a Cultural Change Manager
By Gloria Damaschi
In order to identify the managers who will take over that role responsibilities, some structured companies focused on some key specific skills. Frequently they seem to orient their choices towards Manager with a high technical background and experience at international organizations. They look forward to candidates with an excellent preparation about the law, rules, certifications requirements, etc. applied to the Safety, Security, Quality and Environment areas.
What are the most critical role elements at local companies in comparison to International organizations?
Often local smaller size companies tend to be scarcely structured, with few audit and inspections activities, poor job risks analysis, law and rules update.
The most critical point for both of them refers to the value, level of importance, relevance and ability to impact the work environment that the HS HE Manager can adopt and apply. There are some contexts where despite the available tools (also some very structured and International organizations) they adopt only a superficial tension towards the correct behaviors. What of course exposes the company and all people working there at impressive risks.
At less structured work environments often you can find more employee “resistance” to adopt safety measures and behaviors. They can’t see the importance if the function Safety and Environment and tend to consider that manager just as the one who imposes more burocracy.
For whom who works in these companies the big challenge is to be able to speak the same language of operative production line people and at the same time to make people understand the importance of the rules, measures, procedures who are put in place o prevent risks and damages at all levels and for a more safe work environment for everyone.
We must also remember here the obligation for the companies to appoint a Safety, Prevention and Protection. Often companies who look for a HS HE manager encompass in the role the responsibilities of the so called RSPP (Safety, Prevention and Protection) while at the same time the try to overcome the role vision as that of the one who imposes new rules and that carries on controls (considering the implications and risks, this appears anyway a very important aspect). Sometimes organizations think of a Manager who will promote best practices and who transfers the rules and procedures value and significance, not only for respecting the law but also for a continuous improvement.
Safety and Environment themes are particularly actual in these days.
This sensitivity is pushing towards more awareness at top management company level that drives the decision to hire a trustworthy very capable professional manager, very effective to whom to give this area responsibility.
Most prepared best managers, who are used to work in developed professional contexts, take in consideration a new challenge based on the company goals. That is to say they evaluate how high and challenging the goals are.
It appears evident that in our entrepreneurial industrial context, we still need to grow awareness and safety culture: this is known especially by excellent candidates who operate at not that excellent companies. This often drives professionists to choose “higher” goals and cultural environments.
Managers in this role tend to “measure” the top management will and commitment to strongly support the behavioral changes the new context is aiming for.
The gap to fill does not refer to candidates: the labor market can offer different profiles and very qualified experiences. Despite this availability, company requests often remain unmet, and they cannot cover their need and open position. Key is to facilitate company management by defining precise expectations and role requirements for this hiring. It will be fundamental to reflect on the available tools company will give the new Hire, the new HS HE Manager for reaching the challenging goals and results who cannot be postponed any longer.
What elements can make the difference for an effective recruiting and hiring process of high caliber profiles in this function?
In this role we find managers (candidates) who “choose” carefully the organizational contexts where they can “contribute well”. They are aware, their professional skills are not enough for reaching any goal kind: in order to succeed they will need to work effectively with others, they will need to work together the company top management and all other managers. They will need to be able to involve whole company.
This is a “crucial” point that needs to be carefully evaluated through a punctual and objective consultancy, especially by hiring cases of professional profiles where the expectation is to drive change.