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Talent Management in the new era of teleworking

Article published in Observatorio RH on Monday, May 29, 2023
By Marta Moreno, Víntegris Talent Manager.

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The 2020 health crisis was a turning point for the world of work since it strengthened an emerging trend, teleworking, which has generated essential changes in understanding not only performance but also talent search. Something crucial, especially in the world of ICT.

Marta Moreno, Víntegris Talent Manager

In fact, according to data from the Observatorio Nacional de Tecnología y Sociedad(ONTSI), the IT sector is the one that is most committed to teleworking in Spain, either in a hybrid format or entirely remotely, with 87.8%.

Our company also belongs to the technology sector and, like so many, had to adapt to the health crisis and go from a face-to-face model to a completely remote one, which required us to reformulate our policies and ways of working. When we got past the pandemic and asked our employees about continuing to work remotely, the answer was unanimous: they all wanted to keep the flexibility of working from home. In those months, they valued the benefits of better reconciling their work and family life, the possibility of living outside the big cities with the consequent savings, and, especially, having more time to invest in what was crucial to them.

This higher quality of life is what currently, in the HR world, we call it “emotional salary.” It is an intangible on the rise and primarily driven by the change in mentality, needs, and priorities of the new generations already active: Millennials and Generation Z. What if we look further into the future? Everything indicates that the Alpha Generation will continue the trend and pursue a digital nomad lifestyle.

In our case, implementing teleworking was beneficial for the workers and the company since our collaborators’ performance during the pandemic was the same or even better in numerous instances.

Thus, in 2021, we launched our “Víntegris Remote Work Policy”, allowing our present and future workers to choose the type of work they prefer. Those who opt for a hybrid model can do so at any of our offices in Poblenou (Barcelona) and Las Tablas (Madrid) and book their workstation or room from a web application.

Implementing this policy entailed a second, even more interesting benefit for the Human Resources department since we could broaden our talent search radar and stop focusing only on large cities. This has allowed us to incorporate large profiles throughout the national geography in the past two years.

After the success of these teleworking policies in mid-2022, we wanted to go further and activate “Víntegris Remote Work II Residence.” An option that can be requested by all those colleagues who personally or through their direct family members have a second home in the national territory and who meet the same safety and risk prevention conditions as at their first home.

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At Víntegris, we defend the benefits of teleworking, but we are also aware of its challenges. On the one hand, the Castaway effect can make workers feel disconnected due to the lack of human contact and requires active monitoring by team managers. On the other, the need to have good project management models, for which at Víntegris we are committed to Agile management; and, finally, the famous burn-out that wears out employees until they reach a severe state of emotional, physical, or mental exhaustion that can spread to the workforce. A critical issue that requires early identification of cases and the development of wellness policies in the company.

In summary, and as we have been able to advance in this article, the world of remote work management, despite being so new, offers infinite possibilities if we adapt to make it successful. At Víntegris, we believe that teleworking is and will be a great ally to increase the satisfaction of our collaborators, and we want to continue betting on a flexible and remote culture.

See Marta Moreno full article

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