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he pandemic and the uncertain times we've been living in have accelerated the process of change for a BANI generation, where volatility gives way to agility, uncertainty turns into anxiety, complexity into non-linearity and ambiguity into misunderstanding. The BANI concept (Brittle, Anxious, Nonlinear and Incomprehensible) helps us to understand and react quickly to changes that are increasingly dynamic and unstable.
In this extremely uncertain era, the "war of talent" is open. Intelligent, specialised and committed professionals are not easy to find and companies know that it is only possible to grow and innovate with a good team and, therefore, attracting talent has become critical to organisational success.
In this extremely uncertain era, the "war of talent" is open. Intelligent, specialised and committed professionals are not easy to find and companies know that it is only possible to grow and innovate with a good team and, therefore, attracting talent has become critical to organisational success.
Several studies show that the willingness of companies to strengthen their teams is greater than the interest shown by candidates in a professional change. It is therefore essential that companies are attractive to candidates, that they show their differentiators and, above all, that they have a good reputation in the market, through factors such as: a trusting environment, good organisational practices, strong and cohesive leadership and organisational values/culture based on transparency and a feedback culture.
Employer branding policies have never had such relevance in attracting talent - they are the main contribution to the company's reputation. They contribute to the transmission of credibility, coherence and transparency and help to replace candidates with actual fans who want to work in that organisation. We're talking about profiles with high levels of engagement, who already know their organisational culture and their day-to-day activities, and are willing to grow and innovate with the company - in other words, profiles that are a company fit.
Employer branding policies have never had such relevance in attracting talent - they are the main contribution to the company's reputation. They contribute to the transmission of credibility, coherence and transparency and help to replace candidates with actual fans who want to work in that organisation. We're talking about profiles with high levels of engagement, who already know their organisational culture and their day-to-day activities, and are willing to grow and innovate with the company - in other words, profiles that are a company fit.
What are today's candidates looking for?
The latest studies reveal that candidates increasingly value factors such as:
1. Opportunity for growth, which can be more organic and functional. Many candidates are comfortable with their current role and enjoy what they do, but they sometimes reach a certain point where they feel stagnant and have no room for growth, which ends up converting them into talent looking for a new professional challenge.
2. Quality of life, benefiting from the hybrid system of work and all the flexibility policies that allow balance and stability between professional and personal life. Especially in a post-pandemic set-up, where in many professions we understood that, if there's good management and communication between company and employee, results are successfully obtained for both parties. A happy employee is a more productive and motivated one!
3. Alignment of values with the organisation and with the leaders, where the search for a prepared leadership that inspires and mobilises, that develops and rewards, is evident. Candidates are increasingly looking for an alignment with the corporate culture in order to be integrated into a team where they feel "at home" and where values are common. They seek to contribute to the company's mission, and feel the need to identify with purpose and meaning.
4. Recognition and the search for better salary conditions, where contrary to what had been announced, this new generation does not differ much from previous generations in what comes to wanting to be recognised and valued, maintaining a high focus on remuneration and benefits policies.
More and more candidates look at remuneration as a package, where in addition to the base salary, there are other perks considered, such as:
- Health and/or life insurance;
- Savings and retirement plan/stock plan;
- Car, travel and parking policy;
- Transport and/or home office allowance (to support energy and internet costs);
- Vouchers (birthdays, childcare, culture, fuel, traveling);
- Covering or helping with education expenses, courses, lectures, etc.;
- Discounts in products or services (e.g. traveling, hotel stays, etc.).
And how can companies meet employees' needs?
It is necessary to create a strategic plan to achieve satisfaction for both the employees and the company, and this is where the recent concept of "emotional salary" comes in. Emotional pay goes far beyond what's tangible. Contrary to what people think, it is not related to prizes or monetary values, but to a set of benefits that the employer offers to the employees, such as:
- Flexibility, which is the current motto, whether through the possibility of working from anywhere in the world, flexible entry and exit hours, or periods of unpaid leave.
- Creative benefits policy oriented towards well-being, health and leisure, such as protocols with psychology clinics, nutrition, gyms, among others;
- Extra days off, which can range from employees' and/or children's birthdays to the 4-day working week policies;
The relationship between colleagues and managers, opportunities for growth and development, investment in training and independence/autonomy are also increasingly valued factors.
All these initiatives have a positive impact on productivity, employee satisfaction and motivation, as well as being reflected in engagement and loyalty and, consequently, in talent retention. In this way, all these factors contribute directly to the reputation of a company and to the creation of ambassadors for the organisation, who convey credibility, coherence and transparency in the job market.
Never has the expression "money can't buy happiness" made so much sense! Satisfaction and emotion are responsible for what money can't buy. It is up to companies to create development processes for their employees to keep them motivated and stimulated, but professionals also play an important role in corporate happiness, where it matters that they show interest in their progression and a genuine commitment to the organisation.
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