What does your job at Telefónica involve?
My name is Elena, I am currently head of Talent and Development at Telefónica Servicios Audiovisuales, Telefónica Broadcast Services and Telefónica España Filiales, and I have been with the company for almost 12 years. This February I will have been in my new role for a year, having moved from IT to the world of broadcasting.
My main function in this role is to implement actions to identify, attract, retain and develop talent, aligning it with the company’s strategic objectives.
Another major challenge is to digitise and optimise processes that enhance talent within the organisation, guaranteeing inclusion and diversity and promoting professional growth and transformation within the company.
In my day-to-day work, I collaborate closely with different teams to ensure that People Management initiatives are aligned with the needs of the business, promoting digitalisation and efficiency. I am passionate about having a positive impact on the people I work with, promoting an agile, flexible environment focused on professional development.
It has been a year full of great learning experiences, of contributing to both the team and the business, and, above all, of adapting to a new environment and business (audiovisual).
For me, without a doubt, one of my most outstanding achievements this year has been being able to get closer to the team, streamlining work methodologies through digital tools and, above all, focusing a lot on data quality, which has allowed for exhaustive monitoring of activity and compliance with established KPIs.
How important is it to streamline and simplify processes in the human resources areas?
Streamlining and simplifying processes in the People area is key to really focusing on what is important, that is, on strategic initiatives that add the most value to the business. To do this, it is necessary to digitise and automate processes.
In short, streamlining time allows People teams to focus on talent management, organisational development and continuous improvement.
Furthermore, this approach helps us to be more flexible and respond quickly and effectively to changes in the market, ensuring that the organisation is prepared for future challenges.
To what extent does digital transformation affect the world of HR and how can the development of technologies such as artificial intelligence impact on the field of human resources?
The digital transformation is redefining all processes in general. I remember an infographic that was published on the Acens Blog, which analysed the impact of artificial intelligence (AI) on different departments in a company, dividing the effects into three categories: high, medium and low impact.
The study showed that HR was the 4th most impacted area by AI, where 57% of tasks were significantly automated or altered, 41% would have a small impact and 2% would not be affected.
Today, AI is booming within People Management. Powerful AI tools are already on the market for different areas within HR, such as: HireVue, Pymetrics, Textio, Workday, Draup, among others.
These tools are also being used in selection processes (improved text publication, CV and interview reading bots, etc.), skills-based management, objective performance evaluation and personalised training programmes.
In short, digital transformation not only modernises processes, but also positions us as a key strategic partner for the business.
However, the challenge is to not lose that human and personalised side and, at the same time, to keep up with technological innovations to make the most of AI tools.
Why is continuous training important?
Continuous training is essential to ensure that people stay up to date in an ever-changing environment.
Without a doubt, it is a way of contributing to business continuity and even competitiveness, as it provides the skills needed to face new challenges and take advantage of new opportunities.
On the other hand, it fosters talent loyalty, as professional development opportunities are valued as a key factor of commitment. In addition, training also reinforces the organizational culture, boosting the capacity for adaptation and growth at both the individual and professional levels.
How do you approach the challenges of leading teams in a constantly changing environment like the current one?
For me, leading teams in this highly dynamic environment requires an approach based above all on flexibility, open communication (genuine), trust in both directions and strategic vision.
I strive to encourage planning, work methodology, continuous learning, digitisation of processes and, above all, a focus on the quality of data in the team, ensuring that each person on the team understands the vision and objectives we have in the different companies we manage.
In addition, it is essential to inspire confidence and offer challenges to the team, listening and providing constant support so that everyone feels supported and valued.
How do you think the role of Human Resources will evolve over the next five years?
The role of Human Resources will evolve towards an even more strategic function centred on the employee experience, driven by AI and data analytics. In addition, technology will enable much more efficient and personalised talent management in terms of training, welfare and professional development programmes.
On the other hand, by leaving many administrative tasks behind, we will be more agile and this will be key to facing new challenges, promoting more flexible and collaborative work models.
What key lesson have you learned in your professional career that has helped you grow as an HR professional?
One of the most valuable lessons I have learnt is the importance of communication skills, which are essential in any field, but even more so in business. Empathy, active listening and the ability to adapt and be flexible allow you to face new challenges with an open mind and always looking for ways to improve and add value to both other people and the organisation.
And of course, if you generate and transmit positive energy, you can move mountains.
Who do you nominate from the Telefónica workforce for this interview that you consider excellent in their work?
I am clear about who is a role model for me within the People Department, because of everything that has driven me to grow personally and professionally, but words are unnecessary because you already know that this line is for you. On this occasion, I would like to make a special mention of Belén Castán de Andrés, Director of Customer Operations, whom I have had the pleasure of getting to know more personally over the last year. She is a woman who inspires with her leadership, commitment, approachability, excellence and vision of always wanting to go further. In addition, we share that deep Telefónica blue feeling, which unites us even more. Without a doubt, she is a person who leaves her mark and when she sets her mind to something, there is no stopping her
