Labor market: motivations and solutions to retain post-pandemic talent

The challenges that the labor market is currently facing are not simply due to the fact that people are not wanting to work due to the changes that the pandemic implied in terms of work methodology or state aid. They are factors that influence, but it is clear that it is not the only reason. We must reflect on the logic in the decisions of the company and its collaborators; and ask ourselves, what are their motivations, what are the consequences of possible solutions?

We have been able to observe based on recent international studies -this is a global change that not only affects Chile- that there is a significant number of employees who decide to resign from their jobs, the greatest example is the Great Resignation or Great Renunciation in the United States, that has forced companies in various industries to question how to attract and retain talent.

The situation seems to go beyond competition between companies, salaries, or working conditions. Today, with a pandemic in history, the human sense and personal purposes are present, workers who aim to perform in a place that generates a sense of belonging and appreciation of their functions.

This confirms what Cardona and García-Lombardi described in 2007, as a paradigm shift in the implicit contract of the relationship between the company and its employees; moving from organizations that require results in exchange for providing security, to offering development in exchange for the skills of workers. Amid profound transformations in society, companies found themselves unprepared, without understanding the reason or the solution, which is why many have simplified their strategy to economic or comfort improvements, which, by the way, is at the base, but decreases efficiency and competitiveness.

That said, in the framework of industries with particular characteristics and requirements, the company-employee relationship cannot be equivalent, inflexible, and decisive. Faced with unknown scenarios, the recommendation -which is far from being a solution- is that each organization analyze where the concerns of the collaborators are, their desires, and how they can offer opportunities to channel the professional and personal growth of the people who commit their talents and times.

Francisco Larraín

Doctor of Education, MBA. experience in the sectors of education, non-profit institutions and people management in private companies. Director of continuing education and postgraduate programs. Specialized in organizational and people development, design of organizational transformation processes, and capacity development for the implementation of improvements.