Tell us a little about yourself. What does your job at Telefónica involve?
My name is Beatriz and for more than 20 years I have had the privilege of working in the Human Resources department of different organisations, always with a very people-centred approach. I am currently an expert in the area of People and Internal Communication at Bluevia Fibra, a subsidiary of the Telefónica Group.
My job is to ensure that each HR process (from the recruitment of talent to internal communication) is not only efficient but also aligned with the personal and professional development of employees.
I have had the opportunity to participate in key projects such as the creation of Bluevia from scratch, in which we not only built a new company, but also defined its organisational culture from the beginning, ensuring that each person who joined felt that they were part of something special.
I also participated in the integration of Iberbanda into Telefónica, and in the implementation of skills-based development plans, always with a focus on facilitating the growth and well-being of the people in the organisation.
In addition, my role as a coach and mentor allows me to accompany professionals in their evolution processes, helping them to discover their best version and to align their development with the objectives of the business.
What are we talking about when we talk about integrated human resources management?
When we talk about integrated human resources management, we are referring to much more than just managing processes. It means accompanying people throughout their entire cycle within the company, from their incorporation to their development and, in some cases, their departure.
This means working on the selection and attraction of talent, the design of training and development plans, compensation management, organisational planning and internal communication. But, above all, it is about creating an environment in which people can grow, feel valued and contribute their best.
For me, integral HR management is about striking a balance between results and people, ensuring that every decision is aligned with both business objectives and employee well-being.
Why is it important to support people in their processes of evolution and professional transformation?
Supporting people in their processes of evolution and professional transformation is fundamental because, at the end of the day, organisations do not grow if the people who make them up do not grow. Every change, whether it is a promotion, a new responsibility or even a restructuring, has an emotional and professional impact on those who experience it.
Supporting people is not just about giving them tools, it’s about being present, creating spaces of trust where people can reflect, grow and align their development with the organisation’s objectives. That’s what makes change truly sustainable.
How does digital transformation affect the field of human resources?
Digital transformation has revolutionised the way human resources are managed, but beyond technology, it has changed how we relate to people within organisations.
Tools such as process automation, talent management platforms and data analysis allow us to be more efficient, but they also challenge us to keep the human focus at the centre of everything.
Digital transformation also invites us to develop new skills in teams: from adaptability to continuous learning, fostering cultures that are more agile and open to change.
For me, deep down, it’s still about people, about how we accompany them in this new digital environment so that they not only adapt, but also feel like an active part of the transformation.
How can we simplify processes and increase operational efficiency in the people areas?
Simplifying processes and increasing efficiency does not only mean automating tasks, but designing workflows that really add value to both the business and the people. The key is to identify which processes are essential, eliminate duplication and ensure that each step contributes to a clear objective.
In the area of HR, this involves integrating technological tools that facilitate management, but also listening to the teams in order to adapt the processes to their needs. Operational efficiency is achieved when we combine technology with a human approach, ensuring that processes are agile, clear and focused on improving the employee experience.
What key skills can be developed in recruitment and professional development?
In recruitment, it is essential to develop skills such as active listening, analytical skills and empathy, as we not only seek to assess technical skills, but also to identify the potential and cultural suitability of each candidate.
In professional development, key skills include leadership, self-awareness and emotional management. Fostering these skills helps people grow within the organisation, adapt to change and contribute more effectively to the business objectives. In addition, support through mentoring or coaching makes it easier for employees to discover and enhance their strengths.
In my case, my experience as a coach has taught me to look beyond the CV. During the selection processes in technical areas such as Operations or IT, I have seen how soft skills, such as the ability to adapt or work in a team, are as important as technical skills. That’s why I’m also a trainer, helping other professionals to identify and develop these skills in their teams.
Who do you nominate from among the people who work at Telefónica for this interview that you consider to be excellent in their work?
I would like to nominate Cristina Muñoz Gardel and Paloma Carrión de Lorenzo, with whom I have worked throughout my professional career, even before Telefónica. I think their experience would provide a very interesting perspective.
