¿Que alternativas tienen las empresas a seguir despidiendo gente?

Esta mañana he leído una noticia en el Newsletter de RRHH Digital titulado “El 28% de las empresas españolas prevé despidos en los próximos meses” que no me ha gustado. ¿Aún sigue la sangría? ¿Cómo es que los directivos no se deciden a utilizar algunas de las alternativas que ya están disponibles?.

La verdad es que la noticia no resulta nada tranquilizadora. Y menos si trabajas para alguna de las miles de empresas que aún operan en el antiguo paradigma.

Esto es, en una forma de hacer empresa en la que se piensa de dentro (“¿qué sé hacer y qué tengo?”) hacia fuera (“¿a quién se lo puedo colocar?”). Seguir leyendo ¿Que alternativas tienen las empresas a seguir despidiendo gente?

Want to make sure that change happens?

It might be that asking this question may sound like a platitude. Of course! How could I not want my projects of change to be a success?

Well, I’m asking because I very often find managers who say they want to carry out change processes, without really understanding some of the fundamental keys to achieve it.

And so I have my doubts when I hear their intentions.

Many of these managers expect to bring forward change acting like they had been doing beforehand, as if it was only a matter of giving some orders or pressing some magic buttons.

It’s pretty naive to think that it is possible to implement changes without affecting the leader. This is, changing without substantially modifying his own behaviours, beliefs and attitudes, among others. And certainly without bringing under the spotlight his presumptive personal competence in the matter at hand.

Managers who act like this are not aware that in most change processes followers look to the leader to find references on the new required behaviours.

If the leader does not show them, it will be much more difficult for the followers to advance.

And that’s being kind. Seguir leyendo Want to make sure that change happens?