Companies must go after the most human side of talent

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This article was written and published in Spanish and has been translated into English via Google Translate. Click here to read the original article.

Deloitte study raises the need for organizations to have people focused on integrating disciplines

Within the objective to increase productivity and excel in their markets, organizations must look at their performance from a more human and social perspective.

This is clear from the results of the seventh report of Global Trends in Human Capital "Leading the social enterprise: Reinventing itself with a focus on the human being" prepared by the specialized firm Deloitte.

This year, 11,000 executives from around the world participated in the study and in the case of Colombia, 184.

Alejandra D'Agostino, leader of Human Capital, stressed that "much is discussed about the purpose of a company, and although I agree that it is important, what many organizations lack is to focus on the individual and the challenges face every day."

In his opinion, it must be recognized that, while a business must generate profits and provide shareholders with return on investment, it must also improve the conditions of its employees, its customers and the community where it operates and that is where the concept of social enterprise

However, this is a challenge for managers, if we take into account that other studies show that younger employees give value to the social perspective, very few have the evidence that this policy is put into practice .

Alejandra D'Agostino explains that the 10 global trends of human capital address the future of talent in three dimensions: the workforce, the organization and human resources.

The expert from Deloitte believes that the works will be transformed and for that the same people must adapt to that reality and understand the need for lifelong learning.

In the case of Colombia, the report showed that 90% of the people consulted consider that the way people learn should be changed, but only 11% acknowledged that their organizations were ready to continue on that path.

THE GLOBAL TRENDS OF HUMAN CAPITAL

Effective management of the alternative workforce

For many years, organizations considered freelancers, independents and part-time workers as an alternative workforce to the full-time payroll. Today, this first segment has grown considerably, leading organizations to strategically consider these work modalities in their growth plans. On this front, says D'Agostino, the task of the human resources departments is to manage this type of collaborators.

It's time to move from jobs to super jobs

Most organizations expect to increase the use of artificial intelligence, cognitive technology, robotics and automation.

If this happened, as these technologies are incorporated, the jobs would change. According to the expert, since machines are going to do the routine and operative work, humans are going to do super jobs, more demanding activities and integration between different disciplines. We will have to make decisions with many variables and manage complex ethical issues.

Leadership, the intersection between the traditional and the new

To be effective in the 21st century, the leader of the future has to be different. 81% of executives believe that they must handle greater uncertainty and the remaining 65% believe that they should have the ability to influence and another 50% believe that they should be able to fulfill their functions at distances. According to the study, leaders must adopt the new approach using new critical competencies, which include: "leadership through change, managing ambiguity", "transparency", "collaboration" and "understanding cognitive technologies based on artificial intelligence".

Learning in the flow of life and work

One of the trends is that people must change the way they learn. When consulting, 90% of respondents recognize that they have to train differently, but only 11% of them say they are ready to take that step.

Today, training is more integrated into work, is more personal, and migrates towards learning models that are lifelong and human-centered. Effective reinvention in these aspects requires a labor culture that supports continuing education, as well as incentives that motivate people to take advantage of opportunities to have more knowledge.

Compensation and benefits, closing the gap

Organizations are exploring a range of benefits to motivate their people, but they have not fully achieved their purpose. In this sense, the study shows in this opportunity that only 33% of the participants in Colombia say that their compensation and benefits system is aligned with the organizational objectives. Alejandra D'Agostino notes that the 'home office' and the flexibility of schedules are attractive for employees. It is confirmed in this component of the study that salary is not a priority in the compensation structure of today's employees.

It must be clear that organizational performance is a team sport

The change of hierarchical models towards more horizontal structures and work teams is also a clear trend.

But most organizations have not updated the design of their positions, nor their compensation model to adapt to this trend. It is time to update the Talent practices so that the organizations remain valid. Alejandra D'Agostino emphasizes the interest of growing by increasingly challenging projects and less by vertical promotions.

The employee experience and return the meaning to work, something fundamental

One of the great challenges identified by Deloitte in this year's study is the need to improve what is usually called "employee experience".

For Alejandra D'Agostino, leader of Human Capital, it is in this tendency that an opportunity is detected for employers to update and expand the concept of "employee experience" towards a "human experience" at work.

Achieving talent is more than attracting

In the last decade of global economic evolution, recruitment has become more complicated than ever. As the labor market remains competitive and the required competencies undergo rapid change, it is time for organizations to think about how they can access talent in a different way: mobilizing internal resources, seeking people in the alternative workforce, or strategically benefiting from the technology to increase the sources of recruitment and increase the effectiveness in the acquisition of talent.

Estimulate mobility in the company to privilege one's own talent

Within the capacities of those organizations that are considered leaders, internal mobility must be a natural career progression. For 77% it is important, but 50% say it is easier to change jobs and achieve progress in their organization, even if there is a vacancy. That is, opportunities must occur at all levels. Likewise, in this scenario, technologies must facilitate processes to simplify these movements through functions, projects or geographies.

10 Human resources in the cloud, a platform, not a destination

During this year, it is essential that organizations put themselves in the task of rethinking their human resources technology strategies.

This, according to Deloitte, considering cloud technology as a basis. And from there, explore new innovative platforms for process automation or artificial intelligence, to complement the central systems of the organization.

This article was written and published in Spanish and has been translated into English via Google Translate. Click here to read the original article.

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Acerca de Lucas Vargas:

  • Empezó en Grupo ZAP como el VP de Sales y en 2016 cuando la empresa tenía 60 empleados. Fue nombrado COO de VivaReal tomando el mando de Brian Requarth el Co-Fundador. VivaReal lanzó en Colombia y se trasladó a Brasil. En 2017 se hizo CEO del Grupo ZAP.
  • Ha trabajado en Mexico en PWC y en el Banco Santander
  • Tiene un Master de Business Administration de Harvard
  • En noviembre este año después de la fusión de OLX Brasil y Grupo ZAP fue nombrado el CEO del OLX Business Unit. Lidera la empresa junto con Andries Oudshoorn y Marcos Leite
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Simon Baker is the Founder and Executive Chairman of Online Marketplaces and Property Portal Watch. Involved with property portals for 15 years, he’s a well-recognized expert and industry consultant.
As former CEO/MD of the REA Group for 8 years, Simon led the group to its current market-leading position. When he joined REA Group in 2001, it had $4m in revenues, $6m in losses and an $8m market cap.
By 2008, the company presided over $155m in revenues, $35m in EBITDA and enjoyed a peak market cap of $1b. Simon is currently Chairman of the Mitula Group and Real Estate Investar and a serial portal founder and, investor.