El 75% de los mejores empleadores potencia una cultura de innovación y creatividad entre los empleados

• Las compañías Top Employers España cuentan con buenas prácticas como días de innovación, concursos de ideas, reconocimientos a las personas más innovadoras, hackatons o laboratorios de creatividad, entre muchas otras.
  

• El objetivo de todos estos programas es que los empleados experimenten, asuman riesgos y compartan ideas abiertamente sin temor a consecuencias negativas.
  

• Explicamos tres casos de éxito: el portal de innovación de Indra Group, los Innovation Days+ de SEAT & CUPRA y los hackatons de Holcim.

Laboratorios de creatividad, portales de innovación, concursos de ideas, hackatons… las mejores empresas están desplegando una amplia variedad de iniciativas para fomentar la innovación y la curiosidad entre los empleados.

De hecho, el 75% de las compañías Top Employers España ya cuenta con prácticas para potenciar una cultura organizativa que fomente la creatividad y la innovación. El objetivo de todos estos programas es que los empleados experimenten, asuman riesgos y compartan ideas abiertamente sin temor a consecuencias negativas.

Entre las acciones diseñadas para estimular el pensamiento innovador y la resolución de problemas, se pueden citar también los córners en los que se potencia la innovación, la celebración de días o semanas de la innovación, o las iniciativas de reconocimiento a las personas más innovadoras de la compañía (práctica implantada ya por el 80% de las compañías certificadas en nuestro país).

En las mejores organizaciones, la innovación y la creatividad están incluso consolidándose como parte de la propuesta de valor al empleado (EVP en sus siglas en inglés), en el marco de un enfoque que prioriza el aprendizaje y el crecimiento profesional. El 17% de las compañías Top Employers España ya incluyen la innovación y la creatividad como una de sus tres principales prioridades en materia de EVP.

«Este tipo de iniciativas, además de estimular la creatividad, fomentan el sentido de pertenencia y el compromiso entre los empleados», destaca Massimo Begelle, Regional Manager de Sur de Europa y Oriente Medio de Top Employers Institute. Explicamos tres casos de éxito: el portal de innovación de Indra Group, los Innovation Days+ de SEAT & CUPRA y los hackatons de Holcim.

El portal de Indra Group para fomentar la cultura innovadora

El Área de Cultura de Innovación de Indra Group ha lanzado un nuevo Portal Interno de Tecnología e Innovación que ofrece un acceso centralizado a servicios y capacidades de la compañía.

El Portal, impulsado por el área de Portfolio y Gobernanza de la Innovación – CTO, es un punto de encuentro global para toda la comunidad innovadora de Indra Group, ofrece herramientas a los empleados para activar, compartir y escalar ideas e iniciativas innovadoras.

El área de Cultura de Innovación cuenta con servicios enfocados al intraemprendimiento y la divulgación interna y externa de la innovación de Indra Group como Inno Focus, Inno Impulse o Inno 360º.

Con Inno Focus e Inno Impulse, los empleados pueden compartir ideas innovadoras que la compañía contribuye a visibilizar y potenciar.

Inno 360º, por su parte, es una guía de recursos y capacidades de I+D+i que ofrece un mapa completo y actualizado de información asociada al ámbito de innovación en Indra Group.

Los Innovation Days+ de SEAT & CUPRA

Los Innovation Days+ de SEAT & CUPRA es una iniciativa que invita a todos los equipos a presentar proyectos disruptivos que promuevan e impulsen mejoras estratégicas. En sus siete ediciones, Innovation Days+ ha congregado a más de 20.000 visitantes, con 263 proyectos presentados y 40 charlas inspiradoras organizadas. Este recorrido ha consolidado el evento como el espacio de referencia para la innovación y la colaboración transversal en SEAT & CUPRA, reflejando el compromiso de la compañía por liderar la nueva era de la movilidad e impulsar la creatividad y la tecnología como motores de un futuro sostenible y conectado. En su última edición ha reunido a más de 200 expositores y ha vuelto a poner en valor el papel de la innovación como la energía que impulsa a SEAT & CUPRA.

Además, durante todo el año la innovación se experimenta a través de la plataforma SEAT INNOVA, un espacio de networking e inspiración que conecta a las personas trabajadoras de todas las áreas, que alberga proyectos y contenidos multimedia, al tiempo que permite participar en iniciativas, talleres y expert talks.

Los hackathons de Holcim para concrear la construcción sostenible del futuro

En el marco de su estrategia NextGen Growth 2030, Holcim España ha transformado la innovación en un motor cultural y participativo a través de «The Change Lab». Esta iniciativa, integrada en sus proyectos Crecemos y Customer Connection, redefine la capacidad de transformación del sector de los materiales de construcción a través de la innovación.

A través de seis hackathons en los que han participado cerca de 200 empleados y empleadas de todas sus oficinas y fábricas en España (el 20% de la plantilla), la compañía fomenta la innovación abierta y el desarrollo de soluciones disruptivas para resolver retos reales de negocio, combinando creatividad, tecnología e inteligencia artificial. Utilizando la metodología Design Thinking, los profesionales que trabajan sobre el terreno cocrean el futuro de la construcción sostenible.

Como resultado, se han diseñado 11 proyectos orientados a la excelencia operativa y a la experiencia del cliente. Tras las sesiones, los equipos ganadores reciben soporte especializado para acelerar sus ideas antes de presentarlas formalmente ante el Comité Ejecutivo. Con esta propuesta de valor, Holcim demuestra que el progreso y la transformación se construyen impulsando el talento interno, empoderando y haciendo partícipes a los profesionales de la compañía en la consecución de objetivos.

Top Employers España eBook 2025

Conoce a los Top Employers 2025: Descubre cómo será la excelencia en 2025

El mundo del trabajo está en continuo cambio, pero hay una constante: las mejores organizaciones lideran de la mano de sus empleados. Estamos encantados de desvelar los Top Employers 2025 y presentaros las organizaciones que marcarán la pauta en la excelencia de las prácticas de RRHH en 2025.

Nos enorgullece anunciar que más de 2.400 Top Employers han sido certificados en 2025 en 125 países y regiones, con un impacto en más de 13 millones de personas. Este reconocimiento pone en valor el compromiso de estas organizaciones con el impulso de estrategias de RRHH y prácticas de personas de primer nivel en todo el mundo.

Como autoridad global en el reconocimiento de la excelencia en las prácticas de personas, el Programa Top Employers certifica a las organizaciones basándose en los resultados de nuestra HR Best Practices Survey. Esta encuesta cubre seis dominios de RRHH y 20 áreas, como Estrategia de Personas, Entorno de Trabajo, Adquisición de Talento, Aprendizaje, Diversidad e Inclusión y Bienestar, entre otras.

El trayecto para convertirse en Top Employers no es una tarea fácil. Requiere un compromiso firme con la mejora continua y un enfoque holístico de las prácticas de RRHH. Con nuestro Programa de Certificación, las organizaciones se someten a un riguroso proceso que garantiza que su compromiso con la excelencia se refleja en el logro de la certificación Top Employers.

Nuestro CEO, David Plink, explica lo que representan las organizaciones certificadas como Top Employers 2025: «¿Consistencia en un mundo inconsistente? En una época de constantes cambios tecnológicos, económicos y sociales, los Top Employers sacan lo mejor de las personas. Las compañías certificadas en 2025 han puesto de manifiesto esta fortaleza, demostrando una extraordinaria dedicación a sus empleados. Estamos orgullosos de celebrar los logros de estas empresas en 2025».

Existen varios enfoques y opciones de reconocimiento a disposición de los potenciales Top Employers para garantizar que el proceso de certificación es el adecuado para organizaciones de diferentes estructuras, tamaños y ámbitos geográficos. Estas diferentes vías se articulan en torno a los distintos sellos de certificación reconocidos a escala global que pueden recibir los Top Employers. Los 4 sellos de certificación son el sello de País/región, el sello Regional, el sello Global y el sello Enterprise.

Los Top Employers Global son organizaciones que participan en un número mínimo de países (de 20 a 25 en función de varias certificaciones regionales) y regiones (certificadas en tres o cuatro regiones), incluidas sus oficinas centrales mundiales. Convertirse en Top Employers Global demuestra el compromiso de una organización con la alineación de sus prácticas excelentes de personas a nivel global.

Estas son las organizaciones Top Employers Global, certificadas como líderes en RRHH por sus excelentes estrategias de RRHH y prácticas de personas:

Esta es tu oportunidad de conocer a las organizaciones que están marcando la nueva pauta en 2025.

Descubre a los Top Employers 2025. 

¿Puede tu organización ser la próxima?

Conoce el programa de certificación Top Employers y descubre cómo podemos ayudar a tu empresa a destacar como empleador de referencia gracias a nuestros análisis basados en datos.

¿Preparado para comenzar tu trayecto como Top Employer?Descubre más sobre los beneficios de convertirte en Top Employers. Contacta con nosotros. 

Best Practice | UST’s Step IT Up Programme

Step IT Up, a UST proprietary programme, helps organisations hire more diverse employees by directly addressing the global IT skills gap. The programme offers underrepresented candidates a customised four- to seven-month curriculum focusing on technology careers. Graduates can enter a new job market with a higher salary promise. UST client companies benefit from the programme by creating a more diverse and inclusive workforce.

Why the practice was needed

Computer Science graduates have surpassed engineering graduates as the highest-paid undergraduates right out of university, but in the United States in 2021, only about 21% of Computer Science majors are women. In another study, they found that when you look at Computer Science majors by ethnicity, 64.2% are White, 18.8% are Asian, 6.9% are Latino, and 4.2% are Black

Additionally, about 10 years ago, UST also noticed that even Computer Science majors weren’t necessarily receiving the same number of focused learning hours needed to be effective in entry-level IT positions; typical (American) undergraduate education offers classes more generally, covering several topics. New IT hires must go through months of on-the-job training to be more effective in their work.

UST realised they needed to change the landscape and focus on a talent pool outside of Computer Science. They started looking at graduates with more general academic backgrounds and have created a new talent pool from which to hire.

How the practice was implemented

The Step IT Up training programme was created about 10 years ago and has been successful ever since. UST’s idea is to find, recruit, pay, and train candidates who have graduated from four-year degree programmes and help place them within their client companies.

Details on Recruiting

Candidates for the programme are recruited within the geographical area in which the client companies would like them to work. The client company usually specifies what types of candidates they’d like to consider and the requirements for the role. UST then sets out to find applicants for a new programme. Candidates are usually recruited through UST’s Alumni network, partner organisations, military bases and other outside referrals. Each applicant passes an assessment test that measures reading, math and analytics. If candidates do well on the assessment, they move on to the interview phase with both UST and the client company, and together, they select who will join the programme.

Details on Programme Participation

The UST programme is different from some others in the market in that they try to eliminate any financial obstacles candidates may face to enter the programme; candidates are guaranteed a job if they start the programme and are paid from the start of their training. Wages vary depending on geographic area, but the goal is to give them space to focus and study for the programme when enrolled. Once they’ve completed the training, candidates are given a salary increase. When they are hired into the client company, they receive a higher salary upon conversion.

This programme and the skill set earned will also set a candidate up for the potential of a six-figure salary in the future as they have entered into an industry that they may not have otherwise considered. All participants finish as technologists with the equivalent of a Computer Science degree.

Details on the Programme

• The Step IT Up programmes are given onsite and virtually.
• UST has executed the programme across the US, Europe, Asia, Australia and Central America.
• Each training programme has an instructor with collegiate and industry experience and a Coach/Mentor.
• Training can run from four to seven months, depending on the skill set requested from the client company.
  • The training programme is customised; UST uses a curriculum the client company has looked at and approved for an entry-level job.
  • The client company adds their software tools to the curriculum.
• The programme usually runs with homework assignments from 8:00 to 17:00 from Monday to Friday.
• To pass, candidates need at least a 70% overall and to successfully complete a final capstone project.

Results of the practice

• Many women and other minority groups have been able to work in a field they did not otherwise think was for them, either due to a lack of positive role models in IT or advice/guidance to the contrary. These programme graduates help break stereotypes and break down barriers in the industry by offering a new and different voice.
• 90% of the individuals who start training graduate from the programme.
• 87% of those who start to work onsite at a client company get converted/hired directly after 12 months.

You can also learn more about UST’s social and DEI efforts in the video below.

Leveraging AI to Build Cross-Functional Bridges In Your Organisation



Building Bridges: The AI Literacy Opportunity 

Imagine your organisation as my hometown, Stockholm, a city built on islands (an inner city built on roughly a dozen islands, with an archipelago of more than 30 000 islands). Now, picture the bridges, the ferries, and tunnels connecting these islands, turning it into a well-functioning city. That’s the opportunity we have right now. A chance to connect teams together across departments and functions, finding common ground and smarter ways to work. 

I’m talking about Artificial Intelligence (AI). You might be experiencing AI fatigue, but hear me out. If you haven’t offered your employees a chance to learn the basics of AI, you’re in for a treat. Before mandatory regulations force you to provide AI literacy at the workplace (such as the EU AI Act, article 4), consider what you can offer your employees already. 

At Sveriges Radio (the Swedish Public Radio), our Learning & Development department took on this challenge.  

We realised this effort would need input from various areas within the company. And that’s when it hit us—what an opportunity to impact learning culture and cross-functional cooperation! How often do we get to speak to the whole company about something playful, serious, theoretical, practical, and relevant? 

The Power of Cross-Functional Learning 

Here’s the thing about AI: if we don’t speak to each other across functions and departments, we’ll never be able to launch AI on any level other than an individual one (i.e. each person using AI best they see fit, but nothing for the organisation as a whole). Basically, we’d end up with disconnected islands of AI knowledge, or lack thereof, with no means of transportation between them. But in order to build these bridges, we would have to bring everyone’s knowledge to at least the basics. 

We could, of course, try to buy a course from an external source, but we didn’t feel like anyone offered exactly what we needed: something tailored to our organisation. Instead, we saw an opportunity to exemplify some of the values championed in a learning culture, such as: 

1. Collaborative environment: Encouraging teamwork and cross-functional collaboration to share diverse perspectives on AI.
2. Knowledge sharing: Promoting peer learning by allowing colleagues to share real-world examples and engaging in a forum for AI learning.
3. Lifelong learning: Fostering continuous learning as the potential applications of AI are limited only by imagination, and the technology continues to evolve rapidly. 

We created our own course in the Basics of AI from scratch, using the skills and talents within our company. We wanted our colleagues to become aware of risks while daring to try their hands at the technology. 

Behavioural research shows that traditional methods focusing only on theory have an effect size of 0.04, while learning combined with practical applications has an effect size of 3.70. The difference is staggering (Albarracin et al., qtd. in Hardman). We wanted to avoid repeating the mistakes many made with the European GDPR courses: mandatory, boring click-throughs that create a bad rep for learning departments. We wanted our colleagues to not just understand AI, but to actually use it effectively and responsibly so they can become involved in shaping the future of AI within the organisation. 

Our Approach: A Step-by-Step Guide 

Here’s how we tackled this challenge: 

1. Set up a structure for AI with backing from management.
2. Define your ‘why’ and ‘what’ with a cross-functional team. Do not get stuck in the ‘how’ quite yet.
3. Prioritise needs with your AI experts.
4. If one of your priorities proves to be to offer basic AI literacy for all, build a diverse team to create content for your first AI learning initiative.
5. Test your initiative with a focus group and communicate it widely before its launch (to all managers within the organisation and all your other employees. We had the luxury of having our CEO communicate our ‘why’ widely to everyone). At this point, you need to have policies and guidelines in place.
6. Launch with a bang – we did it on a company-wide ‘learning day’ event.
7. Watch as AI begins building bridges across the organisation.

We kept the course short – just four modules totalling 40-90 minutes (i.e., each module would take an estimated 10-15 minutes). This addressed concerns about time management and workload. We focused on practical applications, keeping the language simple and digestible. For the design, we used simple tools (that anyone could use) and visualised concepts early to engage our experts effectively. 

Key Learnings and Insights 

Through this process integrating AI, we gained valuable insights: 

1. Have co-creators/subject matter experts set aside time for content creation in their calendars.
2. Ensure you have digitally competent people on your team.
3. Include IT/developers, —they’re key to connecting with operations, and they also need to find the course interesting (if not in technical ways, then in other ways, such as learning more about operations through scenarios around the use of AI).
4. Use this as an opportunity to launch communities and cross-functional understanding.
5. Consider turning some content into videos for better engagement and support different learning styles.
6. Doing it in-house can save significant costs—it did for us!
7. Gather data—free text answers are gold in the age of AI!

By involving people from different departments, we not only created a more comprehensive course but also started building crucial bridges between our organisational silos. The process itself became a learning experience in cross-functional collaboration. 

Also, do not undervalue the value in free text answers. We live in the age of AI, and those traditional scales 1-5/1-7/1-10-questions were meant for a time when analysing data was difficult. That’s not to suggest you overwhelm your users with free text answers, but just one question can provide immense data for future use. We posed the following question: “What would you like an assistant/researcher/mentor/coach to help you out with at work?” 

The Results and the Future: Beyond AI Literacy 

The results were impressive. Half of our roughly 2 000 employees completed the course within less than two months of launch. That means we now had—more than a 1 000 employees who have learned the basics of AI. We also have more than 1 000 suggestions on what they would need AI to do for them. This data can easily be analysed in the current age, and one of our AI developers has already begun the work. 

AI is nothing without data. In a future that is fluent in AI, nothing will be possible without employees working together across functions, roles, and departments. They are key in creating and understanding the data that will drive the future, but they will have to work together to make it happen. 

As a bonus, cross-functional teams tend to feel much more motivated. One study found that a significant majority of members in such teams reported feeling motivated (Jansson and Persson 71). This not only impacts employee satisfaction and retention, but also has broader benefits. A company that values collaboration across functions becomes more attractive to potential employees and reveals hidden talents within the organisation. 

So, why not start using AI literacy as that perfect excuse to get started within your organisation? Allow for those islands of knowledge to get connected. Remember, this isn’t a one-time effort—it’s the beginning of a journey. A journey towards a more connected, collaborative, and innovative organisation. Are you ready to start building your bridges? 

Best Practice | Accenture Accentuates the Employee Experience

The programme «Change @ Work, Poland edition» started in 2019 as the first One Accenture initiative to promote a sense of belonging within the organisation. The programme aims to improve employee satisfaction by helping them feel more valued and connected to the organisation.

Using a dedicated AI tool, Accenture Poland engaged approximately 250 employees in real time to shape their culture of belonging. Based on extensive research, they have determined four main areas that most influence employees’ sense of belonging. Under this programme, Accenture Poland is running 15 amazing projects to shape a better world for more than 9 000 employees.

This is just a snapshot of Accenture’s innovative best practice. You can find the entire practice in our HR Best Practices database, which is exclusively available to Top Employers. Get inspiration and insight into the approach, challenges and learnings experienced by certified Top Employers. 

Why the practice was needed

During difficult and unpredictable times, Accenture Poland believes that leaders must act alongside younger colleagues to co-create the best solutions. Involving employees at all levels of an organisation can also help them feel engaged with the organisation in a meaningful way and could, therefore, help retain talent.

How the practice was implemented

Accenture’s Change @ Work, Poland edition consisted of three main steps:

1. Accenture Poland conducted research using individual in-depth interviews with approximately 50 employees to understand the main factors that determine a feeling of belonging within Accenture.
   • The analysed dataset included:
     • The anonymised personal data of respondents was obtained from internal human resource management systems.
     • Qualitative data – statements of respondents obtained based on the interview discussion guide.
     • Quantitative data – responses to questions asked using a five-point Likert scale.

2. Based on the research, the organisation designed four main activities that were most important for employees in terms of belonging.
3. Using an AI tool, Remesh, Accenture Poland involved approximately 250 employees in shaping final solutions that best met employees’ expectations.

The co-creation method was used, and the initiative was run by employees for employees as a way to understand and focus on their real needs.

Results of the practice

• More than 300 employees gave feedback to shape the final solutions.
• 15 initiatives are being implemented to increase employee satisfaction.
• Accenture Poland is moving from talent consumption toward talent creation, with Gen Z pushing for this change.