The pandemic forced a major transformation in the way the team work, in order to be able to anticipate more. There is volatility and a lack of predictability, but we need to take a step forward and find strategies for future wellbeing programs. To do that, we had to connect to external sources and create a strong network with specialists, said Doina Filip, Head of Reward, Orange Romania at Business Review’s #futureofwork – Working Romania HR Conference.
”We have recurring discussions with people in the field of psychology, sociologists and doctors. The simple data we gather, in the absence of a perspective are not enough, we need to delve into many more aspects. We also had to go much deeper into the analytical part, the story telling part, what the numbers and the stories behind the number say.”
”Nobody took into account anymore the fact that a specific role or a task is not in the job description. There is a very strong cohesion between us, we help each other and we never say no if, for example, the data analyst will make appointments for PCR testing or if the colleague on the budget side also deals with a problem related to clinics. We are in a continuous dynamic, we had to learn everything and do everything. And this is a transformation.”
”Also, it is very important that we, at the compensation and benefit department, realized that it is best to create projects after talking and listening across departments. We had to change the way we did things in the past. Listening and involving colleagues from other departments is one of the main reasons behind the success of the compensation and benefits team from Orange Romania.”
”Wellbeing programs can no longer be created successfully and with added value only by the compensation and benefits team. I believe that mixed teams are better to co-create such programs successfully. In the training and development team there is extraordinary potential and complex skills, which help us to develop programs that fit employees very well.”
”I had two extraordinary experiences in the organization. The first refers to team events; we thought what it would be like if we disconnected our colleagues a few hours from whatever daily work they do. And we made available to the manager improvisation exercises, very funny exercises, and people were completely disconnected from a working day and from the pressure of a working day. These are times when the distance between people becomes much shorter.”
”And the second experience is with a financial education sitcom that we brought into the company, made with an external company. It does financial education in an unconventional way. And my development colleague said what if after two episodes of the sitcom we would add learning programs in the financial area. So we did, and the result was a very nice game of sharing themes and questions between colleagues.”
”The strategy for creating wellbeing programs is based on three blocks. The first is based on data, the second is on very good documentation of HR people, and the third is employee feedback. It is important to talk directly with colleagues, because they are colleagues, they are not just employees. All these three blocks help you choose the best strategy for wellbeing programs,” concluded Doina Filip.