The flexibility, old known in the hiring models in Spain, is called to settle in talent management. Trends? Telecommuting, conciliation, continuous training or hybrid equipment with digital profiles and soft skills.
Let’s choose a random and drifting couple after the financial crisis of 2008. I wanted to stop / And I had to go on. That tug of war that keeps any two, that of the protagonist’s marriage of Happy ending, Isaac Rosa’s novel that portrays seamlessly the labor frenzy that devastates everything. A fiction based on real events, those of Spain turned into a VUCA environment.
Volatility, uncertainty, complexity, and ambiguity. The English acronym that describes companies as of 2008 and that leads to new ways of working and living. Decree in 2014 the end of the plummet, employers and employees now coexist between “the lack of recognition of the value of work by companies,” according to Mari Cruz Vicente, secretary of Trade Union Action at CCOO, and “the attraction of talent to improve the competitiveness of the company and the experience of the employee, ” says Vincenç Àlvaro from ManpowerGroup, a multinational expert in human resources management.
After the recession and the labor reforms of 2010 and 2012, what are the compensations for the worker? Spain proclaimed a European leader in labor expiration according to the latest Eurostat data, increased its temporary contracts to 3.2 million in 2018, a drag that has been dragging on since the 1980s. Despite this, says Àlvaro: “Since 2011, we have talked about talent as the key to long-term business sustainability. ” It puts “the focus on the human,” agrees Idoia de Paz, director in the Human Capital area at Deloitte, after questioning them about innovation in human resources.
In addition, in Manpower’s latest study on How to Solve Talent Shortage, 24% of the 1,000 HR managers interviewed in Spain said they had difficulty finding the right profiles for their organizations. However, in the 2018 report on the Job Placement of University Graduates, prepared by the Ministry of Science, Innovation, and Universities, it is collected that 51% of new graduates who get work find it in positions below their qualifications.
The Spanish labor market lives in the paradox, between the precarious reality of many, who link contracts without enjoying basic minimums, and the care of a meager 15% hired by companies of between 50 and 249 workers, who do have the most Innovative in HR. In the labor labyrinth, flexibility has finally prevailed. Although the novelty is not because it “goes in only one direction, to cover the needs of companies”, as Vicente emphasizes, but now “social benefits are presented. Manpower emphasizes that 47% of Spaniards highlight flexibility as one of the three primary factors in their professional career, compared to 38% of the world average.
It is not only about teleworking and on-demand schedules depending on the objectives but about “having a balance between professional and personal life, ” Àlvaro emphasizes. That is conciliation. That axiom that in the nineteenth century was already enunciated by Robert Owen, the promoter of the British labor movement, with his historical motto: “Eight hours of work, eight hours of leisure, eight hours of rest.” And warns De Paz: “To think only of maternity or paternity leave is to leave out an important part of the employees”. Not only have the forms of work become obsolete, but they also limit themselves to the fulfillment of basic rights. “Organizations are already implementing formulas such as buying hours for free time; a day or afternoon free for birthdays; weekly teleworking days; flexible entry and exit times or solidarity vacations at any time of the year,” says De Paz.
However, Gavilán recalls that “running away from coffee for everyone is possible in the fabric of the big company, in SMEs it is more difficult”. Precisely, companies with up to ten employees are those that prevail in Spain. The Active Population Survey (EPA) reported that from the average of 19,327,7000 people employed in 2018, up to 7,338,800 were salaried from small businesses. What conditions that 49.55% of workers with care responsibilities, according to the National Statistics Institute, can not even make their schedule more flexible to deal with the offspring or dependent relatives. The most penalized? Women. Of the 4.8 million people who interrupted their work for a month to take care of children, only 12.89% were men, compared to 4.2 million women.
As Claudia Goldin, Harvard professor and pioneer in the economic analysis of the gender gap, says, their salaries are also the most affected by the presentism of their male colleagues. The Tax Agency concluded with 2016 data that they charge 30% less. And if you take care tasks, you are not available for long hours at the office. What is not supposed to be less productive. In fact, although 43.75% of the companies have detected abuse of presentist practices, according to the V Report on Labor Presentism of Adecco, it is also recognized that 63% of employees compensate by lengthening their workday due to prolonged breaks or Personal use of working time.
Thus, Adecco, Deloitte, and Manpower agree that adapting to the needs of the employee is the trend. Not only to avoid the clarification of the gender gap but because the happy and committed employee with the company is up to 43% more productive, they assure at Manpower. What Àlvaro exemplifies with his own team: director of marketing for the Mediterranean region of the company, has among its ranks a mother with children who works remotely from her home in Majadahonda (Madrid), to save travel to the office , while a younger partner preferred to benefit from a master’s degree paid by the company. Although Gavilán also affects ” the risk of being available 24 hours; that is not telecommuting.”
A THOUSAND AND ONE WAYS TO WORK
Such diversity responds to the Hybrid Talent Ecosystem, another of the trends in HR management. “We see that in the jobs coexist up to five generations with different studies, cultures, languages, experience and even freelances or international with other schedules,” explains Àlvaro. “The growth of flexibility is unstoppable.” In fact, in Manpower they anticipate that 45% of the workforce will be nomad in 2020. The nomads of knowledge neologism were coined in 2013 by researcher John Moravec, referring to those 21st-century workers who have no jobs or fixed positions, but that are valued for their creative profile, Innovative, technological, collaborative, adaptable and fluent in social networks, languages and knowledge sharing. That is, the freelance, autonomous or entrepreneur raised to the nth power. The liquid worker, in the style of the philosopher Zygmunt Bauman.
Already in 2006, the European Commission cleared the way with its green book Modernize labor law to face the challenges of the 21st century. Here, he introduces the term flexicurity and conceptualizes: “Flexibility associated with job security, regardless of the form of contract, and, ultimately, to increase employment and reduce unemployment.”. In this way, the aim was to promote “a more equitable, reactive and inclusive labor market, and a more competitive Europe”. By cons, with a temporary hiring model, you don’t bet on training or stability, which results in a less attractive labor market. ”
TRAINING TO SPURS
Precisely, continuous learning (or learnability in business jargon) is another of the master keys to ensure competitiveness. Since the EC predicted in 2018 that half a million jobs would be left unfilled in 2020 because of digitalization, “constant training is key in companies,” says Àlvaro. “If not, they will have a labor liability that leaves people at a very low level of employability when they return to the market.” This is stated in the latest report Your age is a treasure of Adecco, where more than half of the recruiters admitted automatically discarding candidates over 55 years of age, due to possible digital deficiencies.
This exclusion by age is another of the conclusions of the Carrera y senior talent study, prepared by the Compromiso y Transparencia Foundation. 71% of IBEX 35 entities forget about senior talent, he argues, despite the fact that soft skills are core in the business vanguard. It is called competencies such as problem-solving, critical reasoning, teamwork or communication skills, the result of years of baggage.
At the other end of the generation gap, the millennial generation and the Z, responsible for “changing the rules of the game” survive, says the Deloitte Millennials Survey 2019. However, 66% worldwide demands that companies prioritize social development and only 15% of Spanish youth believe that the country’s economic situation will improve. “We can talk about it being a lost generation,” Vicente says, as recent Eurostat data shows that almost one in three Spanish youths cannot find a job, twice the European average.
However, Àlvaro emphasizes that “a good leader can be of any generation, but the new type is digital.” And also “transformer” and with a ” coach ” charisma. From his company, they argue that companies with greater diversity in their teams are up to 22% more productive than their competitors. In the midst of acceleration and labor and vital flexibility, every resource adds up when the storm increases.