Nuno Ribeiro - HR Business Partner - Occupational Safety and Health

O trabalho é uma atividade que ocupa uma parte significativa da nossa vida. Se por um lado, o trabalho pode possibilitar a realização profissional do individuo, por outro, pode causar problemas desde a insatisfação até à exaustão. São criadas expetativas, objetivos e metas pessoais que, quando não se concretizam, provocam alterações emocionais. O conceito de Burnout como uma síndrome de exaustão emocional, após anos de envolvimento, com o trabalho e com as pessoas. Acontece quando uma exposição a longo prazo, numa determinada atividade, se transforma num esgotamento, numa fadiga física, mental, emocional. Esta síndrome é uma condição para que seja reduzida a capacidade, vontade e desejo de trabalhar. O conceito de burnout foi descrito, assim, pela primeira vez pelo psiquiatra Herbert Freudenberger em 1974. Ele definiu-o como “um estado de fadiga ou frustração que se produz pela dedicação a uma causa, forma de vida ou a uma relação que não correspondeu às expectativas” (Martín, F

" 1. The Accelerator Speed is of utmost importance. HR can help to accelerate processes and decision making. The pace in most organisations is too slow. The year is still the most important planning building block. HR can do a lot to help to increase the speed. Hire speedy persons. Get rid of, or redesign, slow and bureaucratic processes. Stop with one-size-fits-all concepts. Adopt ‘Just-in time’ and get rid of ‘Just-in-case’. 2. The Challenger We need people who dare to challenge at the top. Group think is observed too often. The plans are always ambitious and will result in more growth. Nobody wants to be the party pooper. Nobody wants to be perceived as a blocker. This is where HR can show its independency, and challenge where others choose to be followers. 3. The Connector In today’s organisation it is all about connections. HR must focus on building and strengthening the connections. Between countries. Between functional areas. Between old and young. Between Baby

"1. From PTB to EI Dave Ulrich’s “ Human Resource Champions ” has probably been the book with the largest impact on the HR profession in the last decades. Unfortunately, many people did not read the book, but only saw a  picture  with the four archetypical roles for HR. For many the book was summarised in one key message: you must become a Strategic Business Partner. As strategy was a role of top management, this meant you had to get close to management, or even better, become part of top management! Many of today’s CHRO’s have grown in this area. Therefore, HR has focused too much on pleasing top management, and forgot to develop one of the other key roles Ulrich described: Employee Champion. The tide is slowly turning, from PTB (please the boss) to EI (employee intimacy). Really understanding the wishes, needs and capabilities of employees is getting more important, and this employee intimacy is required to design relevant employee journeys. Read our earlier blog post:  T