotions and control one's behaviour
social skills, that is, social awareness and interpersonal relationships, which include the ability to recognize and understand others’ moods, motivations and behaviours. In more detail, the core skills attributable to emotional intelligence are: SELF-AWARENESS This is a fundamental skill for emotional intelligence because it underlies other skills: being aware means knowing one's nature, behaviours,and emotions, but also the events that trigger our emotional reactions. Being aware means having a clear and defined vision of one's potential and weaknesses: in this way, one has a better chance of pursuing the right opportunities, enhancing one's talents and preventing non-functional emotions from blocking us. Knowing ourselves offers us great opportunities: it allows us to learn to make predictions about how we will deal with the various situations that life throws us in our daily lives, thus being able to live more prepared for events, with the ability to be able to choose situations, behaviours and attitudes that are more functional for achieving our goals. SELF-CONTROL Self-control is closely related to self-awareness because it represents how we use that awareness to direct our behaviour. In fact, knowing one's tendencies and motivations but not acting to counteract or encourage them is tantamount to not being aware at all. If, on the other hand, one is able to control oneself, she/he can recognize the onset of a negative emotion and use rational thought to persuade oneself not to do or say what the emotion would prompt one to do or say. SOCIAL AWARENESS Social awareness is the ability to clearly perceive the emotional states of others and to understand exactly what is happening to them. This ability also involves understanding both what others are feeling or thinking and what our position is regarding their feelings or thoughts: do we share them or not? Do we think like them or not? The basic skills of social awareness are listening and observing, which enable one to shift attention from one's own thoughts to those of others. Those who can listen and observe, therefore, are able to change perspective and put themselves in others' shoes, being able to be more understanding, hence empathetic. MANAGING INTERPERSONAL RELATIONSHIPS Very often we don’t realize the impact our behaviour can have on others, and it is increasingly common to interact in life, but also on social media, with people who have little empathy and put their own needs ahead of those of others. The ability to manage interpersonal relationships makes it possible to build healthier and more peaceful relationships. Usually those with low emotional intelligence, in a moment of confrontation tend to avoid head to head or respond passively-aggressively to provocations, then venting on others the anger they cannot handle. Those with emotional intelligence, on the other hand, can avoid giving in to the temptation to attack the other person, and strive to understand him or her, rather than trying to defeat or humiliate him or her. Follow us to find out what emotional intelligence skills are and how they can impact the workplace.
A new strategic partnership for Human Capital Consulting
Press release Consea America and Cometa Coaching Announce Strategic Partnership to Revolutionize Human Resources Solutions in North America. Chicago, March 19th, 2024 In response to the market's ever-evolving demands, Consea America and Cometa Coaching (“Cometa”) are proud to announce their strategic partnership to reshape Human Capital strategies in the US market for Italian and European companies. This partnership combines Consea America's extensive global experience in talent acquisition and recruitment with Cometa’s prowess in designing and implementing coaching, training and change management programs for individuals and teams. It promises a unique and tailor-made approach to talent management at every lifecycle stage, from recruitment, to development and retention. "At Consea America, we understand the critical importance of talents in driving organizational success," said Antonella Cerabona, CEO of Consea America. "By joining forces with Cometa Coaching, we are excited to offer our clients a holistic solution that combines recruitment expertise with cutting-edge coaching, communication, and training programs. This offering seamlessly integrates with our established Human Capital Consulting division in Italy, uniting our efforts to expand into the North American market." Founded on the principles of partnership, integrity, and uniqueness, the value proposition of Consea America and Cometa's collaboration is clear: Partnership: We believe in partnering with our clients in their talent management projects, offering more than just advisory services. By sharing competencies, resources, and expertise, we work towards a common goal of success. Integrity: Our commitment to operating from a position of integrity means we listen to our clients, understand their needs, and provide transparent and honest support throughout our engagement. Uniqueness: We recognize the unique dynamics of each work environment and collaborate with our clients to design and implement talent solutions tailored to their specific needs, considering the cultural differences and main challenges Italian and European companies have when operating in the US Market. With Consea's 50 years of experience in executive search and Cometa's founder Mariateresa Romeo's two decades of expertise in executive coaching and organizational behavior, clients can trust the depth of knowledge and the breadth of experience this partnership brings. "Cometa Coaching is dedicated to supporting driven professionals and dynamic organizations in their transformational journeys, unlocking individuals and teams' full potential, and creating nurturing work environments. With Consea America, we share the same belief that people and their contributions are at the heart of any organization," said Mariateresa Romeo, founder of Cometa Coaching. “Through this partnership, we are excited to expand our reach and offer comprehensive solutions that drive lasting organizational impact." For more information about Consea America and Cometa's strategic partnership and the services they offer, visit www.consea-group.com. About Consea: Consea America is part of Consea Group, a global executive search firm with offices in the US and around the world. With 50 years of experience, Consea has supported thousands of small, medium, and large-sized companies in attracting and retaining top managerial talent through a team of experts and consultants. About Cometa Coaching: Cometa Coaching, founded by Mariateresa Romeo, an experienced executive coach and organizational behavior professional, is a Leadership Consulting Company. It supports leaders and their teams in navigating professional challenges, improving performance, and creating a work environment that vibrates with sharing, understanding, and collaboration. For media inquiries, please contact: Antonella Cerabona, CEO of Consea America - a.cerabona@consea-group.com Mariateresa Romeo, Founder of Cometa Coaching - mt@cometacoaching.com
Inclusive Leadership: Towards Embracing Diversity and Collective Success
Inclusive leadership represents the core of a work environment that embraces and celebrates diversity as a driving force for collective success. Defined as the ability to manage and guide a group of people while respecting their diversities empathetically and without prejudice, Inclusive Leadership goes beyond mere team management, recognizing the intrinsic value of each individual and their uniqueness, encouraging active participation, and fostering a sense of belonging and community. Here are some points for reflection gathered by Consea Human Capital Consulting, through dialogues with numerous CEOs and human resources managers.
What are the distinctive traits of an inclusive leader?
An inclusive leader must employ skills such as empathy, effective communication, listening, flexibility, openness to change, awareness of diversities, and responsibility. These traits and skills are fundamental in creating a work environment where every person feels valued and respected as an integral part of collective success. An inclusive leader embodies these traits and skills, acting as a guiding beacon for the team and transforming differences into a springboard for innovation and creativity, crucial for the long-term success of an organization.
What impact can this leadership model have on the organization's business areas?
The beneficial effect of inclusive leadership is not limited to the organizational climate alone. It also extends to key business areas such as research and development, marketing, and external communication. The inclusive approach allows for gaining a competitive advantage, enabling companies to better understand the needs of an increasingly diverse and global market. The diversity within the organization reflects positively in the ability to adapt quickly to changing customer needs and to create innovative and meaningful solutions.
Is the presence of inclusive leaders sufficient to truly make an entire company inclusive?
The answer to this question is no: to foster a truly inclusive corporate culture, the presence of inclusive leaders alone is not enough. It is also necessary to invest in training and the development of key skills at all levels of the organization. Promoting open communication and dialogue, awareness of implicit biases, and constructive conflict management are just some of the fundamental elements in building and maintaining an inclusive and stimulating work environment. In conclusion, Inclusive Leadership represents an essential pillar for guiding future business strategies. Through the promotion of diversity and inclusion, ambitious goals such as improving productivity, retaining talents, promoting innovation, and building a strong reputation can be achieved. Investing in the training and development of inclusive skills is a fundamental step towards creating a fair, inclusive, and prosperous work environment for all. Authors
Gabriella Carello – General Manager Consea Human Capital Consulting
Sara Ruffinatti – Senior Consultant Consea Human Capital Consulting
Emotional intelligence: what is it and why it can change your life
Emotional Intelligence is the common thread in every project promoted by Consea Human Capital Consulting: we firmly believe in the effectiveness of this skill, which is now internationally recognized, both in the field of psychology and in business organization. The term emotional intelligence was first used in the 1980s by psychologist Howard Gardner, who introduced the concepts of inter-personal intelligence (which allows one to understand others' intentions and emotions) and intra-personal intelligence (i.e., the ability to understand one's own emotions and motivations). However, the concept of emotional intelligence was popularized and made famous by U.S. psychologist, author and science journalist Daniel Goleman, with the book "Emotional Intelligence: What It Is and Why It Can Make Us Happy": in this essay, the author explains how a good IQ is not enough to achieve success at work and well-being in life, as a mix of self-control, perseverance, empathy and attention to others contribute to the basis of our choices. The power of emotional intelligence Emotional intelligence is thus the ability to recognize and understand one's own and others' emotions, but also the ability to use this awareness to better manage one's own behaviours. Why can this change our lives and, to quote Goleman's words, make us happy? The answer is simple: emotions often get the better of us, sabotaging our chances of success at work and in life. With emotional intelligence, however, it is possible to prevent this from happening by learning to make decisions guided by common sense and self-awareness, rather than impulsivity and fear. By recognizing and training one's emotional intelligence, one first achieves greater mental serenity and thus greater well-being. Emotional intelligence between reason and emotionality Underlying emotional intelligence, we can find neuroscientific explanations. In fact, we must consider that everything we perceive through our senses travels inside our body by means of electrical signals, which pass from cell to cell until they reach our brain and, specifically, the limbic system, where emotions are born, to arrive, only later, to the frontal lobe, the seat of logical and rational thought. Analyzing this process, we easily conclude: even before we can rationally evaluate reality, we perceive it emotionally and react to external stimuli, first with our emotional center and then with our logical center. That is why sometimes, in moments of anger, it is difficult to control one's emotions, risking saying things that one does not really mean. In fact, in such cases, reason is hindered by emotions, which do not allow us to evaluate the information and thus choose the most appropriate reaction. We can therefore say, in a grand summary, that emotional intelligence is the skill that enables us to narrow the gap between emotionality and reason. Follow us to find out what emotional intelligence skills are and how they can impact the workplace.
HR China: 5 steps to supporting employees during organizational changes
Geopolitical challenges, tightening of China-US relationship, and China’s Zero Covid Policy have disrupted the current economic environment, reshaping supply chain and driving changes on businesses. Indeed, many companies are rebuilding their organization structure on operational level – hybrid work model - and on structural level – mergers & acquisitions, split-off or closure of business. Changes in the business model have an impact on the overall operations of the company and on its employees, redesigning workflow, potentially affecting employees’ roles, scope of responsibilities, location, and in worst-case scenario, laying off people. In a scenario where disruptions and changes are the agenda, Human Resources are central and critical in designing internal organization restructures, developing, and implementing action plan, and ultimately but most importantly in supporting employees in adapting to changes. How to support employees in adapting to changes? We, Consea Group, have highlight 5 key elements for you. (add hyperlink of Consea homepage) Understand the change First and foremost, understanding changes is fundamental. Why are we changing, what needs to be done, how do we move from point A to point B, are key questions you need to have answers to. Without knowing the whys, it is difficult to believe and drive the changes. Effective communication Once identified the whys, action plan and how, take time to communicate and explain it to your employees. Consistency and clear communication are essential. Do not limit to simply informing them, rather make sure they understand the reasons behind and be present for their doubts and concerns. Remember the intangible Organization changes have impact on the personal level too! Remember the emotional and intangible elements. Have the leadership to speak first. Ask them to share with the team how they interpret the changes, what are their thoughts. Create connection and a support system where employees feel safe to share their own experiences, by letting leaders showing up first. Un-learn and Re-learn Often, changes are seen as threaten to an already established and functioning system. It is human to show resistance and refusal to changes as it is mining what is familiar to step into the unknown. Thus, it is important first to un-learn behaviors, patterns, and systems in order to re-learn during time of changes and building resilience. Involve, collaborate, co-create in times of changes To facilitate the transition, involving, collaborating, and co-creating with employees during and after the changes give employees ownership in the change, consequently becoming more likely to support said change. Moreover, it helps to find synergies and eliminate/limit complexities. Changes can be intimidating, but with the right combination of knowledge, communication, leadership and environment, HR and companies can support their employees and ensure a smoother transition during changes. Authors: Valentina Meng – Recruitment Consultant & China Social Media Manager Chiara Altomonte – General Manager and Head of the Fashion & Retail division
Leverage the Role of Talent Development for Overcoming Acceleration
The pandemic brought up a global acceleration in technology adoption as well as the needs of flexible but consistent integration schemes (integration between long- and short-term strategies, integration of business channels and acumens, global and local approaches). The New Normal is about adjusting the future right now. It’s a temporary trend that pulls future outcomes on current needs. From now on, there will always be a new kind of “new normal,” with a different level of complexity, that both employees and companies will have to deal with. How should companies support people’s future helping them gain the skills for the next scenario? In order to embrace transformation and business evolution, people management should be about strategic skills-mapping and a careful workforce plan. The workforce assessment opens the opportunity to quantify long-term talent requirements by assessing successions needs and roles competencies. Particularly, development plans and talent management are part of the circular strategy ensuring company vitality. How are companies facing transformation? Replacing people or firing them is definitely not a long-term solution. Excellent companies are setting up dedicated Talent Development programs towards upskilling and reskilling projects. Running upskilling programs means to strive for people in the adoption of new skills for covering their current positions. Competitive companies that are focusing on re-building the organization frames are running reskilling programs for enabling people to pick up new skills for a completely different job. Reskilling and upskilling culture is successful if leadership promotes a learning culture and if HR processes, such as talent management and performance assessment, are aligned with the business company strategy. Competitive companies encourage employees to adopt a continuous-growth mindset. Companies that have yet to revise or build their Talent Management strategy are leaving employees on a self-directed approach, holding more traditional options or random skills development solutions. Nowadays, Talent or Employer value proposition is not only a matter of Why, “Why should an employee choose to work in your company instead of another one?”, but it is also a matter of “main features” in terms of What, “What should your company have for attracting employees?” Thinking about future situations in which people can maximize their performance could bring up the same advice from the most important Organizational Development Theories: Company Culture: it creates the conditions to thrive Talent
Excellent Leaders: coaches and facilitators with strong ethic Values, with the abilities to motivate, enable, and integrate a group of people towards common goals.
Sustainability: global attention to the impact of the company.
Long-term Strategy: integrated with an agile approach.
Transparency: creating the environment for more fluid feedback conversations between leadership and employees.
Consistent Competencies Models: ensure meritocracy and trust. Listed above are HR strategies and decisions that, of course, cannot solely run on Excel spreadsheets. People are not file records: they act and react, choose, think, feel and communicate. Employees’ behavior is not 100% predictable and leaders should take into consideration people’s unique qualities and mannerisms. HR foundation skills are about creating a big picture of the environment, consistently communicating, translating old procedures into on-line and digital tools, analyzing data, and thinking prospectively. It is also important to point out one of the most strategic HR features: a strong cross-functional collaboration. The inspirational and visionary value that a new HR style could bring is collaborating with marketing in terms of reputation and communication: “One of the most important company customers are its own employees”. With HR being a business function, the operative value could be strictly collaborating with the finance department as well as interpreting reports and complex data towards the market needs. Leaders, in general, should take into consideration their actions and responses. Poor decisions in people management could result in varied employee reactions that could cost reputation, trust and money. A weak HR vision could beget huge risks and costs for organizations.
The current digital context that our global society is facing has a significant impact on the development of new business and management models for organizations. The changes are taking place so quickly that the survival of many companies and businesses is at stake if they do not join the digital age. The change is taking place both in social and personal relationships as well as in our consumers, in our public of interest and in the collaborators of the organizations. Digital transformation is the combination of business strategy and operations with technological innovation, as well as the design of new services (or the redesign of existing ones) to rapidly increase productivity and growth in the value chain: business models , products, customer experience and operations. . . Similarly, the attraction and retention of talent is a great challenge in this process for organizations. People are increasingly digital, therefore, digital skills are becoming the core of the needs of all organizations and sectors. It is essential to understand and know how to analyze the situation in which we currently live. The skill lies in being close to our target audience to give them exactly what they need. Personalization, simplicity and immediacy are some of the keys to face this new stage. Products and services have undergone a true revolution, and value-added services that take advantage of new technologies to generate a direct impact on the customer experience will continue to appear. The optimization of channels and processes as well as the change of the internal culture of companies is a priority in this dizzying digital age. There are many opportunities and threats that this new scenario poses for companies, for this reason, most organizations are turning to new skills and leadership to successfully drive this transition. It is due to this accelerated transition that at Consea Group we carefully study and analyze our opportunities for the implementation of new technologies, which have allowed us to facilitate and streamline the development of our processes, migrating a large percentage of face-to-face work to remote, innovating and positively adapting to this new organizational culture, which as a result has streamlined and strengthened contact and experience with colleagues, clients and candidates (local and global). Authors: Enríque Pedroza - Business Development Manager, Consultor Senior & Headhunter
Portrait of the leader in 2023: six dimensions of effective leadership.
The complexity of today's global challenges requires a renewed focus on what makes an effective leader. For the past 53 years, the World Economic Forum has brought together many public and private sector leaders to collaborate on strategies and solutions. Leaders today face multiple and interconnected challenges, from economic uncertainty to geopolitical fragmentation to the climate crisis. The complexity of these problems requires the training of certain distinctive traits that help make an effective leader. Having had the opportunity to meet and observe a fair number of leaders in recent years, we have developed our own simple and practical definition of the key dimensions of effective leadership, identifying 6 distinctive qualities. Soul: clarity of purpose Leaders need a clear direction, whatever they choose to do. The driving force behind this purpose may come from deep convictions or values they aspire to live by, or it may come from an ambitious vision they seek to achieve. Purpose encapsulates the dreams of a leader's life, and its fulfillment helps them define their legacy and leave a positive impact on the world. Brain: professionalism Leadership requires the competence and ability to operate successfully to achieve goals. Contextual intelligence is also essential, especially today when we live in a rapidly changing environment. Leaders must develop the ability to think about systems to see the big picture and connect the dots. Heart: passion and compassion The emotional strength behind actions is important. Success can often be difficult to achieve because obstacles can exclude some opportunities. But with passion for their work and their potential impact, as well as compassion for others, leaders can engage individuals, communities, and institutions in a compelling commitment to a common goal. Muscles: perseverance in translating ideas into action Effective leaders provide teams and organizations with the energy they need to deliver results and achieve impact. Purpose, professionalism, and passion can only go so far, if leaders do not also have the strength and perseverance to implement their ideas and bring them to fruition. Nerves: positive mindset All leaders encounter adversity, disruptions and many other sources of stress. Resilience and a positive mindset are key to mastering these situations and emerging even stronger. "Mens sana in corpore sano," a Latin phrase meaning "a healthy mind in a healthy body," is probably the best recipe for resilience, as it emphasizes the power of maintaining a healthy balance in life-mentally, physically and emotionally. Emotional Intelligence In conclusion, there are two elements of fundamental focus in being a good leader, an effective leader capable of realizing his or her best vision for self, teams, and the organization: - the ability to manage one's emotions even and especially when they are consequent to high stress, staying focused on the goal, without allowing unconstructive or negative emotions to distract us; - the ability to tune in emotionally with one's team members as well, taking charge of the dynamics present and depowering the destructive aspects. This can all be encapsulated in one expression: emotional intelligence. All six dimensions of leadership are necessary to successfully deal with the complexity of today's challenges, and through Consea Human Capital Consulting's Executive Coaching we can support executives in their growth process, coaching them to develop role-specific skills as well as their personal leadership. Today more than ever we need to lead with soul, brain, heart, muscle and nerves! Authors: Gabriella Carello – General Manager Consea Human Capital Consulting
Maintaining a consistent organizational culture in hybrid and remote work settings
Maintaining a consistent organizational culture in hybrid or remote work is currently one of the biggest challenges faced by leaders and HR departments. When the daily presence in the office disappears, spontaneous interactions, relationships, and the natural transmission of values become more difficult. However, it is possible – it has to be provided by conscious and planned action. 3 out of 4 surveyed HR leaders believe that in the era of remote work, the biggest challenge for HR departments is engaging employees in the company’s culture. Another study involving remote and hybrid employees shows that only 1 in 4 workers feels connected to their organization’s culture – a concerning statistic. It turns out that values and organizational culture are key to employees. 76% say that culture is important or very important for them to perform their work effectively. Additionally, 61% of HR leaders declare that organizational culture is even more important in a hybrid work model than in traditional office settings. Some organizations are trying to return to pre-pandemic conditions by forcing employees back into the office. However, considering the shift in how employees perceive work, this may not be the best idea. People will leave: organizations that mandate a return to the office may lose up to 33% of their workforce! Employees' new expectations include flexibility in terms of workplace and working hours, as well as a greater need for autonomy and influence over what happens in the organization. Employers who aim to build a lasting organizational culture must keep that in mind.
How to nurture organizational culture while embracing the hybrid model?
1. Redefine culture and values Don’t assume that culture will “survive on its own.” In a distributed work model, values and norms must be clearly defined, communicated, and visible in day-to-day operations. 2. Introduce rituals and consistency Regular meetings (e.g., Monday briefings, Thursday open spaces) help maintain rhythm and a sense of community.
Online integration events – virtual coffee breaks, team quizzes, group challenges – are not just “extras,” but ways to sustain team identity. 3. Promote transparency and leader accessibility Culture grows through example. Leaders should be visible, communicate clearly, frequently, and openly. 4. Communication = culture Choose communication channels that reinforce your values – for example, using MS Teams with space for more casual conversations.
It’s worth creating dedicated areas for: celebrating success, expressing gratitude, sharing feedback, posting company memes, and welcoming new team members. 5. Involve people in shaping the culture Ask what works and what doesn’t. Conduct pulse surveys, employee panels, and feedback groups.
Employees who help co-create the culture feel a stronger connection to it – especially in remote settings. 6. Wellbeing and empathy are part of culture too Companies that actively care about employee wellbeing (flexibility, offline time, psychological support) strengthen a culture based on trust and respect. Organizational culture matters from the recruitment stage!
Organizational culture is also one of the elements that can attract potential candidates. Research conducted by HAYS shows that as many as 2/3 of professionals place great importance on how a company's culture is presented at the very start of the recruitment process, i.e., when reading a job offer. Another 23% say their interest in organizational culture is moderate at this stage, while only 8% do not consider it important at all.
Conclusions
A consistent culture in a hybrid model doesn’t develop “by accident.” It requires proactive effort, value-driven leadership, communication-supporting technology, and an empathetic approach to people. Organizational culture is of key importance to employees, as it directly affects their motivation, engagement, efficiency, job satisfaction, and even their decision to stay with or leave the company. It is the foundation that influences every aspect of an employee’s experience within the company. A well-designed and genuinely implemented culture can be an organization's greatest asset! At Consea Group, we focus on building and nurturing our organizational culture – no matter where in the world we are. Although we are a globally distributed team, we stay closely connected and make a conscious effort to maintain strong relationships. We celebrate birthdays and key company milestones together, and once a year we meet online to reflect on our achievements and look ahead. During this annual event, we also take part in virtual games, fun activities, and contests that strengthen our collaboration and foster a true sense of community. Our Team Leaders are in constant contact with us, and whenever any problems or questions arise, we can count on them. The company fosters full transparency and a smooth flow of information. Thanks to this, we feel safe and confident in carrying out our responsibilities. Each of us has access to up-to-date information, which enables us to make informed decisions and collaborate effectively across departments. This kind of organizational culture builds trust, strengthens employee engagement, and makes every day work more rewarding. With an open approach and strong support from our Team Leaders, we feel like part of a team that is working together toward a shared goal. Utrzymanie spójnej kultury organizacyjnej w warunkach hybrydowych i zdalnych
Utrzymanie spójnej kultury organizacyjnej w pracy hybrydowej lub zdalnej to dziś jedno z największych wyzwań dla liderów i działów HR. Gdy znika codzienna obecność w biurze, trudniej o spontaniczne interakcje, więzi i naturalne przenikanie wartości. Ale to możliwe — pod warunkiem świadomego i zaplanowanego działania. 3 na 4 pytanych liderów działów personalnych uważa, że w dobie pracy zdalnej największym wyzwaniem stojącym przed działami HR jest zaangażowanie pracowników w kulturę organizacyjną. Z innego badania, obejmującego pracowników zdalnych i hybrydowych, dowiadujemy się, że tylko 1 na 4 pracowników czuje się związany z kulturą organizacyjną swojej firmy – to niepokojące dane. Okazuje się, że to właśnie wartości i kultura organizacyjna są kluczowe dla pracowników. 76% z nich twierdzi, że kultura jest dla nich ważna lub bardzo ważna, aby mogli skutecznie wykonywać swoją pracę. 61% liderów HR deklaruje, że kultura organizacyjna jest nawet ważniejsza w hybrydowym modelu pracy niż w pracy w biurze. Niektóre organizacje starają się wrócić do sytuacji sprzed pandemii, wymuszając na pracownikach powrót do biura. W obliczu zmiany, jaka zaszła w pracownikach i ich spojrzeniu na pracę, może być to nie najlepszy pomysł. Ludzie będą odchodzić: te organizacje, które będą zmuszały swoich pracowników do powrotu do biur, mogą stracić nawet 33 % swojej załogi! Nowe oczekiwania pracowników z jednej strony związane są z elastycznością dotyczącą miejsca i godzin pracy, a z drugiej, z większą potrzebą samodzielności i wpływu na to, co dzieje się w organizacji. Pracodawcy, którym zależy na stworzeniu trwałej kultury organizacyjnej, powinni mieć to na uwadze.
Jak zadbać o kulturę organizacyjną przy jednoczesnej akceptacji trybu hybrydowego?
1. Zdefiniuj kulturę i wartości – na nowo Nie zakładaj, że kultura „przetrwa sama”. W trybie rozproszonym wartości i normy muszą być jasno zdefiniowane, zakomunikowane i widoczne w codziennych działaniach. 2. Wprowadź rytuały i systematyczność Regularne spotkania (np. poniedziałkowe odprawy, czwartkowe open space’y) pomagają utrzymać rytm i poczucie wspólnoty.
Wydarzenia integracyjne online – wirtualne kawy, wspólne quizy, wyzwania zespołowe – to nie „dodatki”, ale sposób na podtrzymanie tożsamości zespołu. 3. Promuj transparentność i dostępność liderów Kultura rozwija się przez przykład. Liderzy powinni być widoczni, komunikować się jasno, często i otwarcie. 4. Komunikacja = kultura Zadbaj o kanały komunikacji, które wspierają wartości – np. MS Teams z miejscem na „lżejsze” rozmowy.
Warto wydzielić przestrzeń na: sukcesy, wdzięczność, feedback, memy firmowe, powitania nowych osób. 5. Angażuj ludzi w tworzenie kultury Pytaj, co działa, a co nie. Organizuj badania pulsowe, panele pracownicze, grupy feedbackowe.
Pracownicy, którzy współtworzą kulturę, silniej się z nią identyfikują – szczególnie w pracy zdalnej. 6. Wellbeing i empatia to też kultura Firmy, które aktywnie dbają o dobrostan (elastyczność, czas offline, wsparcie psychologiczne), wzmacniają kulturę opartą na zaufaniu i szacunku.
Warto wiedzieć, że kultura organizacyjna jest istotna już na etapie rekrutacji!
Kultura organizacyjna jest także jednym z elementów, które mogą zachęcić lub zniechęcić kandydatów do pracy w danej organizacji. Wyniki przeprowadzone przez HAYS badania pokazują, że aż 2/3 specjalistek i specjalistów przywiązuje dużą wagę do jej opisu już na początkowym etapie rekrutacji, czyli zapoznając się z ofertą potencjalnego pracodawcy. Kolejne 23 proc. deklaruje, że ich zainteresowanie kulturą organizacyjną jest na tym etapie średnie, a tylko 8 proc. nie przywiązuje do niej wówczas żadnej wagi.
Wnioski
Spójna kultura w trybie hybrydowym nie tworzy się „przy okazji”. Wymaga proaktywnych działań, liderów jako nośników wartości, technologii wspierającej komunikację, empatycznego podejścia do ludzi. Kultura organizacyjna firmy ma kluczowe znaczenie dla pracowników, ponieważ bezpośrednio wpływa na ich motywację, zaangażowanie, efektywność, satysfakcję z pracy, a nawet decyzję o pozostaniu lub odejściu z firmy. Jest to fundament, który wpływa na wszystkie aspekty funkcjonowania pracownika w firmie. Dobrze zaprojektowana i autentycznie realizowana kultura może być największym atutem organizacji! W Consea Group przykładamy dużą wagę do budowania i pielęgnowania naszej kultury organizacyjnej – niezależnie od tego, gdzie aktualnie się znajdujemy. Choć jesteśmy zespołem rozproszonym po całym świecie, pozostajemy w stałym kontakcie i dbamy o wzajemne relacje. Świętujemy wspólnie urodziny, ważne wydarzenia firmowe, a raz w roku spotykamy się online, by podsumować nasze osiągnięcia i spojrzeć w przyszłość. Organizujemy wtedy zdalne gry, zabawy i konkursy, które wzmacniają naszą współpracę i budują poczucie wspólnoty. Nasi Team Leaderzy są z nami w stałym kontakcie i w razie jakichkolwiek problemów/ pytań – możemy na nich liczyć. W firmie istnieje pełna transparentność i przepływ informacji. Dzięki temu czujemy się bezpiecznie i pewnie w wykonywaniu naszych obowiązków. Każdy z nas ma dostęp do aktualnych informacji, co pozwala na podejmowanie świadomych decyzji i skuteczną współpracę między działami. Taka kultura organizacyjna buduje zaufanie, wzmacnia zaangażowanie pracowników i sprawia, że codzienna praca staje się bardziej satysfakcjonująca. Dzięki otwartemu podejściu i wsparciu ze strony Team Leaderów, czujemy się częścią zespołu, który razem dąży do wspólnego celu. Author: IgaPaszkiewicz - Recruitment Consultant
The emerging world highlights different needs than in the past: within work contexts there is a strong need to be able to rely on alternative skills, intelligences, and ways than those used until now. Companies must find ways to represent ideas, ways and purposes that characterize their essence and express values and motivations by pursuing something they believe in, to inspire confidence both internally and externally. It therefore becomes increasingly important to be able to establish a strong emotional bond with employees and customers. Our goal, therefore, is to pass on our knowledge and experience on soft topics, first among them, by way of example, Emotional Intelligence.
What's new at Consea Group: Human Capital Consulting.
Consea Human Capital Consulting was born with the aim of guiding companies through this process of change, developing strategic partnerships with our clients, supporting them in transforming today's challenges into tomorrow's successes. Leading Consea Human Capital Consulting, in the role of general manager, will be Gabriella Carello. Gabriella's professional background has been built at the head of the Human Resources function, in various geographies and within important international industrial realities. Expert and passionate about leadership, culture and organizational development, she brings to CHCC a solid and proven knowledge of so-called "soft" skills, first among which is emotional intelligence, which she has also gained through her studies at KEY Step Media, the school founded by Daniel Goleman, globally recognized as the top expert on the subject. Joining Gabriella in the new challenge will be Sara Ruffinatti, an organizational psychologist and ICF-certified coach, trainer and expert in talent management solutions as well as a lover of innovative technologies and the experimentation of new tools for skills development. The group will further be able to count on the experience of Paola Vasario, a historical figure at Consea Group who has a natural ability to seize and understand the needs of her clients. Finally, Sara Brino, a psychologist and coach, a passionate scholar of organizational development issues, will be part of the team representing valuable support in the conception and execution of the various projects. We have many initiatives in the pipeline, follow us on LinkedIn so you don't miss all the updates and projects we are developing! Authors: Chiara Altomonte – General Manager and Head of the Fashion & Retail division
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