AINARA IGUIÑIZ began her career at GH 17 years ago as head of people management in the company. During this time, she has shaped and structured the main functions of a human resources department that manages almost 500 workers in Spain, and which is characterised by actively listening to the workforce and encouraging the commitment of the staff. Her challenge now is to define the human resources policy of the GH Group, incorporating the knowledge of all the different parts.

What does the company offer a person who wants to work at GH?
GH is a family company with a track record covering 65 years, which is a leader in its sector and is ranked in the top 4 worldwide. The company is firmly committed to business continuity and offers sustained growth. Not all companies today can offer stability, long-term prospects and commitment to people. I think that in this day and age, this is one of our strengths. We also offer an international career, and this is very attractive for young people.

When hiring staff, what values, criteria or principles does GH take into account?
Commitment in both directions, both from the employee to the job and the company, and from the company to the employee. By commitment we mean the degree of interest, satisfaction and gratitude that a person feels for the company. It goes far beyond how well someone does their job. It includes putting all their skills into practice and always going above and beyond what is expected of them in their job. Committed people promote the positive, contribute to creating a favourable atmosphere, are generous and supportive, and above all help to Foster commitment in other people.

What are the key principles of the HR strategy at GH?
I would say talent management, diversity, employee engagement and leadership development. In recent years we’ve placed a lot of emphasis on the role of middle management in terms of people management and change management.

How does GH ensure that it attracts and retains talent in an industry as specialised as the crane industry?
We have good salaries, which is a basic requirement. We offer flexible working hours and the possibility of teleworking for those who work in offices. Above all, as a result of COVID, we have changed our mindset about being present in the office. We also try to adapt to the need to reconcile family and work that people may have. We are a large company, but, above all, we are a family company, and this is very noticeable. And we invest a lot in internal training, in all departments.

How does the company manage and support the emotional and mental well-being of its employees?
By promoting relationships based on respect for the dignity of others, participation, fairness and reciprocal collaboration, and fostering a respectful working environment, at all times and at all professional levels, in order to achieve a positive working atmosphere. Everyone has somewhere to go if they have a problem. The doors are always open. The value of people is a strategic issue.

There is a sense of pride in belonging to GH among the employees. How is this achieved?Above all, with a culture of transparency and open communication in the company, so that employees feel listened to and have access to relevant company information through regular meetings, surveys, upward channels, etc.

What do you like most about your job as HR manager at GH? 
Conflict resolution. In this context, it’s fundamental to understand how our way of thinking and behaviour influences work processes. I’m a psychologist by training and I believe that empathy is one of my strengths.

What types of conflicts are most frequent?
For example, the management of rejections. Our company policy is to offer new positions or vacancies internally first, and this means that we have to deal with many rejections, which sometimes feel unfair. At the same time, in recent years we’ve been promoting the leadership of middle management, because they have a complicated role and need tools to manage staff. These line-management relationships sometimes lead to some conflicts.

How do you make sure that the whole team is comfortable and safe at work?
Everyone who manages people at GH knows that they have to promote a participative way of working, in which people are respected, favouring their development. For example, if there are people who ask for a change of position, even if it might be inconvenient for the manager in the short term, we are very clear that we cannot veto them. We all want the people who work at GH to be motivated and committed.

What challenges will you face in human resources in the coming years?
In this latest stage of the company, the challenge is to understand people management from a global perspective with shared values and policies, while respecting the different cultures and local particularities that make up our identity.

Is GH a reflection of the countries in which it operates? In other words, do you hire people who are representative of local society?
Yes, of course. The GH workforce is very diverse, and we regard this diversity as an asset.

Are there differences in human resources management between the different countries in which GH operates?
Yes, of course there are. In addition to the cultural differences of each country or continent, the different market units are at a different point in their trajectory and people management has a different specific weight.

Will artificial intelligence have any impact on your work in the coming years? How are you adapting to new technologies?
Artificial intelligence has become increasingly important due to its ability to automate processes and tasks, such as recruitment, skills assessment, communication, training, etc. It makes it possible to streamline processes and improve decision-making.
However, it’s important to maintain a balance between automation and human interaction to ensure that AI solutions are effective and in line with our values. You have to start with data collection and analysis, and we are still in that pase.