This fact has turned a company’s capital into one of its most important assets, directing attention to the practices of managing human talent in a company. The very expression “human talent” means that it is precisely about managing, empowering, promoting and managing talent in employees. A relationship of mutual benefit between the employee and the company contributes to the retention of human resources and the productivity of the company.
Studies in contemporary neuroscience, guide the understanding of the necessary strategies for better handling human talent management in companies. Below are some keys principles that should be implemented by companies to achieve greater competitiveness through intelligent management of their human resources:
1. Convert creative learning, both individually and as a group, into daily practice and attitude of employees.
The human talent management that the company needs involves fostering both the acquisition of new knowledge and the promotion of different skills necessary for an efficient performance, in the employees. Studies have shown that the best learning is one that actively involves the right balance through the use of intuition, imagination, and emotions; verbal instruction devoid of motivation to learn produces the least electrical activity in the brain (Poh, Swenson, Picard, 2010).
It is important that a company seeks to create environments and conditions that encourage the creativity of its employees. This is not only important for learning and development, but it has a long-term impact on the sense of well-being and job happiness in your employees. Creativity is related to the emergence of positive emotions in the human being (Andreasen, 2008), thereby contributing to the personal and work-related well-being of employees.
2. Encourage positive emotions related to professional achievements of employees
Studies have shown that positive emotions not only affect the physical and mental health of the human being, but also contribute to prosocial behavior (Eisenberg, Miller, 1987), favoring, in turn, the promotion of personal and social responsibility (Melchor, Escartí, Pascual, 2011).
The management of human resources must take into consideration the enormous importance and relevance of positive emotions in the personal and work life of its employees, always looking for better strategies to motivate them, encourage them, making them feel proud of their achievements and achieving recognition of these at the business level. This will have a boomerang effect in their respective performance and the degree of responsibility that they will assume of their respective tasks.
3. Potentiate interpersonal relationships, collaboration, mutual help, and daily sharing.
Studies have shown that the human brain has special neurons that are called “mirror neurons” responsible for human abilities such as learning by imitation, empathy, understanding the mind of the other, interpersonal relationships, among others (Kilner, Lemon, 2013). Mirror neurons make it possible for us to establish interpersonal relationships that include empathy, understanding, and mutual collaboration. If the objective of a company is to encourage teamwork, problem solving and creation of innovative proposals based on collaboration in functional teams, conditions must be created for these teams to be formed and strengthened. Following this order of ideas, the promotion of interpersonal relationships, collaboration, joint activities aimed at different objectives, mutual aid and even a simple daily sharing, allow us to constitute a common team functional mind, based on an informational field shared by all the members of the team, supported on the tuned work of their mirror neurons.
4. Promote leadership and empowerment through the confidence factor.
Leadership and empowerment are key, so that employees, both individually and in work teams, efficiently face the solution of problems with novel and innovative proposals. In this aspect, freedom in action and decision-making is key. It shows people the confidence that the company places in them, which allows them to assume the corresponding responsibility not because they are forced to do so, but because they feel the need to give back the trust placed in them. The role of trust in the management of organizations, and especially in the management of human talent has become a key factor of business success (Lockward, 2011).
5. Orient the above aspects together towards the achievement of job happiness in employees.
The concept of work happiness has become one of the important points in the management of human talent in recent years. Baker, Greenberg, and Hemingway highlight that organizations where employees report high levels of happiness at work show certain characteristics, such as their employees are more creative and able to produce changes; people are more oriented to the creation of “possibilities” and not to the solution of problems that arise; team leaders motivate and provide environments that foster collaboration, cooperation, and the responsibility to create and innovate; teamwork and positive attitude are encouraged; it is oriented to convert possibilities into opportunities and practical solutions that contribute to the sustainability of the organization (Baker, Greenberg and Hemingway, 2006). The concept of work happiness allows us to affirm that if the process of human management of a company takes into account, at least, the aspects mentioned in the previous points, it can conquer not only a good level of business competitiveness, based on creativity and innovation, but also, achieve a level of work happiness in its employees. Therefore, the permanence of qualified human capital for a sustainable operation of the company will be ensured.