Last October 19 the legal management forum FIDE organized a new session under the title “The New Organization of Work: are we facing a new organizational model?

The debate, moderated by Javier Mourello, People Director of RSM Spain, Academic Advisor of Fide, counted on the participation as speakers of Adela Garcia de Tuñón, HR Manager at DLA Piper, and Juan Manuel Cruz, Director of RRLL, PRL and Sustainability of Infrastructures of Acciona.

In the exhibitions and the subsequent debate it was revealed that one of the great transformations, accelerated by these two years of pandemic, has been the generalization of a new model of relationship between companies and workers, breaking the classic face-to-face model, a through new flexible and hybrid work formulas. The transformation is of enormous significance and in the long term, given that it has been shown that these mixed models have not radically altered the productivity and profitability objectives of companies, and yet they have modified two key factors from a management point of view of people:

• First, the need to generate new models and innovative job offers to attract the best talent, especially in more stressed labor markets, given that the possibility of working with flexible models has become a differential element when choosing an employer by the best professionals.

• Second, the difficulty of creating a real culture of commitment, especially, although not only, in younger professionals, during their professional growth stage, where distance generates greater complexity in both the learning processes and in bonding. with teams and clients.

Even though in Spain, the large professional firms have not yet faced a radical change in this section and the debate of more salary versus more flexibility is still very much focused on remuneration, it will be necessary to keep an eye on whether this trend is consolidated in Spain, as already it is doing it in other western countries. We can talk about the "business case" of flexibility, since this concept is something that our Talent demands and we know that we must listen and fidelize the Talent

Also incorporating into this debate a word that occupies more and more space - sustainability - we must ask ourselves if flexibility can be a lever to make companies more sustainable and also more profitable. In the analysis that each of us makes, we must ask ourselves some questions, including: How does it affect my business? And the service I provide to my clients? Do I trust my team? What moves us ? We have to put our teams at the center, together with our clients, on the basis of trust and responsibility.