Total compensation as a tool to attract and retain talent

In order to obtain and retain the best talent at full capacity, a demanding people strategy that has both the complicity of management and external motivators is necessary. This second meeting of Aon Connected Network in Castilla y León is illustrated with the success stories of two companies that received the Top Employers award. Ana Diez Monero, Head of Development and Selection at Aciturri Aeronáutica, and Manuel Rey, Director of Human Resources at Bridgestone Sales and First Stop Iberia, led by Jorge Heraiz, Director of Reward & Performance Iberia at the professional services company, explain how the comprehensive survey of the Contributed Institute Top Employers Institute cites 350 HR practices in building and expanding their convictions.

Ana Diez Monero, Head of Development and Selection at Aciturri Aeronáutica:

“The Top Employers certification forced us to define the people strategy and link it to the business strategy.”

We have a large number of staff listening points to check whether each new development we implement is breaking through

“We needed a qualified outside agent to tell us what we were doing was right. In that seIn this sense, large employers turn out to be a necessary KPI (key performance indicator), Ana Diez explains. The following lines of action consist of improving the employee experience in compensation and benefits. In addition, in the coming years we will develop a well-being strategy.

At Aciturri, they do not understand the return of the prestigious award bestowed by the Top Employers Institute as an end in itself, but as a “starting point for improvement” based on “the vast amount of information it brings to you” on issues such as “performance, market trends, or other corporate initiatives.” Once all this information was gathered, Aciturri launched several actions, among which Diez:

• Climate survey every two years.
• active listening strategy for employeesI listen).
• Compensation measures such as:
  • Flexible wage model on three axes.
  • A set of measures of spatial and temporal flexibility of wages.
  • model Banking services The schedule that allows the team to organize their own working day and, for example, to work remotely two days a week or four times in the afternoon.

Diez concluded that dripping employee listening sources not only helped Aciturri “attract talent,” but also “internally helps us act in an organized and directed manner.” Thus, far from being satisfied with the success indicated by an award such as Top Employers, new steps forward are already being considered: “One of the next actions we have planned is to ask employees what luxury is for them.”

Manuel Rey, Director of Human Resources for Bridgestone Sales and First Stop Iberia:

“It is essential that the Management Committee support initiatives such as Top Employers; most actions require alignment with management more than resources.

Recognition software is a collaborative tool with which all employees can learn about the rest

During Bridgestone’s 92 years in the market, “many things have changed throughout that time, but we have always remained true to our mission of serving the community, with high quality, investing in and contributing to the community and its employees,” Manuel Rey said. In this continuity, the Top Employers certification allows them to “assess our employer brand, attract, develop and retain new talent. It is a good opportunity not only for new talent, but also for internal talent to evaluate and feel proud to work for an organization like Bridgestone.” In addition, the work carried out on this project led them to “get to know in detail the different areas of human resources and the aspects that we should focus more on, such as the field of diversity and inclusion, which will help us give ourselves the vision to attract those talents that have not yet discovered us.” At Bridgestone, they understand that their product is “not too sexy and not too technical, which means that a certain profile of talent doesn’t come close. We think the entry of Top Employers will improve that.”

Ray emphasized that “what’s really valued is the personal-career fit,” and that employees pay close attention to “time metrics; personal time, of course, but also other aspects, such as having a manager dedicate time to them.” Another key aspect of Bridgestone is “emotional intelligence”, with initiatives such as “Christmas Day”, which gives employees days off if they are from Monday to Friday. Mindfulnessor collaborative management, counseling, or psychological support, both for employees and their families.”

An attitude of care boils down to the company’s welfare model. In addition to those described above, the model includes initiatives such as:

• smart workDesigning new workspaces for a hybrid business model where the office is a point of contact and idea generation between people. Weekly flexibility is temporarily maintained with up to three days of remote working and a minimum of two days in the agendas of all teams to work in person at Head Office.
• Energy Week: beta test and pioneer in the digital class. It consists of six weeks with a 40-hour work week in four days to enjoy a Friday detox.