Something paradoxical emerges from the opinions in the survey: there is a gap between employers and employees regarding how they are perceiving this scenario.
This question arises after exploring the emerging information from a survey that EY conducted months ago to more than 350 board members in Argentina, Brazil, Canada, Chile, United States and Mexico on what were the priority issues on their 2024 agenda.
There appear as main themes for all participating countries, the economic conditionsfollowed by the capital allocation strategies. Next, the cybersecurity and data privacy. And then they mention two themes that fall in relevance compared to a year ago, which are: Innovation and evolving technologies and the talent agenda.
Most of those who responded, They agree that they have not given enough time to innovation and even less to the talent agenda; for which they even claim not to have the appropriate information.
It seems that we are being overcome by the short term, which is obviously important and necessary to address, but, on the other hand, the connection that innovation and talent development have with the sustainability of organizations should position them as key occupations on the management team’s agenda, precisely to optimize business results in the future and also in the short term.
Digging deeper, we are certainly aware of the impact of the acceleration that the applied artificial intelligence (AI) and, consequently, the pressure that employees themselves, especially those we wish to retain or attract, generate to not interrupt their usual use when they enter the workplace.
In parentheses, this challenges those dealing with cybersecurity in organizations as they must focus on enabling alternatives for the availability of AI-based tools to drive their effective use and provide support, protecting against malicious intrusions and ensuring data privacy.
The above mentioned behavior of the collaborators alerts about the growing power of influence that these exercise when it comes to engaging with the challenges that the organization presents.
Therefore, The situation requires greater dedication from the management team to generate a value proposition that encourages the loyalty of those collaborators who make a difference when it comes to weighing up the business results.
On the other hand, something paradoxical emerges from the opinions in the survey: there is a gap between employers and employees regarding how they are perceiving this scenario. A significant number of employers seem to be underestimating the fluidity of the labor market, assuming that the challenging context of the economic climate reduces the probability that employees will look for new jobs. However, This contrasts with the high propensity that emerges from the data collected on the willingness expressed by employees to leave their current jobs within the next 12 months.
Taking charge of deploying effective management regarding talent acquisition and loyaltyalso, seems advisable to positively impact economic conditions and capital allocation strategies that, according to the data in this survey, are priority concerns for management teams.
Partner at Backer&Partners, Master in Sociology and Coach specialized in Human Resources and Cultural and Digital Transformation.
Source: Ambito
I am an author and journalist who has worked in the entertainment industry for over a decade. I currently work as a news editor at a major news website, and my focus is on covering the latest trends in entertainment. I also write occasional pieces for other outlets, and have authored two books about the entertainment industry.
