War for talent

Solutions in the War for Talent

A phenomenon that I have been observing in the last five years, in the different companies with which I have the opportunity to collaborate, is how the average age of the staff is moving inexorably to age ranges closer to 50 than at 40 . Personally, I drag a small frustration to observe how at the social level two decades of lack of correction in demographic mismatches have been lost. The ruling classes, either for lack of vision, as for short-term and lack of interest, have failed to live up to the great challenge of trying to balance the demography. With the water around the neck the reactivity is worth for very little. We are in the era of the War for Talent.

“With the water around the neck the reactivity is worth very little”

Elias Maiztegui

THE CONSEQUENCES OF UNBALANCE

The implications of these imbalances are innumerable and collide head-on against the benefits of the welfare state. The dream and longing for a dignified retirement begins to slowly turn into a distressing nightmare that nobody takes over, either because of incompetence, or because of impotence.

Focusing on the private labor market, which is where the activity that costs the rest of the structures (health, education, public and semi-public administrations, pension system, etc.) is generated and in a context of digital globality, speed of change and obsolescence of the world as we have known it, makes organizations find losses and with great difficulties in finding their way.

The authority figures themselves are mutating, emerging new deities based on consumption and superficiality. The aging and well-off society has created new generations with little tolerance to frustration, able to move around their habitat through the click of the telephone computers in their pockets.

This phenomenon, in addition to not being easy to correct when the profitability of the business can allow it, has complex implications for the correct development of business projects for different reasons:

  • Lack of energy and drive that young people contribute in their way of discovering the world.
  • Digital illiteracy and less adaptation to the new technologies that are transforming the sectors of activity and consumption habits.
  • Less initiative in front of professionals who are only thinking about their retirement and who prefer not to be moved too much, and “virgin virgin that I stay as I am”.
  • <strong> Lower room for maneuver </strong>, if there is no remedy, and work is done on medium and long-term succession approaches, with the difficulty that this entails in today’s blurred horizons and short-term horizons.
  • Difficulties to incorporate and build loyalty with success to people of new generations in environments where “this has always been done like this” is the dominant motive lait.

This implies that many young people, who have a hard time recruiting and training successfully, can begin to have certain optimal levels of performance and value, are tempted to change their air in the face of the situation and the prospect of passing the next decades of their lives in environments where they don’t have fun, projects that they don’t share, or in places where they just get bored waiting to meet the schedule set every day. And this is where the fight for Hiring the best, the war for talent, makes more sense than ever.

“The lack of reflection and careful planning makes one of the main functions of the organization suffer with reactive attitudes: dedicate quality time to its workforce

Elias Maiztegui

Measure to improve your satisfaction in the organization, measure the management quality of the headquarters as usual, generate challenging and demanding learning environments where the red lines between what is right and wrong are clearly delimited.

Solutions to be they must begin to combine with an open mind, and with the consideration of that what has worked for us a lifetime, maybe it doesn’t work for us anymore.

Solutions in the war for talent

Next, I propose a battery of actions to be combined in a planned manner depending on the composition of the templates of each organization:

RECRUITMENT OF YOUNG PEOPLE, FOR WHICH IT IS NECESSARY:

  • Template rejuvenation in a planned way
  • Generate a new type of organizations through the exploration of new organizational models and new ways of doing.
  • Breaking the rigidity and boredom of models perpetuated by the current status quo and the fear of the unknown.
  • Renew stale workplaces where young people get bored corseted in procedures and hourly signings.
  • Remediate the Management Teams with a high degree of digital illiteracy
  • Reflect for the adaptation of values and another way of understanding the psychological contract that unites professionals and organizations
  • Develop new capacities in the fields of experimentation and continuous innovation.
  • Recruitment of young people, for whom it is necessary:

Accelerate learning processes in the company:

  • Agile welcome, combining the most human aspect (motivated mentors aware of their mission) with the technology we have at our disposal (videos, testimonials, tutorials, etc.)
  • Training plan, formulated is in results to be achieved.
  • Work systematically with internal trainers, generating recognition towards them, as well as providing the organization with learning processes tailored to each training.
  • Improve feedback and quality of those responsible in their role as developers.
  • Promote professional self-development as a philosophy of continuous action that is required.
  • Rotation programmed in different positions, to break captivity and avoid future mental seizures.

Make an authentic company where people want to go to work:

  • Work the purpose and social good to which it contributes.
  • Work as an employer brand, making the value proposition visible and making the organization a desirable place to work, or to return.
  • The developing culture that rewards those who acquire more knowledge and are able to share it.
  • Management quality as the main success factor, due to its decisive impact on relational systems and what is tolerated and ceased to be tolerated

Progressive incorporation of people from other places:

  • Being able to generate open and diverse systems, capable of integrating multicultural visions and integrating new ways of doing
  • Need to improve languages in the case of immigrants. A clear investment in understanding and that surely is grateful
  • Lack of vision as a country (how integration processes have been carried out in other countries)
  • Take advantage of the high levels of resilience that certain groups have, such as immigrants who have overcome all types of hardships in search of a better life

External network of professionals (upwork.com)

  • Have localized sources of diverse expert knowledge (freelancers, freelancers, etc.) and that can work for specific projects, providing a vision of “out of the box” so necessary not to fall into the self-pleasing inbreeding of dominant discourses
  • Completion of projects with mixed teams of “internal” and “external”

Senior Talent Incorporation

  • Collective systematically rejected in recent decades and that is being rediscovered by how much it has to contribute
  • People with a good work culture that provide experience, vision and wisdom and especially maturity and perspective in adverse situations. Ability to relativize problems

Robots and AI:

  • More and more personal assistants
  • Ability to supply administrative work: platforms, applications
  • Data automation and Big data exploitation
  • The fair transition debate, how to carry it out in a planned way and with CSR

Professional rotation programs between companies:

  • Creative part between countries to gain in skills, languages, contacts, relational capital
  • Not only internal with internal promotions
  • Cross Mentornig programs between different organizations

Enhance the experience used as a way to evolve the organization:

  • Know first hand what brings positive energy and what removes it, to minimize it and make the experience that the professionals of the organization have the best possible. Customers will notice it for sure.
  • In addition to the professionals speak very well of your organization and are prescribers of it, cause that if someone valuable who has left wants to return because he has been able to compare with other places, have the doors open.

“The speed at which the world is transforming is making obsolete the way we have known the management of organizations and human development. Those organizations that know how to adapt to new professionals and take advantage of their maximum potential, will survive. The issue is how you are going to adapt your organization “

Elias Maiztegui

And now it’s time to ask yourself: What position do you want to have in the war for talent? Do you want the obsolescence of your workers to unleash the end of your business or are you willing to fight and find the right strategy to capture the talent of new generations?

No Comments

Post A Comment

sixteen − three =

Este sitio web utiliza cookies para que usted tenga la mejor experiencia de usuario. Si continúa navegando está dando su consentimiento para la aceptación de las mencionadas cookies y la aceptación de nuestra política de cookies, pinche el enlace para mayor información.plugin cookies

ACEPTAR
Aviso de cookies