Challenges and contemporary labour challenges: among the fault of implication and the hand-held shortage of qualified work
In a labour world in constant transformation, two problematic inquietantes converge and affect directly the efficiency and sustainability of the companies: the fault of implication of some workers with the company, and the increasing hand-held shortage of qualified work, especially in technical and industrial sectors.
Some surroundings that offers more… but receives less commitment
In the last decades, the organisations have invested resources in generating labour surroundings juster and motivators. Flexible schedules, continuous formation, labour conciliation, modern technologies and social profits form part of a new business culture. However, these advances no always translate in a main implication of the personnel.
The paradoxical is that, even with unthinkable conditions does years, persist apathetic attitudes, fault of initiative and scarce commitment. This suggests that, further of the factors extrínsecos like the salary or the profits, what follows being missing is an authentic motivation: the pride by the very done work, the sense of belonging and the individual responsibility.
The crisis of the job: a generation that move of the technical work
At the same time, another phenomenon intensifies in the industrial field: the difficulty to find hand of qualified work. Essential jobs like soldadores, mecanizadores, torneros or montadores no alone escasean, but they confront a worrisome fault of relief generacional. The new generations look to feel more attracted by technological areas or of office, partly by the scarce visibility and assessment that have had the technical jobs. Besides, the professional formation (FP),in spite of his real labour starts and very remuneradas, follows without achieving the prestige that deserves. This limits the number of youngsters that choose practical professional paths, technicians and necessary.
The little availability of personnel qualified also has given place to a disloyal competition among companies, that struggle for attracting scarce talent offering incentives that many times result unsustainable. This disequilibrium no only affects negatively to the workers, those who confront unstable labour conditions and an excessive pressure, but they also boost a tall labour rotation. This phenomenon, far to strengthen the capacities of the personnel and strengthen experience in the squads, contributes to perpetuate the fault of cohesion and commitment in the organisations.
We can not obviar that the culture of the company influences to a large extent in the behaviour of the workers. However, also it is necessary to speak of individual responsibility. Have rights does not exempt of the duty to contribute actively to the collective success. Some healthy labour surroundings is that where right and duties balance . Where the proportionate resources by the company are not seen like a “compulsory minimum”, but like an opportunity to grow, contribute value and feel part of something bigger.
Two faces of a same coin
Both problematic have points in common: fault of recognition, low motivation, little proof and disconnection with the purpose of the work. The tall rotation and the difficulty to cultivate the loyalty talent no only generate operative costs, but they prevent the construction of solid squads and merged. As it does not suffice with finding to somebody that know to do the work: many times the problem is to maintain it, this brakes the development of strong squads and merged. It does not treat only to signal to the new generations or to demand an unconditional loyalty. The companies also have to assume his part: improve the labour conditions, dignify the jobs, recognise the real endeavour and offer plans of internal growth.
And now what? Proposals to advance
Some surroundings that offers more… but receives less commitment
In the last decades, the organisations have invested resources in generating labour surroundings juster and motivators. Flexible schedules, continuous formation, labour conciliation, modern technologies and social profits form part of a new business culture. However, these advances no always translate in a main implication of the personnel.
The paradoxical is that, even with unthinkable conditions does years, persist apathetic attitudes, fault of initiative and scarce commitment. This suggests that, further of the factors extrínsecos like the salary or the profits, what follows being missing is an authentic motivation: the pride by the very done work, the sense of belonging and the individual responsibility.
The crisis of the job: a generation that move of the technical work
At the same time, another phenomenon intensifies in the industrial field: the difficulty to find hand of qualified work. Essential jobs like soldadores, mecanizadores, torneros or montadores no alone escasean, but they confront a worrisome fault of relief generacional. The new generations look to feel more attracted by technological areas or of office, partly by the scarce visibility and assessment that have had the technical jobs. Besides, the professional formation (FP),in spite of his real labour starts and very remuneradas, follows without achieving the prestige that deserves. This limits the number of youngsters that choose practical professional paths, technicians and necessary.
The little availability of personnel qualified also has given place to a disloyal competition among companies, that struggle for attracting scarce talent offering incentives that many times result unsustainable. This disequilibrium no only affects negatively to the workers, those who confront unstable labour conditions and an excessive pressure, but they also boost a tall labour rotation. This phenomenon, far to strengthen the capacities of the personnel and strengthen experience in the squads, contributes to perpetuate the fault of cohesion and commitment in the organisations.
We can not obviar that the culture of the company influences to a large extent in the behaviour of the workers. However, also it is necessary to speak of individual responsibility. Have rights does not exempt of the duty to contribute actively to the collective success. Some healthy labour surroundings is that where right and duties balance . Where the proportionate resources by the company are not seen like a “compulsory minimum”, but like an opportunity to grow, contribute value and feel part of something bigger.
Two faces of a same coin
Both problematic have points in common: fault of recognition, low motivation, little proof and disconnection with the purpose of the work. The tall rotation and the difficulty to cultivate the loyalty talent no only generate operative costs, but they prevent the construction of solid squads and merged. As it does not suffice with finding to somebody that know to do the work: many times the problem is to maintain it, this brakes the development of strong squads and merged. It does not treat only to signal to the new generations or to demand an unconditional loyalty. The companies also have to assume his part: improve the labour conditions, dignify the jobs, recognise the real endeavour and offer plans of internal growth.
And now what? Proposals to advance
To face these challenges, is necessary to act in several fronts:
- Revalorizar The technical formation, showing that it is an option of stable and profitable future.
- Boost the labour implication, further of material incentives, with genuine recognition, autonomy and purpose shared.
- Incentivar The permanence, with plans of career, continuous formation and conditions that invite to remain .
- Generate culture of belonging, where each worker seats that his paper imports and that forms part of a common project.
The labour implication does not impose , tills . But also it has to be chosen by each worker. Without people that seat part and without hands that build, the labour future no only goes back uncertain, but unfeasible. But of at all it serves to have rules advanced, generous profits or leading technologies if it is missing the main ingredient: the will to do well the work, to form part and to contribute to the common purpose. Because at the end, the success of a company does not determine it only what offers, but how answers to this from inside.
The industrial state has future, but needs people that want to build it. Recover the value of the technical work, offer stability and motivation, and generate a culture of permanence and continuous learning are keys for revertir this tendency. If we do not act now, the problem will not be alone of the companies: it will be of all. Because without hands that build it, the future does not sustain .
The industrial state has future, but needs people that want to build it. Recover the value of the technical work, offer stability and motivation, and generate a culture of permanence and continuous learning are keys for revertir this tendency. If we do not act now, the problem will not be alone of the companies: it will be of all. Because without hands that build it, the future does not sustain .
Share: 
