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Building Tomorrow: The Value Proposition Driver of Business Success

Building Tomorrow: The Value Proposition Driver of Business Success

  • Michele Peres • Head of Leadership, Training, Talent Retention and Culture at Absa Bank Mozambique

Michele Peres – Head of Leadership, Training, Talent Retention and Culture at Absa Bank Mozambique

In a constantly evolving business world, people management has become one of the fundamental pillars for the success of any organisation. For human resources professionals and leaders, the challenge of attracting and retaining talent is constant.

In this article, I want to bring for reflection the importance of companies having a solid and inspiring employee value proposition (PVC), which reflects thought leadership and the ability to adapt to market changes. Therefore, I bring some points that I consider fundamental for companies in building their value propositions.

Winning talent in a competitive market

In a highly competitive business landscape, the salary package per se, even if attractive, is no longer enough to attract and retain the best professionals. Building a comprehensive employee value proposition is the way forward for those who want to stand out in the market.

A PVC goes beyond financial compensation and includes elements such as opportunities for professional development and growth, work environment and model, recognition and tangible and intangible benefits, and organisational culture. It is the opportunity for the company to present itself as an exceptional workplace.

Leadership development and talent retention

Investing in leadership development programmes is essential to empower leaders to meet ever-changing challenges.

In addition, individual development programmes aligned to the company’s strategy ensure that employees feel valued and grow professionally, and increase the likelihood of success in achieving company goals.

Creating a work environment that values the individual is a differentiator for retaining talent and building committed teams.

In a highly competitive business landscape, the salary package per se is no longer enough to attract and retain the best professionals

The hybrid model – a new paradigm in the world of work

The covid-19 pandemic has driven the adoption of the hybrid working model, combining face-to-face and remote working. This approach offers flexibility, autonomy and work-life balance, contributing to employee satisfaction and well-being.

However, to successfully adopt the hybrid model, companies need to address challenges such as effective collaboration between remote and on-site teams, ensuring the well-being of remote workers, as well as preparing their leaders for the paradigm shift, and ensuring an infrastructure that ensures efficiency.

Organisational culture: the key to cohesion and loyalty

A strong organisational culture that emphasises the company’s purpose, values and principles creates a sense of belonging and unity among employees. Identification with the company culture increases job satisfaction and team cohesion, resulting in employees who are more loyal and committed to the project as a whole.

Valuing employee wellbeing

Employee health and wellbeing are fundamental to the smooth running of the company. Comprehensive mental health, physical activity and psychological support initiatives protect employee health and increase productivity, resulting in healthier and more engaged teams.

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Conclusion

People management faces numerous challenges in a dynamic and ever-changing world.

In order to attract and retain talent in a competitive market, an authentic and robust employee value proposition is essential and adopting leadership that embraces market changes are proactive strategies to address people management challenges.

Providing a positive working environment in which employees feel valued and motivated is key to long-term success and achieving outstanding results.

By investing in their teams, organisations are investing in their own growth, in a strong, inspiring and sustainable future.

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