December 23, 2020
5 min reading
The opinions expressed by the collaborators of Entrepreneur they are personal.
Agility and organizational well-being go directly hand in hand. We refer especially to agility for people management, as it focuses on employee care, collaborative work and how to get more productive and agile companies by increasing the happiness of their teams.
How to achieve it? As we said before, there is a specific framework for HR Agile, Being one of the world’s leading organizations Agile people, Which is directed by Pia-Maria Thoren, and Helgi Gudmundsson, who are also part of the professionals who created the Agile Manifesto of People Management.
This manifesto is composed of values and contains 36 principles, including: Transparency, Trust, Say Why and What and Leave the How to People, Know People Deep, Increase Happiness, Learning and Continuous Improvement, Increase Security psychological, etc.
So is there a connection between organizational well-being and agility? Clearly yes. Why we bring this issue to light and how it connects to the ranking of Heroines companies? They are linked from the values, principles of this framework, and with the aim of this ranking: Find “the best in Latin America, those that in 2020 were resilient, reinvented, maintained their productivity, but, above all, they protected the most valuable thing they have: the well-being and happiness of their collaborators. “
The relevance of this lies not only in the fact that the sense of belonging is increased, rotation is decreased, or retention is increased; but, as the organizers of the ranking themselves point out, sales are also now increasing by 44%, productivity by 31%, among other profits.
The experience of a multinational
Let’s go to a specific case taking into account one of the principles mentioned above, “Psychological Security”. First, what do we mean by that? Experts in the field define it as: “An individual’s perception of the consequences of taking an interpersonal risk, or the belief that a team is safe to take risks without being seen as ignorant, incompetent, negative or disruptive. a team with high psychological security, teammates feel safe to take risks with the rest of the members. They feel confident that no one on the team will be embarrassed or punish anyone else for admitting a mistake, asking a question or offering a new idea. “
Google was the company that discovered that within the keys that make successful and effective their best teams, is first and foremost psychological security … as we see below.
- Psychological security. Team members feel safe to take risks and be vulnerable to each other.
- Reliability. Team members get things done on time and meet Google’s excellence requirements.
- Structure & Clarity. Team members have clear roles, plans, and goals.
- Meaning. Work is personally important to team members.
- Impact. Team members think their work is important and create change.
These results were obtained by the company, through its Aristotle project, which brought together the best performing employees.
Depositphotos.com
Finally, it is worth noting the clarification made by one of the professionals who has studied this subject in the world – Harvard Business School professor Amy Edmondson – in her book The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth: “Psychological security is not about being friendly or just about creating a pleasant environment, but it has to do with specific practices, such as being open to new ideas, appreciating each person’s contributions. , explicitly admit mistakes, give positive feedback on them, and learn from each other about those experiences. ” In his view, this applies to both collaborators and those in leadership roles.
Considering all this, it makes perfect sense to be part of a ranking as Heroine Companies that seeks to recognize and empower companies -from 12 Latin American countries- that bet everything on their collaborators and maintain their competitiveness despite a year challenging.
* Jorge Ulsen is CEO of Decide and President of the International People & Players Association.