The key to success lies in attracting and retaining human capital in the company. Currently we no longer speak of workers or collaborators but of human capital. How to build it in our company is the topic of today’s post. Specialize with a course in talent management!
To create human capital in a company, it is mainly necessary to attract it (recruit and select him) and loyalty (make him stay in our organization). Next, we will see how:
First of all, In order to recruit competitively, our organization has to work on its corporate brand.. We currently use the term “employer branding” to talk about the company’s strategy to develop its brand in relation to its workers, present and future. In short, we refer to the strategy to become an attractive organization to attract talent and retain it. And this strategy must permeate all phases: from company communication (internal or external), how and where job offers are published, how we interact with candidates, what we offer, how our current workforce values us, etc. In short, the organization must be perceived as an optimal place to work. For a few years now, lists of the best corporations to work for have been published periodically. These lists, in some cases, have become a reference for many workers, so it is not trivial to work to create and promote our “employer branding”.
In second place, We must have efficient and current recruitment processes. He recruitment is the process of attracting talent to our selection processes. Some recommendations to do so are:
- As an organization, one of the key issues to recognize and attract talent is to be very clear about what type of staff we will need in the short, medium and long term. So, recruitment and selection of personnel is nourished by the planning processes and inventories of company human resources. Knowing what we need for the summer campaign is urgent, but knowing what profiles of executive officers will be necessary for our expansion into the Middle East in the medium and long term may be even more so.
- Secondly, as before starting to develop the recruitment itself, it must be taken into account that we must have a powerful specialist in human resources. It is important that they have training and experience in human resources, that they have communication and relational skills, commercial orientation as well as analytical capacity, among other skills.
- In addition, in the process of attracting and recognizing talent for our human resources It is important not to forget social networks. Thus, although this talent can be detected in all social networks, the queen of professional social networks is still Linkedin. It is the professional network par excellence and perhaps the most powerful for finding a job or recruiting using the 2.0 strategy. It is not only a network to have your CV online or your vacancies, but it is also a very horizontal platform to do networking and build personal brand (through comments, recommendations and articles among others) or business.
- Finally, we must not forget about internal talent. We often have people in our human resources inventory with much more potential than they can fulfill in their current positions.
Once we have the worker incorporated into the company, we must have strategies to improve talent retention and team performance. Some strategies for this are the following:
- Teamwork. To the extent possible, teamwork is a very interesting motivation and involvement factor.
- good leadership, by the direct manager of the department and management. Conscious leadership that promotes self-responsibility and fosters the empowerment of teams.
- Development. Contemplate the development of staff as basic, improving their skills through training, mentoring or any other strategy, while promoting internal human resources, with realistic but ambitious career plans that are in line with corporate strategies.
- Performance and performance evaluation. To correct dysfunctions, to promote everything that works very well in the templates, to stimulate workers with these evaluations, etc.
- Conciliation. Establishing policies to reconcile personal life with work is currently in high demand, especially in qualified job profiles. Encouraging a good balance between the different vital responsibilities improves the image that employees have of the company.
- Communication. As noted above, it is necessary for internal communication to be fluid, constant, to avoid rumors, to be bidirectional and to allow continuous feedback both horizontally and vertically.
All the aforementioned strategies are interrelated, so it is extremely important that they are not individual and isolated actions, but that they are part of the good work of the organization on a continuous basis.