Talent is a continually evolving point of discussion. In parallel with social demands, the recruitment, retention and development of talent become as complex as society itself.
FOCUS ON HUMAN CAPITAL
In prophesying the future of work, the collective imaginary has focused on the fear of the emergence of robotic and automated labor, but the challenges of the future are more complex, varied and even positive.
When we talk about the focus on talent from companies, we detect three main lines of transformation and 10 key points. The first line of transformation has to do with the need to prioritize upskilling and reskilling of employees, either to generate competitive advantages in the market, to respond to the prospect of longer careers, or to provide leadership tools to managers lost in the offshoring of telework.
The second major transformation is about developing new models of more flexible relationships between companies and workers, still too anchored in the past and with little capacity to respond to modern demands such as mental health, the balance of personal and professional life or the vindication of seniors profiles.
Finally, a third transformation focuses on the growing importance of communication in a context in which remote work and the anticipation of mixed models can lead to a loss of business culture, which can lead to significant trust gaps.
- The activist employee: The increase in options for digital activism allows new opportunities for connection and development, which generates emotional links with employees.
- The eternal employee: the average life of people becomes longer, and the labor milestones of people who accumulate decades in companies also extend. In this framework, policies that address these cases of long-term labor relations will be welcome.
- Continuous apprentices: the supply of training in a world where tools change and multiply plays a basic role in attracting talent.
- New managers: Being usually the middle management point in the team structure, managers need to adapt faster to changes in team management.
- From employee experience to life experience: Video calls became a window into the lives of our colleagues and/or customers. In this scenario, companies are still exploring ways to take advantage of this intimacy and also establish limits, such as working hours.
- From where to when: the measurement of an employee’s dedication definitely went from the total hours in the office to the quality/quantity of work it delivers, in addition to its availability.
- From distance work to mixed work: in the pandemic situation, telework grew immensely. What was a partial benefit, became a determining factor for many employees.
- Mental health: wellness is evolving to be more holistic. Companies must now take a closer look at mental health not just as an investment in talent, but as a benefit to business productivity.
- Collective innovation: Through new formats and increased connectivity, organizations have the opportunity to create better strategies to stimulate shared decisions and better exploit employee creativity.
- Senior Talent for Resilience: Studies suggest that employees over 50 have a key role in recovery from the pandemic. their experience will be crucial in crisis management.
Good practices:
The company, founded in Santiago de Chile and dedicated to the Information Technology sector, has content on its own website dedicated to learning about and highlighting the history of its talent.
In this case, aimed at the concept of gender equality and the participation of women in the technology sector, Sonda dedicates exclusive spaces to know the “Women who Transform” from the company’s business.
Multilatina company dedicated to the development and sale of beauty products and cosmetics, was recognized in 2020 as one of the best places to work in Latin America. This recognition is supported in part by the promotion of programs such as “Yanbal cares for you”, which aims to take care of the emotional well-being of its collaborators.
Its employee programs include sending kits to make them work at home more comfortably and training to have an adequate balance between family life and working life, in a clear effort to protect the mental health of their workforce.
The telecommunications company, with services that extend to consumers globally, offers a network of benefits that go from the basic elements of insurance, through subsidies for school supplies, parental leave, transportation, licenses in the event of the death of a family member and other financial support, to even workshops and training for company employees.
For example, the employee retention rate after maternity or paternity leave is over 80%, a clear commitment to cultivating long-term employee relationships.
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ONE
Leading Beyond the Business
This concept expresses a version of the top executives of companies that function as key ambassadors…
TWO
Automating the generation
of value
Without a doubt, the COVID-19 pandemic has had major impacts not only on health, but has accelerated…
THREE
Establishing prediction
models
Beyond the debate on data privacy, what big data use tells us is that any public information…
FOUR
Brands with purpose
The new reality of the business world has accelerated the internalization of a concept that has acquired great importance today: the best…
FIVE
Magnetism with talent
Talent is a continually evolving point of discussion. In parallel with social demands, recruitment, retention…
SIX
Those who doubled the bet
The COVID-19 in Latin America has particular characteristics common among the countries of the region…
SEVEN
Expanding networks
Interest groups refer to groups of people who are affected by a company’s operations and performance…
2.
THE MULTILATINA BRAND: A MARKET OF OPPORTUNITIES
In addition to the challenges and trends that multilatinas have, which only differ from global companies because of…
3.
CONCLUSIONS
After analyzing multilatinas and their business performance from a glocal perspective, starting from global trends to…
