Estrategias de gestión Humana 2.0. Desde el employer branding a su reclutamiento y la retención

In organizations, communication is an increasingly strategic resource for the management of human resources. Since the 90s, the Human management has been developed to respond to the problem of skill shortage and, thanks to the evolution of digital technologies and media, it has become a process designed to affirm the image and reputation of the organization to the labor market. One of its main objectives include the care of the image to be spread among the employees and the related prevalence of perceived value of the organization; the ability to develop strategies to attract the best candidates and to improve the engagement, loyalty and retention of employees and managers; the opportunity to carry out analysis of people satisfaction to improve the business climate (Gibson, Cohen 2003, Minchington 2005, Amendola 2008, Davies 2012). Organizations are constantly looking for more visibility and reputation to stakeholders and consumers, but also to internal users to develop their sense of identity and belonging and to enhance the value. Moreover, as part of the most advanced models of integrated communication, people with their skills and relationships have become the basic organizational units and strategic asset to generate value (people value, Kreitner, Kinicki 2008). This paper aims to provide a reflection on how organizations apply strategies of human management, making use of the network and multimedia technologies, to fulfill the three main functions: the spread of employer branding, setting recruiting campaigns to find new recruits and the engagement of talent, implementing strategies to retain and integration to be adopted for their loyalty and to prevent the abandonment on the part of managers and qualified professionals. To do this, we will compare the solutions adopted by a dozen of some large multinational companies chosen by virtue of the large number of organic and representing different sectors (such as, for example, Walt Disney, Microsoft, McDonald's, Ikea, Nestle, Kering, Procter & Gamble, Unilever, Seat Pagine Gialle, Accenture and Piaggio). In addition to the literature reference, we take into account some background data that describe the effects of the current economic situation on the employment dynamics, trends, especially in Europe, the phenomenon of skill shortage, on the one hand, and abandonment in 'scope of management, on the other, but also the use of the network and social media in the management of organizations (Eurostat data 2014, Surveys as European Communication Monitor 2013, Quaterly Digital Intelligence Briefing: Digital Trends for 2013, Talent Shortage Survey. ManpowerGroup 2014). The goal is to identify paradigms, trends and the most recent guidelines.

En las organizaciones la comunicación es considerada como un recurso estratégico para la gestión de los recursos humanos. Desde los años 90, la Gestión Humana se ha desarrollado para responder al problema de skill shortage y gracias a la evolución de la tecnología digital y los medios de comunicación se ha convertido en un proceso diseñado para afirmar la imagen y la reputación de la organización en y hacia el mercado de trabajo. No en vano, uno de sus principales objetivos es el cuidado de la imagen que se extiende entre los empleados y el valor percibido de la organización; la capacidad de desarrollar estrategias para atraer a los mejores candidatos y fortalecer las acciones para la participación, la lealtad y la retención de empleados y directivos; la oportunidad para analizar la satisfacción de las personas cuyo objetivo, entre otras cosas, es mejorar el clima de negocios (Gibson, Cohen, 2003; Minchington, 2005; Amendola 2008; Davies, Moir, 2012). Por lo tanto, más y más organizaciones "persiguiendo la visibilidad y la reputación" desarrollan procesos de comunicación dirigidos a las partes interesadas y los usuarios finales que a la vez incluyen a los llamados usuarios internos para desarrollar su sentido de identidad y pertenencia y mejorar su valor. En este sentido, no debemos olvidar que en los modelos más avanzados de comunicación integrada las personas con sus habilidades y relaciones se han convertido en la unidad organizativa básica y estratégica de activos para generar valor (peoplevalue, Kreitner, Kinicki, 2008).