 | Puri Paniagua – Consultant by profession, in technology and in people. She has a degree in Physical Chemistry and from the Kellogg Business School. She learning to transform businesses, implement technology and lead teams. https://www.puripaniagua.com |
I have no idea what we're going to be able to do in the metaverse. Nor what does the evolution of web 2.0 to web 3.0 imply, decentralized internet, users with the management and control of their data, another disruption that is going to impact us in an extraordinary way.
It is curious, because while we dream or work for that already imminent future, the next technological dimension, we continue to live with the usual clichés: the emotional bond between employees and companies, especially among young people, post-pandemic leadership problems.
Mckinsey published the article “Making the great attrition the great attraction” a few weeks ago, which focuses on the excessive post-pandemic turnover. From April 2021 to September (date of publication), in the USA 19 million workers (employees) had left their companies. On a market of some 149 million employees, it is relevant (12% in 5 months).
And a large part of them leave their companies without having another job. Of course, in the Spanish market, penalized by our exceptional unemployment rate (currently 14%, compared to 3,4% in Germany, similar in other Northern European countries, 7,7% in France, 9,2% of Italy), the problem is not so flagrant in volume, but in some specific niches.
In each conversation with some of my clients, they tell me about the difficulty of finding or retaining technological, digital profiles, and in the case of consultants, of hiring profiles of young graduates.
They don't understand what's going on. As a short-term measure, some of the consulting / technology companies are raising salaries. Bread for today. Or they give them a bonus without explanation or merit, which generates occasional satisfaction, but increases the perception of the youngest of being just a “transaction” for the company, “one more number”.
I wonder if the decision to give more money arises because the managers consider that it is the only attraction that their company has, the value that they can offer. There will always be someone who will pay them more.
When faced with a problem, the usual thing is to listen. Although it is usually more difficult.
A few months ago, a candidate told me that he had bought a motorhome, and was going to travel for a year and telework from anywhere. Here in Spain. And his company allowed it. So happy. No salary increase.
Mckinsey interviews a relevant volume of employees to understand what they value in their companies and what they reject.
Although those of us who comb gray hair find it a bit harder to understand, younger generations value the company's sense of purpose.
The rest of the employees, regardless of age, continue to value the culture of our environment, the social and interpersonal relationships that we can develop in our workplace. Feel valued. Feeling like people, with identity, that we add value to the common project.
This is an intergenerational wish. If we add the fact that we have learned that it is possible to work with flexibility and autonomy (telework), the mess is mounted.
There are companies demanding 100% face-to-face work. This is generating greater rotation in them.
The difficulty is in generating and maintaining the commitment of the employees, in a hybrid work environment (face-to-face and virtual), when the "managers" of a large part of the companies do not know how to manage people remotely, they have not even learned what a boss, how do you develop your team, how do you emotionally engage them in a project.
In most companies there are toxic leaders. We have all known one. Or a few. People who are not prepared to develop and manage others. That they are not interested, that they do not listen to them. They are hierarchical, they do not know how to teach. They have insecurities that reflect in their relationship with subordinates.
In our candidate interviews, it is easier to understand the candidate's technical skills than to know if he or she is a good leader.
We are worried about the potential (or real) scarcity of raw materials, if our gas pipeline is cut, if there is a lack of transporters, when a real problem is that we do not know how to attract and retain the best.
Yesterday a friend and client told me that the solution lies in knowing to your team, but for real. To your directors and managers. Stepping on the ground Going to the different offices. Looking them in the eye. There you know if they are toxic or not. If they know how to lead others or not. If they are able to really listen, if they have emotionality. People require time. Like cooking, says my mother.
In the Metaverse, we will be able to create ideal managers, who understand how to ask, how to support each individual; understand specific needs; generate enthusiasm for the project. Influence.
I'm not sure what my avatar will be. I am hesitating between a Marvel type heroine or becoming Mafalda, my childhood idol. How nice it will be to be able to choose.
Originally posted on Puri Paniagua's blog
