The Johnson & Johnson and Teleperformance companies revealed some of the programs they implement to retain young talent in their companies.
By: Montserrat Valle Vargas
BOGOTA – How to keep young talent is a common problem in companies. Millennials only remain, on average, two or three years in one job before looking for new options. This is where the challenge lies for companies trying to motivate employees to feel that their work is valued, that they can grow professionally and that their organization offers them more than just a salary.
Johnson & Johnson and Teleperformance are two of the companies in Bogotá, Colombia, that are seeking to improve this situation. These companies offer benefits and services to their employees to promote a real affiliation with the brand so that they remain on the payroll longer.
There is no particular place assigned for each individual employee at Johnson & Johnson’s offices, but each area occupies a whole floor. Employees may use any table, room, or cubicle for their laptop when they arrive. There are even adjustable desks so they can work standing up if they’re tired of sitting down. In addition, the company offers services such as cafeterias, a dining room, a lactation room, doctors, a store with reduced prices on their brand products and even a place with massage chairs, besides a floor with stair climbers for exercise where Zumba classes are offered in the afternoon.
“This work environment is very much ‘theirs ‘, where it is not so much an office as a shared environment. It might have been a cultural shock for the more traditional employees, but for this group it’s their normal way of working and relating to each other. We also realized that working from home is greatly valued. They can be just as productive while feeling more motivated and freer,” said Santiago Cárdenas, Global Procurement Services Leader for Bogotá.
Teleperformance is a customer service company with more than 11,000 employees in Bogotá alone, working in three different shifts. Juan Carlos Hincapie, the firm’s CEO for Colombia, maintains that what this type of employee needs most is further continual training. Consequently, they decided to offer English, French, and Portuguese classes, producing a considerable response.
Among other programs to encourage youth participation are sports tournaments and volunteer house-building campaigns for people of limited means, using one paid day of work and one day of their own free time.
“We need a strategy to further engage employees and their feelings towards your company. It’s essential that people feel good in order to perform their work well. We mustn’t forget the component that encourages your employees to go to work happily and which in turn, encourages continuity in the company,” Hincapie said in an interview with Expansión.
He also mentioned that using a bus to pick up employees at their homes so they could arrive at work safely and on time was one of the factors that helped reduce rotation on the night shift. Furthermore, they are provided with a healthy diet in the dining room so they can stay fit.
“So that they are encouraged to stay, what we do after they have worked here for two or three years is that we move them to a different campaign so that they feel their work isn’t repetitive and it’s a new challenge for them,” he added.
In fact, this year Teleperformance created a new position known as the Emotions and Experience Expert, who is responsible for planning integration activities and evaluating employee morale.
In Mexico, the millennial generation, composed of those born between 1981 and 1999, represents 31% of the economically active population, i.e. 37.5 million people, according to data from the National Institute of Statistics and Geography (INEGI).
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