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Human Resource Management

  • Innovative products or innovative ways of working are usually successful by creating obsolescence. That is, leaving old products or processes obsolete.

    But this is not the case of recruitment. New recruiting techniques are introduced, as well as searching for candidates, interviewing them or working as a team, but never leaving behind. How can you be wasting so much time at this point?

    And you will tell me that these changes are for young people or other more modern sectors, that as a recruiter you work very well the way you are doing it, that you have always worked like this, that it has worked for you and that now you do not have time to learn.

    If we all had this mentality, I do not want to know where we would be. How can it be that in 2014, when you can do almost everything from the mobile, from opening the door of your house remotely, pay, or have any document or knowledge in a matter of seconds, still use paper?

    How can we work with paper and at the same time as a team? Sometimes I throw my hands to my head when some recruiters tell me that all the interview notes are written on paper, then passed on in a word and sent to their colleagues. 10 years ago, you did the same. Do not you think there are better ways to work? And when I say better, I mean faster, cheaper, more efficient, and without headaches to know where the information is.

  • Times have changed and in the case of the workplace, one of those changes is the impulse of the new generations of workers towards a new way of assessing the compensations that a job can give them.

    The salary that employees receive at the end of the month is no longer so important if the company does not offer other types of non-economic incentives for which it is worthwhile to remain within the company. Is the theme sounding? Yes, we are talking about emotional salary.

    What exactly is the emotional salary?

    The emotional salary is all those non-monetary benefits that a company offers its employees in addition to their salary at the end of each month. That is, getting the job to morally fulfill the expectations of the employee in such a way that he sees a stable future within the company and does not want to change.

    Today workers look more for jobs where they can work to live and not live to work.

    We are before generations that give more value to the reconciliation of family and work life than to the economic retribution without more. For this reason, emotional salary is one of the fundamental keys to retain talent. But why?

  • Since its launch in 2003, LinkedIn has progressively increased in its number of users until last month, according to the social media monitoring website Social Bakers, to 251 million profiles, of which it is estimated that 65% are permanently active.

    This has made it the preferred social network for professionals to be in contact with colleagues, bosses, former bosses and mentors. However, its real potential, and often unused, is based on the possibility of recruiting the best available talent when looking to fill a vacancy in organizations.

    The explosive emergence and accelerated growth of social networks completely changed the way we develop our personal relationships, of course the professional field also did not escape this situation and for this reason the departments of human talent of organizations must be updated and trained to use productively the possibilities of web 2.0 that among many other benefits allows the selection of qualified personnel.

    The proper use of these tools is essential to avoid letting out the thousands of talents available on the network that another company could find first, thus losing the option to improve competitiveness, productivity and even innovation.

    To carry out an effective labor recruitment process through LinkedIn, the following recommendations should be taken into account:

  • Currently, in the United States and Europe, the implementation of a flexible work schedule is increasingly frequent by companies to retain their human talent and avoid an excessive turnover.

    Establishing flexible schedules is a measure that can significantly improve the work climate in the organization, since it directly affects the satisfaction and motivation of employees by allowing them to comply with their medical, banking, family and academic commitments, thus generating an adequate balance between their work and personal life.

    However, before deciding to flex the schedules, a thorough study must be conducted to diagnose which jobs will access the benefit, since not all organizations or employees could do so depending on their functions and the sector in which they work, perform. In departments that demand full time availability, such as marketing, support and customer service, for example, the measure would not work since it would stop fulfilling the established commitments and objectives.

    After making the diagnosis, it is advisable to establish a procedure manual that explains and justifies which charges and for what reasons that possibility is allowed. The evaluation of compliance with functions and goals after the implementation of flexibility in the schedule is a method that will allow us to know the degree of effectiveness of the measure.

  • It is important for an employer to attract and keep employees. Employee retention is focused on keeping those good employees. Employees can be lured away to another company with offers of better salary or benefits. It is important to stay connected with employees and to allow open communication and that they feel respected and valued not only from management but also from their fellow employees.

    One thing we can start with is gathering feedback from employees to understand what they enjoy and what they would like to see changed. It is important to know what motivates employees to stay with the company rather than look for other work. This can be done through employee satisfaction surveys and exit interviews. Exit interviews is a way to find out the reasons an employee is leaving although in exit interviews leaving employees may not be so truthful.

    Once the feedback is received, the company needs to identify issues and target solutions for them.

    Why do employees leave?

    Salary is not everything and employees can leave a company for many different reasons.