CBNME FACILITIES MANAGEMENT

That is why I decided it is a great opportunity to flip the approach and instead of accepting the situation –change the situation with a holistic approach. By bridging the language gap, we focus on providing development and growth opportunities to more people within organization in a long run. We will make more programs accessible to a bigger audience. If let’s say, a housekeeping attendant, sees a growth opportunity within a current company to the next level as a team leader, then supervisor, then an operations manager –there is a smaller chance for the person to look for an opportunity elsewhere. And of course, looking at the whole picture from the perspective of two towers: talent acquisition and talent development – it will help us to save on recruitment and onboarding costs. Success starts when we prioritize workforce development. It starts when we begin to look at offering educational assistance to those in need, when we begin to customize our training offerings to the workforce. It starts with removing the roadblocks our employees have in order to utilize our learning programs.

You are clearly an advocate of internal talent development. What is the role of Learning & Development in succession planning and why is it important to develop internal talents?

Organizations today need to anticipate future training needs and react faster than ever before.

Understanding the role of L&D in succession planning is kind of like when a manufacturing leader needs to decide whether to make a product themselves or buy it from someone else. Let’s say you’re the leader of a tech company, and you’re thinking about creating your own operating system, like Apple does for their computers. That’s the “make” option. It means you’ll use your own team and resources to develop the product, assuming you have the capability and resources for it. It also assumes that your version will be as good as or better than what’s already out there in the market. On the other hand, the “buy” option means you’ll find an existing product that meets your customers’ needs and incorporate it into your own product or solution. It’s like when you find a competing operating system that already exists and can be purchased and used right away. Of course, this is a simplified example, and there are many factors to consider in the decision-making process. But it helps illustrate how L&D fits into a company’s succession planning strategy compared to recruiting. If a company decides to “make” or develop successors internally, they need to make sure they can train and develop people who can perform as well as or even better than those available in the job market. The challenge for L&D is not only to develop successors based on the current requirements of the position but also to think about future market trends and develop successors with additional skills to keep up with the changing industry. That’s why it’s important for L&D to focus on strategic roles and be diligent in their efforts.

In summary, moving in the direction of recognizing the need to look inside out and not the other way around will, in the long run, give us a strong competitive advantage. Engaged and loyal personnel is what will make us at ACCIONA move forward in the industry.