Throughout our history, the world has experienced changes of all kinds, and these have mostly been resisted. Examples like the industrial revolution or globalization, everything has had resistance.

Currently, companies are in a process of constant transformation thinking about the future and investing a large part of their budget in making the changes generated by digital transformation and new methodologies to be agile to the new business model.

These changes are profound in the culture of the companies, and therefore in their collaborators. Now we will have to say that they must be more “agile” or more “digital”.

This is where you should contain the collaborators who need it most, probably the oldest generations of the company. Their “resistance” to change far is from being a product of a negative position, but from a position of fear of change and what it generates.

In a market with such dynamism and with a strong imprint of technology in all sectors, soft skills gain prominence. In addition, one of the most important human resources legs of change management should be containment.

Contain the emotions generated by the decisions of transformation and adaptation to change. Another very important is how we communicate the change, the communication must contain each member of the organization being frank and close.

The last but not the least is the reconversion of talents, through training, and this should be tailored to each employee, their human needs and technical knowledge.

The qualities that every process of change should have both the firm and its members are the skills of communication, interpersonal relationships, flexibility and empathy.

The key to success is not to rush change, not think empathically about the company’s employees. The people are the energy of the company and who will ensure the continuity of the business in a situation of change.

Juan Galo Martinez Nigro, Socio HR de Auren Argentina