The challenges of retaining talent are not exclusive to the Brazilian advertising market, although the main input for the activity is people. According to the 25th edition of the Robert Half Confidence Index (ICRH), a quarterly study that monitors professionals’ feelings regarding the job market and economy, 76% of recruiters are having difficulty hiring qualified professionals. Furthermore, Brazil is the country with the highest rate of turnover in the world, with a 56% increase in professional turnover last year. Among the main causes of this result are the low quality of the organizational climate, the lack of alignment of expectations, the lack of recognition and the lack of a career plan.
According to Edna Bedani, professor of leadership and career at ESPMtalent retention is the market’s greatest challenge in any area, this is because professionals are more attentive to their purpose and seek working conditions to connect it, they are more demanding when making choices.
I imagine that, in the advertising market, this pain increases if the hiring is based on a project, model freelancer or PJ, which weakens the professional bond, he says.
J Edu Simon, CEO GALERIA.ag, says that the agency created a culture that unites people around a purpose, under the concept of a collective of protagonists, formed by people with different skills for creative offerings that respond to the current market complexity. Professionals who are developed from the first day at the agency to take the lead in their careers. This year, the agency is celebrating two years of existence with more than 500 employees.
It is an industry that has evolved little in terms of attracting, developing and retaining talent. When we created the Gallery, we looked at this a lot. How to solve the market’s pain points, and one of them, we know, was people. We live in a paradox that has to do with the fact that communication companies were sold, and in this process, the founders left and much of the culture was lost. It is the mass that unites all talents around the same vision. This collective is almost the central axis in the construction of the Gallery’s culture, and around it, initiatives revolve that help to consolidate this perception, explains Simon.
The agency has an associate program with 18 professionals who have become partners, in addition to participation in results for 100% of the agency, including interns and team development, leadership and inclusion and diversity programs, including in partnership with the UN in the selection of women.
We take the issue of talent very seriously because we believe it is a pain in the market. We have a talent drain from the industry and a lot of turnover, comments the CEO.
Expectations begin in higher education, with students eager for vacancies that are aligned with their values and projects, as explained explains Paulo Cunha, coordinator of the Communications and Advertising course at ESPM.
Especially younger professionals demand clear and feasible objectives, alignment of the life project with the company’s purposes, perspective on their career journey in companies, agility in processes and responses, quality of life, appreciation and feedbackhe highlights.
For Silvio Soledade, president of the Association of Advertising Professionals (APP Brasil), it is essential that companies invest in training and training, and entities like APP can intensify, through their initiatives, the rapprochement between the academic environment and professionals, decreasing gaps of learning.
It is increasingly difficult to believe in talent retention, but I understand that companies must always offer professional and personal development, in addition to promoting a positive corporate culture aligned with the purposes of their employees. After the pandemic, it became evident that increasingly allowing a balance between professional and personal life is fundamental to keeping the team motivated, and without a doubt, having environments that allow the promotion of a collaborative economy for professional growth through the sharing of ideas and knowledge, he explains.
Sandra Poltronieri, director of people management at Grupo Dreamersmade up of 19 companies, including the agency Artplano Rock in Rioa Dream Factory and Pulse, highlights that retaining talent in communications is even more important, as the value lies in people. According to her, even in times of AI, the essence of creativity lies in the human being.
I also like to say that the challenge is not just retention, but engagement and creating a sense of belonging. There’s no point in holding back if, on a daily basis, we don’t see engagement, exchange and space for each person to feel part of and see meaning in what they do, he says.
Artplan has around 400 employees. The Group has approximately 1.5 thousand, and in addition to the incentive program, prioritizes actions around salaries and benefits, purpose, space for development and learning, dialogue and an environment with psychological safety.
Therefore, we invest in leadership training and ongoing training. We also recently launched our platform for all employees, focusing on lifelong learningcelebrates Sandra.
Hybrid model
Among the points to improve well-being in the professional sphere are flexible formats: 76% of professionals consider the hybrid modality to be the ideal work model, 18% indicate the home office full time and only 6% prefer the face-to-face model full time.
GALERIA.ag, which was born during the pandemic, has adopted the hybrid work model since its conception, which allows the hiring of talent, for example, from people who are in Europe and other states in Brazil. In total, there are 150 physical places, which are occupied via appointment by the app created especially for the agency model. According to Simon, the rule of 10 days in person in the month. It works without a fixed seat, each professional chooses the place where they will sit, close to the project team they are working on.
To this end, the agency hired a consultancy to train the team and how to hold hybrid meetings. All rooms have camera equipment that locates who is speaking at the time of the meeting.
One very important thing was to build an office looking at a world that has changed. In the past, it was a place people were forced to go. Today, we learn that it has to be a place where people want to go. Either because the internet is very good, there is cheese bread, coffee, free items, or because the environment is very pleasant. We have 1,000 m of outdoor area including a huge balcony with areas to work outdoors, a rooftop with a meeting table, because we were already aiming to not have a talent drain when we returned to the in-person model, says Simon.
A pandemic has accelerated many trends in the future of work, and one of them is the different models that can be implemented, according to the director of people management at the Dreamers Group.
We believe in flexibility and an environment where trust is present. We are also sure that life happens live and that face-to-face interactions are fundamental to creating bonds, strengthening relationships and camaraderie. Therefore, we are adopting the hybrid model, with presence in the offices two days a week, he states.
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