DCH – International Organization of Directors of Human Capital has presented, together with its research partner EAE Business School, the results obtained from the III Barometer on the Talent Management in Spain.
The study presented for the third consecutive year, aims to know the assessment that the managers of human capital of large Spanish companies have about which are the most outstanding projects and trends in Talent Management in all areas of the Human Resources. With this we want to have an image of the situation of People Management in Spain and establish comparisons between the different editions.
III Barometer DCH
In this third edition ManpowerGroup, Inserta Empleo, Up Spain, Speexx, and Meta4 join in as collaborators of the III Barometer DCH. This incorporation has allowed the survey to reach a larger number of companies and managers, thus nourishing the results of the investigation.
During the debate prior to the presentation of the results of the III Barometer of DCH has raised the need for improvement, both in the experience of the employee, especially in their relationship with the company, and diversity.
The most significant results that have been obtained from the research on Attraction have revealed a special interest in the recruitment of junior profiles in companies, as well as in the use of multiple sources to incorporate talent, highlights the use of Linkedin as a tool in the selection of all types of profiles, the English language level as Observatory requirement stands out, because having a level C1-C2 is less required with 21.58% over the previous year and the commitment of companies to incorporate diverse abilities. In Employer Branding, the 2018 results show the importance of strengthening in order to make the company more attractive for current and future employees.
The perception of companies when considering their employees as brand ambassadors, when speaking well of the company, has fallen by 4.38%.
Regarding the management on diversity we observed an increase of 5.36% over the previous year, betting mainly on gender diversity management policies.
Regarding the programs of Relocation and Adaptation to the digital transformation of the most senior talent (veterans and Baby Boomers), as is clear from the research, the companies do not incorporate them into their Human Resources strategy.
Regarding the LINKAGE dimension, Appreciates the same tendency with respect to the results of the previous year in the On-boarding / Immersion programs and the Policies and / or strategies for the Management of Commitment, these programs are already a common practice and common in organizations. On the other hand, most companies do carry out Commitment Management policies, with the Professional Career and Leadership Style being the main means to manage it. The compensation systems represent one of the critical points of this management, although it is already observed that most areas receive variable compensation in a homogeneous way, evidencing that companies increasingly bet on the administration by objectives and meritocracy. Likewise, regarding Employee Experience Management, which aims to improve the performance and commitment of employees, we note that although there are still companies that have not joined the change; although it has generated an increase in comparison with the results of 2017 of 5.81%.
In relation to the DEVELOPMENT dimension, the use of High Potential programs is maintained, especially for Middle Management and Junior positions, the latter being the profile in which there is an increase compared to the previous year (3.12%), due to the type of requirement, factors that can generate commitment and reduce turnover in people of this type of profile. The use of career plans in companies, although with a decrease of (3.53%), are linked in most companies to both the Performance Evaluation and the Potential. On the other hand, it is observed that the Presencialy Blended modalities are the most used in the Formation processes.
In this regard, Pilar Llácer, director of the research, remarked that companies have not yet started a talent identification program, and that the style of the organizations is still very hierarchical.
Finally, regarding the UNLINK dimension, the results of the previous year are maintained. In both years the majority of people leave the organizations due to lack of growth opportunities (20.58% in 2018 compared to 22.70% in 2017, generating a decrease of 2.12%). Highlights the little Communication with former employees, 60.62% of the companies surveyed in this edition, do not maintain communication with their former employees, as opposed to 71.81% in 2017, although an improvement of 11.19% is reflected. Due, among other factors, to the use of Social Networks, there is a great challenge to improve. The same happens with Outplacement Programs, since most of the companies surveyed (64.58% in 2018 compared to 67.79% in 2017) do not use this service. Finally, there is a good progress in the efforts of the companies to know the perceptions of the employees who disengage, through the Exit Surveys, an improvement of 12.15% can be seen when applying said tool.
The results of the “Barometer DCH of Talent Management in Spain 2018”, show a maintenance and improvement of the trend in the transformation of tools, policies and procedures used in the field of Human Resources highlighting the importance of Leadership Style more collaborative and transparent and Management in each of the four dimensions.
Pilar Llácer’s proposition to the companies is to start up programs that allow to maintain the connection of the people that have been part of the organization.