In the information age having available the best intellectual resources has become the main differential of building successful strategies and generating results. For some time, it is no longer the equipment and today, not even the technology, the real differential of the companies, but its capacity to innovate and reinvent itself in a speed superior to the market.
Knowledge has become the great global capital and all companies are in this dispute. New questions have come on the stage: where to find professional, adherent talent? How to attract them? How to make this capital really yield? The complexity of HR’s role has increased enormously, and the scarcity of resources has sparked a real war.
What are the talents that really are worth fighting for?
There are two main profiles that, combined, can exceptionally yield: high performers (HIPERs) and high potentials (HIPOs). Both are fundamental to the corporation, but they play distinct and / or complementary roles.
HIPERs stand out for their high performance in the activities, have great work capacity and collect cases of success in their careers. They are very good at what they do. But that does not mean they want to get out of their comfort zone or have the capacity to do so. They often act as excellent coaches and probably would not demonstrate the same dexterity in a top-level role or in team management.
HIPO is the individual who has the potential, the capacity and the aspiration for successive leadership positions within the company. To do so, they need to identify with the company, feel challenged and constantly valued. They have high learning ability and easy adaptation to changes. They are quite demanding and do not park in the comfort zone.
What are the critical success factors for winning this war?
Strategically plan the workforce to meet current and future challenges. Align deep knowledge of the business and build the barn of capabilities, capabilities and skills that will enable growth. Recognize the potential of the employees who make up the company’s current position and know how to attract new talents that combine with them. Understand their interests and what encourages them to go beyond, offer interesting development opportunities to retain the best. All of these are key aspects of this war, and most of them go against the current of the general market.
On the other hand, the talent contest has generated effects on professionals as well. More demanding, they seek a scenario that goes beyond the function and remuneration, including in their choices the most interesting challenges, corporate environments aligned with their values and opportunities for personal and intellectual growth.
“The sense of human capital has increasingly come to depend not only on formal education, but on personal virtues, diverse competences not always dependent on systemic learning, attitudes and sociomotivational dispositions. Measuring its value, as proposed in the mid-twentieth century, through wages has lost much of its meaning”. Pierre Bourdieu
How to identify and attract talent in this global crowd?
Assertive recruitment strategies have their origin in recruitment that seeks to reconcile the interests of both sides. Most companies recognize that they could improve their processes of attracting and developing people. Deploying a Talent Mindset in the company and working the employer branding seem to be innovative and often effective initiatives, but they are not enough.
What is the price of hiring wrong?
Measuring the success of a contractor for the good performance of the contractor seems sensible and, for a long time, was the main managerial tool to define a successful acquisition. This is a big mistake in the corporate world. If the efficient strategy is one that attends to the present and prepares for the future, it is necessary to know how much this new contractor can grow and innovate. Failure to do so can generate immediate financial losses and jeopardize long-term business performance. Research has shown that having the right leaders leads to twice the company’s profits.
How to minimize risks?
Evaluating the results obtained can guarantee the full identification of HIPERs. Distinguishing potential performance in the case of HIPOs may not be so easy. “Analyzing the candidate profile combined with the company culture demands specialized tools, metrics and expertise that are not always available, not even to the best HR managers,” analyzes Juliana Fiuza of Follow Recruitment.
In this regard, assessments can become great allies: they are tools of support that help the manager to identify the professional’s behavioral tendencies, strengths and risks, potential, improvement gaps, among other aspects.
You choose your weapons. The battle has begun.
Well-established R & S processes, assessments and a well-defined organizational culture do not guarantee the perfect matching people and company. It is necessary to count on expertise and an innovative proposal of services in keeping with the new market reality. “In order to generate the desired efficiency, we developed our own hunting and matching methodology that considers the candidate’s personal and professional moment in assessing adherence to the challenge proposed by the company. Compatibility goes far beyond academic history, work experience, performance and pay, “concludes Mariana Gaspar of Follow Recruitment.