Responsible flexibility How do you get there? Viegas, who began his career as an intern in the HR department and is the founder of an HR consultancy for startups, advises: it requires a lot of communication and alignment of expectations. Finding a middle ground and finding a way to make both the flexible model and 100% remote work work well for everyone is difficult. This is because it is a form of communication that is sometimes with biases. There is the individual bias of the person making the decision and the other bias, also individual, of the person who has a that is not always met. We to start from this point, sit down at the table and bring up what is necessary,” explains Gustavo.
How do you perceive the evolution of HR in recent years?
There is no doubt that HR has . I don’t Responsible flexibility know if we can say that it was a movement by HR, but rather by the context of the world. The pandemic has brought about a series of changes in the way we work. Traditional organizations special database found themselves in a situation where they had to work remotely, although many of them did not believe in this model. But they had no choice. And a good part of HR knew how to surf this wave and understand well how they could add value to this discussion, and what points to be .
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From what I talk to colleagues in the field and from what I notice in the environments I work in, there is still a difference. And there is a question why it’s so important and where to start of communication. At Cora, for example, we have a proposal to try to balance what people and what is important for the organization at that moment. And, even so, we realize that we are not always able to find a middle ground.
What is done in these moments?
We to remember that this is a business, and Responsible flexibility that the company has goals and targets to be . But, of course, we to understand people’s in order to achieve these goals. And finding a way to do this is difficult, because bermuda businesses directory communication is with biases. There is the individual bias of the person making the decision and there is the bias, also individual, of those who have some that is not always met. We to start from this point, sit down at the table and bring up what is necessary.
Are these conversations individualized for each employee, or is it something broader?
It’s broader because if I were to serve each person, I wouldn’t be able to. At the beginning, when we were discussing the benefits packages, we had very clear principles, such as flexibility with responsibility. So, we at the solutions on the market that would help us offer this. For example, we to encourage people to study and develop themselves, and we a benefit, which we still have today, learning assistance, which is a subsidy starting at R$3,000 per year for the person to choose what they will do with it. HR is not going to tell them which course they should take. And if HR doesn’t trust the employee to decide what is best for their development, it shouldn’t be there.
Do you use this term “flexibility with responsibility”
It’s not a motto, but it’s the principle behind everything we do. Everything is by flexibility with responsibility.
It ranges from what we offer, such as learning assistance, 100% remote work, flexible start and end times with a time bank, subsidies for some face-to-face meetings – to what we expect in return, that people fulfill what is of their role and the alignment of expectations regarding deliverables, culture and responsibilities.
Can you give an example?
Absolutely, absolutely. If you expect accountability from someone who is in charge of a project, that includes them being able to tell you when Responsible flexibility something isn’t going to work or isn’t working. Of course, this involves other much deeper issues of psychological safety, of how much autonomy we are actually giving and how we deal with mistakes. Organizational leaders have an obligation to work to build this psychological safety.