A personalized treatment favors the 'engagement' of digital talent

In an increasingly technological world, the human factor is on the rise.

26 June 2022 Sunday 00:06
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A personalized treatment favors the 'engagement' of digital talent

In an increasingly technological world, the human factor is on the rise. Talent management has become a priority for companies. A process that begins with the attraction or recruitment phase and continues with the ability to retain that talent. Although human resources experts prefer to use another term: engagement. A concept that defines a voluntary and stimulating commitment.

It is already known that talent is a scarce commodity. Especially when it comes to digital profiles. In those cases, demand far exceeds supply and it is necessary to sharpen ingenuity to attract the most qualified professionals. To talk about talent, Diálogos en La Vanguardia has brought together five managers who share their vision and their experiences in a volatile environment.

Àngels Tornero, Managing Director of Accenture Strategy

Sònia López, Seat's Talent Manager, explains that her company "is going through a very significant moment of transformation with the arrival of the electric car and the search for new business models linked to mobility". A situation that contributes to the fact that "we increasingly need more specialized technical profiles, but also hybrids, which means a great challenge".

For Eulàlia Nadal, corporate director of GBFoods, when assessing the candidates "every time we look at soft skills, such as the ability to communicate or work in a team". Nadal states that "we are looking for people who fit into the culture and values ​​of the company." Joana Barbany, general director of the Digital Society of the Generalitat de Catalunya, believes that "when accepting a job offer, the salary is relevant, but young people care about conciliation and continuous training".

Another element influencing the way companies are approaching talent management is that jobs become obsolete very quickly. For this reason, Yolanda Menal, Global Director of People at Cellnex, explains the importance of having people "with the ability to relearn". In this line, she opts for power skills instead of soft skills, "because they are increasingly decisive and make a difference."

Another change is that "talent is no longer an exclusive role for human resources," Nadal clarifies. The GBFoods board explains that "we are spending more and more time developing leaders, since they have a key role in managing people in the organization."

Cellnex's Global Director of People is clear that "compensation is important, of course". Instead, she highlights the importance of preparing leaders, since "you enter a company for the offer and you leave for the environment, culture and development opportunities."

All the participants in the session agree in pointing out that the pandemic has accelerated some trends that have been observed in recent years. In this sense, Nadal considers that "now we are also looking to work in work environments with values ​​that were previously more relevant in the personal environment, such as health and sustainability issues." Menal points out that "before the debate revolved more around conciliation and now about the vital purpose".

Tornero highlights that "we have come out of the pandemic with a clearer idea about the importance of sustainability." Increasingly, especially in the last two years, "candidates are more interested in the purpose of the company and in a type of work that motivates them intellectually," he concludes. López points out that “now when you interview a candidate you are also being interviewed”. They are the new rules of an old game in which it could be said that both parties seduce and are seduced.

One of the most visible legacies of the period we have just experienced is the rise of telecommuting. It allows teams to no longer be configured by geographical criteria, to search for collaborators in other places, even distant ones, and favors conciliation. However, Barbany considers that "it appeared as an emergency solution and now we have to unlearn some things to normalize it."

To enhance engagement, it is crucial to offer individualized treatment. The Seat board emphasizes that "each person is different, they have their priorities and their aspirations". Communication, permanent feedback, and continuous training are elements that reinforce the bond. Thus, Menal recommends "listen, listen and listen"; while the Accenture executive recommends "encouraging rotation programs."



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