¿QUÉ ES EL TALENTO?

Especial capacidad intelectual o aptitud que una persona tiene para aprender las cosas con facilidad o para desarrollar con mucha habilidad una actividad.

TIPOS DE TALENTO

SOBRE EL LIBRO BLANCO TALENTO SENIOR de ADECCO Y SERES

ETIMOLOGÍA DE LA PALABRA TALENTO

¿QUÉ ES EL TALENTO? Se usa para definir la aptitud o capacidad de alguien para realizar una determinada actividad. Un persona es talentosa, o lo que es lo mismo "es avezada" o "tienen gran pericia". Especial capacidad intelectual o aptitud que una persona tiene para aprender las cosas con facilidad o para desarrollar con mucha habilidad una actividad.

¿Cómo dejar que se desarrolle el talento?

¿DE DÓNDE VIENE EL TALENTO?

El talento: la verdadera historia, de Grecia a nuestros días- noviembre 3, 2020

Los inicios del talento: la antigua Grecia La palabra talento proviene del latín talemtum, previamente heredado del griego antiguo y el significado es “plato de balanza”. Todos conocemos la balanza o libra del equilibrio, que sirve para medir el peso de dos elementos.

Ese plato que sostiene el peso del elemento es el talento. Por tanto, podemos decir, que el talento mide el peso y el valor de un elemento, y lo sostiene. A partir de ahí, este término se utilizó para designar también una antigua unidad de medida monetaria griega. ¡Ojo! No es una moneda, si no una forma de medir el valor. Consistía en el valor de una ánfora llena de agua (algunos estudios dicen que llegaba a pesar alrededor de 34 kilogramos).

Recordemos que anteriormente, la unidad para realizar transacciones comerciales era la sal. Cuanto más sal tenías, más “rico” eras (y podemos decir también que más “salado”). Igualmente, esta unidad de medida no era exclusivamente griega, ya que existían antecedentes en Babilonia y Egipto.

Además de estas referencias de la Edad Antigua, existe una clara referencia al talento en las parábolas de Jesús. Se trataba de enseñanzas interpretadas en breves narraciones en tres de los evangelios del Nuevo Testamento. De esta interpretación se extraen los significados de “inteligencia” y “aptitud”.

El talento a lo largo de la historia A raíz de las parábolas de Jesús, el significado del término talento se ha asociado a la inteligencia y aptitud, dejando de lado lo relacionado con la unidad monetaria. Pero ¡atención! no relacionado con el valor. Esta última acepción todavía se registra en el diccionario de la RAE.

Tras estas dos vertientes iniciales (inteligencia y/o aptitud), se comenzó a ampliar el término con otras acepciones. La más común: la suma de conceptos reunidos en un mismo término. Habilidad de saber hacer, capacidad de poderlo hacer, actitud de quererlo hacer y que las circunstancias lo permitan. A partir de ello, profesionales y académicos comenzaron a trabajar sobre el concepto, tratando cuestiones base como:

¿Es el talento innato? La respuesta es sí, todos tenemos talento, pero lo cierto es que no tenemos la capacidad de desarrollarlo en todas las áreas.

¿Es tener talento igual a tener éxito? Para ello, Pilar Jericó traza un círculo de tres variables que caminan hacia el éxito. Estas tres variables son:

Capacidad: Poder, ser capaz de realizar una acción o desarrollar una tarea. Compromiso: Quiero hacerlo, tengo voluntad y vocación para ello. Acción: Lo desarrollo, lo trabajo y actúo. La suma de estas tres variables explotadas y gestionadas correctamente caminan claramente hacia el éxito.

¿Quieres saber más sobre la historia? José Luis Pérez Plá es el Responsable de la Escuela de Excelencia Comercial de Telefónica en Cegos. En la pasada edición de Talentia Summit, ha compartido una interesante conferencia en la que repasa la historia del término y la percepción en la actualidad.

BARÓN MÜNCHHAUSEN El Talento: de una moneda griega a… ¿un cuento chino? 29 MARZO, 2016 http://pelloyaben.com/el-talento-de-una-moneda-griega-a-un-cuento-chino/

Hay dos maneras radicalmente opuestas de entender el talento, y dentro de ese margen se ubica toda la cromática imaginable. Puede ser considerado como un bien escaso o como un bien masivo, es decir, como una cualidad de unos pocos que alcanzan lo que casi nadie, o una cualidad extendida en todos y que a nadie deja al margen.

En el escenario más huraño, el talento en las organizaciones es casi coto cerrado y debiera ajustar la nominación de sus héroes a su linaje dejando atrás la mediocridad del apellido para que, por ejemplo, José Gómez se convierta en José X de Tecnología, o Fernando Razquin en Fernando VIII de Finanzas, o Miguel Ruiz en Miguel IV de Marketing o Elena Jiménez en Elena III de Estrategia, todos ellos monarcas y regidores de un país de la pura palabrería.

En la segunda opción, la generosa, las empresas abren las fronteras y todos pueden aspirar a la excelencia. Y así nos encontramos con el camarada José elRedes, que es camarada de Fernando el Dineros, de Miguel el Marketa, y de la camarada Elena la Estratega. Todos iguales, todos parte, todos suman.

¿Cuál es el precio a pagar en cualquiera de las opciones extremas? En la primera sacrificamos a la muchedumbre; en la segunda, frivolizamos el aporte. En las empresas no hablamos de TALENTO, sino de VALÍA, cuando hablamos del comportamiento destacable. El talento es, desde mi punto de vista, una cualidad humana tremendamente democratizada, un aspecto identificativo de cada persona y que ilustra la capacidad de todo ser humano de ser mejor y mejorar. Y la bondad y la ética son cualidades ligadas al talento. Es más, no concibo éste sin aquéllas.

Sin embargo, la valía, además de no tener parentesco alguno con la ética o la bondad, nace del encuentro entre una habilidad y una necesidad que aquélla sacia con éxito. Y no se anda con remilgos la valía: si sirve para desforestar el Amazonas, contratada; si va de vender armas, ¡adelante! Revisar nuestra querida red profesional Linkedin y ver que miles de profesionales exhiben sus logros de dudoso prestigio resulta cuanto menos llamativo.

Como les ocurre a otras palabras en cuanto toman contacto con el medio organizacional, el concepto talento se ha corrompido hasta el punto de embarrarse en un camino sin retorno (de la inversión), y me temo que esta palabra, que en sus orígenes fue una moneda griega, puede convirtiéndose en las organizaciones en un cuento chino.

Reconozco la osadía de mis apreciaciones, pero me resulta difícil negar la realidad en la que se convierte en ocasiones la gestión del talento en las empresas. La controversia y la puesta en cuestión de los arquetipos predominantes es una manera de evolucionar que sólo puede beneficiar al futuro de las organizaciones.

LIBRO BLANCO DE MEJORES PRÁCTICAS

MAPEO DEL TALENTO SENIOR- MAPFRE ESPAÑA-

GUÍA DEL EMPRENDIMIENTO SENIOR- FUNDACIÓN MAPFRE

TALENTO SIN ETIQUETAS

COMO APROVECHAR EL TALENTO SENIOR EN ESPAÑA

para America Latina - Salesforce / Jeronimo Cello Zambrano - Asuntos de Ciudadanía Corporativa - Accenture / Agustin Batto - Fundador - Eidos / Jorge Cella - Director Regional - Microsoft / Ana Caro Corbelle - Directora Ejecutiva - Diagonal

En ese nuevo “ambiente cultural” la empresa necesita identificar los sets de habilidades de sus colaboradores, así como las capacidades de las que carecen o necesitan perfeccionar.

TALENTO SENIOR Y EMPRESAS

10 propuestas para mejorar la productividad y el rendimiento El impacto de la learnability en la estrategia del negocio 10 estrategias que motivan a los empleados Las empresas ganadoras de los VII Premios a la Gestión de la Diversidad Las 10 grandes tendencias de Recursos Humanos en 2021 Transformar la cultura empresarial y gestionar el talento digital, retos de RRHH en la postpandemia Las diez cualidades más valoradas por los seleccionadores de personal Telefónica Tech y Goodjob, por la inserción laboral de personas con discapacidad Beam Suntory firma el Charter de la Diversidad La inclusión de mujeres discapacitadas en el mercado beneficiaría al PIB español NOTICIAS

Talento Senior, un valor en alza Las empresas quieren captar y retener a los profesionales con más expertise

Extensive Experience Older candidates often bring a wealth of knowledge and experience to the table. They have likely spent many years in their respective fields, acquiring valuable skills and insights along the way. This experience can translate into better decision-making, and problem-solving abilities, and the ability to mentor and guide younger team members.

Professionalism and Maturity Older candidates often possess a higher level of professionalism and maturity. They have typically encountered various work situations and have developed strong interpersonal skills. Their ability to navigate complex workplace dynamics and handle conflicts effectively can contribute to a more harmonious and productive work environment.

Stability and Commitment Older candidates tend to exhibit greater stability and commitment to their careers. They have often established a solid track record of loyalty and longevity in previous roles, which can be indicative of their dedication and reliability. Hiring individuals who are committed to staying with your company long-term can help reduce turnover and maintain a stable workforce, improve morale, and foster strong company culture.

Strong Work Ethic Older candidates are often associated with a strong work ethic. Having grown up in a different era, they may have been exposed to different work values and principles, such as loyalty, perseverance, and a focus on quality. This work ethic can translate into consistent productivity and a dedication to delivering results.

Diverse Perspectives Age diversity in the workplace brings a range of perspectives and ideas. Older candidates can offer insights based on their unique experiences, which can complement the perspectives of younger team members. This diversity of thought can foster creativity, innovation, and better decision-making within the organization.

Mentoring and Knowledge Transfer Older candidates can serve as mentors and provide guidance to younger employees. Their experience and wisdom can help nurture the talent within your organization and contribute to the professional growth of your team members. Mentoring relationships can also facilitate the transfer of specialized knowledge and skills, benefiting the company as a whole.

Our Advice When Recruiting And Hiring Older Candidates As a diversity, equity, and inclusion (DEI) organization we counsel clients to:

Be aware of your own unconscious bias Don’t make assumptions about candidates We use data when discussing target candidate profiles with clients. For example, research indicates that multigenerational workforces are not only more productive but have less turnover than those without age diversity

NO ES EDADISMO ES ECONOMÍA

So I’m sharing my response because I’m certain there are others in the same boat out here in LinkedIn Land who need to see this.

Job search struggles are everywhere. It’s not fun for anyone.

But before you go blaming age discrimination for radio silence from executive recruiters and hiring managers, ask yourself these three questions…

𝟭) 𝗪𝗵𝗲𝗻 𝘄𝗮𝘀 𝘁𝗵𝗲 𝗹𝗮𝘀𝘁 𝘁𝗶𝗺𝗲 𝘆𝗼𝘂 𝘀𝗲𝗮𝗿𝗰𝗵𝗲𝗱?

It’s the first time many have searched in ~7-15 years… sometimes more. If you’re searching the same way you did last time, that’s a problem.

𝟮) 𝗪𝗵𝗮𝘁 𝘄𝗲𝗿𝗲 𝘆𝗼𝘂𝗿 𝘀𝗮𝗹𝗮𝗿𝘆 𝗲𝘅𝗽𝗲𝗰𝘁𝗮𝘁𝗶𝗼𝗻𝘀 𝘁𝗵𝗲 𝗹𝗮𝘀𝘁 𝘁𝗶𝗺𝗲 𝘆𝗼𝘂 𝗹𝗼𝗼𝗸𝗲𝗱 𝗳𝗼𝗿 𝗮 𝗷𝗼𝗯?

Most wanted less money the last time than they do now.

There are simply more jobs available at a lower salary than there are at a higher salary… and just as many senior-level candidates competing for those fewer jobs.

Too many exec job seekers don’t realize this economic reality.

𝟯) 𝗔𝗿𝗲 𝘆𝗼𝘂 𝘄𝗶𝗹𝗹𝗶𝗻𝗴 𝘁𝗼 𝘄𝗼𝗿𝗸 𝗹𝗼𝗻𝗴 𝗵𝗼𝘂𝗿𝘀 𝗼𝗿 𝘁𝗮𝗸𝗲 𝗮 𝗽𝗮𝘆 𝗰𝘂𝘁 𝘁𝗼 𝗹𝗮𝗻𝗱 𝘁𝗵𝗲 𝗷𝗼𝗯 𝘆𝗼𝘂 𝘄𝗮𝗻𝘁?

Many aren’t willing to do this… which I totally understand.

You’ve worked 20+ years and have earned where you are now.

You earned a higher salary and the ability to work smart—where you work less time to achieve what someone with less experience will accomplish in more time than you, due to your experience.

And if a company doesn’t appreciate that, then it may not be for you.

I get it.

But it’s not ageism. It’s economics.

If a company only has a budget of X and you need X + Y to work there, the company has the choice to take the candidate that only wants X.

So these are some of the reasons why it’s harder to do a job search when you are older that have nothing to do with ageism:

➡️ 𝙔𝙤𝙪 𝙬𝙤𝙣’𝙩 𝙩𝙖𝙠𝙚 𝙡𝙚𝙨𝙨 𝙢𝙤𝙣𝙚𝙮

➡️ 𝙔𝙤𝙪 𝙙𝙤𝙣’𝙩 𝙬𝙖𝙣𝙩 𝙩𝙤 𝙬𝙤𝙧𝙠 12-𝙝𝙤𝙪𝙧 𝙙𝙖𝙮𝙨

➡️ 𝙇𝙚𝙨𝙨 𝙨𝙚𝙣𝙞𝙤𝙧-𝙡𝙚𝙫𝙚𝙡 𝙥𝙤𝙨𝙞𝙩𝙞𝙤𝙣𝙨 𝙖𝙫𝙖𝙞𝙡𝙖𝙗𝙡𝙚 𝙩𝙝𝙖𝙣 𝙚𝙣𝙩𝙧𝙮-𝙡𝙚𝙫𝙚𝙡 𝙤𝙧 𝙢𝙞𝙙𝙙𝙡𝙚 𝙢𝙖𝙣𝙖𝙜𝙚𝙢𝙚𝙣𝙩 𝙧𝙤𝙡𝙚𝙨

➡️ 𝙔𝙤𝙪’𝙧𝙚 𝙡𝙚𝙨𝙨 𝙛𝙡𝙚𝙭𝙞𝙗𝙡𝙚—𝙮𝙤𝙪’𝙫𝙚 𝙖𝙡𝙧𝙚𝙖𝙙𝙮 𝙥𝙖𝙞𝙙 𝙮𝙤𝙪𝙧 𝙙𝙪𝙚𝙨

This isn’t bad news. It is what it is.

But it’s not ageism.

If you chose to take less money or work longer hours or take a step or two back where there are more jobs available, you might have better success.

But it will be a success you don’t want.

So the key is to get more competitive.

If you’re ready to step up, stop the ageism blame game, and get hired, check out my eManual that shows you how to do just that: https://lnkd.in/gqnJu9Pd

Am I being too harsh here? I welcome your comments.

#ageism #leadership #executivesearch #jobsearch #gethired

HROD leader with extensive transformation experience and bottom-line results | Strategy & Execution | Employee Experience | Culture Shaping | Organizational Alignment 3d (edited) This is an excellent explanation Lisa Rangel. The past several years have been uncharacteristically challenging, and the competition is fierce, for the best leadership roles. Perhaps one of the most novel flexibility challenges for your clients was the massive swing from a bias for working at an office, then being able to work from anywhere, and now a much greater sentiment again for working in an office. Regardless of how the social media debates turn out, if you’re interviewing for a role where the leadership team expects you to be more personally present than you prefer, then the philosophical arguments end. Do you want this job or not? If you turn it down, then your job search process may extend for several more months.

s 2 Replies on Richard T.’s comment See profile for Lisa Rangel Lisa Rangel Author Executive Resume Writer endorsed by Recruiters ■ Executive Resume Writing Service ■ Ex-Executive Search Recruiter ■ M.E.T.A. Job Landing System Creator ■ See LinkedIn Recos ■ Master Reframer ■ Believer in the Underdog 2d Such a great reply Richard T. Thank you for taking the time. There are often so many factors involved!! And in the end, we have to ask ourselves, even when we are rejected, would we have wanted that?

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Reply See profile for Dana Delaney Dana Delaney

Project Manager Professional, Lifelong Learner, Results Focused 18h Lisa Rangel I decided that I dodged a bullet when I was not offered the job I interviewed for. It would not have been a good fit, even though it seemed like it through interview round 2.

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Reply See profile for Barry Forward, PCC, CEC Barry Forward, PCC, CEC

Get Promoted Leadership Coach 3d This is so often left out of the conversation when it comes to ageism. Who wouldn’t rather hire (pay) 1/2 price (or some lower amount) for the same skillset and value proposition?

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Reply 2 Replies 2 Replies on Barry Forward, PCC, CEC’s comment See profile for Lisa Rangel Lisa Rangel Author Executive Resume Writer endorsed by Recruiters ■ Executive Resume Writing Service ■ Ex-Executive Search Recruiter ■ M.E.T.A. Job Landing System Creator ■ See LinkedIn Recos ■ Master Reframer ■ Believer in the Underdog 2d (edited) Exactly Barry Forward, PCC, CEC I mean it’s a tough pill to swallow but this is reality. I often tell clients that they are buying groceries at Walmart instead of a boutique, local food store to save money. If they don’t appreciate the experience the local food store is offering, then they don’t need to pay for it.

You have to market differently as a local boutique food store and can’t compete on price if you are going to make it.

Same with experienced job seekers. It’s on the job seeker to explain why it’s important to invest in them at a higher price point.

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Reply See profile for Frances Blosser Frances Blosser

Quality Engineer-Manufacturing Quality Problem Solver. AAS in Manufacturing Management, ASQ Certified Supplier Quality Professional, QA, ASQ Certified Quality Inspector 2d Only thing is: at "1/2 price or some lower amount" you will NOT get the same skillset OR value proposition. I had a boss that thought that way. I ran the Quality department, set up the Quality system and got it certified to ISO 9001, oversaw the transfer and re-qualification of our equipment to a new larger location. The company owner came in one day and introduced "Andy" as "my new assistant". I showed him the ropes, just a normal Monday. "Andy" went to lunch but didn't come back to work. One of the operators told me he said he was going to go ask for his old job back at another company. "Andy" was supposed to be my cheaper replacement, but there was "too much work to do" at this job. You usually get what you pay for.

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Reply See profile for Cody Beck Cody Beck

Community Manager at BeConfident.io 3d Thank you for sharing your insights on job search struggles. It's important to adapt and change our search strategies, especially when looking for a job after being off the market for a decade or more. I agree that blaming ageism may not always be the solution, and it's essential to understand the economic reality of the job market. Your eManual on getting more competitive sounds like a useful resource for job interview practice. #jobsearch #gethired #leadership 💼🔍 …see more

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Reply 2 Replies 2 Replies on Cody Beck’s comment See profile for Lisa Rangel Lisa Rangel Author Executive Resume Writer endorsed by Recruiters ■ Executive Resume Writing Service ■ Ex-Executive Search Recruiter ■ M.E.T.A. Job Landing System Creator ■ See LinkedIn Recos ■ Master Reframer ■ Believer in the Underdog 2d Thank you, Cody. Certainly ageism exists and is always wrong. And we can only control what we can control. So might as well focus on what we can control. Thank you for the ebook mention!

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Reply See profile for Michael Reese Michael Reese

Retired - Former Vice President - Analytics Business Execution Wells Fargo Advisors 13h Lisa Rangel are you seriously suggesting we cannot control compliance with applicable US law?

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Reply See profile for Shelley Piedmont, SPHR, SHRM-SCPStatus is online Shelley Piedmont, SPHR, SHRM-SCP

🧭 You Can Thrive And Not Just Survive At Work 🧭 Career Coach & Former Recruiter 🧭 YouMap® Coach (Career Clarity) 🧭 Job Search Strategy🧭 Interview Prep 🧭 LinkedIn Profiles 🧭 Resume Strategy 🍵 Powered By Green Tea 3d I find it interesting, Lisa Rangel, that many of these same executives were making the same calculations when they were hiring others. Ask them if they hired someone more junior because they were cheaper. I am betting more than a few hands will be raised.

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Reply 3 Replies 3 Replies on Shelley Piedmont, SPHR, SHRM-SCP’s comment Load previous repliesLoad previous replies on Shelley Piedmont, SPHR, SHRM-SCP’s comment See profile for Lisa Rangel Lisa Rangel Author Executive Resume Writer endorsed by Recruiters ■ Executive Resume Writing Service ■ Ex-Executive Search Recruiter ■ M.E.T.A. Job Landing System Creator ■ See LinkedIn Recos ■ Master Reframer ■ Believer in the Underdog 2d Bingo!!

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Reply See profile for Mark Toscano Mark Toscano

Executive Recruiter - Retained Search 4d Lisa Rangel, as usual, nailed it!

If you are a more senior level job seeker, these really are your circumstances and options right now. So approach your search by being honest with yourself about what you are willing to do/accept.

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Reply 4 Replies 4 Replies on Mark Toscano’s comment Load previous repliesLoad previous replies on Mark Toscano’s comment See profile for Lisa Rangel Lisa Rangel Author Executive Resume Writer endorsed by Recruiters ■ Executive Resume Writing Service ■ Ex-Executive Search Recruiter ■ M.E.T.A. Job Landing System Creator ■ See LinkedIn Recos ■ Master Reframer ■ Believer in the Underdog 2d Glad you think so 😉

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Reply See profile for Ed Han Ed Han

Talent Acquisition 👉𝐆𝐞𝐞𝐤👈 | Job-Hunt.org Contributor | JobSeeker Ally | I'm not active on LinkedIn: I'm 𝐡𝐲𝐩𝐞𝐫active! | Wordsmith | Recruiter at Cenlar FSB | Hiring for IT roles in the 19067 & 08618 ZIP codes! 4d This is as usual insightful and carefully, expertly explained Lisa.

Too harsh? Absolutely not. You a a truth teller. Sometimes truths are unwelcome, but this doesn't change the fact that they are needed, especially by those least wanting to hear them.

I was particularly struck by this:

"If you chose to take less money or work longer hours or take a step or two back where there are more jobs available, you might have better success.

But it will be a success you don’t want."

There's an old saying: pick your battles. Be selective about the battles you choose to fight because you can still win the battle but lose the war. …see more

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Reply 1 Reply 1 Comment on Ed Han’s comment See profile for Lisa Rangel Lisa Rangel Author Executive Resume Writer endorsed by Recruiters ■ Executive Resume Writing Service ■ Ex-Executive Search Recruiter ■ M.E.T.A. Job Landing System Creator ■ See LinkedIn Recos ■ Master Reframer ■ Believer in the Underdog 3d Pick our battles, indeed, Ed! Older generations criticize younger generations for assuming people will just accept their needs as they are…seems like older generations are doing similar things. 😉. Ww always have to ve cognizant of our positioning and value. Always. It doesn’t go away simply because we have “25 years of experience”. …see more

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Reply See profile for Michelle Pecak Michelle Pecak

COO | Advisory Board | CHIEF Founding Member | ACS ResearcHERS 4d (edited) Well said Lisa Rangel !! There is a level of flexibility desired and I also the level of mental exertion we give at the executive level needs that space to breathe, walk away, decompress…. It’s often strategic thinking that needs brain power!! We don’t have copy/paste Repetitive tasks.

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Reply 3 Replies 3 Replies on Michelle Pecak’s comment Load previous repliesLoad previous replies on Michelle Pecak’s comment See profile for Lisa Rangel Lisa Rangel Author Executive Resume Writer endorsed by Recruiters ■ Executive Resume Writing Service ■ Ex-Executive Search Recruiter ■ M.E.T.A. Job Landing System Creator ■ See LinkedIn Recos ■ Master Reframer ■ Believer in the Underdog 3d Amen….excellent addition to say “away from a computer”. 100%!!

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Reply See profile for Anne Donovan, SPHR, SHRM-SCP Anne Donovan, SPHR, SHRM-SCP

Does employee turnover keep you up at night? Does employee churn make you pull your hair out? I help companies develop retention strategies to stop the churn and create environments where people want to work. 4d Great insights Lisa. Thank you for sharing these. Conducting a job search takes a lot of self reflection and reassessment of personal needs and wants. The job search game has changed dramatically in the past few years because the world of work has changed dramatically.

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Reply 2 Replies 2 Replies on Anne Donovan, SPHR, SHRM-SCP’s comment See profile for Lisa Rangel Lisa Rangel Author Executive Resume Writer endorsed by Recruiters ■ Executive Resume Writing Service ■ Ex-Executive Search Recruiter ■ M.E.T.A. Job Landing System Creator ■ See LinkedIn Recos ■ Master Reframer ■ Believer in the Underdog 3d So true. Job search has changed not only as a process…but how we job searched when we were less experienced has changed now that we are more experienced. Can’t use the same tools/tactics and when they don’t work … call it ageism. Nope!!

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Reply See profile for Anne Donovan, SPHR, SHRM-SCP Anne Donovan, SPHR, SHRM-SCP

Does employee turnover keep you up at night? Does employee churn make you pull your hair out? I help companies develop retention strategies to stop the churn and create environments where people want to work. 3d You are so right-employers have had to evolve their ways because the world of work is definitely different. And by labeling something, like ageism, isn't going to help-we need to evolve the way we do things and how we job search.

Lisa, I am a huge fan of your posts-you drop some much-needed knowledge. …see more

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Reply See profile for Marti Konstant, MBA Marti Konstant, MBA

Workplace Futurist | Keynote Speaker | Workshop Leader | Future of Work | Coined Career Agility | Spidey Sense for Emerging Trends | Agility Analyst | Author 4d Thorough post on an enlightening reality. Economic realities are visible when you take the time to notice Lisa Rangel. What you are referring to in terms of potential incorrect assumptions is the availability bias - "The availability bias is a type of cognitive bias that helps us make fast, but sometimes incorrect, assessments. It involves relying on information that comes to mind quickly or is most available to us." …see more

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Reply 1 Reply 1 Comment on Marti Konstant, MBA’s comment See profile for Lisa Rangel Lisa Rangel Author Executive Resume Writer endorsed by Recruiters ■ Executive Resume Writing Service ■ Ex-Executive Search Recruiter ■ M.E.T.A. Job Landing System Creator ■ See LinkedIn Recos ■ Master Reframer ■ Believer in the Underdog 4d This is so true Marti Konstant, MBA and I didn’t realize there was a name for it. #learning and not only are excuses often “most available” to us, but they are given power and these are things we can’t control … but we can control the things we can. Thanks for the insight!!

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Reply See profile for Arthur Hughes Arthur Hughes

Career Transition & Job Search Advisor🔹Targeted Executive Search🔹Mentor & Advocate🔹Teaching Faculty 🌟 Former Procurement Executive 🌟 𝐎𝐥𝐝 𝐤𝐞𝐲𝐬 𝐰𝐢𝐥𝐥 𝐧𝐞𝐯𝐞𝐫 𝐨𝐩𝐞𝐧 𝐧𝐞𝐰 𝐝𝐨𝐨𝐫𝐬! 3d Lisa, excellent article. Harsh? Maybe it's more like tough love!

The reality is that the job search for executives (I was one before my 2nd career) is not what it used to be, and the economic realities of today are ever-present in the minds of the senior leadership teams of most businesses.

Your selected points are also valuable for perspective, and patience is required. …see more

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Reply 1 Reply 1 Comment on Arthur Hughes’ comment See profile for Lisa Rangel Lisa Rangel Author Executive Resume Writer endorsed by Recruiters ■ Executive Resume Writing Service ■ Ex-Executive Search Recruiter ■ M.E.T.A. Job Landing System Creator ■ See LinkedIn Recos ■ Master Reframer ■ Believer in the Underdog 2d Patience and proper positioning 😉. Well said!

Encuentro de capacitación y práctica en herramientas digitales de la vida diaria (Gmail, WhatsApp, Instagram, código QR, inclusión bancaria, Mercado Pago, etc.), cuyos conocimientos serán reforzados mediante tutoriales. Es indispensable que la persona mayor participe con su celular.

- Aprende a usar

- Aprende a cuidarte en el mundo digital

- Educación financiera

Módulo 2. Protección de Derechos - prevención de abuso y maltrato La capacitación consiste en prevenir el maltrato y el abuso hacia las personas mayores, buscando sensibilizar y concientizar a los participantes sobre la importancia de la temática, mientras que se asesorará sobre la detección y actuación ante un caso de violencia.

Contenidos - Objetivos y canales de ingresos de casos.

- Ley 5420 de prevención y protección integral contra el abuso y maltrato de adultos mayores

- Tipologías y modalidades tipificadas en la ley

- Valoración del riesgo

- Estrategias de intervención

- Acceso a la justicia

Módulo 3. Ciudad Amigable con las PM - vivienda cómoda, segura y sostenible Las ciudades amigables son ciudades integradas que se adaptan para favorecer el envejecimiento activo optimizando las oportunidades y fomentando políticas que mejoren la calidad de vida de las personas mayores.

Contenidos - Asesoramiento para adaptación de viviendas

- Recomendaciones para vivir en forma segura

- Asesoramiento financiero para reducir costos en modificaciones

Módulo 4. Liderazgo y cuidados - liderazgo de excelencia - autocuidados El ciclo de formación Grandes Líderes busca empoderar a las personas mayores para que sean protagonistas dentro de su comunidad. Con este módulo, se busca desarrollar habilidades de liderazgo y trabajo en equipo que contribuyan eficazmente al logro de los objetivos que se les plantean en la vida cotidiana.

Contenidos - De la exigencia a la excelencia

- El habla del Líder

- La escucha del Líder

- Liderazgo emocional

EL EMPRENDEDURISMO Y EL TALENTO SENIOR- PREMIO ENTRECANOS MÉXICO

TALENTO SENIOR EN PERÚ

- Alejandra Martínez Boluda, bicg's General Director. This year I have changed to a new decade, moving closer to what is increasingly known as “senior talent”, although I don’t really feel that the adjective represents me.

I am a senior in my organisation because of my expertise, responsibility and years of association with the firm, but I don’t feel I share the prejudices that surround this age group that I am approaching.

Spain has less than 20% of the population over the age of 55 in active employment. This is below the OECD average and well below countries such as Japan or New Zealand. Existing policies do not encourage the Spanish population to remain active after retirement age, nor do they encourage companies to undergo an organisational transformation.

And the reality is that the Spanish (and European) population is ageing, with the mortality age above 79 in the case of men and 85 in the case of women, with the lowest birth rates in history, with no capacity to renew the generation as less than two children are born for every couple, and with a prolongation of the educational period, the reality is that extending working life seems inevitable and even beneficial.

This is in direct contrast to the policies that have been pursued over the last few decades in which organisations have emphasised a gradual rejuvenation of their workforces. However, this is no longer sustainable.

There are many myths about more experienced talent. And probably for some roles such as the presidency of a country (see Biden or Trump) it is even healthy to hand over the position to a younger and more empowered person who is able to tackle such a challenging objective. However, we need that hands-on experience, probably from a different angle. The reality on the contrary is that numerous studies show clear benefits of keeping the most senior talent in our organisations active, for example:

Productivity improvements: One study (Carta et al., 2021; Jäger and Heining, 2019; OECD, 2020; Sauvagnat and Schivardi, 2020) analyses the positive impact of generational diversity on productivity by creating synergies between younger and more experienced professionals. The effect is bidirectional, with both younger people accelerating their learning and older people showing better productivity outcomes. GDP growth: The employment rate of the population aged 65 and over in Spain is 3.3%, compared to 15.5% in the OECD (19.2% in Sweden). Moreover, Spain’s per capita income would increase by between 3.8% and 5.7% if the employment rate of the population aged 65 and over converged to the OECD average (BBVA Research Institute). Sustainability of the welfare state: In the absence of major reforms, public spending on pensions could be close to 17% of GDP by mid-century (De la Fuente et al., 2020). The contributory deficit of the pension system in 2021 already amounted to 2.2% of GDP and projections point to an increase of several additional points (Devesa and Doménech, 2022). Improved cognitive functioning: scientific studies such as Lupton et al., 2009; Hale et al., 2021, find that extending working life favours cognitive development, thus protects the population against deterioration such as dementia or Alzheimer’s disease. Delaying retirement has also been shown to positively impact mortality for professionals who do not have physical or psycho-emotional burdens. The future of work and flexibility for senior talent And culturally, are we ready to overcome age barriers? Do we want a cultural transformation? According to the graph below from an OECD study on discrimination in the last 5 years, the main reason why respondents felt discriminated against was their age after the age of 50.

In addition, according to the study conducted by the Santa Lucia Institute, professionals do not have corporate policies in place for the development, promotion and selection of senior talent.

What underlies this new reality is that the increase in longevity will mean that careers will no longer be linear (study-work-retirement). As Lynda Gratton and Andrew Scott put it in their book The New Long Life: A Framework for Flourishing in a Changing World, there will be a restructuring of working careers away from linearity to multiple stages of learning, work and breaks. A person’s career may last more than 60 years, requiring constant updating of skills through continuous learning (technological changes will not be relentless).

Strategies to foster collaboration between generations At bicg, we work on this generational integration, creating dynamic work ecosystems where we look in depth at different areas linked to culture, technology, work processes and spaces.

First, we develop intergenerational capabilities to facilitate multigenerational work and create organisational cultures that foster cooperation. Each generation will have different perspectives, skills and expectations. And all of them will enrich the work, leading to better business results. Professionals from different hierarchical levels, expertise or any other kind of background are brought closer together. Work is carried out in collaborative teams and knowledge is prioritised, helping the most senior to have a differential value in the teams and the youngest talent to learn more quickly, with the ‘vision’ of the young also being important to favour the open-mindedness of the most experienced. While the advance of artificial intelligence and automation will transform the roles of professionals, human skills (creativity, empathy, leadership) will remain valuable. Flexibility is favoured in all possible aspects, creating ecosystems in which any self-managed professional, within the rules of the game, can reconcile other aspects of his or her life, including organisational models in which not all professionals work full-time or have a sole employment relationship. The concept of rigid work (9 to 5) will become less common. We will see an increase in flexibility in both location and working hours, allowing people to better manage their personal and professional lives over a longer life. Physical spaces have a positive impact on physical well-being, regardless of age, but that becomes more important over time. In a prolonged working life, a sense of purpose and well-being will be essential to avoid burnout. Companies will need to take a more holistic view of the employee, supporting not only their professional development, but also their physical and mental well-being. Leadership becomes a flexible role, not always held by the same person. It is led from different spheres, by function, by decision making, by influence, etc. This means that it is familiar to find teams in which a more senior figure is not responsible for the work, being led by a younger profile, and on other occasions it is the other way round. We believe that, in order to create more diverse environments of any kind, organisations need to move towards more collaborative, flexible and open ways of working. To thrive in this changing world, both individuals and companies must embrace change, continuous learning and greater flexibility.

Are you ready to drive generational integration in your company?

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EnciclopediaRelacionalDinamica: TalentoSenior (última edición 2024-10-15 21:49:41 efectuada por MercedesJones)