People as a pillar of success in organizations
Time has gone by at breakneck speed, and the way companies are positioned today has nothing to do with how they did it ten years ago. Technology is increasingly digital, with the speed of innovation and demographic changes in jobs being forced on companies to redesign their entire organizational structure, advocating and encouraging a culture that is much more focused on their professionals.
How important are people to a company? How can they help it grow? How do you motivate people?
And how to provide them with the knowledge and skills necessary to perform their tasks and achieve excellence and job satisfaction? These are issues that are increasingly present in an organization's strategy to ensure its sustainability. This change is due, in particular, to the disruptive changes in digital and recent business models and, not least, to the new ways of thinking of the new generations.
The growing generational diversity with which organizations nowadays deal with millennials, which have high expectations for personal growth, working side by side with two totally different generations, the so-called baby boomer and generation X, is a challenge for business, as it is necessary to manage three generations so different and motivated by completely different reasons.
The millennials, which are, above all, at the origin of these transformations, are totally different from the ancestor generations. They were born in the era of electronic equipment, the fast growth of online and the world of social networks, which also makes them more personal and professional, more optimistic and without fear of new challenges. They just choose a company to work for if they share the same values and this is where organizations stand out. By reinventing themselves and adjusting to the best ways to nurture and retain the best talent, they put professionals at the center of their strategy. An example of this is the area of technology that has been developing at a speed never before seen, with the emergence of new areas, such as Big Data, Data Science, among others, and that therefore needs to bet on new professionals, thus increasing the demand for new talent by companies.
The big challenge now is how these organizations will be able to retain professionals who are perceived as having the least sense of belonging and who demand more from business than previous generations. This is the main challenge for a company, to be able to fight this feeling and to retain the professionals.
It is important to bet on the employees, to create training opportunities that allow them to constantly update their skills, because what today is innovation, tomorrow is obsolete. It is essential to motivate them and make them a key player in the company's development, because in fact, these new talents, full of new ideas, new business knowledge and more technology-oriented, will enable organizations to take a step towards the future, contributing to its development, making them stronger and more competitive globally.
It is essential that organizations seek to understand generational differences and which drivers drive the involvement of the different generations represented in their company. By adapting this strategy, organizational leaders will have a greater ability to motivate their teams and understand what factors should work to achieve higher retention rates and talent attractiveness.
However, for this, organizations have to become more agile, differentiating from the rest in the market and, above all, stimulating team spirit in order to retain their main talents.
And in your organization, what role do people play?
Opinion article published in media InfoRH – February 2, 2017