Looking for hair cultural balance It is not uncommon for companies that go through long merger and acquisition processes.
Finding the balancing between policies and practices already adopted by the buying company, without neglecting philosophies of the acquired company, is what leads many companies to create practices from scratch, so that employees feel belonging to a single mode of operation.
Keep cultural unity It is one of the challenges viewed by Sinqia, a technology company for the financial market.
Acquired in November 2023 by the giant Porto-Rican Evertec, the Sinqia Since then it has adapted projects derived from the mother company, making each more feasible to the reality of the Brazilian market — Where the company already has more than 2,000 employees.
One of them is the Continuous Training Program and Career Progression to employees.
Called Nextgen, the program was created in 2021 with the objective of forming the new generation of leaders of Evert.
FPray, in all, 44 participants. In 2024, it established its pillars in Brazil, and also began to contemplate new markets such as Argentina, Chile, Uruguay and Costa Rica, totaling 48 participants — 24 only in Brazil.
“It is a program focused on training and exhibition. We want to show that it is possible to build promising career hours, ”says Márcia Drysdale, HR director at Sinqia.
To participate in the program, team members are appointed by their direct leaders, who evaluate performance, cultural alignment and performance to identify the most promising profiles of future leaders.
For two years, the selected have individual mentoring, executive training in a business school and even reading indications of the CEO himself.
According to Drysdale, the new formatting of the program, along with the growing number of participants in Brazil, proves that it is possible for smaller companies to create their own training policies, encouraging the construction of career plans to employees.
“We are responsible for every opportunity they have over these two years, from participation in projects to internal exhibition to raise new positions,” he explains.
“At the end of the program, in general, the idea is that these people are better and better prepared for the future. And we, as a company, help to draw this career together. ”
SME task
The example of Sinqia goes against the common logic to the market, which presupposes that long -term careers are limited to large companies and multinationals, mainly due to the cost of implementing such programs.
Benefits such as shrinking reduction and increasing engagement boosts more and more Small and medium -sized companies (SMEs) to draw their career plans and progression programs to the team.
COnce, the complexity of these programs, the need for a structured HR, with feedback processes and oil promotion, and the need for investment in specific platforms are common obstacles.
Consequently, these barriers can be impeding for smaller companies to be associated with continuous training programs and even help in the construction of career plans.
According to Guilherme Luz, CEO of Galena, career development startup, creator of an education platform that also serves startups and small businesses with over 200,000 professional training courses, circumvent these challenges and make them also invest in talents in SMEs In the long run it depends on the perception that it is a strategic investment, not an operational cost.
“The key is to simplify and make development part of the company’s culture. SMEs can adopt agile and accessible practices such as mentoring, continuous feedback and development trails that do not require heavy investments. ”
Example that comes from home
At Global AD, B2B Digital Marketing Agency, the construction of a Career Progression Plan For employees is a practice that starts with high leadership, after all, the four partners who today control the business are former employees. One of them even started as an intern.
At the agency, the choice of one of the career trails undergoes a behavioral profile analysis and practical performance of professionals.
To circumvent the challenges that come from the difficult structure of a progression plan in smaller companies, Global AD refers to the branch.
To this end, the agency has divided the journey into three different verticals, or professional paths, which vary according to their individual goals of each employee and, above that, the willingness to lead people or not.
“We are a company that seeks to grow in a balanced way. To this end, the inspiration came from the technology market, the so -called agile methodologies, where there is less focus on hierarchy the most focus on problem solving, ”says Vinícius Ghise, CEO of Global AD.
With 15 years in the market, Global AD assumed the protagonism of career plans co-creation for its employees only in 2022, with the restructuring of the company and under the new leadership of former employees Vinícius Ghise and João Carapeto.
Since then, some results can be noted: 10 leaders were internally trained, five new coordinators (4 of them having reached office after promotions) and an analyst reaching the head position.
For Ghise, visibility about possible professional directions is what facilitates workers’ understanding of the future in the company.
“Everyone wants predictability in life, and understanding this, by offering the ways for people to grow, companies gain in talent retention and the construction of a solid internal culture,” he says.
The next step on Global AD’s journey, still eyeing the continuous evolution of the team, is the hiring of an HR consultancy. “We have done a lot with our own ideas and feedback from the team. Now we want more, new ideas, to add to the knowledge of external partners to evolve, ”he concludes.
How to bring to practice
For Luz, from Galena, the market is already in transformation. The change of paradigm and perception of the possibilities of professional ascension in small businesses is already underway, but depends on the action of companies willing to structure clear paths of development and internal growth.
”This scenario is changing and tends to evolve even more. Startups and SMEs offer rapid growth opportunities, direct impact on results and more proximity to leadership – aspects that attract professionals seeking quick learning and challenges, ”he says.
The first step for PMES seeking to offer help in building career plans and being part of this new market reality, according to him, is to demystify the idea that career development requires large investments or complex structures.
“Small companies can start with simple actions, such as frequent growth dialogues, structured feedback and business -aligned learning trails,” he concludes.
Maria Clara Dias
