As an organization, the idea that the company chooses a candidate and he goes to work is no longer valid. Today, organizations have to seduce those they want to attract and then innovate to make them stay for several years. For this reason, it is important to know what things potential candidates are going to be evaluating and, as an organization, be open to making the necessary cultural changes to be attractive and be able to have that desired talent.
In my eyes, the priorities of Argentine candidates today, when choosing a company to work for, are:
- Compensation and salary adjustment policies
- Hybrid work and life balance
- Company reputation and organizational culture
- Professional development
- Who will be your leader and what team will you work with?
Unfortunately, given the country’s situation, today the first point that is put on the table is compensation and salary adjustment policy. That topic is currently a pass or no pass for obvious reasons. Due to the lack of certainty, it is difficult to contemplate a change without thinking about how this may affect your pocket.
Additionally, between comparable companies and roles, there are large pay gaps. When I carry out processes of hunting The compensation item ends up being broken down in an Excel spreadsheet that includes: monthly gross salary, last adjustment, pending adjustments, how often it is adjusted, if the compensation is in USD at what exchange rate, if a bonus is paid in Argentina or abroad , what is the bonus policy, when is it paid, how much do you lose if you leave during the summer (because bonuses are usually paid with March/April salaries). All of this makes compensation and packaging a potential obstacle overnight at any stage of the process. In fact, today the most attractive organizations are those that commit to updating salaries monthly based on an inflation index.
The second super relevant point is the policy of hybridity that the organization has. Very few staff professionals are willing to work in person. The most typical frequencies today are 2×3 or 3×2. Some technology companies can’t even attract digital collaborators to the office. They have had to make themselves totally flexible so as not to lose headcount relevant.
Strongly linked to hybridity is the work area, if you are going to go to the office. Those who live in the southern area prefer to work fairly close to their home and the center. But, very few are open to working 100% in person. Recently, someone who lives in Olivos told me that he was withdrawing from a process because it required him to go to the center twice a week and he was not willing. Even though it meant a great salary increase and challenge, he preferred to make him prevail. the balance of life.
The company reputation and culture They are central too. Candidates of all ages focus on the organization’s reputation in the labor market. Those organizations known for having more modern, agile, diverse cultures and with a focus on CSR prevail.
The organization’s ranking on Great Place to Work, for example, is important. As well as your reputation on Glassdoor. Candidates generally do research to find out the latest news about the companies in which they are participating in processes. Social networks are a great source of information.
He professional development It is aspirational for all generations. As most organizations want to attract innovative talent with a “knife between their teeth,” the organizations themselves have to be aware that this energetic talent needs to develop and grow. It is part of its essence. You achieve good results for the organization, but you are likely to learn and develop quickly. Therefore, the organization has to be able to create spaces and the appropriate context so that this talent can continue to grow internally. If they don’t succeed, they will surely look to do it elsewhere.
I remember a potential client telling me “everyone who comes in here has to be Messi.” My answer was in line with how to make all those Messis feel like they are growing and developing. “Don’t you get frustrated when everyone doesn’t get promoted? Because there is only one Messi. Is there room for everyone to grow?” I asked. He stared at me, clearly he didn’t hire my services because it was clear that he didn’t like my challenging question. Today she is no longer in the organization and neither are all those Messis. They lasted a short time, clearly the strategy was excessive.
Young guys want to move up every year. We all already know that. A friendly company hires young people with the idea that they stay for 18 months. During that time they are given a fast track race, they are trained, challenged and they grow. After 18 months they leave the company with an invitation to return in 2 years. It is set up that way and it is a strategy that works for them, and very well.
Who will be your leader and what team will you work with?, they always ask me what position the role reports to and what that person is like. Today the candidate also interviews those who interview him. He has changed the scene. They seek to get to know people during interviews and imagine if they see themselves working with them. If for some reason they don’t like something about whoever will be their leader, they quickly get out of the process. For this reason, it is important that leaders have a good reputation in the labor market.
The paradigms have totally changed. It is no longer just millennials and centennials who challenge the status quo. Baby boomers also value this new mindset where priorities have changed. It is a strategic checklist that each candidate makes, where all the variables have to be met and achieve a high score. I insist, it is essential to understand that today it is no longer just organizations that interview, candidates also interview those with whom they are going to work.
The focus of candidates when evaluating a new job proposal in 2024 will be on compensation, life balance and hybridity, reputation and organizational culture, professional development and the people with whom they will work
Sandra Olive is Managing Partner at Backer & Partners, specialized in executive search for Senior Management and Culture and Leadership Consulting.
by Sandra Olive
