In recent years, Latin American organizations have opted for human talent management as a way to manage their most important asset: people.
This commitment has led them to discover that what drives the success of their business are the competencies and skills of their employees, empowered through the definition of a strategy aimed at achieving common objectives based on the company's own DNA.
This is a correct management of human talent that involves attracting, retaining and developing people committed to the organization, highlighting the high potential of its collaborators.
For Teresa Morales, CEO of Softland Human Capital, the adoption of a talent management system gives employers the opportunity to evaluate the performance of each employee and detect opportunities for continuous improvement within organizations that translate into multiple advantages.
Two of these advantages lie in the fact that proper human capital management makes it possible to prevent the flight of the most competent personnel, as well as to concentrate efforts on attracting qualified profiles, but that is only half of the way, if it is not complemented by retention policies and the management of the individual development of the organization's members, according to WorkMeter, a global company of productivity management technology products.
But ensuring the continuity of people in the company and taking care of the organization's key employees has a lot to do with compensation, motivation and satisfaction in a globalized, competitive and demanding work environment.
Human capital strategy is increasingly making a difference and is becoming a source of competitive advantage that is difficult to imitate. Managing talent based on productivity and the achievement of objectives is a good option, according to specialists, but for this it is necessary to break down the salary into two parts, one fixed and the other variable, find the most valued motivating factors and incentivize based on them.
"Establishing a variable salary policy, organized according to productivity increases, reduces fixed structural costs, since expenses will depend directly and proportionally on the results obtained. Higher expenses will only be justified by higher profits," says WorkMeter.
For Morales, when it is considered that human resources are the ones who put the cogs in the wheel to reach a common goal within the organization, investing in these solutions becomes a necessity.
The first step in building a talent model is to develop a roadmap that will help them to detail the processes, technologies and services they will rely on in the coming years, taking as a main premise the anticipation of the company's needs, the changes that may occur in the market and the evolution of the competition.
Excerpt from the article published in Forbes Central America magazine, November-December 2016 edition.
