Recruitment and Emotional Salary

These days, my company is offering a position for the commercial department. Rereading the profile I was looking for, I haven’t found anything different from what any other company can offer, but in the end, I have found something clearly different and that, in other offers, I don’t usually find. I am talking about the supplements to the gross salary.

Every day we talk more and more about human resources policies in big terms, but the entry into our companies often begins with the offer we launch on the market. It is clear that the company culture is shown in values that we normally find when we enter the company and that stay with us during our professional development. Once these are assumed, our experience will be beneficial and we are supposed to grow professionally.

Sometimes we forget that a company’s brand grows or shrinks depending on small details. It is not clear to me that everyone who applies for a job is looking for economic value. In the past, every job interview had two keywords: money to be received and type of contract. Increasingly, I have the feeling that many people who are looking for a job or who want to grow professionally are more and more interested in the type of value that the company can offer.

Thus, in addition to the traditional components of the company car or mobile phones, we have added healthcare or the possibility of remote work (both of which are very useful in this day and age). The first purchase we usually make is usually through our eyes and there is a lot of information that we capture on that first approach. If we want to differentiate ourselves from the competition in times when value and human warmth in companies are clearly necessary, it is important that, from the offers that are launched, there are differentiating nuances that can swing a candidate to one side or the other.

Texts tend to be similar. The famous keywords appear everywhere, proactivity, capacity, teamwork, friendliness, etc… are constantly rewritten, but I insist, sometimes small nuances can manifest many differences.

What is important right now is to keep talent and make it grow. We are entering a new year marked by uncertainty and I have the impression that this uncertainty will be with us for a long time to come. To attract with our values all those who want to develop professionally is the best thing to do in these turbulent times.

The next phase would be to have or develop an induction module in which we can combine two parts, training and evaluation of the knowledge acquired, and then move on to professional development. Nowadays, there are many technical terms in the human resources area to explain all these phases, which are intended to root the professional within the company. The cost of attracting talent is high, but the cost of losing it is inversely proportional. A person who leaves the organisation is something to take into account, especially if it is in the first months of their development.

Sizing their work within a team, planning their work together with senior professionals who can help them to develop in the organisation and help them to alleviate the small problems that any immersion brings with it is vital. If we add the fact that the organisation helps you to generate your versatility by adding it to the general map of the company so that you can make your mark, it can be a great way of attracting talent.

It’s a good call effect for other candidates who are looking for a job and want to have long term professional experience. So, looking back, it all started with how we wrote our job advertisement. That is to say, how we show other things that are not purely related to the financial salary, but that can be linked to the emotional salary.

In the so-called workforce management working environment of human resources, where we seek the effectiveness and efficiency of our teams, starting with this point is really important if we want to optimise and grow in results.