Spanish
The competition for talent forces companies to roll out creative initiatives that contribute to attracting and retaining human capital. Such actions must be reflected in a distinctive bid for candidates, with more attractive differentiations and enhancements than those offered by their competitors who are seeking out the same talent and are in fact, trying to attract them to form part of their company’s workforce.
To position as leaders in the battle for human talent, companies must develop four distinguishing attributes:
- Employer brand. It is very important to promote the organization as the employer of choice to pitch this to the talent it needs. The information on the company should be real, credible, relevant and inspirational. Brand ambassadors are employees, customers, suppliers and the community at large. In this sense, it is essential to develop open communities where everyone has the opportunity to share their experiences and express their views.
- Business and market knowledge. The leaders must know their business, their sales and organizational goals, as well as the context in which their company operates. They should also be able to spot emerging trends before they become established and to anticipate any situation. In this scenario, the skills required by the company for expansion and growth and establishing the key business indicators must be defined.
- Vision of the future. Companies must provide a clear description of the roles, responsibilities and objectives of each job and explain the relationship of each job post with other positions within the organization. They should also propose a vision of the future that allows the candidate to develop professionally within the company structure. The organization should provide a real opportunity for making an impact beyond the post.
- Compensation systems. Any company that aspires to leadership must define policies, processes, benefits and compensation, while selecting the tools and channels through which to offer and communicate these in order to achieve the highest level of optimization and efficiency.
Leaders and opinion makers in the organization can detect suggestions on how to reward talent, be it from direct communication with the workforce or through coaching, training, internal social networks and centres of shared knowledge.
Operating this way generates values like assertiveness towards business objectives, transparency and legitimacy of all that is done. At the same time, this creates opportunities for expanding skills. This framework facilitates a greater degree of engagement among all employees.
The company that develops a clear policy that manages to pull together setting goals, employer branding, a vision of the future, performance measurement and a compensation system is ready to launch the best offering the market to cover the vacancy with the right person.
Editorial: Argentina
