Martha Gómez, Telefónica México’s HR Director, Emphasizes Job Satisfaction
“We spend more than 8 hours working,” says Martha Gómez, Telefónica México’s Human Resources Director. The executive believes that while the focus of business is to generate profit, it doesn’t conflict with ensuring people are content in their roles.
“This isn’t Disneyland; it’s a business that needs to be profitable, but within this profit-focused approach, people can also be happy and do what they love,” she stresses.
The Benefits of Placing People in the Right Roles Based on Skills
In an interview with El Economista, the telecommunications company’s executive reflects on the benefits of having the ability to place people in roles that best suit their abilities, which positively impacts both individuals and organizations.
The key to this, she explains, is skills-based management. This model serves as a tool to position talent in positions that best adapt to their qualities.
“The advantage of this, aside from the business impact as you seek out people who will truly drive change, is that employees feel motivated and content because they are developing their potential,” Gómez emphasizes.
Addressing the Issue of Mismatched Jobs
Gómez is firm in her belief that many people are currently in positions they don’t enjoy, which leads to suboptimal results and aspirations to move elsewhere.
However, skills-based management offers a significant advantage in facilitating internal transitions and preventing talent loss.
“The good news about skills-based management is that it opens doors for everyone. The message you give to people is, ‘if you have 10 years of experience in Finance but develop other skills for another area, you can move and have the same opportunities as someone who has 10 years in that area’,” she explains.
Career Development Linked to Technical Knowledge vs. Skills-Based Approach
Traditional career development, closely tied to academic formation, limits individuals from transitioning to roles they enjoy. Gómez believes that a colleague with technical knowledge in one department can move to another position if they develop specific skills, allowing them to do what they love and feel fulfilled.
Gómez herself is an example of successful transitions due to a skills-based approach. With an industrial engineering background, she joined Telefónica 13 years ago for process improvement in the Human Resources department. “That helped me a lot, as I now understand the processes from the ground up,” she shares.
However, this doesn’t mean she would change her academic career if given the chance. Her technical knowledge and industry manufacturing experience have equipped her with skills she applies in her current role, where she finds a strong sense of purpose.
Empowering Employees, Not Spoon-Feeding Careers
Skills-based management isn’t about spoiling employees with career choices; it’s about making them aware of the competencies required for each position, supporting them in identifying their strengths and areas for improvement, and creating conditions for them to move into a role they enjoy. This includes capacity-building programs.
“This is crucial about this trend. The responsibility for change lies with the individual, not the company ensuring transfer opportunities. People must prepare themselves by developing necessary skills, and companies should provide courses or platforms, but the responsibility is on the individual. You define your path and develop the skills to achieve it,” Gómez clarifies.
High Demand for Socioemotional Skills
From her perspective, there’s a high demand for socioemotional skills in today’s job market. These are often the most challenging to find in talent.
“The most difficult part is finding people willing to step out of their comfort zone, and the skills that facilitate this are resilience, proactiveness, critical thinking, effective communication, systems thinking, and problem-solving,” she concludes.
Key Questions and Answers
- What is the main focus of Telefónica México’s HR Director, Martha Gómez? Gómez emphasizes the importance of job satisfaction and aligning employees’ roles with their skills, ensuring they are content while contributing to the company’s profitability.
- What is skills-based management, and why is it important? Skills-based management is a tool that helps position talent in roles best suited to their qualities. It motivates employees, prevents talent loss, and facilitates internal transitions.
- How does traditional career development differ from a skills-based approach? Traditional career development is closely tied to academic formation, limiting transitions between roles. A skills-based approach allows for movement based on acquired skills, regardless of initial academic focus.
- What are some sought-after socioemotional skills in today’s job market? Companies seek candidates with resilience, proactiveness, critical thinking, effective communication, systems thinking, and problem-solving skills.
