The market is “hot”. The attraction and retention of excellent professionals must respond to the new demands of employees; otherwise, they will be lost to the competition. Today it is no longer enough to offer a competitive salary. People look for organizations where they can be happy to work. And for that, organizations currently have to think and plan the entire life cycle of the employee, which goes from recruitment to training, through compensation and benefits, the balance between personal and professional life to a career management plan and a culture of flexibility. The intention is not to please everyone but rather to attract those who identify with a culture with a specific purpose and values. The point is that this culture has to be felt, it has to be lived and breathed daily. In other words, more than surprising onboarding, loose team building activities or inspiring phrases on the wall, people are looking for clear and transparent communication, the possibility of participating in decisions, autonomy with responsibility and freedom and challenges that make them feel growing.
We will not forget anytime soon that there was a pandemic that further accelerated the evolution of new models of remote work and challenged organizations to keep up with the wants and needs of workers. Remote work is now a widespread reality that organizations cannot ignore. People increasingly want a full remote or hybrid work model. But this brings an added challenge to human resource management: How to take care of people from a distance? How are teams managed in this new way of working? How is the organizational climate created?
There are businesses and functions where remote work is impossible, and organizations advocate face-to-face work. Regardless of the modality chosen, the important thing is that this information is clear and transparent for everyone. This is the only way to distinguish those aligned with this way of working from those who are not. Therefore, this is vital information to be explained right in the selection process.
Another challenge that people management currently faces is the existence of at least three generations in the workforce. Generations that seek and value very different things in their work activity. The best way to respond to this situation is to actively listen to employees to understand what is essential to each one.
We live in uncertainty, but one thing is for sure, there are no absolute truths. The plans became quarterly in nature, given the overall volatility. And there is another thing that imposes itself: room for error. We have to have the humility to admit that we don’t know everything and that we have to keep testing, trying, making mistakes and learning. Only then can we grow, innovate and evolve. Is it challenging? IT’S! But it is equally exciting and passionate.Back to the top