The issue of disconnection between talent and SMEs can be addressed from the possibilities to compete for human capital, from the perception of talent over SMEs, from internal factors and also from external. But if there is a central conclusion that emerges from “Disconnected” of Pablo Orcinoli, is that the key to reverse this situation lies in a fundamental change: the Mindset of the SME businessman. It is not about applying a magical formula or copying models of large corporations, but about a deep reconfiguration of the way of thinking about talent, its value and how to integrate it into the business strategy. Three key questions to start the discussion are: 1) What do I want to count on talent in my organization? 2) To what extent this ISSUE form for the strategic agenda? 3) What context can I offer you to deliver the best performance and add value to the business?
The first necessary rudder is moving from a “spending” mentality to one of “investment” in talent. Of course, the context is often hostile and for many SME entrepreneurs, the hiring and development of personnel remain an expense, a fixed cost that must be minimized. The salary is requisit, the training is postponed, the impact of a bad work environment is ignored. Orcinoli question us from its pages that this vision is myopic and self -destructive. Talent is not a cost; It is the engine that drives innovation, efficiency and sustainable growth. Investing in the best, in their development, in an environment that enhances them, is to sow to harvest long -term competitiveness. This change of perspective is the foundation on which any successful strategy of attraction and loyalty is constructed.
Another crucial change is to stop seeing talent as a “replaceable resource” and start considering it a “strategic partner.” In the past, and even today in many companies, the vision was that “if it does not work, I get another.” In the current market, where talent is scarce and highly demanded, this mentality is a business suicide. The SME entrepreneur needs to understand that each professional who adds to his team is not only a workforce, but a mind, a source of ideas, a value driver. It implies listening, delegating, empowering and recognizing that the growth of the company is intrinsically linked to the growth of its collaborators. Even knowing that they can leave us, because that is the rule of the market. Talent does not look for a pattern, seeks space where you can contribute your best version.
The third big change of mindset is to move from an “operational and reactive” vision to a “strategic and proactive” in people management. Many SMEs only think of talent when an urgent vacancy arises or when there is a personnel problem. There is no future planning, an identification of medium and long -term talent needs, or a strategy to build an attractive organizational culture. The SME businessman must integrate the management of people into his strategic command board, at the same level as finance or sales. This means anticipating, defining profiles, developing employer brand programs (however basic), and constantly thinking how to generate an environment where talent not only wants to enter, but wants to stay and grow with the company.
In addition, it is imperative that the omnipotence of space to the “continuous apprentice” mentality. The SME businessman often is the founder, the visionary who built the company from scratch. This can generate resistance to accepting new ideas, to delegate or recognize that others may have better solutions. However, the world of talent is constantly evolving, with new expectations and new ways of working. The SME businessman must be willing to listen, to train, to open up to new perspectives and to understand that knowledge is distributed. This implies not only investing in the training of your team, but also in your own, keeping up to the trends in people and leadership management.
Finally, the most challenging mindset change may be to go from “fear of failure” to the “culture of experimentation and learning.” Many SMEs, due to their own nature and limitations of resources, are conservative. However, talent, especially that of the new generations, values the environments where it can be proven, where the error is a learning opportunity and where innovation is celebrated. The SME businessman needs to foster a culture of trust, where people feel safe when proposing
Orcinoli does not present magical solutions, but a call to action from the root. Mindset change is not an ornament; It is the change of culture on which SMEs can build their story and their value proposition in the competitive talent market. It is the helm that will allow them to stop being “disconnected” and start positioning themselves as a desired alternative for those professionals who are looking for a place where their potential is truly valued and developed. To show disconnection, when in a survey among 500 young people were consulted on the level of knowledge of the job offer in SMEs, the response was categorical. Nothing took 45.9%, little 54.1%, and much had 0%. These are results that should not surprise anyone, but that pose a starting point: 68.8% of the total said it is indistinct to work in a large or in an SME, 25% prefer a large company, while 6.2% a SME. Not badly here, at least in the papers.
by ma
