Kaizen or Kaikaku? is the question that our teacher asks us in the Master in HR Management of the EIP International Business School, Gema Campos Lara, HR Consultant, executive and team coach and trainer where one of her greatest challenges and motivations is to empower and accompany people in their professional development. In this post he talks to us about two groups, about new talents associated with change management. The new normal.
What special talent do we need in our organization for this new normal?
We will start by talking (once again) about what this new normal or new normal means.
I have to tell you that the term new normal is not new. It arose after the attack on the Twin Towers and was resumed in the great crisis of 2008.
This means that humanity has gone through very difficult situations. In these crises, new companies, new ideas, new business needs and therefore new talents have emerged.
We are still immersed in a major health crisis, but still unfinished, we can identify new professions or roles that have emerged or have had to be readjusted.
I am especially struck by the Hygiene manager (to ensure that the reinstatements of employees are satisfactory and that they comply with health requirements) or that of Intering management (those that will help us solve problems that have arisen as a result of this crisis, for example with stock management, decreased sales or digitalization. That is, they are created for very specific topics and that probably have a limited time)
From HR we must operationalize and make this new normal more humane. Rethink a new strategy associated with the core of our business. We must promote that change, and This change is driven by our people, our teams.. Those we count on and those we want to integrate to start this comeback in every sense.
This is where we talk about new talents associated with change management.
“The only constant will be change.”
Is Kaizen the same as Kaikaku?
We can differentiate them into two groups, both super necessary, although one will be more key than the other depending on the change that you want to carry out or the needs of the organization.
- Kaizen: They are those who quickly come to mind when we need to mobilize, they are drivers and ambassadors of change. They are creative, role models, informal leaders. They are oriented above all towards continuous improvement.
They are not as quick to accept change as the other group or to accept fear, but they handle uncertainty very well.
The Kaizen They are necessary to seek excellence and guide us towards continuous improvement. Change + better.
- Kaikaku: They are very fast people managing and implementing changes. They are not afraid of change, they have a great capacity to accept express change, ability to influence, and charisma. They are oriented above all to sudden changes and innovation.
They are fast, stand out for their objective thinking and positive pressure management. They tend to accept the changes as valid and do not usually question them, also carrying out effective fear management.
The Kaikaku They are necessary to give us light, propose solutions, innovate. Change + revolution.
From HR we have to work on two ways: Ensure that we have them located on our talent map to empower them and ensure that they are where they contribute the most value.
And if we have them, we must generate an attraction strategy, and keep these two profiles in mind in our selection processes.
And you, Kaizen or Kaikaku?: “We don't know what is going to happen. But it is necessary to be prepared for what may happen."
In the HR sector it is very important to be resilient since when we work with people, we are managing feelings and therefore, in EIP International Business School , in our Master in HR Management, we keep in mind emotional intelligence, active listening, analysis of contexts, competencies, which we must not forget.
