Increase productivity and motivation
The development and exploitation of the television channel's advertising space Telecinco are the responsibility of Publiespana Group, which, in turn, is owned by the Telecinco Group. In 2004, Publiespaña once again achieved market leadership, with a record turnover volume, totaling 633,7 million euros, which translates into an increase of 11,7%, double the estimated growth rate for the sector (6 %).
With the successful listing on the stock exchange and on the IBEX-35 of the Telecinco Group, to which Publiespaña and Publimedia belong, the Human Resources Department felt the need to face new challenges, including the retention of the most important Human Resources.
In this context, the objective was to build a Human Resources management system that would help to develop the capacity of each employee and retain them in the company, increasing their productivity and motivation.
For this purpose, it requested the support of LBC. The immediate objective was to identify Publiespaña's relative position with regard to the working environment and the social benefits offered to employees.
Work environment is key
In view of this objective, LBC developed a methodology through which it could assess positioning on a global scale and also by professional category, in relation to competing companies and other companies on the IBEX-35. At the same time, it identified the best practices in the market and carried out a gap analysis between Publiespaña and the other companies in the index.
The collected information is analyzed using a statistical tool that makes it possible to carry out multivariable analyses, by category and function of the employee and also by location of the office. All this makes it possible to identify areas for improvement in specific sections and positions within the company. After analyzing and presenting the results, work sessions are developed, composed of groups of between 8 and 10 people, including a random mix of functions within the company. In these work sessions, consolidated methodologies such as the “metaplan”, “3 hats”, “K7”, “roleplays” and “brainstorming” are used to arrive at a list of areas for improvement in the company and definition of actions that lead to their implementation .
In an interview with LBC, the director of Human Resources at Grupo Publiespaña, Javier Mateos, explains how the work environment is crucial to ensuring a company's leadership and the challenges that the Human Resources area faces due to market changes and pressure from competitiveness.
What are the main objectives of the company for the next year?
In an area as dynamic as advertising and in view of the new television landscape that is emerging in Spain (the concession of a new open channel – Canal 4) the main objective is to maintain leadership in all facets of the sector, that is, leadership in share, leadership in profitability and leadership in innovation. We therefore intend to continue to be the leading chain in Spain.
How can Human Resources help meet these goals?
Our philosophy as a Human Resources Department is to be strategic partners in the general direction of the company. In this context, we are members of the Board of Directors, and our
responsibility to design the company's strategy with regard to Human Resources, namely, attracting and retaining talent, motivation, salary policy, training, etc.
What are the most immediate challenges you face as Director of Human Resources?
Faced with the entry of a new chain into the Spanish market, our most important challenge is to avoid the drain of talent, because as we are market leaders, other television stations turn to us to attract professionals. This is our great mission. For this reason, it is extremely important to measure the working environment within the company.
How and how often do you measure the work environment within the company?
The work environment is measured every two years within the group. We analyzed five key areas: culture, communication, management style, work position and work-life balance. Once the results are presented to the company, we organize working groups to reduce our weaknesses and maintain and reinforce our strengths.
The success of the diagnosis lies in the fact that an outside company, in this case LBC, manages all the data, which results in credible conclusions, because they are independent.
What impact did Telecinco's listing on the stock market have on Human Resources?
It was a historic feat. Not only because of the event itself, but also because in six months we became part of the IBEX-35, one of the 35 best companies in the country.
How do you see innovations in terms of Human Resources management? Remote work tools, flexible hours, one-to-one benefits? Do you think they are easily applicable in countries of Latin origin such as Spain, Portugal and Italy?
In Latin companies it is very difficult to implement this type of flexibilities because a culture of permanence prevails. However, at Publiespaña we fight the development of this type of culture. We prize effectiveness and results over permanence. For this purpose, we define concrete objectives for all elements of the company in terms of results to be achieved. Only in companies where there is a direction oriented towards results can flexible working hours, telework, etc. be implemented.