The pandemic overthrew prejudices and installed new ways of working and relating.
Virtuality has gained ground and the organization charts of companies -like the decision-making process- have been keeping pace with the times. From flattened pyramids to profiles that have been gaining prominence, everything points to moving through the day to day in a much more agile way and with empowered collaborators.
"The organization charts will become increasingly flat, with smaller structures that will only be enlarged temporarily, according to the projects that the organization faces and according to the moment. That is, the work by projects will reduce and expand them," he describes. iProUP Ariel Vázquez, responsible for the Bachelor of Human Resources at UADE.
"Companies can no longer be thought of as a fixed structure in a context of complexity, volatility, uncertainty and ambiguity like the one we are experiencing," he adds.
For now, the home office is transforming the way companies are run, and this shows the tension that had been dragging between traditional and modern organization charts, in which digitization and collaboration rule.
"Decision making understood as a hierarchical concept is in check, because the new modality is to appeal to shared knowledge. The leader is no longer the expert who goes down the line, but the one who gives direction and meaning to the team, coordinating it within a framework of work that the organization defines, "Federico Carrera, Managing Partner of High Flow-Grupo DNA, explains to iProUP.
"The imputation of each collaborator is now a fundamental issue and completely changes the rules of the game, although hierarchical models will surely continue to exist," adds Carrera. In this way, it opens the game to a second important issue that the organization charts for virtual firms bring: collaborators, who uncover themselves in moments of paradigm falls.
"An interesting phenomenon is that the talent map changed. With this reformulation, the undercover leaders have appeared," Gustavo Aguilera, director of Right Management and Human Capital at ManpowerGroup Argentina, tells iProUP.
In this sense, the expert clarifies: "This tests the maturation of organizations. It is a time to empower talents. On the contrary, control appears when it is not clear how processes should be developed."
Within this context, "team activity and task tracking systems can change radically. It is important to encourage the use of tools that facilitate the monitoring of tasks and objectives such as Monday.com, Trello, Jira, Google Keep", lists iProUP Magdalena Fernández de Peón, Head of Human Resources for GlobalLogic LatAm.
An important detail is that "virtual organizations horizontalize communication and destroy barriers. For example, in order to have contact with a director, it is no longer necessary to go through the filter of four or five people who hold intermediate positions or several secretaries. All that disappears ", highlights iProUP Gabriel Pereyra, CEO of modobeta.
According to the specialist, there are professionals who will receive special post-quarantine relevance. "One of them is the company doctors, until now assigned to a dark office in the subsoil. Others that are revalued are the talents linked to the Knowledge Economy, as well as HR, who put the transformation on their shoulders," he adds. .
"In this virtual and uncertain environment, with high speed of change, a change in the set of strategic skills (which we do not always find) among those who hold the greatest authority in the organization becomes important. This tends to produce a new balance of power" Alert iProUP Liliana Cárdenes, member of Kyo HR.
This new configuration "requires more flexibility, responsibility in the exercise of individual competences and more open, dynamic and collaborative rules of interaction", he completes.
Taking off faced a double challenge during quarantine: on the one hand, it became totally remote and, furthermore, it is right in an industry that is completely slowed down. How did you resolve the peak of work involved in travel cancellations and rescheduling? How did you adapt so that all your teams now work in home office?
"First, there were people who were trained to deal with tasks that required more attention. For example, marketing collaborators are focusing on the after-sales experience," Josefina Schaer, the company's institutional relations coordinator, tells iProUP.
And he adds: "In addition to this, project leaders today have a super key role: they are the ones who set the pace for projects and meetings. Before, many times we solved things in a meeting in a hallway, that was over. For example , there are times when calls overlap. "
Alex Sakkal, co-founder and commercial director of Nómada, assures iProUP that "the role of the positions related to the digital experience of the company was oriented more towards soft-skills, working on the interpersonal and psychological experience of the team members" .
At Naranja, virtual organization charts are based on strengthening trust bonds. "It is a clear decision to work with teams that vary in age, background and experience, since this enables value to be generated. For this reason, working on differences will be a key competence for developing in this new context," they affirm iProUP from the financial institution.
In that line, Diego Erazo, HR consultant for Auren, highlights to iProUP why it is so vital for an organization to be diverse. "The areas must be reorganized in a matrix manner, with multidisciplinary staff depending on the type of project and achieving a balance to avoid double command, which will help achieve better results in circumstances such as those we will face."
Care first and foremost
Kimberly-Clark focused on returning to her primary values and, above all, placing high care on both her products and her staff because she manages two different scenarios.
"On the one hand, the teams in the plants and distribution centers continue to operate in person as we make essential items. On the other hand, the sales force and administrative roles are working 100% in the home office format," Maria Barcia told iProUP, Human Resources Manager for Argentina, Uruguay and Paraguay.
Marcela Lomba, director of Eveil, tells iProUP that "the hybrid model is more complicated to manage than absolute virtuality. When we are all working virtually, or all in person, the rules are the same for the whole."
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The big challenge: managing mixed work scheme teams, with some employees in the office and others at home
Lomba highlights that "the greatest difficulty lies in managing teams in which some people are in the office and others in their homes. Some informal decision-making spaces will be retaken there, and those who are in their homes may be excluded There may be some disparity in communications. This needs to be handled carefully. "
Kimberly-Clark refers to "the need to broaden the profiles of those who have experience in digital and electronic commerce. This is in line with the market trend, which the current scenario enhances and accelerates," adds Barcia.
From the employees' perspective, a complaint that increases with virtuality is the number of meetings they must attend. "We are already detecting this. We are in an adaptation process, where online meetings are extensive and many people participate," observes iProUP Denise Domínguez, HR manager at Edison.
María Celeste Garros, Regional Sales Director of Citrix for Latin America, underlines iProUP: "Where before there was a casual conversation at a desk, today there is a video call and the comment when passing a colleague is now a message that, in turn, results in a new notification and interruption. "
"To this are added the personal alerts of each one: social networks, family messages, video calls that came to replace meetings. This can saturate dependents and communication channels," he warns.
With this, experience designers gain space again, because they have a direct influence on productivity. Another of the positions that are now highly valued is that of Project Leader. since it sets the rhythm of the day to day of the company and the teams.
Virtuality is here to stay. It will be necessary to see how each company adapts and, of course, how they will adjust their organization chart and decision-making models to the times.
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