The debate about human capital has long been relevant to high-performance organizations. However, little has been said about a perspective that highlights a valuable and often underestimated asset: share capital.
This is not just limited to individual skills, but goes a little further, highlighting relationship and collaboration networks that shape companies.
In a context where valuing interpersonal relationships and gender equity are essential for the sustainable growth of organizations, inclusion and diversity boost not only morale but also the bottom line.
This is where the intersection between social capital and gender equity reveals fertile ground for innovation, creativity and business success.
Human capital represents the set of skills, knowledge and experiences that each employee brings to the organization. It is individual strength that drives productivity and performance, shaping expertise and problem-solving capabilities.
In contrast, social capital focuses on relationship networks that form inside and outside the company, based on trust, cooperation and innovation. They facilitate access to information and knowledge, creating an environment conducive to mutual learning and the exchange of ideas.
This means that social capital goes beyond individual capabilities, encompassing interactions and connections between employees. It's like an invisible web that connects people, promoting gains such as:
- Knowledge sharing;
- Collaboration on projects;
- Creation of innovative solutions.
The term “share capital” is also used in another context, related to the amount that the partners invest in the company at the time of its opening. In this case, it is a contribution of tangible resources, such as money, goods or rights, which are used to finance the purchase of assets, the payment of expenses and the implementation of the organization's activities.
In this sense, social capital stands out here as an intangible asset of inestimable value and transcends the individual focus of human capital. The focus is the relationship and collaboration networks within organizations.
Do companies really need superstars?
With social capital in focus, the search for individual “superstars”, that is, those employees who stand out the most, gives way to valuing social cohesion and mutual support as pillars of success.
No TED “Forget the pecking order at work”, Margaret Heffernan, who is an entrepreneur, CEO, author and speaker, highlights that the true effectiveness of a team is intrinsically linked to three key elements:
- Social sensitivity;
- Equal distribution of time and participation among members; It is
- Diversity of perspectives.
When present, these three elements tend to significantly increase the productivity and innovation capacity of teams.
Contrary to the approach that values superstars, the most successful teams are those that demonstrate a high social sensitivity among its members. This feeling is characterized by empathy and the ability to understand and respond to the needs of colleagues.
When team members genuinely care about each other, there is an atmosphere of trust and collaboration that drives productivity and creativity.
Diversity of perspectives within teams is also a determining factor. The presence of a variety of experiences, skills, and points of view enriches discussions and increases the team's ability to solve complex problems effectively.
Women in the market and social capital
Speaking of diversity, the presence of women in the job market and, more specifically, in business teams, is intrinsically linked to the concept of social capital and positive results that it can generate.
From this point of view, despite the barriers and challenges faced by women, the female presence is not only beneficial, but also fundamental to the financial success and innovation of companies.
Research shows that companies owned or led by women tend to have higher levels of financial performance compared to companies led exclusively by men.
According to Deloitte data cited in the report DIEP in Practice, there are many advantages to female leadership, such as improve team performance by 17%, by 20% the quality of decision making and by 29% collaboration.
These results are not merely coincidences, but reflections of the diversity of perspectives that women bring to leadership and business teams.
The female presence increases gender representation in organizations, enriches the knowledge base and stimulates original thinking. Furthermore, it contributes to the creation of a more equitable and inclusive work environment, which in turn strengthens social capital within the organization.
Speaking of knowledge base, understand how Softplan works on this topic internally.
Gender equity in the Brazilian labor market
Brazil has witnessed progress towards gender equity in the job market in recent years, as reflected in the Global Gender Gap Report 2023. The country rose considerably in the rankings, reaching 57th position in gender parity, compared to 94th position in the previous year.
This progress is remarkable, especially considering the global context and the persistent challenges faced by women in many sectors of society.
The report highlights a number of factors that contributed to this progress, including the reduction in educational disparities between men and women, with 117 of the 146 countries indexed closing at least 95% of this gap.
It is crucial to recognize that Achieving gender parity is not just a social justice issue but also an economic imperative. The study Panorama Women 2023, carried out by Talenses Group and Insper, offers additional insights into female representation in Brazilian companies.
The data reveals that, although there is progress, there are challenges to be faced. Women still represent only 21% of members of administrative boards and 17% in the position of CEO of companies in Brazil, for example.
In technology, we had notable advances in the female presence between 2015 and 2020, with an increase of 60% according to data from the CAGED. However, women still represent only 20% of the total number of professionals in this sector.
At Softplan, in line with this market trend and with the objective of creating a diverse environment, women make up 34,7% of the general workforce (data from February 2024) and occupy 31% of leadership positions. This represents a 20% increase from 2023 and reflects an ongoing and intentional commitment to promoting equity of opportunity.
Furthermore, in 2023, 46,15% of our promotions to leadership positions went to women, signaling a significant advance in gender equity not only for Softplan but also for the entire technology market in the country, which is still very challenging for women.
On our board, we currently have three counselors, two on the Executive Board and one on the People Committee.
To continue moving towards gender equity, companies must adopt strategies that promote equal opportunities and create work environments where all people can thrive and contribute fully. Which ultimately results in more prosperous and equitable businesses.
