Work conciliation and organizational climate continue to be two of the major current issues in the field of human resources. Far from being a fashion forced by COVID, which led us to teleworking on a massive scale, they have been consolidated as strategic pillars to attract, retain and develop talent in an increasingly competitive and demanding business environment.
One of my teachers said: “They don’t prepare for human resources, they prepare for inhuman resources” and he was right, until recently that was the case; Luckily, this is changing.
In the words of the expert in leadership and organizational well-being María Jesús Álava Reyes: “Companies that take care of the work environment and allow for work-life balance not only improve the emotional health of their teams, but also obtain better results. Trust is the main driver of sustainable performance.”
Conciliation is not giving in, it is investing
Conciliation is now perceived as an investment in human capital. Flexible hours, teleworking, adapted leave and intensive working hours are measures that allow professionals to balance their lives without giving up their commitment to the company.
According to data from the Ministry of Labor, more than 70% of Spanish workers consider conciliation as a decisive factor when choosing a job. Wellbeing is not just emotional: it impacts productivity, creativity and talent retention.
A paradigmatic example is Iberdrolaa pioneer in applying the intensive day in Spain since 2007, from 7:25 a.m. to 3:30 p.m. This has generated more than 500,000 hours of additional productivity per year. In addition, the company offers flexible working hours reductions, paid leave before childbirth and leaves of absence with reserved positions to care for family members. These measures have made it a benchmark in conciliation, demonstrating that taking care of people also takes care of the business.
It was one of the companies that I chose to present my TFG in the degree of Labor Relations and HR. I was impressed by her achievements and bravery, to the point that, as HR director, I applied it with great success in the work environment: Highly qualified and productive teams made the company grow year after year. We received several ARDAN indicators for more than a decade and achieved low work absenteeism, much lower than the average, and a Social Security bonus for this reason.
Work environment: beyond salary
The work environment is not measured only with surveys, but in the quality of relationships, transparency in communication and respect for diversity. A healthy work environment reduces absenteeism, improves collaboration and enhances innovation. As pointed out Carlos DelgadoCEO of Compensa Capital Humano: “Emotional salary has gained prominence. People look for environments where they are listened to, respected and allowed to grow. Trust is the new leadership.”
In addition to Iberdrola, other companies have opted for advanced conciliation models. Danone, With its ‘Concilia’ program, it offers teleworking, flexible hours and psychological support. EITHER Repsol, which has implemented corporate daycares, adapted days and extended permits. EITHER BBVA, that promotes digital disconnection, family co-responsibility and hybrid work. These initiatives, in addition to responding to social demands, anticipate the future of work: more human, flexible and inclusive.
The challenge: moving from the norm to the culture
Spain has a legal framework that recognizes the right to conciliation, but the real challenge is turning it into a corporate culture. The legislation allows adapting working hours, requesting leaves of absence and enjoying parental leave, but many times there is a lack of organizational will to apply it with coherence and empathy.
Conciliation and the work environment are issues of well-being and competitiveness. Companies that work from trust build a new emotional contract with their teams, based on respect, autonomy and shared purpose.
*** Mónica Gómez Pedreira She is an HR director and member of the Spanish Association of Human Resources Directors (AEDRH).
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