Recently Michael Page, a leading consultancy on executive recruitment issues, presented the results of his “2013 Global Human Resources Barometer”. To carry out this study, more than 4,000 human resources managers and directors were interviewed around the world, who were asked about the role of their department, and the tasks they considered most important for its management.
The results show that the main concern that human resource managers is to attract and preserve the talent of the company. People management must promote the commitment, generate satisfaction and bond of the collaborators, to ensure that their talent truly becomes a genuine differentiator of the organizations. Achieving this goal is essential for achieving the companies' operational, strategic, and business objectives, making the department a partner in the entire organization.
When the staff does not stabilize in the company, and on the contrary, it has a high turnover rate, high financial costs are being generated for the company, such as the investment in induction and training made to the employee who retires as a replacement, the costs of the selection process, etc. Some authors estimate the cost of replacing employees in some key positions at 12 to 18 months of work. These high turnover costs multiply if you consider that they impact the morale of the company, the vision that clients and prospects may have of the stability of the company, the loss of intellectual capital that affects the development of strategic projects, among other associated costs.
That is why the process of selecting people is so important and should be assigned the due importance, looking for people who fit the culture of the company and who find in it what they are looking for their professional development. Dave Ulrich, an expert in people management, found that the points that candidates take most into account when joining a company are the possibilities for professional growth (20%), the prestige of the company as a leader in its sector (14 %), the perception of the company as an innovative and with a future (13%), guarantee of permanence in the job (10%) and having a job with exciting challenges (9%). Then understanding the needs of the new employee and having a worker development plan becomes essential.
On the other hand, it is also important to align the business strategy with the talent hiring decisions, since its attraction, commitment and loyalty will be the company's competitive advantages in its market. Depending on the business, the strategy and the leadership style, different profiles can be more tailored to a given company, favoring that at the same moment of their connection the talent between motivated and loyal to the company, and truly constitutes a differentiating factor.
Ultimately, the process of selecting employees for the company is critical to its future performance, if we bear in mind that properly selecting new employees affects, on the one hand, that there is no turnover due to dissatisfaction with their job position and on the other, to achieve the transformation of talent into a competitive differentiator of the organization. For this reason, at the very moment the employee is linked to his new company, his loyalty process is already progressing.
Footnotes:
- Global Human Resources Barometer 2013. Michael Page: Preserving the talent of the company, the highest priority in people management, by Octavio Ballesta: http: //talentoenexpansion.comThe attraction and loyalty of talent, an essential objective in good people management:
