The pandemic transformed the priorities of organizations in Latin America and the world. PageGroup -company dedicated to the specialized recruitment of professionals- with the aim of knowing how companies in this new context are visualizing the labor market and facing the demand for hybrid talents -profiles with a balance between soft and hard skills-, carried out a study with presidents, vice presidents, directors and general managers of Colombia, Argentina, Brazil, Chile, Mexico and Peru, which shows the transformation and creation of new profiles and new skills that will allow companies to navigate uncertainty .
(Colombia is in debt in the Global Talent Index).
“In Latin America, before the pandemic, the recruitment models were already migrating towards the search for strong talents in soft skills that could respond to the new dynamics of teams and the labor market that had been adapting to the digital revolution. Covid-19 accelerated the need for organizations to hire or develop hybrid talents that are comprehensively competitive in a highly virtualized scenario “, expressed Beltrán Benjumea, Managing Director of PageGroup Colombia.
FLEXIBILITY, AN ALTERNATIVE TO INCORPORATE HYBRID TALENTS
According to the most recent study carried out by PageGroup, 55% of the companies in the region are finding an alternative temporarily to speed up the achievement of profiles that provide strong soft skills and technical competencies without impacting costs.
(Talent ecosystems, keys for companies in times of pandemic).
The reach of so many technological tools has allowed the economic paralysis to be less abrupt and that, as the quarantines are extended or made more flexible, companies find a way to continue operating until they reach 100% capacity.
In this sense, flexible work models have greater relevance, something unprecedented, since part of the change management that must be promoted from the human resources areas is to leave the traditional hiring models and innovate and adapt mixed models that allow For companies to have multidisciplinary teams and hybrid talents for defined periods of time or for specific projects to achieve the objectives, without this representing a wear and tear in talent turnover and volatility.
When consulting with executives in the region about the advantages of having hybrid talents in organizations, they stated:
• Better cope with moments of crisis and uncertainty (78.7%)
• Obtain better economic results (65%)
• Achieve synergies between the company’s areas (62%)
• Promote business innovation (38.8%)
• Have better customer service (33%)
• Adopt new technologies (7%)
INCREASE IN DEMAND FOR SOFT SKILLS
The pandemic accelerated the future of work at a dizzying speed, 90% of executives in the region affirm in a forceful way that the current situation has increased the demand for profiles with strong soft skills such as leadership, motivation and emotional intelligence. Since they become essential to keep teams inspired and focused on continuing to perform with high performance.
In Colombia, the soft skills most valued by business leaders are: teamwork (50%), assertive communication (29.3%) and emotional intelligence (25.9%). On the other hand, the technical skills that are considered by executives as the most relevant are:
• Bilingualism or trilingualism (36.8%)
• Data processing (32.8%)
• Statistical analysis (32.7%)
• Data management (31.2%)
• Marketing campaign management (24%)
• Cybersecurity (22.8%)
• Marketing SEO / SEM (19%)
• Programming languages (Perl, Python, Java and Ruby) (12%)
80% of executives consider that they would not hire a talent that meets the technical skills, but not the required soft skills; a further reaffirmation of the need to find comprehensiveness in the profiles due to the complexity of the current scenario.
WHY DON’T THEY FIND THE TALENTS THEY NEED?
According to Latin American businessmen consulted by PageGroup, 61% affirm that the main reason why a vacancy is difficult to fill is because applicants do not have the soft skills necessary to assume the position; followed by 40% who state that applicants do not have the required technical knowledge; another 24% say that candidates do not have the required experience; and 35% relate the difficulty of finding the right talent because the Human Resources area does not easily find the required profile.
In the race to develop hybrid talents, the main challenges faced by executives in the region are lack of budget in organizations (48.7%), lack of time (47.2%) and lack of training programs. training and training in companies (36.4%). It was also evidenced in the PageGroup study that two out of five executives say that finding hybrid professionals is more difficult today than it was 5 years ago.
In Colombia, executives stated that the main challenges that organizations face when developing a new soft or technical skill in their workforce are:
• Lack of time: 58.3%.
• Lack of budget: 47.2%.
• Lack of education and training programs in the company: 27.8%.
The main measures to overcome the skills gap in Latin America are:
• Periodically train current workers: 52%
• Redefine the profile of the positions that are required: 40.4%
• Invest in better recruitment and selection processes: 32%
• Redefine existing jobs: 26.2%
• Take skills tests: 17.3%
The countries that invest the most in training and education of their talents are: Brazil (62.4%), Colombia (60.6%) and Mexico (59.9%). On average in the region, 52% of companies are investing in the training of their collaborators, improving their soft and technical skills through periodic training and 32% are investing in better recruitment and selection processes to avoid high levels of turnover because of a wrong choice of a non-hybrid talent.
“More and more qualified and specialized employees choose to work for specific periods of time without being tied to a single company and, more and more companies are turning to this type of profiles to give dynamism to their structures, bring new ideas to teams, manage strategic thinking and control headcount costs, through the disruption of traditional hiring models and taking advantage of the combination of plant talent with volatile talent that strengthens competitiveness “, Benjumea stated.