In new work scenarios, employees are willing to look for new work opportunities that suit their needs for balance with their personal life, development, a humane work environment, personalized benefits, leadership empathetic, among others. Although salary continues to be a relevant factor in this decision-making, talents increasingly prefer an organizational culture that takes care of their well-being, in addition to evaluating the benefits that their employers can offer them.
One of the biggest challenges that has emerged from this panorama is the retention and loyalty of talent if one considers that Peru has one of the highest labor turnover rates in the region, which exceeds 20% according to PwC. Given this, organizations are pushed to identify strategies that allow us to adapt in an innovative way.
With this in mind, building a culture of well-being appears as a solution that leads us to a profound transformation to prioritize employees as people. Our objectives should be focused on making them feel valued, listened to and cared for, and thus allow us to have a committed and healthy team.
The application of these principles is a practice that varies according to the new realities of the world. For example, in the wake of the pandemic, people began to focus on work flexibility as an indicator of a positive work environment. For them, having a hybrid modality meant an opportunity to protect their mental health, their time and their relationships.
Another key is a benefits and incentive program aimed at covering the individual needs of each worker; Let’s think about incentives for sales teams, health, schooling, etc. But there are also transversal solutions, such as food cards, which allow families to cover their basic basket while improving the quality of food they consume by 32%, according to a study by Macroconsult.
On the other hand, it is crucial to invest in training and development programs that show confidence in their potential, while guiding them toward opportunities for internal growth. Likewise, strengthening leadership and horizontal communication demonstrates our willingness to involve them in decisions that affect them.
Finally, know that our role as human resources leaders is to adapt and try to provide a space that enhances the qualities of the teams. Let us remember that a people-centered culture generates a virtuous circle, in which individual well-being translates into collective benefit and drives the long-term success of the organization.
