Intelligent CIO LATAM Issue 13 - Page 84

It is necessary to emphasize culture and values in more concrete ways than before .
and for these procedures not only is a leader needed but everything needs to be well documented with information easy to find .
This will allow new people to self-manage to a certain extent . The worst thing that can happen is someone getting stuck on a task until someone can pay attention to it . The circulation of information must be transparent .
About Making Sense
Cesar D ’ Onofrio , CEO , Making Sense , said : “ Making Sense is an organization with a strong focus on people . We always seek to accompany and develop our employees so that together with them we can build the future of the business .
“ Guerreiro ’ s arrival excites us because we know that from her role we will be able to further enhance talent management , impacting our evolution as a team and consequently fulfilling the objective of supporting clients on their path to Digital Transformation in our market .”
from other areas or projects with whom they will not necessarily share the normal routine .
The future is distributed
If we have already converted traditional offices into voluntary meeting spaces – I don ’ t think that being compulsory is something that is going to return at least in the IT industry – the final change must be about our culture .
Turnover is something we are going to continue to deal with in the IT industry . We have to find ways to make joining a company and also leaving 100 % remotely not so ‘ painful ’, assuming this new paradigm is the key to the future of the sector .
It has been proven that those who have the most difficulty in adopting this model are the most senior and hierarchical ranks . In the long term this resistance can be deadly for the organization because the future is distributed .
Agustina Guerreiro , Human Resources
Director , Making Sense
It is also important to assign a colleague who can follow you in the onboarding process . Anticipating this need is always convenient to hire talent with a mentoring vocation . Failing these two steps will only result in the leader being overloaded .
Another big mistake would be to put a person into a project on day one . Onboarding should be staggered and accompanied by people , introducing colleagues
Talents who have not started in the labor market or have done so without going to the office , do not feel uncomfortable or nostalgic about building relationships through technology . They have been doing it since they were kids , even with their closest friends . Their way of life is remote .
People gained three to four hours per day for their personal lives with the end of face-to-face work and today our statistics show that ideally , they would not return to the office more than once a month . Why would those who have never experienced this model want to come to the company in person ? To accept these challenges today is to pave the way to continue adding value to our future talent . p
84 INTELLIGENTCIO LATAM www . intelligentcio . com