“The hybrid way of working is not necessarily a way of working that suits everyone. It must be adapted depending on the type of service and activities and sometimes even depending on the geography and culture of the respective areas but also depending on the moment in which the team is in a certain project, for example.
From our perspective, in addition to the necessary trust, flexibility and adaptation are also needed. What makes a way of working work is the management culture, namely the managers who build this culture daily,” Catalina Magui, HR Director, Societe Generale Global Solution Centre said at Workplace of the Future conference organized by The Diplomat-Bucharest.
Key statements:
- The HR department must help managers deal with diverse situations and teams that are not always within their range of visibility in the office. We have made many steps as organizations in helping managers acquire classic managerial skills and how to adapt to each person in the team.
- We are a service center where we process operations and we are in a culture where work is measured, with specific objectives for each employee (KPIs). In the hybrid working mode, it is important to complement these KPIs with team KPIs because they lead to better collaboration and better integration of diverse teams. This automatically contributes to creating an organizational culture that integrates the hybrid working mode.
- We need to have performance KPIs, that’s clear, and I think these indicators have evolved post-pandemic, responding to certain needs.
- When we talk about wellbeing, we tend to think more about the wellness area. We are certainly all concerned about how to make people feel good. There is great importance that we consciously give to this concept of wellbeing, and we need to see how we design the organization so that wellbeing is integrated.
- For us, wellbeing is an indicator that we measure annually through various engagement and HR pulses. In the last two years, the business has put wellbeing in the top 3 managerial indicators. This means that wellbeing is not an act outsourced to HR, but an act of management. Organizational culture is created by managers and people every day.
- We have an application that compares the employee’s profile with the career opportunities that exist in another internal job platform and when a relevant job appears, the employee is notified and finds out what the skills gap is that they should cover to get to the job they want. In addition, the employee receives internal learning solutions and concrete training.
Please follow and like us:
