Be attractive: Key for the Retention of the human Talent

Every time it is more frequent to find the leaders of human management looking for strategies to achieve the permanency of the key personnel of the organization across the adoption of a ‘ plan of retention ‘, nevertheless, the alone one to put this topic on the table already is demonstrating an imminent problem of rotation and the plan ends being constituted in a measure driven to despair to avoid the inevitable thing: the retirement of the employee.

The talent, as the information, products and services, they stopped being it does very much fixed and permanent assets of the organization to be also of global character, penetrating geographical limits, of language and of culture, between others. It is so clear, that though there are lived economic relating to the moment moments in different latitudes, the escape of talents and the constant job turnover in growth for all the managerial sectors (in 1990 the labor life for a professional was happening in two companies, for 2010 is divided equally in 7 changes).

Although compensation schemes and remuneration remain a major factor in the retention of an employee, as shown in the results of the study by signing Trabajando.com [1] in Colombia, on the main causes of job rotation, aspects such as work environment, opportunities for development and leadership style, have great impact on motivation, commitment and continuity of an employee, especially when the baseline and the possibilities of change ceased to be only local.

Main causes of employee resignation

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In this regard, retaining talent is not just an isolated process product of a contingency, on the contrary, must correspond to a strategy of the organization that started from attracting the best talent through its market position as a ‘good employer’.

From the time of selection the organization must meet the candidate and identify him correspondence not only with the technical requirements of the position but with the culture, values and objectives of the organization, likewise, must provide full and accurate information candidates about their position and assigned challenges, thus employee and company have clear information of what awaits them at the start of employment relationship eliminating false expectations of each other.

Once linked, the knowledge of its employee remains the first input when developing strategies for talent management: demographic surveys, assessments 360 °, measurements of work environment, diagnostic psychological risk, performance evaluations, focus groups, follow-up interviews are just some of the tools you can use the organization for their team, their interests, motivations, family status, level of current skills and potential, projections, among others.

From this knowledge, the organizations that have clear the importance of the human capital and want to highlight this aspect as factor diferenciador focus his processes of human management to have:

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In summary, conducting a talent management to ensure a positive work environment, an appropriate reward for the good results, areas for professional growth and recognition of the family environment, allows the organization to be located in the privileged position of ‘being sought ‘as a good employer for new talent and contributes to the permanence of a satisfied, motivated and committed team.

In any case, opposite to the inevitable labor retirement, to minimize the impact of the falls, principally of the key charges, the organization can establish policies of: