The COVID-19 pandemic and digitalization brought new challenges to the future of work in companies, accentuating the shortage of talent in several areas and placing the worker in an increasingly central role.
Finding new ways to attract and commit the talent they need, and optimizing a leadership model that develops and drives it, is not only an immediate need, but also has a differentiating impact on the trajectory of companies. In this sense, it is increasingly important to build new talent strategies that make organizations more competitive in the labor market and foster the well-being and commitment of their employees.
To help companies achieve these goals, ManpowerGroup has identified the five main trends that organizations must integrate into their strategies and operating models, in order to attract and retain the talent they need to innovate, grow and ensure their sustainability.
1. Become a focus for attracting talent
According to data from the latest Talent Shortage study, in Portugal, 57% of employers say they have difficulty finding the right talent for their organizations. In this highly competitive market, only the most attractive organizations will be able to capture the interest of the best professionals and retain them.
The definition of a correct employer's value proposition is therefore gaining more and more importance, having to be relevant and aligned with the candidates' preferences. The company must consistently and clearly convey its mission, vision and values, communicating honestly and transparently through the channels relevant to its candidates.
In this way, companies that generate genuine fans among employees and candidates and that are identified as places where most professionals would like to work will be considered “talent magnet”.
2. Foster constant learning
In a world in constant change, more connected and impacted by technological developments, the answer from companies and professionals must lie in learnabillity, that is, in the capacity for constant learning throughout the entire professional career. This is a fundamental skill for individuals to adapt quickly to changes, and be able to innovate and add value to the organization.
This deliberate effort to continuously acquire new knowledge and skills, in addition to being the responsibility of the professionals, must also be an objective of the company itself. Strategies that encourage the training of professionals will also ensure the sustainability and competitiveness of organizations.
3. Create a hybrid talent ecosystem
Multidisciplinary profiles, new work models, cultural and generational diversity and relocation are some of the trends driven by technological advances and the pandemic, but which confirm that teams with greater diversity are also more innovative, productive and deliver better results.
In this way, organizations must adapt to these emerging changes, without losing sight of their principles of social and ethical responsibility. The concept of agility becomes central in all dimensions, with companies having to adapt their structures to new ways of working, analyzing the context and anticipating needs, also incorporating technology intensively.
4. Provide a positive talent experience
Talent is increasingly the key to boosting companies' competitiveness and innovation, which is why organizations must create a unique and personalized value proposition.
The knowledge of what professionals really value and need, but also the creation of strategies that aim to provide them with a positive experience within the company, placing them in the center, will make them feel considered, motivated and more committed.
Salary, flexibility and career are fundamental for most workers, but other priorities can be important factors, in a proposal that must be increasingly customized.
5. Create digital leaders
With the technological transformation, a new leader emerges, the digital leader: a professional capable of influencing, supporting and guiding their teams in complex and changing environments.
The digital leader has 80% of the skills of a traditional leader, such as adaptability, constant learning and market knowledge, and 20% of new skills, such as the ability to influence, motivate and guide their teams.
This is a leader with digital acumen, who takes advantage of all the opportunities that new technologies offer them, but who also helps their employees to maximize their potential through these tools. Regardless of the organization or sector, all organizations today must rely on digital leaders to be able to compete in an increasingly disruptive market and create value.
The global economic, political and social upheaval that resulted from the COVID-19 pandemic has put increasing pressure on companies and their leaders to act with empathy, honesty and digital agility, advocate for social justice and environmental protection, and contribute to economic and economic recovery. in a sustainable way.