Written by Digital transformation, demographic change, increasing complexity and a global virus are leading to a continuous process of change. For those responsible for Human Resources, this situation brings new opportunities and challenges.
The need for highly qualified employees is growing. Aging teams in digitized work environments are increasingly creating skills gaps. Recruiters are no longer required to select ideal candidates for filling critical positions from a flood of applications. Those times are in the past. The tide has turned, the recruitment processes are more about arousing the applicants’ interest in the company with the help of employer branding activities.
Talent Identification and Management
The magic word is talent. But how do companies succeed in attracting talent?
Let’s start with the meaning of the word. The term talent can be represented in different ways. What is undisputed is certainly the expectation of talented people to make a valuable contribution to the company’s success. Talents are mostly associated with people outside the company.
But what about those talents who are already part of the organization and whose potential is (still) undiscovered?
In the “War for Talent”, HR strategies are based on three key factors:
The relation between looking after current employees and attracting new talent shows what makes a company the workplace of choice, which key factors are necessary for this attractiveness, and how companies differ from the competition.
Learning and Development
Professional training and individual development, flexible career paths and a broader range of tasks are of great importance to the new generation of employees. Attractive employers, therefore, offer a learning and development strategy that integrates learning into the workplace and draws individual learning and development paths.
We believe that GrECo is a great place for great people, where every employee has the chance to learn and work independently and bring in ideas. We developed a sophisticated internal learning and development programme, because we know that lifelong learning is a major factor for new generation of employees.
Learn more on our Careers page.
Employer Branding and New Work Culture
More and more applicants are screening potential employers for their commitment to climate protection, diversity and inclusion, ethical decision-making, and sustainable finance. Generations X, Y and Z in particular, are looking for ways to contribute to change with their work and are increasingly opting for companies that live their Environmental Social Governance (ESG) responsibility and present it transparently.
A realignment of the corporate DNA is therefore based on social responsibility and the creation of sustainable and secure jobs. This requires a work culture that puts people first, even in the time of digital transformation.
The workplace of future needs basic conditions that create space for new things, promote a culture of mistakes and feedback and stimulate social exchange to enable innovation and creativity. Companies need to keep that promise they make in job interviews, on social media and in publications, and remain authentic in their stories.
Gabriele Andratschke
Head of Group Human Resources
T +43 664 962 39 18
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