Villena, if you want to comment…
-Totally.
Besides, it is very much in line.
It is true that we implement all these dynamics of almost “forcing”, but it is not forcing because in the end they love this space of a little more dispersion, of relaxation.
We invented our “Friday” to come and start to see who you are on a personal level, to start to empathize with other people, with other departments.
In addition, there is always the typical interdepartmental thing, that many times there is friction, but then you meet him and talk about it in another area and everything is solved in the end.
So, there is also this tonic at the level of being able to include the human part, the part that cannot be taken away from us of socializing, and to take it to that level.
The truth is that it is difficult, the answer is complicated.
Yes, but well, in the end I think that common sense should apply in this case, and we know a lot about that.
We try to put it a lot in Civica in this case as well.
That is to say, as the saying goes: “The virtue of asking, no thanks”, or “The virtue of asking is in knowing how to give”.
Well, we are talking about many things, many types of training and knowledge.
And please, don’t let any customer get lost.
That’s where common sense comes in.
The day the Russian, Swedish, American or Belgian customer comes in, you will be the first to sign up for classes so that you can provide the necessary support.
So where are the limits?
Well, you have to put a bit of common sense into it.
And that’s where we try to explain: “Listen, I’m sure you’ll get what you’re asking for, but right now we have to prioritize other things”.
Seeing the proactive person, who also takes advantage of a lot for the company, it is a joy to see that this person wants to grow because he or she is accompanying in this way.
Obviously, when we do the interview we tell them, “Look, you have this hour of training, okay? That’s related to the job.
Because if he asks for Japanese cuisine, maybe the answer is “no.”
That’s not to say that we might do a team building workshop on Japanese cuisine, but….
A little bit of the results, the progress is a little bit… it doesn’t lead to what you are saying.
Of course, there has to be a strategy.
And in Viridiana, we who are 800 colleagues, the strategy has to be very clear, right?
-Yes, let’s see, the strategy… and well, that’s what I was saying at the beginning.
We have a very clear direction, a very clear plan, then we have a lot of adaptation to that plan because many things happen during a year.
And now comes a client or a specific project that needs a different training, although it was not a priori what the specific request they had.
And then it also has a lot to do with the involvement that the workers have in this regard, because it is true that there is a bit of everything, there are people who ask for a lot, but then they do not get involved at the level that would be optimal for their professional and personal life.
Finally, we really have a record, but the employer may be a little lost.
There again, the internal communication part is fundamental, to know how to tell all this.
That’s right.
In fact, as we were talking about before, at the beginning when you join Civica, you have ideas together with your practice leader of that “lane path”, that path that you are going to develop in Civica during the time you are there.
From that point on, it is true that on the first day you have 40,000 things, 40,000 pieces of information, training content by topic, in this case available to you.
Indeed, internal communication, reinforced communication sessions, help remind you that you have this here and you can keep doing this.
The practice leaders in their meetings with the teams say the same thing: “Hey, I see that we have some documentation here that you haven’t touched yet”.
You have to be hammered, exactly.
It’s the reminder, it’s the best way to try to… we have an intranet and a newsletter every month.
In the newsletter that is sent from marketing, we have all the birthdays, what has been done, the person who is going to enter, the open vacancies… and we do a little cheat.
For example, in the last newsletter we say: “Let’s see if people get to the bottom”, we put among the open offer “pizza taster”.
Let’s see if people get there.
Or the intranet, very difficult for a person who is a “people lead”, they have a coffee a week where they bring out new things, and the “people leads” tell them: “Hey, there is this new thing, do you know about it?” and they can debate, they can ask questions, they try to encourage very open communication.
And anyone who asks can redirect you where to find the information or can give you the information directly.
It is fundamental.
Iñi pointed out a tool of your own that you have, I think it is very interesting.
Here at home we are also looking at how to continue communicating and finally reach our recipients, who are the workers.
We shape it, we review it through a lot of people from the marketing team, communication and human resources, to make sure that the message says what it has to say and is going to say it in a way that is attractive for people to read it.
And finally Edys, this tool that helps us move the information… and well, I would say Edys, but then I could also mention this network of mentors, because a lot of times people get lost among all these things that you have to do.
You don’t know where it is, then I don’t remember how to access this tool, and finally the mentors are giving us this air so that people can be directed, because many times the success of new people depends a lot on this accompaniment.
Because a person who is very good at what he does, if you don’t know how to tell him if he has a doubt and he lets it go… we are especially proud of this story.
I think that the knowledge sessions that I pointed out at the beginning have been a success for many reasons and they have a lot of success.
It is true that they are held on Fridays at the last minute, just before the weekend starts, which also helps.
That also helps, just before the three o’clock beer, but I think it is a space that those people who have signed up for these sessions… it is very difficult to talk to them even if they are a colleague who is giving something, who is not a boss, who is not the CEO, who are not the directors.
So, you feel much more identified also with that person and I think it has helped a lot to…. well, not only to talk about technology, but also about other cases.
How nice, in our case, you talked about the happiness lab.
I would say that a year ago we started to create a happiness calendar, Niconico.
It comes a little bit from the vacation merit, Christmas, they put a Santa Claus in there and red, and the day didn’t go well. And we have a team called the Feel Good team, which is two developers, me too, but they spend some of their time in helping a little bit to be people leads, “Hey, maybe there are things that I don’t want to talk to my people lead for whatever it is.”
So, me with the calendar, you might say, “Hey, this person has been in yellow, orange for a few weeks, let’s see if we can make a call with their people lead, with the Feel Good team, see if we can do something with them.”
We’ve seen several cases that have come unstuck a little bit.
It’s just been complicated, because it’s not like being in the office and not knowing if someone has come in.
It’s a bit of a mix, isn’t it?
We can’t forget about that.
Then, speaking of motivation, of motivations beyond technology, we have also launched on Fridays a part of what was called “Friday Free”, where everyone can talk about whatever they want, as long as it has a sense of value for someone else in the company.
