Talent Retention: Employer’s Responsibility
When Cristiano Ronaldo and Zinedine Zidane disclosed the news that they were leaving Real Madrid, the team administrators tried to soften the situation under the conviction that they would just be replaced. After this, the team’s performance became more unstable, proving the importance of these people. Today, Real Madrid feels the absence of Cristiano. Even today, comments like: “it is not the company’s obligation to cater for whims,” “everyone can be replaced,” “an employee’s motivation is having a job” are common to hear. Then, companies forget about the value that those workers added to the business, as well as their commitment, innovation and top-notch development.
However, many companies have started to shift their beliefs and views regarding personnel replacement by recognizing that people are necessary and valuable for the company’s success and that when a human resource shines, it becomes a valuable asset. This is why, currently, the concept of talent retention has become more popular, to address those employees who give more than the extra mile and stand out because of their commitment, talent and capability for innovation. When talking about human talent retention, more than seeking out for people with exceptional talent or ability to take over a position, the emphasis is on the capability the company has for motivation and for instilling a wish of belongingness.
Talent retention is not the same as offering benefits with no logical objective, which is why companies should analyze their personnel, their characteristics and needs; as well as identifying who are the most committed people who want to grow hand by hand with the company. So that, later on, companies can implement those changes that allow them to reach their objectives, by offering an extra value with the purpose of avoiding demotivation and rotation, and retaining that human talent in the company.
This retention starts with different practices from the recruitment process, identifying people who have the required competencies for the position and the company. When organizations start this process, they aim to select candidates with the most accurate profile, and with a higher capability to perform well in the company. In other words, they aim for the entry of a new talent; from then on, it is the company’s responsibility to boost their potential and retain them.
As part of the change and interest in valuing talent, successful companies have set the purpose of implementing improvement strategies that bring about the retention of talent, such as: gamification, employer branding and emotional salary, which includes flexible schedules, telecommuting, growth opportunities and training, work-life balance, employees’ health, among others.
Generating a brand, a sense of belonging, and work satisfaction is essential. The first clients in the company are the collaborators, who should feel comfortable working for the organization and proud of telling others where they work. In view of this, Perfiles Tecnológicos, among other companies who have adopted this approach, considers points of productivity, quality of service, pleasant work environment and benefits and perks, crucial for talented resources to stay interested.
Having motivated people working for the organization is having collaborators capable of delivering more in the name of it. People with the talent the organization is looking for, are always on the look for new challenges and ways to improve the services the company provides. Talented employees know that organizational growth implies professional and personal evolution, which motivates them even more, when they perceive a recognition for their effort.
Talented people performing well in a position in the company are important and valuable for its success. When implementing retention practices, the company assures the permanence of people who generate an added value, an appropriate organizational environment and skill development. This also allows for a better attraction of potential candidates, the detection of personnel’s needs and objectives, as well as the prevention of work-related conflicts.