5 Obstacles to Making a Company a Great Place to Work

Cancun, Qroo.- The companies that manage to become the best place to work they have up to 10 points higher growth than organizations that do not adopt a people-centric culture, according to an analysis by Great Place to Work (GPTW). This shows the relevance of seeking the best practices of talent management.

Antonio Ono, Vice President of Innovation and Analysis of GPTW, affirmed that the most important element to transform the organizational culture and offer the best work space is the maximization of human capital, that is, getting people to give the best of themselves to achieve business goals.

“This means closing gaps. In general, men have a higher level of confidence than women, and that is not possible. There are also challenges at the hierarchical level, typically managers enjoy the highest level of trust, but as you go down the organizational ladder, so does the manager. confidence level. So the experience is not consistent,” he noted.

Among the challenges that organizations have to transform their organizational culture, the homogeneity of the workers experience is the main challenge they face.

“What it is about is that the experience of each one of the collaborators be to the maximum because in this way they will give great attention to the clients, from there the financial growth is detonated. But happy collaborators also generate more innovation, because they are willing to give you their best ideas; if there is no trust, those ideas are kept, ”said the executive during his participation in the GPTW Summit 2022.

Building an attractive workspace for talent requires dodging at least five common obstacles in businessthese are:

» 1. Lack of information. The absence of indicators and tools to measure the pulse of the workforce is the first challenge that companies have to overcome to transform their organizational culture. If there are no metrics, there is no way to know the areas of opportunity.

» 2. Action plans. Knowing human capital through information analysis is only the first step, what follows is to create an action plan that allows addressing the true causes of the problems that prevent transformation.

» 3. Correct the gaps. When the experience of the collaborators is not the same and at the executive level there is a different culture than at the operational level, concrete actions must be taken and the best practices implemented to close the gaps.

» 4. Transformation Mindset. Both leaders and collaborators must be aware that the only constant is change. In this sense, we must work on the elimination of paradigms that limit the evolution of the organization. For example, not sharing knowledge with the rest of the work teams.

» 5. Address the naysayers. The naysayers in an organization are the people who are upset that the company or the leaders have not resolved the issues they have raised. This involves listening to people and addressing their concerns.

The Enemies of Organizational Development

In addition to the obstacles that companies face to become attractive places for talent, there are a series of elements that could be classified as “enemies” for the transformation towards a people centered culture. Antonio Ono believes that these can affect everything from the credibility of the companies to the profitability of the business.

Companies with organizational cultures where:

• The prevailing mindset is that the objective of a business is to maximize profitability for shareholders and they forget that human capital, which represents the majority of people in the organization, is a strategic partner in companies.
• diversity does not exist, the opinions of everyone are not taken into account regardless of age, gender or hierarchical levels. “Everyone can contribute ideas that can be valued by the organization. The importance of diversity is that it triggers innovation, if you have a group of people who think the same, it will give you similar ideas”.
• There is high staff turnover and organizations do not seek to diminish it, especially in the case of detractor workers who leave with a bad experience.

Antonio Ono pointed out that the people-centric workspaces earn better annual revenue than companies that do not build a positive organizational culture. This is largely due to the commitment achieved throughout the workforce.