This is a particularly special year, and in different latitudes of the world companies are dealing with changes and new scenarios. Many companies are undergoing restructuring and from there they create new spaces to rethink the business…
But it's important to note that, in precisely this context, valuable HR is more important than ever.
Globalization and new technologies on the one hand, and economic measures and growing competition on the other, demand an ever greater competitiveness. But one of the most important tools to "make a difference" continues to be human talent. And although unlike previous years it could be said that there are not as many job offers, the struggle to attract and retain talent has grown. Getting each of those valued employees to choose the company and arrive every morning with a smile is the great challenge.
Retain, or help "choose us."
This is the time to retain talents, and optimize people's potentials through training and updating tools. But simultaneously, the corporate world must grapple with Generation Y, who don't appreciate job security in the same way as their parents. Rather, he tries to choose where and how to work, while highlighting his desire for independence to develop his career with other parameters.
In this framework, the concept of "employment brand" is installed, which aims to position the company as an attractive place to develop, so that talents arrive… and remain.
Profit myths
Do you have to pay more to attract talent? Not necessarily. Because Generation Y values certain aspects that for their parents were perhaps secondary, and can choose an employer because of the relationship it has with the environment, because of the work environment or because it offers a flexible framework to continue growing in terms of schedules, studies, career planning, etc.
The HR management, then, must go from being a recruiter and applicant manager, to finding and seducing valuable personnel to choose to work in the company, and stay. This is how - in addition to the organization of a remuneration system, career plans and benefits, etc. - programs for HR arise related to a better knowledge of the organization, its objectives and business culture, with well-being and improvement of the quality of life (Life Balance), with training for the best achievement of the objectives, etc.
Some actions are aimed at reaching out to the employee's family through camps with the children, workshops and other joint activities. There are also proposals only for adults, such as running teams, singing classes, dance classes, photography classes, "healthy food" {good food}, talks with professionals…, activities that generate a space for expression and the perception of well-being in participants. The variety of options is as great as the culture of the organization itself, and reflects the importance that the organization places on the conformity of its people.
How to measure
Most of the time it is difficult to perceive the ROI that these actions will generate, since they are not directly measurable, although companies that implement this type of projects claim that they have reduced their staff turnover by approximately 10%. Taking into account that an employee of Generation Y stays in a company between 2 to 3 years (average), and that the first 6 months (which means 6 and a half salaries) are allocated to training, induction and start-up in a new culture, it is understood that extending the cycle generates significant savings.
In addition, all these proposals, added to those traditionally implemented by companies, are of great value to staff. And this is directly reflected in their daily performance, the product of their genuine well-being in the company.
