Good talent management does not depend on the size of the organization

The ability of a company to generate a climate of well-being among its employees does not depend on its size.

Although lists of the best places to work often feature names such as the tech giant Google, the Hilton hotel chain, the software company Salesforce or, in the case of Latin America, the e-commerce firm Mercado Libre, small and medium businesses. Midsize companies can also invest in organizational wellness.

André Faleiros and Fer Niizawa, specialists in human talent management who were speaking in the country at the invitation of AFP Crecer, agree on this.

“Good talent management has nothing to do with the size of the company; it has to do with genuine interest in people, ”Niizawa says.

To generate good workspaces, you do not need a budget, since, according to this expert, it has been proven that the two resources that promote the highest level of commitment and well-being among people are free. It’s about feedback and recognition.

Happiness or well-being?

Faleiros and Niizawa remind that companies are not ultimately responsible for the happiness of their members.

Happiness is a personal decision and each one gives this term a different meaning, because what makes one person happy does not necessarily make another happy.

That is one of the reasons why, Faleiros reports, the concept of organizational happiness has given way to that of organizational well-being.

“Happiness is variable,” he argues, “but well-being is not.”

Now, according to Niizawa, “companies do have to work to create healthy, healthy environments, where people don’t get stressed and don’t get sick. That is the responsibility of the company ”.

Many variables influence job well-being. The first, of course, consists of covering the minimum requirements of salary, social security and everything stipulated by law, because, as Niizawa says, “we cannot talk about welfare if the basics are not covered yet”.

No less important it is, in Faleiros’ opinion, to pay attention to irritants and work tools.

The Brazilian indicates that organizations improve the work environment when they take care of minimizing work irritants (be it transport, lighting, ventilation or temperature) and equipping their collaborators with the appropriate tools so that they comply with the tasks assigned to them.

It is from there that companies can begin to implement other specific actions to promote the well-being of their employees or “give the employee more than he expects.”

For those interviewed, that includes a culture where people can make mistakes without being punished, that encourages innovation and creativity, and where emotions can be expressed.

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