Culture and communication to transform companies from within

In her intervention, titled ' Challenges of the organization and leadership in times of change ', María del Barco , Director of Transformation, Culture and Internal Communication at ATREVIA, focused on change as a common denominator for all actors involved in management. of talent. “It is, however, an overused word,” he warned, “and rather than talking about change management, we must talk about speed management, because change is inherent in people's lives, but they have never changed.” "so many things at such high speed." According to María del Barco, “in the future, people and machines will have to collaborate because there are many aspects that machines will never be able to take care of at the communication level.” To achieve this, a change in the organizations' mentality must be made "based on strategic and impactful internal communication, implementing new leadership styles and the use of new processes and tools." In the round table ' Culture and experience of workers as a lever for internal transformation' , the moderator, Isabel Mira , Director of Corporate Communication at ATREVIA, observed that “change is difficult, although necessary, for the survival of companies.”

For his part, Pere Oteo , Corporate Human Resources Director of Grupo Celsa, has spoken of a paradigm shift in which "the organization's communication must not only flow from the top down, but from the Honduras Phone Number List bottom up", something that complements with its talent retention and commitment generation policy. “It is based on considering the employee's long-term growth and continuously involving them in different projects,” according to Oteo. For her part, Belén Moreu , Human Resources Senior Director South West Europe at PepsiCo, pointed out that “it is essential that workers are well informed about the organization's objectives and, at the same time, understand how they add value.” Moreu has focused on the younger generations, “who want to organize their day and work to suit them, without separation between using technologies in their free time and doing so for work reasons,” and predicts an “expiration date” for the fact that that the staff of an organization be in the same office. “In the future, workers will be interconnected from different physical locations, and it will be our responsibility to know how to manage this change.



Pep Marquès , Corporate Director of People, Organizational Development and CSR of Barcelona Activa of Barcelona City Council, conceives of each worker as an “agent of change”. “Managing workers is closely linked to how society evolves. For example, in terms of employee experience, there is more and more demand for the development of corporate social responsibility, because that pride in belonging to a committed structure is an element of talent retention.” Gerardo Sama , Vice President of Technology at ATREVIA, focused his presentation on ' Digitization of the employee journey. Digital platforms that “humanize” and create community' , in the worker's experience. Sama has observed that, often, “the channels most used to communicate with employees by organizations are outdated, often anchored in 1.0. Today's organizations need to support their internal communication strategy in two-way channels that allow listening, as well as communicating. In addition, content must be segmented to avoid saturation.” For Sama, “the employee experience, the path they take from newcomer to veteran, is made up of a large number of small engagement actions.” During the round table ' New capabilities and leadership models ', the moderator, Sergi Saborit , journalist and Head of the Expansion Section, commented that “the change process must be driven from above, and the top management of companies must be adapt to this leadership style.”