Changes in the modalities, strategies, profiles and relationships have been the protagonists of the labor panorama in recent years. The accelerating power of Covid has been added to trends that were already progressively accentuating; the best example of this is the digitization process. To this end, other novelties are added such as the incipient use of Artificial Intelligence and automation tools or decisions aimed at upskilling and reskilling of workers. All of these questions are part of the latest LLYC Talent Trends report .
The report points out three main lines of transformation in the workplace. The first, closely related to digitization, refers to the continuous training of staff in the new skills necessary to keep up with the current digital context . The second change focuses on making relationship models more flexible , which must consider emerging issues such as mental health or the reconciliation of family and work life. Finally, the third line focuses on the growing importance of communication , especially now that telecommuting and hybrid models have turned the culture and procedures of many companies upside down.
David González Natal, Partner and Senior Director of Engagement at LLYC, recognizes that “ this is a key moment for the future of companies and the relationship with talent should be at the center of the decisions made. Specifically, it is necessary that we rethink and reinforce the culture in a context of desynchronization and relocation, that we bet on training as a key to obtaining competitive advantages and that we generate stronger communication ties with the growing activism among workers ”.
New work reality
The 10 key trends for reinventing the relationship with talent are as follows
1. Activist employee
Company philosophy, ethical issues and CSR are gaining more and more importance. From the worker’s side, these trends and the digital scene are giving them more claiming power. For this reason, companies must establish internal instruments and protocols to listen in time and avoid reactive policies without room for reaction.
2. Eternal employee
The increasing longevity of employees and the development of automation will conflict from now on. In order not to lose talents in the course of these processes, companies must propose and look for flexible models that balance work and personal life.
3. Continuous learners
“The conversation about the need for upskilling (acquiring new skills) and reskilling (professional recycling) of talent in companies is not new, but it is more crucial than ever,” they point out from LLYC. The current circumstances have provided the push that the world of work lacked for a complex digitization; And this is going to require new capabilities that will soon be essential.
4. The new managers
One of the great challenges for managers will be to propose an efficient coordination of the teams, taking into account the long-term permanence of teleworking. According to LLYC, empathy will be essential to maintain human connection and boost productivity.
5. From employee experience to life experience
The new reality and the imposition of teleworking will need support from the company to be able to Brazil Phone Number List reconcile their responsibilities with their schedules and personal circumstances, as well as a kind of digital label that covers new issues such as the right to disconnect or respect to the flexibility of schedules.
6. From Where to When
Although COVID-19 has brought many challenges and difficulties, it has also opened doors to new opportunities; especially, to streamline simplification processes. Companies are in an ideal situation to get rid of the unnecessary burdens that weigh down their processes in favor of the Brazil Phone Number Database targeting of real talents.
7. From remote work to hybrid work
“Offices must become productive, meaningful and memorable experiences for employees. A space of inspiration and connection between people , a place where learning and continuous development are encouraged ”, explain the LLYC experts.
8. Mental health in the company
The pandemic is exacerbating stress, anxiety and other mental health problems in workers. Faced with this situation, organizations must be close and generate strategies that address these problems.
9. Collective innovation
Corporate expectations increasingly point towards innovation projects and an internal culture that encourages creativity. With the right motivation and leadership work , even the least given workers can become great tools for collective creation.
10. Senior Talent for Resilience
Seniors are a group with added value in times of resilience. Several studies point to this segment as key to post-covid economic recovery, especially due to its experience dealing with crisis and transformation environments.