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Human talent management challenges 2022: What should CEOs do?

Vistage, the world's largest peer network of CEOs and executives, and Cornerstone Group, a search and selection firm for senior management and board members, held the conversation "The role of the CEO facing the challenges of human talent 2022", where together with the general managers of the companies Talma, Grupo A365, and Tekton, they exchanged information on challenges faced by the different industries in which they operate.

The information shared was based on the results of the survey conducted by Vistage and Cornerstone Group, which projected the CEOs' challenges for 2022 in terms of talent management. Thus, Ignacio Mealla, Director of Vistage USA, reported that while it is true that one of the priorities of companies is to maintain economic growth, the intervention of the CEO in the management of human talent is also key to promoting the achievement of objectives and maintain an agile culture, in the projections outlined for this year.

In this way, the executives presented the four main human resource management challenges that organizations will face this year and what measures to take.

Employee experience and an agile culture

Employees must be aligned with the organizations' vision and foster a sense of belonging and identification between both parties. The top management of the companies participating in the survey indicated as a priority the evolution of the organizational culture to an agile one (46%) in order to generate a greater return on investment in the next three years. Along these lines, Germán Gallo, Account Director of wowessays.com agreed with the executive's idea, highlighting that, in this health context, the strategy of organizations is to adapt to the needs of the teams, but not the teams to the organization.

The role of the CEO and the objectives of the business and the employees.
Organizations must be aware of the high level of turnover they face in the country. This is reflected in the Vistage and Cornerstone Group survey, which shows that the flight of talent to other markets due to the political context would also have a moderate impact on companies (56%).

To explore a new world, you can't do it with an old map" Manzul Fegale, CEO of Talma, emphasizes that today there are new profiles and,

Therefore, the needs have also changed. Retention plans integrated with bonuses and benefits are no longer enough. The great challenge of retention lies in how to ensure that the leaders who manage human groups have the same philosophy of treatment and feeling towards people and sincerely seek the development of their people.

Talent without borders

Today, with the implementation of remote work, it does not matter where an employee is located geographically or physically. Changes are being faced, and one of the main mistakes that companies are making is maintaining the same profile of years ago and not thinking about the talent required today due to fear of change. "Although the executives participating in the survey refer to and show their concern about the shortage of local talent (55%), it is time for companies to transform their recruitment strategy towards the search for global talent, i.e., aiming at talent without borders," said Ignacio Mealla of Vistage USA.

Digital attrition and hybrid work

The hybrid work mode was put into practice in the wake of the healthcare crisis. However, digital burnout and employee fatigue have been the main talent management challenge for American CEOs. Thirty-seven percent of the executives indicated that it would have a strong impact on their organization, while 70% said it would have a moderate impact.

For Lorena Ortiz Zevallos, CEO Tekton, over time, society has learned to organize its time around the personal and professional. In terms of organizational practices, companies are being forced to become more flexible in terms of remote and face-to-face work and seek to implement the best of both worlds. Work teams have strategic moments, such as planning, training, ideation, or brainstorming. A face-to-face meeting is very useful. The executive also comments that one of the main mistakes that should be avoided is to share meetings under a mixed model (face-to-face and virtual at the same time). Finally, companies should invest in tools that contribute to the optimal execution of hybrid work and have clear rules to avoid sub-cultures.

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