DIGIT HAS MOVED TOWARDS TALENT MANAGEMENT

The company is defined not only by its economic capital and its technical skills (know-how), but also by its human capital. The interactions and motivation of the employees are factors of success not to be neglected for the good functioning of a company.

Today, there is unanimous agreement that human resources are the strength of the company, in other words: No companies without Human Resources. Human capital, defined, as the set of skills, talents, qualifications, experiences accumulated by an individual, becomes the main issue.

 

TALENTS REPRESENT THE VICTORY STRENGTH OF THE COMPANY AND ATTRACT IT IS TODAY A TRUE CHALLENGE: TALENT MANAGEMENT.

Talent is the term used to define the highly qualified personnel of a company. The two elements characterizing the talents are: significant professional experience in the areas of their duties as well as an increased knowledge of the sector in which they work.

Companies have therefore put procedures in place to formalize their recruitment. Recruitment is a direct process through which recruiters collect applications for specific positions, which involves delays and recruitment costs. Nowadays, and particularly in Central Africa, recruitment has become the search for the one with the greatest number of years of experience. We drop the potential, and we focus on the experiments.

 

DIGIT HAS MOVED FROM SIMPLE RECRUITMENT TO THE ACQUISITION OF TALENTS

Changing one’s way of working often involves changing one’s state of mind. As a recruiter, the desire is strong to find a candidate who has already held a position or functions identical to those sought. At DiGIT, we do not look for the clone or the “5-legged sheep” but we favor the potential of our candidates.

No quality without error, no error without corrective action. No corrective action without training and so no quality without training. The vacancy of a position is often more expensive than the training of a good candidate.

The different stages that constitute the strategic acquisition of talent at DiGIT:

1-ATTRACT

For this, we seek a personal and decisive connection. The bottom line is what we offer and how the candidate feels because we believe that in the end, people do not remember what we said or do, they mostly remember the feeling they had in face of us. For this, we guarantee an application procedure as simple, fluid and user-friendly as possible.

 

2-SELECT

The main challenge at this stage is to ensure that we choose the right candidate or that the deadlines of the selection process do not prevent us from recruiting the best profiles. We use videoconferences, graduate programs, work-study programs. Our talent management aims to identify and support strong potentials rather than strong experiences.

 

3-MEASURE

Aware of our core business, we attach less importance to degrees obtained than experience gained. For all DiGITi-ans, building a smart IT solution has no age. We remember that in 2000, a 15-year-old had become famous for hacking high-profile websites like Yahoo!, eBay, CNN, and Amazon. He had committed damages valued at $1.7 billion and had been sentenced to eight months in the Youth Division in a youth detention center. But he had subsequently received several job offers in cybersecurity: It was a talent to guide. In 2012, in Canada, it was a 12-year-old who was behind the hacking of several government websites. The child was still in fifth grade.

That’s why at DiGIT, every candidate goes through a test. He is put in a professional context and must then produce results as if he was already collaborator. We can then see the first-year students competing with experienced engineers: At DiGIT, the potential is preferable to grades. Even if the academic level remains insurance for some of our clients, we know how to accompany our collaborators desiring an academic breakthrough.

 

4-RETAIN

The performance of a company necessarily involves good managerial practices, loyalty among others employees who are the real engines of any project. To achieve this, we have put in place a series of measures to guarantee our employees some personal but also professional privileges. The first motivational aspect of DiGIT is the appropriate work environment to make everyone comfortable. For example, we have the Home Office method. Who does not dream from time to time of being able to work from home, rather than having to get dressed quickly to jump into a taxi and get to his office? In SWITZERLAND for example, for an ever-larger number of employees, this dream has come true. More SMEs in that country opt for flexible models and no longer impose a permanent presence on the company’s site.

The second point of loyalty is the composition of the best team possible. This is a crucial point to promote good team cohesion and thus facilitate work relationships. That’s why it is advisable to choose the best possible profile when recruiting, thinking of the maximum gender parity. In addition, at DiGIT, we involve employees in the final phase of the jobseeker recruitment process.

The other point of DiGIT is the social benefit. One of the best ways to retain a collaborator is to be interested in his social condition. A good mutual for an employee and all his family, gifts given to his children at particular times in their lives, are a mark of esteem for employees. Health is so important and can be so expensive that it becomes a major factor in well being, even before thinking of a gym registration.

 

by William A., CEO DiGIT.

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