Uncertainty can become a lever for action, Julia Funes

As soon as she spoke, Julia de Funes set the tone: ” Where did we fall?screams, referring to the current thinking that ” Nothing will be the same as before After the covid crisis. ” Fortunately, not everything will change. She continues, adding in the aftermath: But thinking that nothing will change is wrong. »

The hundreds of human rights defenders present at the dinner organized by Cercle Humania are well placed to find out. Between the pandemic that has democratized remote work, new aspirations for employees, labor shortages, supply difficulties and disruptions in raw materials markets due to the war in Ukraine, they are faced with an unprecedented situation. “YoSuch a break is a fitting moment. Uncertainty carries with them the potential for innovation. It can become a crane to work “, she explained. By inviting the philosophers dear to her, from Socrates to Nietzsche via Hannah Arendt, she encourages HR professionals to act, despite fear. And even thanks to her.” Philosophers have been telling us for 3,000 years: we must adapt and live with fear, it is the only way to understand reality as it is. ‘, he decides. Sure. But how is it done on a daily basis? First by revitalizing some preconceived notions, which means, for example, that recognition of a good job is achieved, in organisations, through the only promotion to a managerial position … as a result of this predicament,” Companies hire trainers who explain how to get into a “management position”as you say. As soon as one talks about “situation”, it is necessarily a deception! “.For this business consultant, charisma is neither innate nor learned,” Having the courage to be yourself is the work of a lifetime, She is advancing. Moreover, “representative” and “authentic” have the same root. »

Team play

Beyond individuals, companies should think of the group. Here again, fear returns as a positive value. ” We see it in sports, the group is not as strong as it was when the team feared losing the match However, let it be far from the idea to manage teams with this individual leverage. Quite the contrary. The collective group must first be supported by very strong individual action, especially on the part of managers, and a clear business strategy, of a nature, on Specifically, to unite around a vision. And there is no question of falling into “happiness” either. Julia de Funes enjoys the appointment, popular in recent years, “Chief Happiness Officers” … because happiness is an “emergency”, which depends on fears or satisfaction which one can obtain in one’s personal capacity, just as responding to an individual’s reasoning. Finally, “ The idea that happy people at work do better is wrong! she says. The opposite. When we can work at work we feel happy! In other words, organizations are concerned with providing the best possible conditions for the employees to carry out their tasks.

And be sure not to get caught up in your criticism of her book’s reissue. Socrates in the field of operations. For the most part inefficient, ubiquitous operations that deprive, sometimes on purpose, the minded employees, of taking initiatives – even causing a real loss of meaning … No wonder, moreover, that some executives leave everything to become bakers or Plumber. By training in a manual occupation or relationships, they thus find meaning. He therefore encourages managers and human resource advocates to work on the company’s ‘reason for being’. And it’s not just about claiming that you want to be “a leader in your sector”, of course!

Rethink work

In short, Julia de Funes is encouraging widespread human resource advocates to rethink business. ” It must be something other than just a justification for itself While new generations, and even older generations, reconsider their relationship to work and prefer to reconcile professional/personal life, fulfillment of their jobs and their contribution, through their work, to a social or environmental goal greater than their mere status, it provides rigor, especially In applying the company’s reason for being on a daily basis, trust, especially managers, toward employees. Without illusions.” Why do we talk so much about confidence these days? She asks. Because it pays off! Employees who feel invested in an employer’s trust want to be worthy of it ’,” she explained. A lot of HRDs are leading. They will have to act, and therefore, risk facing uncertainties, if they want to keep their job and… give it a new meaning.