The Future of Teams
We live in an era of constant digital transformation, where we rush to digitize products, services, relationships, and practically every aspect and need in our professional and personal lives. In the midst of this relentless pursuit, do we risk losing some of our humanity? To what extent can or should we digitize our professional and personal relationships?
In order to facilitate this evolution, the market is focused on addressing the needs that arise, and professionals are continually drawn to new challenges in a fiercely competitive talent market with diverse offers for these profiles. This competition now extends not only nationally, but also offers challenges from anywhere in the world from the comfort of one’s own home.
The greatest challenge currently in the technology field is related to the attraction and retention of talent, as these skills are now required in all business aspects, anywhere in the world.
This race for talent promotes greater turnover of professionals within organizations, while simultaneously compelling organizations to rethink all their models of attraction and retention.
And why is it crucial to follow this path?
It seems evident that failing to do so will force organizations into constant changes. Inability to retain and develop talent can lead to difficulties in establishing consistent work dynamics and processes, inevitably impacting the business.
Focusing solely on the speed and volume of hiring professionals is not the solution. Professionals who quickly enter and leave organizations are unlikely to add consistent long-term value. We need to consider our teams as a fundamental part of the organization and define a path for attracting, retaining, and, importantly, nurturing the growth of these individuals and teams.
Emphasizing stability and well-being of the people within organizations, while creating conditions for professional growth and continuous challenge, is increasingly important. Therefore, it is essential to work on team retention to enable sustainable evolution, based on trust among peers. A team is not merely a group of individuals working side by side, but rather the sum of their strengths as well as weaknesses. A high-performing team is one that can best balance these two aspects around a common goal and foster trust and empathy among its members.
The way organizations plan their retention and attraction strategy can and should vary from one organization to another. The most important factor is that this strategy remains true to the organization’s DNA and effectively combines challenge, growth, autonomy, conditions, and benefits in order to achieve a healthy balance. Investing in people and developing their strengths will always yield positive returns for all parties involved. A clear definition and assertive plan in this area are essential for organizations to remain relevant in the future.
Sir Richard Branson has a quote I fully agree with: “Train people well enough so they can leave, treat them well enough so they don’t want to.”
Focusing on people’s well-being is a cornerstone for creating a lasting culture — individuals who stay, develop skills, and become the foundation for establishing a culture within organizations.
