(Expansion) – If something has become clear in recent years, it is that human talent is not only one of the key elements for organizations, but also necessary to achieve a competitive advantage in a world that is constantly changing.
The data reported by PWC in “The Evolution of the Role of the Chief Financial Officer (CFO): a look at his agenda in 2022”, where 9 out of 10 executives indicate that their company is experiencing high turnover in their work teams and the 81% identify this situation as a serious limitation for future growth, they are a wake-up call about some of the priorities that must be addressed so that they do not have a significant impact on the business.
For this reason, and in the face of the growing demand for more agile work environments, many companies have considered better ways of managing a modern workforce marked by an era of digital transformation, which, yes, avoids the brain drain and high staff turnover. but also, that it attracts the best candidates with the necessary skills to face continuous challenges and achieve greater productivity.
Various studies agree that among the skills that are most valued today by companies of a collaborator are the attitude and the way in which they manage their emotions when facing a crisis, their ease in adapting to changes and their initiative and ability to carry out their duties. unsupervised positions. However, these skills are not just the responsibility of workers, several organizations are developing initiatives with a long-term focus to improve the resilience, agility and well-being of their teams.
Many leaders are investing in training programs for their current and future work team with the aim of guaranteeing a competitive advantage, in addition, the human resources areas with the aim of attracting and retaining the best talent, are designing and strengthening their packages of compensation and benefits, so that they adapt to the individual needs and different stages of life of its employees to guarantee their comprehensive health, with a special focus on taking care of their physical, mental and financial health.
In the midst of this highly mobile world of work, recruitment processes have also had to adapt to keep up. Today, for example, given the positive impact of teleworking, organizations are exploring the possibility of hiring more diverse talent with specific skills, temporarily or permanently, without the need for their physical presence, so they do not necessarily have to be located in the same city or country, a trend that will apparently increase in the following years given the opportunity to close, with this type of strategy, the skills gap that organizations require from their staff.
Likewise, and in an increasingly competitive environment, where a high percentage of collaborators look for a job through the Internet, publishing a simple job offer and contacting a candidate through a social network is no longer enough to stand out and thus, attract the best talent and get them to join our company .
Therefore, strengthening the organizational culture and caring for the company’s brand as a good employer have also become key elements in attracting the best candidates and ensuring effective hiring.
Today, a solid culture is a competitive advantage when it comes to attracting the best talent, since employees look for organizations with principles with which they identify and that, in addition, offer a value proposition that attracts them and motivates them to stay in them .
An organization that projects to be a good place to work, that offers a good work environment and that provides its employees with opportunities for growth and benefits that help them improve their quality of life will not only retain the best, but they themselves will become in the main promoters of the company to attract other professionals with the necessary skills to add their experience to the needs of the company.
It is clear that, as the world evolves into a digital landscape, the future of work will depend on the agility and skills of talent, as well as greater investment by companies in the experience of employees to create a strong digital brand that guarantee the integration of new talents, and that this becomes a competitive advantage.
Editor’s Note: Nima Pourshasb is CEO and Co-Founder of . He has extensive entrepreneurial experience creating and growing technology companies in different countries. He created his first company for Latin American consumers, FormaFina, with offices in six countries in the region. In Mexico, he collaborated with Banco Sabadell as head of Personal Banking. He was born in Iran, grew up in Spain and did his postgraduate studies in both London and the US. Follow him on and/or . The opinions published in this column belong exclusively to the author.
