Talent management is a major challenge for IT companies and all industries in general. According to the report “Global Workforce of the Future 2022”, more than a quarter (27%) of workers globally will leave their jobs in the next 12 months. Also, according to a worldwide study by Gartner[1], which counted on the participation of 18,000 employees from 40 countries, only 29 percent of IT employees intend to remain in their current company. The reasons may be age, personal or professional interests, or the development of work policies that are far from guaranteeing the individual’s physical and emotional well-being and work-life balance.
This has a lot to do with the fact that there are many professionals in the labor market who are part of generation Y – better known as millennials (digital natives) – and have varied and disperse interests.
Being able to manage human capital as a pillar of business strategy is critical to consolidate an attractive organizational culture, focused on generating value. That is why in a world of constant changes and economic uncertainty, it is necessary to prioritize all organizational initiatives aimed at improving labor conditions, creating a positive work environment that helps provoke a sense of identity, purpose, and commitment for these talents.
The current post-COVID-19 scenario has shown more than ever that companies must be prepared with a work policy focused on people’s emotional well-being. That is, more empathetic in this global context of greater risk, generating employees’ commitment and making them feel comfortable to develop their professional skills and continue growing.
According to data from industry consultant Mercer[2], in Latin America, 4 out of 10 companies have in their agenda a strategy to address their employees’ mental and emotional well-being and happiness. This is why proper talent management will enable companies to make fluid decisions while generating a healthy and productive work environment, ensuring that the organization’s goals are responsibly achieved.
Now, companies have a common challenge resulting from the new needs and trends around accelerated growth prospects, where people and technology converge to create a sufficiently attractive environment for current and future generations, where cultural identity and talent strategy are aligned and responsive to professional and work motivations. “The future is now.”
[1] https://www.ciospain.es/capital-humano/solo-el-29-de-los-trabajadores-de-ti-quieren-mantenerse-en-su-empresa-actual
[2] https://100seguro.com.ar/en-america-latina-4-de-cada-10-companias-introduciran-una-estrategia-para-abordar-el-bienestar-emocional/
Author:
Luz H. Plaza
Senior Manager, Human Resources
Cirion Technologies, Colombia
Luz is currently Senior Human Resources Manager at Cirion Technologies in Colombia, with a master’s degree in business coaching, and more than 17 years of experience leading the People / HR Management function for multinational companies of mass consumption, financial sector, Technology and Telecommunications. During her career, she has led and participated in processes of cultural and organizational transformation, and in particular, through an agile mentality, she has promoted a model of leadership and innovation based on happiness at work, equity, diversity and well-being.
