Otros puntos esenciales son, según Alberto Blanco, de Grupo Actual, «que se busquen iniciativas para desligar la asociación entre lo masculino y los puestos directivos, que se potencien los instrumentos de conciliación y que la empresa esté muy abierta a la posibilidad del teletrabajo». Aquí también juegan un papel las métricas. Si la carrera de dos profesionales se valora exclusivamente por la cuenta de resultados de hoy, que es sólo uno de los indicadores del éxito futuro de un negocio, entonces se está penalizando cualquier forma de conciliación.
Obviamente, no se puede ayudar al talento femenino desde el despotismo ilustrado o, dicho de otra forma, intentando favorecerlas sin escuchar su opinión. Esto quiere decir, según Encarna Maroño, que «lo primero que debemos hacer es preguntarles a las mujeres si realmente desean ascender y si acceder a un puesto directivo, con todo lo que eso supone para ellas y para su familia, les compensa y les ilusiona».
El segundo paso es animarlas a identificar y derribar las barreras que les convencen de que los puestos directivos no son para ellas. Aquí, según Pablo González, de 3Weeks, fomentar sus habilidades para vender públicamente el éxito de su gestión y la construcción de una marca persona atractiva es elemental.
Los profesionales que las empresas identifican como TAP, y que están llamados a dirigir el negocio en el futuro, suelen replicar las características de unos altos directivos varones que tienen una capacidad espectacular para construir coaliciones y proyectar éxito y competencia. En consecuencia, una mujer podría asumir que ella no posee un potencial fabuloso sólo porque los instrumentos para rastrearlo en la organización están sesgados, porque sus redes de contactos no son las adecuadas o porque, sencillamente, se siente ridícula sacando brillo a su trabajo.
El tercer paso podría ser, según Jaime Bacás, de Atesora, que «las altas directivas expliquen su función, con ventajas y desventajas, a las mujeres que aspiren a hacer lo mismo y que las mentoricen y orienten sobre lo que se pueden encontrar». Esto es lo que está ocurriendo en algunas entidades financieras entre las directoras territoriales, que se ocupan de la gestión y el liderazgo de decenas de sucursales, y las que se plantean seguir sus pasos. Así es cómo consiguen aliadas que pueden ayudarlas y acceden a una información que puede acabar con sus prejuicios.
Las mujeres, los millennials y los veteranos valiosos para la organización son unos activos que, si consiguen integrarlos, pueden catapultar el rendimiento de una empresa y también la ilusión por trabajar y permanecer en ella. Es una guerra en tres frentes que nadie puede permitirse perder. Y nadie es nadie.
The war for talent that no one can, and does not want, to lose must also focus on those groups that are different by what they imply: young people, women and veteran professionals in active employment.
Companies want to get the most out of their professionals and, for that, they know they have to treat different people differently. Here we talk, above all, of the agendas of veterans who contemplate close retirement, young millennials and women who demand a path of their own that allows them to be mothers and to ascend at the same time. How is it possible to satisfy them all?
Alberto Blanco, general director of Human Resources consultant Grupo Actual, clarifies that wars on three very different fronts are doomed to failure. True, he points out, «management must identify specific groups and have an idea of how they want to treat them in general,» but «addressing them all with a single strategy is unfeasible.» It’s like designing a jacket that feels good at the same time to a dancer, an experienced sumo wrestler and a ten-year-old boy. Tailors do wonders, not miracles.
Pablo González, a partner at 3Weeks consultancy, recommends «segmenting initiatives and messages and adapting them to each of the three major groups.» The first is that of those veterans who are relatively close to retirement, who are still very valuable to the company and need extra motivation.
It is not a simple group because, as Blanco points out, «they are no longer impressed with the salary incentives, the charges, nor the prestige.» To give them back or to feed their illusion will depend on their being given solid social benefits, new forms of participation and the possibility of integrating the hobbies and causes that concern them into work.
Encarna Maroño, Director of Human Resources at Adecco, highlights the social benefits of «pension plans and medical insurance,» two crucial aspects for those over fifty. According to her, the best way to find new forms of participation is to «first ask the stakeholders what motivates them, what they miss and how they would like to contribute to the project.»
Alberto Blanco believes that the veterans are part of a generation, that of the baby boomers, who has lived an almost total divorce between their hobbies and their jobs that has caused them a sense of failure. The time has come, according to Blanco, to «give them the opportunity to include their hobbies, from art to sports activities, in the projects they launch in the office.» For example, a passionate runner could enjoy organizing his company’s career.
I want to participate
Pablo González is in favor of creating new formulas of participation following a strategy in two movements. The first would be «an awareness campaign that values the capabilities of veterans and explains why these professionals remain very important to the organization despite technological changes.» This is where, for example, the papers of Vicente del Bosque, the Spanish ex-selector, are registered in Altadis.
The second movement would be to «add new functions to the ones that seniors play and that they occupy more than 15% of their working day». The most important of these are «becoming internal knowledge managers or acting as members of an advisory council that meets periodically with the management committee to convey their recommendations.» Other options, he continued, would be «to be part of multidisciplinary teams in which different departments carry out a strategic project and behave like the mentors who need the new generations to learn faster.»
Precisely, mentoring is one of the most important ways that can enhance the relationship between baby boomers and new generations, especially millennials. Jaime Bacás, a partner of Human Resources consultant Atesora, points out that «this tool can be very useful for young people to learn not only their technique but their experience, to develop their leadership and to identify and develop the Skills of high potential professionals «.
There are other additional advantages. Young people strengthen their relationship with a veteran who has more political capital and relationships in the organization, learn to value years of experience as an asset and not as a source of resistance to change, and, finally, seniors enjoy the opportunity Absorb new approaches related to innovation and technologies.
Bacás believes that millennial adaptation is crucial to the organization. The rules of the game to get the most out of them Gone, according to him, demand to accept that «it will be practically impossible to retain them beyond four or five years.» The motives? «Their eagerness to learn is enormous» and they get bored easily «from monotonous and repetitive projects.»
Everything would go faster with them and, for that very reason, «demand a more agile and punctual feedback on the evolution of their performance and what they have learned». The companies that please them know that they have to bet on the intensive use of new technological tools in the workplace. Crude reality Encarna Maroño imposes a note of realism in the short term, although does not deny the tendency that indicates Bacás within four or five years.
«We are going to see,» he says, «at the moment almost half of those under 30 are unemployed or live very complex situations of precarious work … and that reduces their room for maneuver.» In other words, many of the Spanish millennials can not change project or company as much as they would like, nor do they have it easy to enforce their demands – whether technological, training or otherwise – before their bosses and managers . That scenario, with the great growth figures in Spain, is beginning to change. Alberto Blanco, from Grupo Actual, recommends beginning to take into account his priorities. He emphasized the need for time for leisure and conciliation, advanced training programs, the creation of talent ecosystems that allow freelance and project work, and the adoption of emerging technologies.
For Rodrigo Llorente, a manager at 3Weeks, if they want to keep them on a long-term basis, they should also design flexible formulas that incorporate teleworking, which impinge on the values they share with them, smoothing hierarchical relationships through participatory leadership and The fun aspects of the job. Valuable women The third big group that companies need to satisfy is that of women who try to reconcile their motherhood with promotion to management positions.
We are talking about talented women who, despite their value, do not occupy more than 25% of the senior chairs according to the latest report from the consulting firm Grant Thornton. It is true that its progress generally advances, but it is also slow progress and that there are developed regions, such as southern Europe, where their participation has fallen in the last year, and others, such as North America, where Has stalled. Encarna Maroño, of Adecco, believes that it should be committed to «publishing and disseminating all the company’s job offers so that they can choose who they want – women included – and not just the minority who knows they exist.» Secondly, it is vital «to create internal and external talent selection tribunals in which both sexes participate.» It is shown that men tend to hire men and women prefer women.
This, in a top-management world where there are many more males, means that they have it infinitely more difficult. Leakage of talent is a widespread problem in companies where those who want to develop their full potential often lack the backing and incentives to give their best. In fact, 57% of companies lack leadership programs for the internal promotion of their employees and 59% of organizations consider that strategies to reinforce staff commitment are «weak or insufficient,» according to data from The Deloitte consultant on Human Capital. But before the trend spreads like an epidemic, there are several alternatives we can put into practice to retain the talent in our team and keep growing. We show them. 1 of 10Next Share on FacebookShare on TwitterShare on Google PlusShare on LinkedInOther essential points are, according to Alberto Blanco, Grupo Actual, «that we seek initiatives to disconnect the association between masculine and managerial positions, to strengthen the instruments Of conciliation and that the company is very open to the possibility of teleworking «.
Metrics also play a role here. If the career of two professionals is valued exclusively by today’s income statement, which is only one of the indicators of the future success of a business, then any form of reconciliation is being penalized. Obviously, female talent can not be helped from enlightened despotism or, in other words, trying to favor them without hearing their opinion. That is to say, according to Encarna Maroño, that «the first thing to do is to ask women if they really want to ascend and if they have access to a managerial position, with all that this means for themselves and their family, compensates them and delights them «. The second step is to encourage them to identify and break down the barriers that convince them that[:]