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28/09/2020Strategic HR to recruit, develop and retain talent in line with the organization
The area plays a leading role in the organizational structure to drive the talent management and contributes to the evolution of the business
A growing movement in the market gives to Human Resources one leadership position in the organizations: the strategic HR. It is an approach that sees people as a fundamental part for the success of the business and goes further, using data to improve processes, the management of these talents and, consequently, contributing to the company's evolution.
At DPC, the strategic HR is a frontline of the Kinesis project, which comprehends the entire DPC's corporate positioning of restructuring and changing movement. The strengthening of this vision in the human resources management is being led by Michelle Auad, an experienced psychologist with this type of methodology.
Employee’s path: building positive experiences for talents
One of the initial tasks of strategic HR at DPC was the establishment of the employee's path, which provides a mapping of the different human resources processes to adjust them to the people, in accordance with the company's strategic objectives.
“The employee's path starts with attraction, goes through recruitment, selection, integration, development, promotion, retention and even the termination of the employment relationship. We mapped all these contacts’ issues. It is an improvement project of structuring new products for the HR area”, explains Michelle.
This project follows all the professional's experiences in this journey to establish the best management practices based on the analysis of the employees' perception. The goal is to understand what they experience, how they feel and how each process can generate positive experiences for them.
The employee’s path has six main points of contact:
Managers also play an important role in the development of teams, promoting valorization and opportunities for employee progress. Therefore, in parallel, the strategic HR also operates in the preparation and engagement of leaders in this dynamic.
Strategic HR and customer centricity
It is not new that, when they feel heard and valued, the professional tends to achieve better performance to contribute to corporate goals.
Thus, when it is effective in generating beneficial actions for their teams, the company gets more engagement to promote better experiences to customers.
This turns the concept of strategic HR to the customer centricity, where the client is placed in the center of the business, guiding all actions and initiatives of the company.
Allied, these practices are capable of generating a stimulating environment for innovative ideas and better internal and external results.
Karine Lammel, head of Customer Care
Customer centricity permeates the entire DPC, from the most strategic to the operational areas. The idea is that we better understand the client to provide more in tune solutions that add even more value”, explains Karine Lammel, Customer Care leader.
In fact, customer centricity concerns not only the external clients, but considers the in-house ones. Actions aimed at understanding and addressing the needs of employees, the values of different generations and the sense of purpose of the people who make up the organization also highlight the concerns of human capital, as provided by this concept.
People Analytics: data to support management
Strategic HR acts based on data and metrics, which show the effectiveness of the decisions made. Based on analyzes at all stages of the employee's path, it is possible to understand results and plan new steps and projects.
This gives the company an integrated view, which contributes to the development of initiatives that are increasingly in accordance with the business’ objectives. In the recruitment process, for example, HR hires better, reduces turnover, decreases costs and increases the agility and assertiveness of actions.
The value of people to the business
The adoption of the strategic HR model shows that DPC recognizes the importance and value of people for its business.
Investment in employee’s processes from training to retention and all the work that has been done to promote engagement, sense of purpose and belonging, seek to influence the experience of employees, which also increases the commitment to results, the quality of service and, certainly, the value experienced by customers.
Keep following the Kinesis section and stay on top of news that will be implemented in the coming months. Much more is coming!
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