The right people, at the right time, in the right place
To exist, produce, and thrive, a company needs more than efficient production or continuous innovation. She needs people! They are the ones that help you build it and are behind all your results. Therefore, companies that intend to evolve must focus their efforts on attracting talent, as this will guarantee a sustainable competitive advantage over their competitors.
Talents are able to create new products and services, improve internal processes, suggest actions to position the company against the competition and delight customers. It is these people who promote actions for change and give reason to organizations. Therefore, the management of these talents must guarantee the right people, with the right qualifications, available at the right times and places.
Attracting and selecting talent
Attracting talent is a very important strategic process for the company's vision of longevity. When done well, it provides engaged employees and generates retention.
In order to raise the company to the next level, exceeding the stipulated growth goals and ensuring the formation of successors, the leadership must actively participate in this process, selecting people with the potential to be better than them.
Leaders are responsible for developing these talents and motivating them so that they are able to replace them in the future, offering opportunities that raise them to levels they didn't think they could achieve, exceeding expectations and taking them out of their comfort zone.
An important way of attracting new talent are the selection processes for interns and trainees. They allow well-qualified young people to absorb values and culture from the beginning of their professional career, forming technically qualified professionals who are culturally aligned with the company.
Learn more: Employer Branding — Corporate brand management for the labor market and for your own employees.
Employer Branding and Employee Value Proposition (EVP)
A fundamental point for valuing the company as an employer is the development of its Employer Branding. Senior leadership must participate in the project to create their corporate brand and be involved in reflections on the company's position to attract, engage, and retain talent in the short and long term. The result generated from this exercise are image strategies, the type of reputation that will be transmitted to the market, and initiatives that involve holding events with universities and Pools of talents with the participation of young talents in the company to inspire candidates.
O Employee Value Proposition (EVP) of the company is allied with Employer Branding building the perceived image of the company as an employer, that is, what the company offers as value to its employees, in order to attract talent that is motivated to work within its culture and practices. An EVP communicates to current and potential employees the reasons why talent would like to start or continue working for a company, helping to differentiate the organization from its competitors. Briefly, the EVP must act as a magnet to attract the company's talent to the market.
Source: Visagio (2016)
Training and development
People are responsible for making the company's strategic plans come to fruition and, for this, it is essential that efforts be made to train and develop them. The People and Management model involves structured training and development programs, keeping in mind the company's strategy, its mission, its values, and the need for personnel. These programs must be designed and conducted together by the HR department and managers, who know the competencies and development points of employees in an area.
As an example of an initiative aimed at training employees, we can mention corporate universities that have a customized program, with the presence of company leaders and external speakers. This program distributes learning solutions according to employee levels within the organization, reduces costs through the hiring scale, and standardises the knowledge transmission process.
With a focus on employee development, the programs of mentoring and coaching they aim to direct the employee's career and align it with personal aspirations and goals. O mentoring It is a kind of tutoring, where a more experienced professional who has a strong alignment with the organizational culture, generally a leader or manager, guides the talents who are starting their careers, serving as a reference, helping them with the main difficulties and barriers that may be hindering their success, exchanging experiences and transferring knowledge acquired throughout a solid professional career. Already the coaching it is a process of accelerating results that consists of the development of competencies and abilities to achieve defined goals within a specified period.
Workforce planning (Dimensioning)
To guarantee “People Readiness”, it is necessary to think about both the profile and the required number of people for each position. The planning of people's needs by position and function for the coming periods (plan of up to 5 years) must originate from the strategic and production plans of the business units. The basic principle of the methodology of Workforce Planning It is based on the identification of futures Gaps in the supply of labor and in the suggestion of initiatives to cover these Gaps. Demand and supply analyses can be divided according to the hierarchical level and specific data analysis and simulation tools can be used to create supply versus demand curves for each position. For more strategic levels, such as board of directors, it is recommended to carry out nominal analysis for the succession. The mapped successors will have development plans, which must consider career differentiators, in addition to the improvement of basic and leadership competencies.
Internal Recruiting — Leadership
Aiming to make better use of the organization's human potential and guarantee leaders with well-developed organizational culture and values, the People and Management model provides that most leadership vacancies are filled through internal recruitment. This type of selection encourages career advancement both of those who receive the opportunity and of other professionals, as they can see in this model a motivation, encouraging their professional development and raising their levels of engagement. In addition, it provides selection of candidates aligned with the company's culture and costs less than external recruitment.
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About the authors
Janaina Jacobs is a Visagio consultant, a project specialist focusing on process engineering, organizational restructuring and the implementation of a shared service center in the real estate, retail, health, financial and telecommunications sectors.
Marcela Figueiredo is a Visagio consultant, a specialist in projects focusing on management models, organizational restructuring and process reengineering in the retail, financial market, public management and other sectors.
