By Josué Bressane, Managing Partner at FALCONI Gente
In the leadership aspect, the ability to recruit, evaluate, and select the best people available for your company’s business is fundamental to develop the basis for a future construction of an excellent performance and to obtain extraordinary results. It is essential that the people who are selected have a high potential for adherence to the corporate culture.
Naturally, every company that aims to grow has an idea of what is necessary to increase sales, whatever the necessary capital to invest in machinery, equipment, stores, services or customer relationship might be. The company knows the products that should be developed to meet their planning and to supply the market.
The ones responsible for those processes, regardless the type of business, are the people. Nowadays, many companies fail to achieve their growth dream because they do not have planning concerning people for the short, medium and long terms.
That is where we face the following questions: do I have the right people in the right positions? Do I have the right profile and the right amount of people for the future requirements and for the organization’s growth needs? The answers to those questions should be in the effective human resources planning.
With a good “people cycle” process (people identification, evaluation and retention), we enable the identification of gaps in the pipeline of potential leaders, both in the short and in the medium and long term. In this process, when there is not a significant source of internal talent, a strong source of external acquisition becomes necessary. Often times, the young talent, the so-called trainees or interns are the ones who make up the growth process of the organizations.
Trainees are mainly young graduates from good universities and their outstanding feature is their ambition: they seek a leadership position and career growth in the speed of their deliveries.
However, each company has their own leadership style, in addition to cultures and distinct needs. Therefore, there is not a standard profile for the young talent. There are, in fact, appropriate characteristics and skills concerning each company and the young person should have the ability to develop such skills within the expected period of time. It is important to highlight that the company should also know its organizational and leadership skills clearly.
To identify young people with a leadership profile assertively, there are modern selection techniques, such as gamification, big data, and business games, among others, whose goals consist of obtaining more and more assertive tools to recruit the right person, according to the profile of each organization.
In retail, a segment in which there is a higher turnover due to the business nature itself, investing in youth programs in order to train them and develop them can be one of the best solutions to address productivity problems and to achieve the desired results. Several organizations have ensured their growth through planning with potential young talents, offering training in order to retain those people, mainly for store management positions or sales points.
Through a well-conducted selection process, it is possible to identify the real leadership characteristics a candidate already has. When those characteristics are well managed, they can boost the professional’s career.
When we speak of the maturation time to develop leaders within the company, we have to remember that it is not enough to attract and to hire the best candidates, it is also necessary to engage them in order to keep them in the company. At this point, it is essential to have a structured assessment process (results and competences), in order to identify gaps and enable assertive investment in the development of the young talent, as well as a structured process of feedback and career plan and succession, as it is a means to stimulate the young person who aspires at growth and recognition. Such actions happen in the so-called “people cycle”, mentioned in the beginning of the text.
In summary, recruiting people with a leadership profile and training them demand experts and time of maturation.
For the successful recruitment of potential talent and future leaders, it is necessary:
1) To define the organization’s values and competences clearly and to seek people who are engaged in this process
2) To know the real needs clearly in order to define the appropriate search for talents and people, either internally or externally
3) A program for training and developing those people
4) A career and succession plan or a structured career path well aligned internally to avoid losing the leaders we wish to retain.
For those reasons, training and attracting potential leaders requires focused work and professionals who are experts on the topic.
Published in the issue of May 3, 2016, Super Varejo Magazine.