It’s T time CIAT Newsletter on Human Talent
In this second issue of “It’s T(alent) time” you are invited to know key issues related to telework and to discover if it is or not workaholic.
Inside
Editorial
In Favor or Against Telework is a form of work organization, using the information technology that is executed with periodicity and regularity outside the employer´s office…
2
Tax Administration diploma: a gratifying experience The first edition of the Diploma on Tax Administration – DTA, which was designed, developed and implemented…
3
The office in vacation: the problems and the opportunities Although in general in the companies this period is planned by enough time...
6
As we have proposed since the idea arose and it was materialized, the bulletin specialized in Human Capital, wants to introduce short, practical, fresh, useful, relevant and current topics, on diverse and broad conceptual ramifications which includes Human Talent. On this occasion we set down the discussion on a work mechanism more and more used but increasingly controversial, perhaps because of its poor understanding and wrong application; we will continue then talking about it in a deeper comparative study that we intend to build not only on this subject: telework, but on others which Managers or Head of Human Resources pay attention to in order to support the daily work to strengthen best tax administrations and therefore best countries. The window to training will also continue showing them other options and we will highlight our strategic partners in the training program that we develop. R. Ayala
1 2
In Favor or Against Prepared by: Isabelle Gaëtan Head of the French Mission at CIAT
Telework is a form of work organization, using the information technology that is executed with periodicity and regularity outside the employer´s office. Benefits highlighted by both employers and employees: • Improvement of efficiency due, among others, to transport time savings; • The need to analyze and reflect on the schemes and organization and work methods; • Modify the executive practices that must focus on trust and give a relative autonomy; • Improvement of concentration and productivity; • A better balance between working life and private life that reduces stress, fatigue and absenteeism; • More attractiveness and loyalty to employees; • Real estate cost savings; • Saving in favor of the environment (CO2) • Almost all sectors (including the public) and categories of jobs may be eligible to telework. Risks inherent to this type of organization: • Isolation of the teleworker; • Resistance to change by the Executive officers; • Poor preparation by the employer. It should be tested prior to generalizing it.
• • •
• •
• • •
Poor selection of staff for telework; Inability to self-‐management and self-‐ discipline; To think that they are "mercenaries" in the sense that the employment relationship would only be financial; To think that one is free to do what pleases and not be accountable; Lack of access to communication and information by the employer and the employee; Difficulty to separate professional and personal life; Sidetracking of the career and loss of contact with its structure; All would become telework. More than 30% and 2 or 3 days per week should not be allowed.
For the countries that adopted this type of Organization (in particular those of Northern Europe), the balance of the experiment is positive. The benefits exceed the risks that can be controlled. In particular, they noticed an improvement in productivity (+ 22% on average), absenteeism (-‐ 20%) and psychosocial risks. To contradict at least 2 false truths given for granted: • between 50% and 63% of the teleworkers are men; • Public administrations also experience telework
1
Tax Administration diploma: a gratifying experience Prepared by: Víctor Torres Cuzcano Tutor of Classroom 02
The first edition of the Diploma on Tax Administration – DTA, which was designed, developed and implemented by CIAT together with the Externado University of Colombia, was held from June 4 to November 5, 2012, under the elearning modality. The DTA consists of 14 lessons. The first four allow knowing the important role played by the Tax Administrations (TAs) to collect necessary financial resources for the growth and development of their respective countries. In this regard, the importance of the organizational design and structure is emphasized. From the new perspective of macro-processes, the five following lessons analyze the essential functions of all Tax Administration (TA), such as taxpayer assistance, collection, enforced collection, control and determination of taxes. Lessons 10 through 13 focuses on those processes that facilitate the fulfillment of every TA’s objectives, called Support Processes: strategic management, administration and development of human resources, information management, among others. Finally, lesson 14 covers the realities and challenges currently faced by TAs in our continent. The author of the present note had the privilege to be appointed tutor of one of the DTA virtual classrooms, which included 16 participants. One of them could not complete the course due to staff changes in his country’s TA. From the other 15, five were from Brazil, three from the Dominican Republic, two from Colombia, two from Peru, and the last three were representatives from Chile, El Salvador and Uruguay. In other words, seven Latin American tax administrations were very well represented in my classroom.
2
(Continuation) The DTA teaching and learning evaluation process included various activities: Participation in seven forums, presentation of three case studies, drafting of a Final Report (preceded by two preliminary reports), and three evaluations of the lessons. In general, these activities demanded from DTAs participants an individual effort to demonstrate their knowledge and experience in the relevant subjects. However, the forums are differently evaluated because they allow combining individual and collective effort. My role as tutor was rewarding, since I achieved to motivate a high quality technical discussion among the forums’ participants. Each of them not only showed a deep knowledge and experience in the exercise of TAs essential functions and support functions, but they also played an active role in the seven forums, by asking, commenting, or answering to concerns and contributions of other participants. This developed an enriching sharing of knowledge and experiences. Participation in this first edition of DTA has allowed us - I included-, to better understand the reasons for the decisions taken and actions implemented, but also how the TAs in our region work and are organized.
1
The office in vacation: problems and opportunities Arce, Daniela; Date of query 15-feb-13; Available in: http://mba.americaeconomia.com/articulos/reportajes/la-oficina-en-vacaciones-losproblemas-y-las-oportunidades.
Although the relationship between a country's growth and working hours is often discussed, as well as comparing the paid holidays in various regions, the truth is that regardless of these issues, companies must respond them through their financial statements. For this reason, companies are increasingly better prepared for this period and they favor new alternatives. In business, there is no surprise: when this date arrives, it is known that a group of people will leave the office and it will be necessary to find replacements or postpone some tasks. This issue must be planned in due time. However, even if these days are scheduled, there will always be some bleak scenario, so to speak, that can lower productivity. However, this depends, the respondents say, on the ability to anticipate contingencies. Moreover, it is no wonder, considering that vacations in Latin America, according to Mercer report, correspond to 22 days in Brazil, 15 days in Chile and Colombia, and 10 days in Mexico for the first year, then they increase two days per year worked, up to 12. Therefore, for everything to be as it has been programmed, a planning is performed, in which "functions are assigned within the team and a coherent rotation of vacations is organized so that an area is never left without staff, but there is a balance between the positions, areas and competencies�, explains Nicole Papazian, Head of Marketing & Communications of Adecco. In this context, the ability to delegate is vital, says Rodrigo Ramirez partner of BW Internal Communication Chile, because while "for the middle and
2
(Continuation) lower management the tasks are clear" it is not the same for the upper managerial level, and among those who have the so-called "power of the signature", since they are responsible to see critical issues. The company, continues Ramirez "should have a structure of power delegation and an order through which it can define who can go on vacation or not, and this is essential for a company to smoothly operate". This is why, a few years ago, companies are using the services of institutions that provide professional on a temporary basis, a way of having one person doing the work of those who are on vacations, but without having to hire them for a long period. In Chile, this began to be formalized in 2007 when Law 20.123 was enacted. "These companies are well developed and they find professionals at all level, even at executive level. What happens is that many companies do not dare to request these services, but this is due lack of information", says Sara Smok, general manager of Manpower Chile. Introducing skills Whether a replacement is suggested by a temporary service company or if appointed internally, it is an opportunity to have more visibility and to show the skills. "It's an excellent opportunity to prove people. The person may develop into a new function, which very rare performs or show their abilities, "says Smok. However, not anyone takes the challenge and performs the position. Those who have taken over have shown their skills. Therefore, they must respond to this sign of confidence. For Smok, as they are having more responsibilities they will have to "learn to coordinate, manage, see the conflicts and provide support." But individually they will learn how to "manage themselves, because they will often be alone, without a chief, and this will allow them to develop
3
(Continuation)
more autonomy�. In these cases, Ramirez explained that corporate culture is very relevant, "as this ensures professional excellence, and fellowship." While the commercial areas have low commercial goals, "in these times a good performance resulting from the collaboration with a colleague, always adds to the fulfilment of goals and this is very much appreciated". Papazian adds: “they should basically work well in a team, be proactive and dare to ask when they do not know what to do. They also have to be organized and able to work under pressure�. Overall, it is a time when companies can easier carry out staff training, order the office and provide opportunities to unite the employees.
```
[Asunto] :: [Fecha]
Directorate of Training and Human Talent Development Ave. Ram贸n Arias, El Carmen, Panam谩 talentohumano@ciat.org www.ciat.org