What does your job at Telefónica involve?
After three years contributing to the Diversity, Equity and Inclusion team, and a final year in the Regional Culture team, I have recently taken on a new challenge as part of the Telefónica Colombia team.
As a Culture, Diversity, Equity and Inclusion professional, my role is to design and implement strategies that promote inclusive and safe work environments, where each person feels valued, respected and empowered to reach their full potential.
I aspire for every person and leader at Telefónica to live diversity and inclusion and integrate it authentically into their discourse and daily actions.
My purpose goes beyond implementing actions to reduce the gender gap and promote spaces for integration and inclusion; I also seek to strengthen a culture in which diversity is celebrated as a lever for innovation and growth.
In addition, I complement my work on diversity with the management of the organisational climate and the well-being of our collaborators, creating environments where each person can develop fully.
Using management tools such as the Employee Net Promoter Score (eNPS), we obtain a clear vision of our reality and the areas of opportunity on which we should focus.
Based on this data, I support different areas in the design and implementation of action plans that not only seek to strengthen the organisational climate, but also to improve the experience of each employee within our organisation.
Why is it important to work with and for people?
For those of us who work in people management, this principle is the fundamental basis of any successful human resources strategy. Why? Because people are the driving force behind the success of any organisation.
Work teams don’t just do a job, they are the ones who bring every idea and project to life; thanks to their dedication and commitment, objectives are transformed into real results. So ignoring this approach can condemn any organisation to failure.
For this reason, the professionals who form part of this area, together with the leaders, must be drivers of the creation of spaces that foster the growth, recognition and value of people. When you invest time and resources in working so that your talent achieves individual excellence, we are directly contributing to the greatness of the organisation and its sustainability in the coming years.
What aspects do you consider to be the most important when it comes to managing talent?
As a professional in the area of People, with experience in Diversity, I believe that managing talent effectively undoubtedly requires a deep understanding of the uniqueness of each person within the organisation.
Each employee has unique strengths, skills, needs and motivations, and recognising and valuing this diversity is essential to designing personalised strategies that are truly effective and meaningful.
In line with this, getting to know our team in depth allows us to identify key talents, anticipate their development needs and understand what motivates them.
With this information, we can create personalised development plans that not only respond to the aspirations of each employee, but are also aligned with organisational objectives.
Furthermore, this personalised management approach not only favours the personal growth of each team member, but also enhances collective performance.
In short, people feel valued and committed when they perceive that the organisation is genuinely interested in their development, which increases motivation, loyalty and, ultimately, organisational success.
Why are culture and training so important for both people and companies?
Culture and training form a key duo for the strategic and effective management of people. Organisational culture acts as a compass, that instrument that tells us where we should be heading.
It allows us to define the values, principles and behaviours that will guide both the organisation and the people who make it up.
Training is the enabler that drives people to reach their full potential within the defined cultural framework. Through training programmes, we ensure that people develop the skills and competencies necessary to meet the established objectives. In addition, we give them the ability to adapt to future changes and challenges.
Together, culture and training create a wonderful circle: while the former defines the ‘what’ and the ‘why’, the latter provides us with the ‘how’. This synergy not only enhances individual and collective growth, but also positions the organisation to face the future with a clear purpose.
What does diversity contribute to society in general and to companies in particular?
As we delve deeper into diversity and integrate its essence into our organisation, we are amazed to see how its impact transcends our internal collaborators, generating a positive effect that extends to our entire community and the society of which it is comprised.
Diversity is, without doubt, a strategic commitment that generates significant impacts on the society in which we operate. From an organisational perspective, it strengthens competitiveness by integrating a variety of viewpoints that enrich decision-making, promoting more innovative and effective solutions.
At the same time, it contributes to improving the working environment by creating and promoting inclusive and safe environments, where each person can be authentic and contribute to their full potential.
From a strategic perspective, diversity becomes a key pillar for strengthening the organisation’s position as a responsible leader, committed to society and the needs of the market in which it operates.
But beyond its business impact, diversity is, above all, a question of social justice. Promoting inclusive and equitable environments not only drives social development and fosters equal opportunities, but also contributes to the construction of a more just and sustainable society.
Its impact transcends and extends outward, translating into concrete and tangible actions.
For example, when we work to improve female participation in leadership positions, we open up spaces that did not exist before, and we begin to construct a different narrative for future generations of girls.
In short, diversity transforms realities, inspires future generations and redefines the world of work towards a more humane and inclusive model, where talent is valued for its capacity, without distinction.
How can it be promoted to maximise the advantages of having diverse profiles in society?
The best way to maximise the advantages of having diverse talent is to foster a culture of diversity and inclusion that genuinely recognises these differences, incorporates them, values them and takes advantage of them as a driver of growth for the company.
Many organisations seek to work on diversity, but leave aside the issue of inclusion. There is no point in hiring diverse profiles if, when these people have different perspectives to ours, they are unfortunately discarded and not integrated into the organisation’s strategy.
Therefore, the strategy to establish a culture of diversity must be authentic, sincere and effective in its implementation.
This involves promoting spaces for open dialogue, working to eliminate unconscious bias and guaranteeing equal opportunities by reviewing organisational processes, ensuring that everyone can contribute to their full potential.
For example, training and awareness-raising play a crucial role in this process, enabling a greater understanding and appreciation of diversity in all its forms.
On the other hand, the organisation must reflect a genuine commitment to diversity and inclusion in its image and communications, with the aim of attracting diverse talent.
This is achieved by showing concrete examples of inclusion in its recruitment, promotion and leadership processes, as well as highlighting the benefits of working in a company that adopts this organisational culture.
Therefore, it is key to build an employer brand that is recognised for its inclusive environment and for promoting an environment where all employees, regardless of their profile, can develop and contribute in a meaningful way.
What do you think is the best way to create and foster a healthy work environment?
The best way to create and foster a healthy work environment is to have an approach that integrates various elements, giving them the same level of importance.
Promoting empathic and participative leadership, where leaders are accessible, approachable and ethical in their actions, setting an example for the team to follow.
Creating open and transparent channels of communication, where people feel they are being listened to. It is essential that each team member knows where the organisation is going and what is expected of them. In addition, continuous feedback should be encouraged to enable the growth of employees and their managers.
Frequently recognising the achievements and the value that each person brings to the business, through the implementation of effective recognition programmes which not only celebrate achievements, but also have a positive impact on the motivation of employees, creating a sense of belonging and commitment.
Promoting the overall well-being of people through the implementation of initiatives that foster a balance between work and personal life. This includes programmes that support physical, emotional and mental health, such as wellness initiatives, flexible working options and the promotion of healthy habits.
Providing opportunities for continuous training and professional growth, ensuring that each person has access to resources, tools and experiences that promote their growth, thus contributing to their progress within the organisation and strengthening their long-term commitment.
And finally, to foster an environment of diversity, equity and inclusion, creating a safe and welcoming space where each person feels free and proud to be who they are, with respect as a fundamental value that guides all interactions and decisions within the organisation.
In short, a healthy work environment is built on trust, respect and mutual support, allowing each person to grow and find purpose in their role. And as a professional in this area, I always start from the principle that ‘people will forget what you said, but they will never forget how you made them feel.’
Which person working at Telefónica do you nominate for this interview that you consider excellent at their job?
I nominate Laura Fortich, Business Manager in Communication, because I consider her to be an exceptional person in her job. Over the years, Laura has been a key player in the success of communication strategies within the People area at Telefónica.
Her ability to understand organisational needs and translate them into clear and effective messages has been fundamental in connecting with collaborators, boosting commitment and guaranteeing the correct implementation of strategic initiatives.
