“A different profile of leader is needed, closer to the people, inspiring, empathetic, flexible and people-focused. The PVT is one of the strategic pillars for business growth in the short, medium and long term”.
It is clear that the significant “disruption” experienced in recent years has had a major impact on people in all areas, causing a rethinking of their lives and careers. As a result, organizations are questioning, more than ever, their ability to attract, retain and engage talent. We are thus entering a second era of the “war for talent” that is not only about attracting talent, but also about managing their motivation, commitment and development, which are the keys to their loyalty.
The shift from “Employee Experience” to “Human Experience” is starting to become a reality. Many organizations are readjusting their policies to ensure that their professionals feel treated as human beings, beyond their consideration as employees, working on trust, closeness and empathy.
From these premises, and anticipating a growing importance of the value of intelligent talent, freed from mechanical, repetitive and recurring activities that will be delegated to robots, is this the time to reflect and reformulate our Talent Value Proposition (TVP)?
Are we sure that what we offer is what professionals expect to receive? When about 20% of new recruits decide to leave the organization on their first day of work, shouldn’t we try to build and make explicit a new relationship model that more effectively manages the mutual expectations between the company and its professionals? The participants in this project answered very precisely the aspects we need to pay more attention to in this new PVT:
By Order of Priority
Most Relevant Aspects
1. Work environment/culture
2. Company reputation
5. Attractive project
Aspects to be improved
1. Development/training/career plans
3. Flexibility/conciliation policies
4. Work environment/culture
5. Attractive design
The “work environment and culture” appear once again as the most relevant elements of the Talent Value Proposition. Recent studies confirm that company culture has become the most relevant attraction factor in the candidate search process across major platforms, with engagements increasing by over 60% with companies that highlight their cultural values in their job offers, and especially when these include flexibility.
Global Talent Trends 20224 confirms this strong desire for flexibility, noting a +83% increase in the number of specific offers that expressly mention flexibility, and a 3.5-fold increase in the number of company profiles that include flexible work as one of the most prominent features of their Talent Value Proposition.
But this is not for free, which is confirmed by the answer to the question about what factors prevent the incorporation of the missing aspects of the PVT in your company, the most frequently cited being:
1. Budgetary constraints;
2. Lack of Awareness of its Relevance;
3. Lack of Management Team Alignment;
4. Lack of Determination to Overcome Internal Resistance.
To conclude this analysis, we explored the priorities on diversity and inclusion as increasingly relevant elements in PVT, with the following results:
It is striking that the dimension of “generational diversity” has risen to the top of the list of diversity and inclusion management concerns. This is probably due to a similar demographic evolution in almost all the countries consulted, which provokes the need to seriously address this aspect in order to have the best talent available, taking advantage of the increase in longevity and life expectancy, overcoming the prejudices that generate age discrimination and limit the ability to get value from the best talent, regardless of the generation to which they belong.