Oportunidades de crecimiento y desarrollo

Abstract

The 21st century has been an era that has led organizations to change in the social, economic and environmental aspects, around the intellectual capital and knowledge of each employee in order to contribute not only in an operational way, but also intellectually. Managers must implement and change their strategies according to the demands of this new environment that allows for innovation. Aspects such as technology, the market, sales, finances, and customer service, mean that companies must modify their competitive advantage and way of working to implement innovation as an important and essential factor. Therefore, human talent is vital so that culture, organizational climate, training are part of the organizational strategy. The president of Nutresa Carlos Gallego, affirms that “Innovation is based on culture and we give it the name of effective innovation, and it is innovation that is finally reflected in the Group's business results and that is supported by talent and attitude creator of people, but it lands so that it can be specified, and it manifests itself through business strategies ”(Gallego, 2015), demonstrating that people are part of that innovation and change of perspective sought in each company. According to this new environment, the Human Management area of ​​the Suramericana company, in addition to dealing with hiring, legal processes or payroll, must focus on being part of the strategic unit of the company, providing ideas and tools that support management, promoting a different leadership style than authoritarian. Criteria such as autonomy and knowledge networks contribute to a sense of responsibility that commits leaders to the well-being of their employees and that of the company.