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Today, where new generations easily change life projects and organizations seem to be keeping pace with new workforces, investing in occupational health goes beyond giving five minutes a day of active breaks. It is about including within the DNA of companies the real care of the workforce and having well-structured programs of safety, occupational medicine, well-being and leadership that reach employees, even outside the office. More than ‘workaholics’, or people addicted to work, what should be sought is to take care of talent and encourage it; that is the way to be more competitive.
In addition to these needs, Colombia and many of its industries are passing a challenging stage due to COVID-19, a situation to which, on the one hand, they must quickly adapt to continue responding to the demands of their clients; on the other, to assume a position of protection towards its collaborators, who must adjust to new work and family dynamics. “Although it is important that the businesses of the companies continue to flow as much as possible, from Human Resources we have the task of worrying about the mental well-being and the psychological impact that a quarantine and the current situation can have on our work team” explains Luis Gabriel Pinto, HR manager at BASF.
For the expert, this new situation that the world is experiencing represents a challenge for companies. Alternatives like flex officeFlexible hours, among others, must be transformed into benefits that people can enjoy at home and help them cope with this situation. An example that is evidenced by online programs in which employees find content related to physical, emotional and social well-being; or virtual trainings for the development of leaders and collaborators. “Well-being programs, which at BASF we call r Being Well’, are designed so that each person can access different daily themes from home. In this way we continue to give the freedom to our human talent to choose benefits according to their interests, “highlights the spokesperson.
Pinto also highlights the importance of ensuring the safety and quality of life of people, not only with what the law requires, but with multiple benefits that employees can choose based on their specific needs. “At BASF, the voluntary turnover rate is below 1%, a figure that differentiates the company from what the market and the industry in general experience. The aim is to be an organization that is attractive to talent, so that its employees naturally feel a sense of belonging with the company and with the benefits it provides, ”explains Pinto.
Finally, managers must be aware that true talent is not the result of pressure but of inspiration. For this reason, promoting healthy work environments, even from home, that are safe and with “sustainable productivity” should be a priority in management. “There is no growth, productivity or high performance if we ignore the resource that today, where it is not possible to move or depend on machines, is the center of our country’s economy: people,” concludes the manager.
