How to untie home insurance from the mortgage

Are you required to take home insurance in order to get a mortgage? The answer is yes. But that does not mean you must take it out with the bank that has granted you the mortgage. And if you have done so, you have the right to change it to any insurance company that offers you better conditions. We explain how to do it.

Traditionally, banks have taken advantage of the granting of a mortgage to force you to take out other products, especially home and life insurance, in most cases with uncompetitive conditions. Fortunately, the mortgage law of 2019 makes it clear that, although the financial entity can demand the contracting of home insurance, the client has the right to contract it with the company that offers the best conditions. And they can even change insurer if they wish to do so.

The only condition for changing is to wait for the annual expiry of the policy contracted with the bank. By giving formal notice two months before the expiry of the policy, the customer can indicate to the bank his or her decision not to renew the home insurance contract when it expires.

In addition, the user must present the bank with a copy of the new policy, which must include the assignment of rights corresponding to the capital that is still subject to mortgage. This is a formality that the new insurance company can help you to do correctly.

Linked interests

A thorny issue when changing insurance is usually the linking of the mortgage interest rate with the insurance contract with the bank. In fact, it is likely that the mortgage clauses contemplate a rise in the interest rate if the insurance is not taken out with the bank.

In this case, it is necessary to be careful not to lose out financially and to calculate how much we gain and how much we lose with the change. There can be a slight financial loss in the first years of the mortgage, when the part of the instalment corresponding to interest is very high and that of capital amortisation is very low. However, as the years go by, the impact of the interest rate becomes minimal because almost everything we pay is capital, so this coercive clause is no longer an impediment to changing the home insurance to another insurer.

Using a mortgage calculator, it is possible to find out the exact date when it is in our interest to change to another insurance company to get better conditions and price. The savings can be significant, more often than we thought so.

If you want to discover fair insurance for your home and for society, check 11Onze Segurs.

T’has llegit la pòlissa de la teva assegurança de la llar? L’error més habitual en contractar una assegurança és no revisar quines cobertures inclou la pòlissa. Per evitar sorpreses desagradables d’última hora, et detallem alguns punts del contracte en els que t’has de fixar.

La cobertura de continent cobreix els costos de reparació o reconstrucció del teu habitatge en cas de desgràcia. Per a diferenciar-ho del contingut, una fórmula molt gràfica és imaginar que podem posar el nostre habitatge cap per avall. Tot el que cauria seria contingut, mentre que el que no cauria seria continent.

Cal tenir en compte que el valor de la cobertura de continent no representa el preu de compra o el valor de mercat del teu habitatge. Tampoc hauria d’incloure el valor del sòl sobre el qual es va construir la casa o l’edifici. En realitat, és la quantitat que es necessitaria per reconstruir l’habitatge i deixar-lo com estava. Aquest valor es coneix com a “cost de reconstrucció”.

L’assegurança de llar també inclou una secció dedicada al “contingut”, és a dir, les teves coses (televisor, roba, ordinador, bicicleta, etc.). L’import que apareix en aquesta secció és la quantitat que l’assegurança et pagarà com a màxim si passa alguna cosa amb les teves coses, d’aquí que hagi de correspondre’s més o menys amb el seu valor real.

Les clàusules de la pòlissa, a examen

Aquí tens alguns elements que hauries de tenir en compte per no pagar de més i que l’assegurança no et pagui de menys en cas de sinistre:

• Evita duplicitats. Si la teva finca té assegurança, comprova les seves cobertures, ja que podràs excloure de la pòlissa particular els elements del continent que ja estiguin inclosos en l’assegurança comunitària. Tingues en compte que, en cas de sinistre, si un element està cobert tant per l’assegurança comunitària com pel teu particular, no el cobraràs dues vegades.
• Assegura’t que la valoració del continent és correcta. Si els capitals assegurats estan molt per sobre del valor de la teva casa, estàs pagant per una protecció que no necessites, ja que en cas de sinistre l’assegurança només pagarà la reconstrucció, res més. I, en el sentit contrari, si el valor de reconstrucció de la teva casa està per sobre dels capitals assegurats, l’asseguradora només pagarà fins als capitals assegurats, deixant-te coix en la teva recuperació. Per tant, has d’ajustar la pòlissa perquè estigui lleugerament per sobre del valor de la teva casa, però sense pagar per una cobertura innecessària. De manera orientativa, tingues en compte que la valoració hauria d’oscil·lar entre uns 800 euros per metre quadrat en els pisos normals i els 1.300 euros en una casa unifamiliar.
• Comprova que la valoració del contingut és adequada. Tingues en compte que les assegurances imposen límits al valor individual de les teves coses que cobreixen per defecte. Normalment, els teus objectes valuosos necessitaran una cobertura addicional. Per tant, cal que els donis d’alta o la teva companyia només et retornarà fins al límit individual que tens per defecte en la teva pòlissa. Et recomanem fer fotos (o un vídeo) de totes les teves coses. Per a estimar el seu valor, convé fer primer una llista amb els objectes de valor i calcular el seu cost, i després estimar la xifra dels articles menys valuosos, com roba i utensilis de cuina, i arrodonir el seu valor.
• Vigila com es reflecteix la cobertura dels vidres. La cobertura de vidres inclou des de finestres fins a miralls. Has d’assegurar-te que les finestres s’incloguin dins del capital i cobertures de continent, mentre que els miralls interiors s’inclouen en el contingut. De vegades les asseguradores utilitzen aquesta separació per excloure part dels vidres de la cobertura, així que fixa’t si tots estan coberts.
• Tingues en compte la cobertura dels danys estètics i la pisa sanitària. Banys, plaques de cocció i altres elements han d’estar protegits per aquestes cobertures. Algunes asseguradores inclouen aquests elements com a part del contingut, la qual cosa pot perjudicar-te si el capital assegurat està per sota del real. A més, pot fer que banys i cuines quedin fora de cobertures específiques, com els danys estètics, si només es cobreixen els danys del continent i banys i cuines es consideren contingut. Has de comprovar que la cobertura de danys estètics cobreix les reparacions necessàries per a mantenir la uniformitat estètica de la teva casa després d’un sinistre, ja que les asseguradores juguen molt amb les limitacions d’aquesta cobertura, especialment en banys i cuines. Comprova que la teva pòlissa cobreix la pisa sanitària com a continent i no té exclusions ocultes. Ni tampoc els danys estètics, que han de cobrir un capital mínim de 2.000 euros.
• Assegura’t que l’assegurança cobreix el valor de reposició del contingut. El valor real és el valor que calculen la majoria de les asseguradores per a substituir les teves coses robades o danyades. Es calcula partint del que costaria avui aquest mateix article (el valor de reposició) restant la pèrdua de valor a causa de l’edat, el desgast i els trencaments (depreciació). D’aquí la importància que l’assegurança no cobreixi el valor real, sinó el valor de reposició, que ve a ser el preu pel qual es podria comprar avui el teu article (de la mateixa marca i model) si fos nou. En definitiva, el valor de reposició és el preu de mercat. Si la teva assegurança utilitza el valor real, probablement et compensa buscar una assegurança amb preu similar que utilitzi el valor de reposició.
• Comprova que la pòlissa s’inclou defensa legal. Sense aquesta cobertura, la teva assegurança no t’oferirà el suport d’un advocat en cas de conflicte legal. Aquesta és una de les primeres cobertures que les asseguradores tendeixen a retallar per oferir preus més baixos.
• Repassa si el preu contempla els elements de seguretat. El fet de posar una porta de seguretat fa que la majoria de les assegurances abaixin el preu de les cobertures relacionades amb robatori. I el mateix succeeix amb mesures de seguretat com a alarmes o reixes. També elements com a sensors de fum o aigua haurien d’ajudar-te a reduir el preu de les cobertures relacionades amb aigua i foc. Assegura’t que aquests modificadors estan inclosos en la teva assegurança si els tens.

Com a resum, podem destacar que és fonamental que revisis els capitals assegurats i l’adequació a les característiques del teu habitatge; comprovis que tots els límits són correctes i cobreixen allò que esperes, i que la teva assegurança contempla alguns modificadors en el preu per ajustar l’import que pagues cada any als canvis que realitzes en la teva llar.

Si vols conèixer una assegurança justa per a la teva llar i per a la societat, descobreix 11Onze Segurs.

The world is changing and so are the risks and the way we deal with them. Insurers’ offerings have to adapt to new needs. The property crisis, the mobility revolution, medical breakthroughs, the growing importance of intangible assets and climate change will shape the future of the industry.

We live in a society marked by globalisation, digitalisation and hyperconnectivity. In addition, artificial intelligence is advancing by leaps and bounds and climate change is an increasingly palpable reality. All these elements are changing the insurance sector and the range of products we will have at our disposal in the coming years.

Artificial intelligence, in particular, will move the business from claims management to loss prevention and risk advisory services. Big data will enable the volume of claims to be reduced to a fraction of what it is today.

Experts suggest that the insurance experience as we know it will lose value and insurance will tend to become just another feature of a product or service provided by an actor trusted by the consumer. 

Five radical changes

Against this backdrop, we outline the major trends that will shape the industry in the coming years:

1. The crisis of ownership. New generations tend to own less stuff and rely more on the consumption of shared products and services, which will require major changes in business areas such as car insurance.
2. The mobility revolution. We are moving towards mobility systems with increasingly autonomous, connected and shared vehicles. Mobility understood as a service that can involve different means of transport on each journey will mean that insurers will have to rethink the concept of vehicle insurance in favour of “travel” insurance, the price of which will be adapted to each journey we make.
3. The rise of preventive medicine. In health, special attention is being paid to concepts such as preventive medicine, pharmacogenomics and remote assistance. We will have more and more tools to monitor our bodies and analyse our health. But with an increasingly long-lived society, it will not be enough to monitor and digitise everything. The human factor will continue to be an important element.
4. The importance of intangible assets. At present, there are relatively few policy options for intangible assets that are becoming increasingly important to companies, such as intellectual property, brands, networks or customer data. And all of these are critical assets for businesses. 
5. Extreme weather. With climate change, natural catastrophes will tend to increase over the years. Insurance companies will need to develop capabilities to guide their users on how to live sustainably and avoid risks. In this respect, the evolution of predictive technology will be a great ally in alerting, preparing and making decisions in the face of fires, floods and other natural disasters.

If you want to discover fair insurance for your home and for society, check 11Onze Segurs.

From the outside, the manager of a company may appear to be an omnipotent figure. The one who has more experience and who knows how to coordinate and manage different problematic situations for the same company, but who cannot always make safe and correct decisions. He or she may fail or be confused and not quite know what to do. However, one of these options has been punished more than the other

In the business world, it is often said that it is better to be wrong than confused. Put like that, we might all agree, but the problem with such arguments is that they are often made by managers who prefer to defend their mistakes by saying that it is better to be found out over time that they were not right, and by emphasising that being confused is much worse than being wrong. But in business, much worse than confusion (which in many cases and temporarily may be necessary and unavoidable), is the determination to stay in the wrong for too long and not wanting to see reason to get out of it. Justifying the error is much worse than the confusion, and also does not make us evolve in the rationality that we need so much. And it may happen that we have employees who are tired of repeating arguments that cry out to heaven and that would allow us to get out of the chaos (confusion), and out of the error, at the same time.

• Moving from error to personal evolution

Defending that I have every right to be wrong and that it is all right if I am wrong is a truism. And to defend it stubbornly enters the realm of the most absurd irrationality. In the short term, it can be argued that I would rather believe in something, and come to the conclusion that it makes no sense, than live in confusion without having any formed opinion because I lack information. But living in error should be an accidental matter, a transitory state while I gather more information to see if I have to continue in the same error, or if I can change my state and evolve towards a better truth. The problem is that many managers, especially those who have been successful and believe that success has been theirs alone, would rather be comfortably wrong than go through a period of inner turmoil, sharing with others and accepting new things.

As individuals, and even more so if we impact on others, we should want to pursue options that bring us as close as possible to the truth. Accepting that it will never be achieved, but trying. We have to keep in mind that it is very likely that in the short term we will find ourselves in the wrong situation, but if we are really interested in understanding what is around us, we should not want to establish our residence for too long. The mistake should become an experimentation. We try out options that seem reasonable to us and see as a team if they work for us. If they don’t, that’s fine, we move on to other options. Error and confusion should be transitory.

In improving rationality, both error and confusion have their mission. But error should not be preferred over confusion. Walking towards authenticity and managerial maturity is not done by prioritising error over confusion, but by seeing in each case whether one is confused or mistaken. And trusting others, because in a team it is easier to overcome confusion and unnecessary mistakes.

• Making mistakes is also a necessary factor

It should also be kept in mind that decision-making in companies is often based on finding options and giving arguments for and against them. Most often, the decision-maker has his or her own preferences, based on his or her professional background, life experience and also on subjective questions that may have more or less rational support. It is necessary that one knows oneself and knows what preferences one has and what they are based on, seeing the advantages and disadvantages of following them. This implies a certain process of professional maturation based on doing, failing and starting again. Knowing the pros and cons will sometimes lead to a change of mind, but at others it will only make us aware that our preferred option must be faced realistically. This decision process, with options and knowing our preferences, what they are based on, examining the strengths and weaknesses they have, is the most complete decision making process.

We must strive to resolve confusions, but above all without being stranded in our right to be wrong: it has been shown that managers are hardly ever denied this right. While sometimes these same managers deny any experimentation to their employees. Whether they create mistakes or not. Managers should encourage experimentation, giving their people (and themselves) the confidence to accept error, but without over-entertaining. Without dawdling too much – being confused is not the worst thing, being knowingly wrong for too long is!

Quan som petits, reforçar allò que fem bé, es considera bàsic, i tots els pares i mares ho intentem fer amb els nostres fills. Però ens anem fent grans, i anem entrant en una societat i unes empreses on elogiar, de vegades, s’observa amb certa distància i suspicàcia. Per què hem creat aquest vincle malaltís entre l’elogi i la manca de sinceritat?

“– Què vol de mi, que m’afalaga tant? Segur que em vol demanar alguna cosa”. Sembla que hem creat un divorci entre dues paraules: elogi i sinceritat. Si et dic “cul d’olla” soc sincer, però si et comento que ho has fet molt bé, em mires amb cara de sospita. Mirat així, com podem girar la truita? Una veritat universal (o quasi universal, sempre hi ha gustos per tot), és que ens agrada que ens elogiïn. Una altra veritat universal és que ens agrada més la sinceritat que la hipocresia. Una altra constatació empírica és que l’elogi crea en la persona que el rep la sensació que tot pot anar millor. El fa creure en ell, el fa sentir optimista.  Però, i pel que fa a les empreses? Es pot utilitzar de la mateixa manera?

L’elogi com a feina que fomenta la productivitat

M’agradaria centrar-me en certs estudis que han mostrat resultats contundents, trobant que l’elogi fa que el treballador estigui més content i sigui més productiu. Quina novetat! Això ja ho sabíem. El problema és veure perquè el vinculem amb la hipocresia. A conseqüència d’aquesta troballa organitzativa, algunes empreses aconsellen als directius dir als treballadors que són bons. Imaginem un cas en què després d’elogiar a tort i a dret a tothom, enviem a un cert grup de treballadors un fred e-mail, comunicant que els acomiadem. Com lliga això amb l’elogi anterior? És aquesta la manera d’acomiadar a qui valorem? Encara que reduir la plantilla es trobés justificat, algú valorat de debò, segurament mereix un altre tracte. Aquest treballador i els que es quedin, després d’aquesta experiència, es prendran els elogis de manera diferent. De fet, promoure receptes empresarials a curt termini, com ho és voler aconseguir que els treballadors estiguin contents i produeixin més, dient-los elogis, perquè sí, i no perquè se’ls mereixen, porta lligada la hipocresia. I reforça la idea que quan se’m diuen coses bones és perquè es vol quelcom de mi. 

Més important que discutir les bonances de l’elogi “sí” o l’elogi “no”, seria bo entrar en un debat de productivitat a llarg termini: elogi com i elogi quan.  Que les bones paraules proliferin tant se val si toca o no, agreuja el problema de què en general a qui les diu se’l veu com un hipòcrita. I ens allunya del benestar real que produeix rebre elogis. Només ens dispensa una minsa alegria a curt termini, però si arribat el moment, els fets ens fan notar que tot era fals, ens tornarem sarcàstics i malfiats d’aquelles bones paraules que tant necessitàvem.

Elogiar no és igual a “perdre autoritat”

Quan a algú li donen un càrrec de responsabilitat per primera vegada i en cas que tingui persones a càrrec seu, el dubte que li sorgeix és com pot aconseguir que les persones se’l prenguin seriosament i implicar-los en el projecte. Alguns opten per pensar que són de massa bona fe, i per tant que els caldrà mostrar una cara artificial i dura cap als seus subordinats.  D’altres opten per a ser tot el contrari, deixar fer tot allò que el treballador vulgui i ser un cap “bonàs”. El què amaguen les dues opcions és una manca d’experiència, una manca d’acceptació i maduresa de com som i de com portem el fet de manar i ser manats. Dirigir equips de persones vol disciplina personal i haver aprofundit i voler continuar aprofundint en l’autoconeixement de cadascú i en l’empatia cap als altres. I això implica saber valorar la qualitat del teu equip humà i quan cal reconèixer una bona feina feta.

Per aconseguir un bon clima i treballadors motivats, les empreses necessiten promocionar l’elogi, però per motius no instrumentals. I més ara, que moltes persones que tenen feina, tenen por de perdre-la, i poden perdre-la, tot i no merèixer-ho. Darrere l’elogi, a sobre i a sota, hi hauria d’haver sinceritat i autenticitat. Les persones notaríem que es creu en nosaltres. I això com es fa? Doncs vinculant aquest elogi a coses concretes, que siguin constatables. I no contradir-lo amb fets que maltractin als treballadors. I complementar-lo amb altres fets que el sostinguin. 

 Ser humà vol dir necessitar rebre bones notícies dels que ens envolten, sobre les nostres qualitats i resultats, i notar que aquestes persones creuen de veritat en nosaltres. Que no volen merament instrumentalitzar-nos, per ser una eina més al servei dels seus objectius. Tots hi guanyaríem i aprendríem des d’una actitud més propera a la nostra naturalesa humana, tan necessària de fomentar en temps de xarxes socials.

11Onze és la fintech comunitària de Catalunya. Obre un compte descarregant l’app El Canut per Android o iOS. Uneix-te a la revolució!

Últimament, es parla molt de les start-ups i de les possibilitats de futur que generen. Aquestes estan envoltades d’idees creatives, innovadores i amb un fort component tecnològic fent que siguin les grans competidores de les empreses tradicionals. Ara bé, també requereixen certes directrius per tal que puguin arribar a tenir un lloc al mercat.

Els sistemes de control són totalment necessaris per poder tenir certa informació de l’empresa, de com s’estan utilitzant els recursos i de com s’estan assolint els objectius. Sense una mínima informació que diagnostiqui com està anant el negoci, difícilment es podran prendre decisions. Assignar responsabilitats i fer un petit organigrama d’aquestes és bàsic. Normalment, això tothom ho veu clar, i els socis, que acostumen a ser els primers promotors de la idea, de manera informal ja es distribueixen les responsabilitats segons els seus perfils i preferències. Aquest fet és clau, i normalment es fa de manera informal.

Passat un cert temps, això fins i tot pot requerir una certa formalització per evitar problemes amb les persones que es puguin anar incorporant. Però més enllà de tenir aquesta mínima formalització dels rols, funcions i responsabilitats, moltes empreses que comencen no es plantegen formalitzar massa el control de gestió. Si a més aquestes empreses es plantegen anar creixent de manera més orgànica i progressiva, moltes vegades no existeix un control formal fins que comencen a venir determinats problemes. Aleshores es comença a veure la necessitat de formalitzar el seguiment d’objectius, fer un pressupost o pla i fer-ne el seguiment i ulteriors ajustos. El què passa és que aleshores, aquest creixement que ha portat a la necessitat de formalització porta a una formalització excessiva, perquè es dona la responsabilitat de tot el que no va bé a la falta de control formal.

Suposa el control una pèrdua de l’ADN de l’start-up?

Cal en aquests casos ser curosos, i anar incorporant els controls formals i revisant els informals a la vegada. Només cal afegir l’estrictament necessari, donat que el control informal ha anat creant una cultura organitzativa i una organització informal que no es poden menystenir i que cal només variar quan creï problemes. Tot allò que les persones fan més enllà del control i que ha portat també a l’èxit, cal continuar-ho fent. Els canvis bruscs no es trobarien justificats quan una part del sentiment de pertinença a l’organització és el que ha ajudat a fer-la funcionar tot i tenir mancances en els controls formals.

Les start-ups es plantegen creixements molt elevats. Des dels inicis aquests creixements s’han de finançar moltes vegades amb recursos externs, i precisament són aquests inversors qui demanaran com està anant la seva inversió i si dona els resultats esperats. Per tant, aquestes start-up, des dels seus començaments ja incorporen professionals experts en la recerca de finançament i també en el control de com estan anant les inversions. Això porta al fet que calgui formalitzar aquest seguiment amb determinats documents, que mostrin a persones externes a l’empresa, com progressa i si es van complint els objectius. Si en aquest moment la start-up entén la importància d’un cert control formal, és probable que les probabilitats de funcionar correctament siguin molt superiors. És un bon moment per aprofitar i fer un pressupost, un seguiment, complementar el control informal existent amb un cert control formal, o fins i tot incorporar algun gestor extern expert.

És molt important ser conscient que les empreses tenen més garanties d’èxit, i encara més en empreses com les start-ups amb creixement ambiciós, si incorporen certs controls formals des del començament. Això sí, tenint en compte tres aspectes molt importants:

1. El control formal ha de ser el mínim necessari i mai ha d’anar en contra dels controls informals o la manera de ser dels emprenedors.
2. El control formal sempre ha de donar valor afegit a la gestió, perquè un mal control formal sempre és pitjor que no tenir control.
3. Ser conscient que a mesura que l’empresa vagi creixent, la tendència a resoldre els problemes incrementant la formalització és elevada.

En realitat els problemes importants se solucionen mirant als sistemes de control informals. De fet, l’infern és aquell lloc ple de lleis que mai es poden complir, i hem d’evitar convertir la nostra empresa en un infern per les persones que hi treballen.

11Onze és la fintech comunitària de Catalunya. Obre un compte descarregant l’app El Canut per Android o iOS. Uneix-te a la revolució!

The English motivational speaker Simon Sinek has developed a whole theory to explain why some companies and some professionals achieve success. He has called this theory ‘The golden circle’. Head of agents Lara de Castro explains how we can take advantage of this inspiration to succeed in business.

According to Sinek, the secret lies in the way we explain things: how do we inspire others, how do we convey our ideas and projects, how do we make others believe as much as you do in the initiatives you want to undertake? The key is to start with the why, then move on to the how, and finally explain the what. The 11Onze project, for example, can be explained in a conventional way or using ‘The golden circle’ method. Which of the two stories do you connect with more? Watch the video below, and find out!

11Onze is becoming a phenomenon as the first Fintech community in Catalonia. Now, it releases the first version of El Canut, the super app of 11Onze, for Android and Apple. El Canut, the first universal account can be opened in Catalan territory.

Surely you’ve heard the word start-up more than once. But what does it mean? What skills do you need to work at one?

A start-up is an emerging, newly-created company, with high growth potential, linked to new technologies or innovative business models, and with a high rate of return.

To work at one, you need to have a passion for your project, motivation to bring it to fruition, flexibility to dedicate hours to it and do the tasks that must be carried out, and commitment to the company. But if you do what you love, can it be considered work? 

5 key skills to work at a start-up

• Proactivity: these types of companies do not just look for people in search of work, but want professionals that offer them services and believe in the idea. 
• Positive attitude and professionalism. Not only do they look at resumes, but they also value the energy that candidates exude. Attitude will be key.
• Adaptation: people who adapt to everything and are willing to pursue their passion, who are disruptive, too, and don’t settle for everything. 
• Differentiation: they look for passion rather than talent, people who believe in the project, who share the values of the start-up. You have to be different and creative.
• Flexibility: versatile people with autonomy.

Focused on work by goals 

You can already say goodbye to schedules: the traditional office workday has no place in a start-up, and priority is given to the project and delivery times. You have to be careful, because this becomes a double-edged sword: it favours the flexibility of workers’ schedules, but at the same time you can work too many hours if you do not manage this properly. 

In most cases, it will be indifferent whether you prefer to work in the morning, in the afternoon, or on Sunday night: what matters is that the task is delivered when it has to. Everyone needs to be organized in the way that is most productive for them. Generally, specialized people are sought, but, taking into account the work methodology, it is equally important that they are flexible, open-minded, good team workers, good learners, and quickly adaptable to change.

Dismantling myths about start-ups

The flexibility and constant change of start-ups implies, even if it seems the opposite, more organization than in conventional companies. If you have not been selected as a candidate, the best thing you can do is keep in touch, as there may be a place for you in the future. It is also not true that it is limited to young people: they need experienced people and, contrary to popular belief, if the company has good future prospects, salaries are usually competitive.

The selection process is also not usually traditional, as personal and professional characteristics that go beyond the curriculum are valued. The preparation for the interview will be key: find out what they do and how they work, and look for aspects of the project in which you can contribute. And, above all, be different. Any HR person is used to seeing hundreds of resumes a day. Do not miss the opportunity, and take out your best weapons to attract attention. Get away from the conventional. It is a good idea to achieve other skills apart from the current one, to train in other skills such as Excel, HTML, or WordPress. Note that most start-ups revolve around technology, and sooner or later you will have to use them. 

Proactivity and emotional intelligence: the combination of success

Working at a start-up will be an adventure where nothing is permanent. Even your position may change, and you may end up in a different department. Remember the skills above, and don’t be afraid to make mistakes. Proactivity will be your best ally.

Lastly, you need to have knowledge of emotional intelligence, to manage behaviour, relationships, and decisions. For everything that happens to bring you to fruition, you must reduce negative emotions, know how to manage stress, be more assertive, stay proactive, and bounce back to adversity. Paying close attention to the emotions of oneself and others, especially in difficult times or of a certain intensity, will help us a lot.

What matters in a start-up is the will to improve, to do whatever it takes, and to have the passion to do it.

If you want your business to make a giant leap, use 11Onze Business. Our business and freelancer account is now available. Find out more!

The confinement in the wake of the pandemic popularised remote working. A trend that has blurred the boundary between the office and our personal lives. Workation is a new form of telecommuting that merges work and holidays.

For anyone who has the option to work remotely, the benefits of taking a workation, the sum of ‘work’ and ‘vacation’, are hard to pass up. Until 2019, the image of working from a laptop with a panoramic view in the background was almost exclusively associated with a digital nomad lifestyle, but, thanks to the sanitary crisis, telecommuting became exponentially more popular.

This new form of remote work is not designed for you to work while on holiday, but to work as if you were on holiday. Setting up our office in a place we would normally only visit when we are on holiday can have many benefits beyond the view.

You’ll still have all the essentials you were used to in office life and many luxuries you didn’t have

From sturdy workstations built for hours of tapping away on your laptop, access to conference rooms made available when needed, all the way to a strong Wi-Fi connection that won’t quit, many hotels offer a large variety of beautifully designed spaces that you can move through depending on your mood and preferences.

In many ways, hotels served as the original version of coworking spaces, it was common to see people in suits with laptops flipped open while enjoying a meal in the restaurant. Today, you’re more likely to find someone wearing shorts and flip-flops.

You’ll increase your productivity

As digital nomads are 13% more productive than their in-office counterparts, it turns out employers also see the benefit in their employees working from abroad. Being able to work in a space tailored to individual needs and preferences, as well as having uninterrupted blocks of time during the day, all means that people are not only more productive and comfortable at work, but they’re also much more willing to occasionally put in extra hours in order to get things done.

Your mental health will thank you

Feeling the winter blues coming on? Getting overwhelmed by work, or finding it tough to keep up with office politics? Maybe you could use a change from the home-to-office routine you’ve become so used to; something to remind you that life is for living, and not just working and commuting.

You’ll relax, without having to take time off work

Many hotels have amenities that, let’s face it—most of us simply just don’t have at work or home. Ditch the communal shower, pool table, and stiff massage chairs in favour of the hotel pool, steam room, and sauna—where you can unwind after a day of hard work, without even going outside. The more you use those precious after-work hours to unwind and recharge, the more you go into your working hours feeling fulfilled, refreshed, and focused.

You’ll discover new places 

Exchange predictable commutes for lengthy walks in an unfamiliar city; explore different districts and restaurant recommendations; try your hand at leisure photography; or broaden your horizons by meeting locals and doing a deep dive into your local culture. Become friends with the barista at that coffee shop you frequent daily, or do some research on where to go and what to see from your new location.

Do you love to travel? With 11Onze Viatges you can book accommodation at the best price, without stifling the travel industry.

Beyond the convenience of having home insurance to deal with unforeseen events, there are circumstances in which homeowners or tenants may be legally obliged to take out this type of insurance.

Seven out of ten people in Catalonia already have home insurance. In many cases, having such insurance is simply a matter of choice to save headaches in the event of a claim. However, in other situations, homeowners or tenants are legally obliged to take out such insurance.

As 11Onze agent Amadeu Vilaginés points out, a homeowner may be obliged to take out home insurance when applying for a mortgage, but he clarifies that the bank can only oblige us to take out basic cover and that we are free to do so with the insurer of our choice, as stipulated by European regulations. In the case of tenants, they are only obliged to take out this type of insurance when this is indicated in the signed rental contract.

If you want to discover fair insurance for your home and for society, check 11Onze Segurs.