People management, a constantly changing scenario

It is impossible to approach changes in people’s leadership without first reflecting on our beliefs, both personal and organizational, and on the need to unlearn in order to successfully face the challenges that are renewed.

Within the framework of the Ibero-American meeting on people management organized by the business school IPADE (Mexico) and AMEDIRH (Mexican Association of Human Resources Management) with the participation of professors from IESE (Spain), INALDE (Colombia), this number has been addressed to people.

It is necessary to refer to what has changed, especially after the forced laboratory that the pandemic has involved in Latin America, since it has accelerated the changes that new generations have been demanding and some companies have begun to see as inevitable. In this way, the relationships between organizations and their collaborators and between them, and mainly with their bosses, have been subject to an overhaul with the consequent changes in the agendas of human resources managers.

Our emotional needs remain unchanged and have a strong motivational impact.

But what is transcendental is also to reflect on what has not changed, and that is that we continue to be people who lead people and that we will not be wrong if we continue to put people central to our decisions. The importance of socializing, finding meaning in what we do and feeling part of it hasn’t changed either. Our emotional needs remain unchanged and have a strong motivational impact.

For this reason, in these changing and unknown times, we need to try new recipes and this will surely lead to mistakes. Trial and error can reduce your costs when we share experiences with our colleagues, but it also requires the organization to be willing to learn from mistakes rather than punish them. If the older ones have more experience, it is surely because we have made mistakes before, and we must allow young people to make them to have better professionals.

The transcendental thing is to also reflect on what has not changed, and that is that we continue to be people who lead people

Human resources management requires new skills, because the eighth cycle of Human Resources Skills Study last year, emphasizing the ability to simplify the complex through critical thinking and the acceptance of uncertainty. But it also requires greater communication efforts, dealing with culture, and ultimately developing the organization’s capabilities to impact outcomes.

New realities, new generations joining, new technologies and at the same time a lot of immutable things. An exciting time for people management.