{"id":11987,"date":"2018-06-11T19:40:00","date_gmt":"2018-06-11T19:40:00","guid":{"rendered":"https:\/\/www.sisinternational.com\/the-global-talent-crunch-a-white-paper-by-ruth-stanat\/"},"modified":"2026-01-26T14:20:15","modified_gmt":"2026-01-26T19:20:15","slug":"la-crisis-mundial-del-talento-un-libro-blanco-de-ruth-stanat","status":"publish","type":"post","link":"https:\/\/www.sisinternational.com\/es\/la-crisis-mundial-del-talento-un-libro-blanco-de-ruth-stanat\/","title":{"rendered":"Investigaci\u00f3n de Mercado de Gesti\u00f3n del Talento"},"content":{"rendered":"<figure class=\"gb-block-image gb-block-image-864c5eaf\"><img loading=\"lazy\" decoding=\"async\" width=\"1456\" height=\"816\" class=\"gb-image gb-image-864c5eaf\" src=\"https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Focus-group-meeting-5.jpg\" alt=\"Investigaci\u00f3n y estrategia de mercado internacional de SIS\" title=\"Focus group &amp; meeting (5)\" srcset=\"https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Focus-group-meeting-5.jpg 1456w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Focus-group-meeting-5-300x168.jpg 300w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Focus-group-meeting-5-1024x574.jpg 1024w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Focus-group-meeting-5-768x430.jpg 768w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Focus-group-meeting-5-18x10.jpg 18w\" sizes=\"auto, (max-width: 1456px) 100vw, 1456px\"><\/figure>\n\n\n\n<p><\/p>\n\n\n\n<p>One of the most daunting challenges in today\u2019s global economy is the \u201cTalent crunch\u201d and challenges in scouting, recruiting, and growing talented people in your firm. Ageing societies are struggling to find qualified people to run complex and high-technology processes.<\/p>\n\n\n\n<p>Attracting and retaining talent can mean the difference between success and failure in today&#8217;s fast-paced global economy.\u00a0 Significant trends are impacting HR management functions, including the rise of Artificial Intelligence, Data Science, Automation and Algorithms.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">La importancia de la gesti\u00f3n del talento<\/h2>\n\n\n\n<p>La Gesti\u00f3n del Talento es importante por las siguientes razones:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>The HR function is considered <a href=\"https:\/\/www.sisinternational.com\/es\/pericia\/industrias\/redaccion-de-un-documento-tecnico-sobre-contenido-estrategico-b2b\/\" title=\"Empresa de redacci\u00f3n de documentos t\u00e9cnicos y contenido estrat\u00e9gico B2B\"  data-wpil-monitor-id=\"11023\">strategic by more and more companies<\/a>.<\/li>\n\n\n\n<li>Los profesionales de recursos humanos todav\u00eda creen que sus fuerzas laborales no est\u00e1n adecuadamente preparadas para cumplir con los planes futuros de sus empresas.<\/li>\n\n\n\n<li>HR management has embraced software and <a href=\"https:\/\/www.sisinternational.com\/es\/soluciones\/consultoria-de-hosteleria-y-turismo-en-viajes\/empresa-de-gestion-hotelera-investigacion-de-mercado-consultoria-estrategica\/\" title=\"Empresa de gesti\u00f3n hotelera Investigaci\u00f3n de mercados y consultor\u00eda estrat\u00e9gica\"  data-wpil-monitor-id=\"11020\">management tools but many companies<\/a> use manual tools and processes.<\/li>\n\n\n\n<li>Technology-enabled <a href=\"https:\/\/www.sisinternational.com\/es\/soluciones\/investigacion-de-mercado-de-ia-y-consultoria-estrategica\/recursos-humanos-gestion-del-talento-automatizacion-inteligencia-artificial-consultoria\/\" title=\"Recursos Humanos y Gesti\u00f3n del Talento Automatizaci\u00f3n y Consultor\u00eda en IA\"  data-wpil-monitor-id=\"11024\">automation of discrete talent<\/a> functions is providing significant opportunities for cost containment.<\/li>\n\n\n\n<li>Cross-functional HR metrics leveraging workforce analytics can provide an advantage.<\/li>\n\n\n\n<li>Los millennials tienen m\u00e1s probabilidades de cambiar de trabajo, lo que hace que la adquisici\u00f3n de talento y la retenci\u00f3n de recursos humanos sean fundamentales<\/li>\n\n\n\n<li>La medici\u00f3n y gesti\u00f3n de m\u00e9tricas, indicadores clave de desempe\u00f1o y an\u00e1lisis de la fuerza laboral son cada vez m\u00e1s importantes.<\/li>\n<\/ul>\n\n\n\n<h2 class=\"wp-block-heading\">Adquisici\u00f3n de Talento<\/h2>\n\n\n\n<p>A robust Talent Management function within a company hires beyond the traditional model of looking only at skills; instead, they hire by \u201ctalent.\u201d Focusing on defining the talent needed to reach organizational goals and building a plan to make certain you have the talent available are the crucial first step in a robust TM function.<\/p>\n\n\n\n<p>Su enfoque va m\u00e1s all\u00e1 de un enfoque externo. Los directivos necesitan poder conocer sus propios talentos, lo que requiere una gran dosis de introspecci\u00f3n. Un l\u00edder seguro no tiene problemas en contratar personas mejores que \u00e9l mismo.<\/p>\n\n\n\n<p>As part of a company\u2019s long-term Talent Management procedures, much of the scouting process involves getting both managers and members of Generation Y on board. Generation Y has fundamentally different objectives in their behavior, outlook and interaction in the workplace. Generation Y, as a baby boom generation, is widely considered one of the most important generations in advancing a rapidly ageing workforce.<strong><br><\/strong><\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Integrando a la Generaci\u00f3n Y en el lugar de trabajo<\/h2>\n\n\n\n<p>SIS has built a model that proactively integrates very talented members of Generation Y in creative development, <a href=\"https:\/\/www.sisinternational.com\/es\/the-impact-of-desk-research-on-strategic-decision-making\/\" title=\"The Impact of Desk Research on Strategic Decision-Making\"  data-wpil-monitor-id=\"11025\">strategic planning and research<\/a>. Essentially, the goal is to harness both the strengths of older and younger generations, while minimizing the intergenerational tensions that often arise in corporate settings.<\/p>\n\n\n\n<p>Embracing Generation Y is one possible method. For example, at SIS, managers fully embrace the youth. We provide them with an uncommon opportunity for experience and confidence to allow them the opportunity to thrive. And through their perspectives, we have considered many new initiatives that have continued to our success, our commitment to innovation and ability to provide high degrees of client value. But, what works in our company may not work in others. It is a matter of striking the right balance between strategy and culture.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Making Your HR Function More Strategic<\/h2>\n\n\n\n<p>The Talent Management function certainly considers necessary skills and the candidates\u2019 ability to grow their skills, applying them to core business processes and leading change. Talent Managers analyze the candidate\u2019s ability to fit within the corporate culture, viewing corporate culture as a valuable competitive advantage. For certain companies, integrity, responsibility and character are important in ensuring that the company\u2019s long-term interests will be fulfilled. For example, many financial services firms look to ensure that their new talent are group-oriented to minimize self-serving behavior that could potentially endanger their firms.<\/p>\n\n\n\n<p>Aligning talent with corporate <a href=\"https:\/\/www.sisinternational.com\/es\/el-efecto-de-la-cultura-de-mercado-nigeriana-en-los-negocios\/\" title=\"El mercado nigeriano: el efecto de la cultura en los negocios\"  data-wpil-monitor-id=\"11019\">culture is not fluffy marketing<\/a> jargon. A strong corporate culture with employees on board contributes to strong <a href=\"https:\/\/www.sisinternational.com\/es\/plan-global-de-inteligencia-competitiva-por-ruth-stanat-revista-de-inteligencia-competitiva\/\" title=\"Compa\u00f1\u00eda Global de Inteligencia Competitiva\"  data-wpil-monitor-id=\"11022\">competitive advantages in companies<\/a> like Southwest and Apple.<\/p>\n\n\n\n<p>En corporaciones con estructuras organizativas r\u00edgidas, a menudo puede haber un n\u00famero significativo de personas talentosas. Pero, cuando los profesionales talentosos no se sienten valorados, respetados o no sienten la libertad suficiente para concebir e implementar ideas creativas.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Medici\u00f3n del valor en la gesti\u00f3n del talento<\/h2>\n\n\n\n<p>Muchas empresas se esfuerzan por crear entornos que cultiven relaciones s\u00f3lidas con la adquisici\u00f3n de talento. Esto se debe al gran valor del talento en las operaciones de la empresa y a la competencia que podr\u00eda surgir si la adquisici\u00f3n de talento no queda satisfecha. Adem\u00e1s, las empresas quieren asegurarse de que su talento prospere, incluso si la cultura corporativa es r\u00edgida. Muchas empresas consideran que la mejor manera de hacerlo es creando para su talentoso personal una red de relaciones s\u00f3lidas basadas en la verdad, la confiabilidad y la confianza.<\/p>\n\n\n\n<p>Las empresas ahora pueden utilizar intranets integradas de intercambio de conocimientos complejos para poner a sus empleados en contacto con expertos talentosos en toda la corporaci\u00f3n para difundir de inmediato conocimientos t\u00e9cnicos de alto nivel. La conclusi\u00f3n aqu\u00ed es la implementaci\u00f3n de procesos que permitan a la empresa <em>inmediatamente<\/em> aprovechar y hacer uso de su talento.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">A long-term perspective<\/h2>\n\n\n\n<p>Talent Management is a long-term process, with three potential ways to continually cultivate their talent:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Volver a entrenar<\/strong> \u2013 tener que volver a capacitar a las personas y asegurarse de que tengan los recursos adecuados para ejecutar<\/li>\n\n\n\n<li><strong>Reposicionar<\/strong> \u2013 do not discard antiquated talent, but help reposition them periodically according to their strengths within the company<\/li>\n\n\n\n<li><strong>Jubilarse<\/strong> \u2013 plan with your staff their retirements and futures to <a href=\"https:\/\/www.sisinternational.com\/es\/b2b-customer-experience-the-ultimate-guide-to-building-loyalty-that-lasts\/\" title=\"B2B Customer Experience: The Ultimate Guide to Building Loyalty That Lasts\"  data-wpil-monitor-id=\"11021\">build goodwill and loyalty<\/a><\/li>\n<\/ul>\n\n\n\n<h2 class=\"wp-block-heading\">Acerca de la investigaci\u00f3n de mercado de gesti\u00f3n del talento<\/h2>\n\n\n\n<p>Talent <a href=\"https:\/\/www.sisinternational.com\/es\/pericia\/industrias\/investigacion-de-mercado-de-gestion-de-flotas\/\" title=\"Investigaci\u00f3n de mercado de gesti\u00f3n de flotas\"  data-wpil-monitor-id=\"5914\">Management Market Research<\/a> provides data, insights and strategies to drive performance with your company&#8217;s most valuable resources &#8212; your team.\u00a0 We conduct Qualitative Research, Quantitative Research, and Strategy Research.\u00a0 In Qualitative Research, we <a href=\"https:\/\/www.sisinternational.com\/es\/soluciones\/investigacion-de-mercado-de-grupo-focal\/como-realizar-un-grupo-focal\/\" title=\"C\u00f3mo realizar un grupo focal\"  data-wpil-monitor-id=\"11018\">conduct Focus Groups<\/a>, In-Depth Interviews, Workplace Ethnography, and Online Communities.\u00a0 In Quantitative Research, we conduct employee surveys and surveys with prospective candidates.\u00a0 In Strategy Research, we conduct research into the competitive landscape, competitive analysis, <a href=\"https:\/\/www.sisinternational.com\/es\/pericia\/industrias\/investigacion-de-mercado-de-telecomunicaciones\/\" title=\"Investigaci\u00f3n de Mercado de Telecomunicaciones (5G y 6G)\"  data-wpil-monitor-id=\"4516\">Investigaci\u00f3n de oportunidades de mercado<\/a>, and Market Sizing.<\/p>","protected":false},"excerpt":{"rendered":"<p>Descubra c\u00f3mo la Gesti\u00f3n del Talento puede ser una ventaja competitiva para su empresa.<\/p>","protected":false},"author":1,"featured_media":62667,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[292],"tags":[],"class_list":["post-11987","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-strategy","generate-columns","tablet-grid-50","mobile-grid-100","grid-parent","grid-50"],"_links":{"self":[{"href":"https:\/\/www.sisinternational.com\/es\/wp-json\/wp\/v2\/posts\/11987","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.sisinternational.com\/es\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.sisinternational.com\/es\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.sisinternational.com\/es\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.sisinternational.com\/es\/wp-json\/wp\/v2\/comments?post=11987"}],"version-history":[{"count":7,"href":"https:\/\/www.sisinternational.com\/es\/wp-json\/wp\/v2\/posts\/11987\/revisions"}],"predecessor-version":[{"id":81803,"href":"https:\/\/www.sisinternational.com\/es\/wp-json\/wp\/v2\/posts\/11987\/revisions\/81803"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.sisinternational.com\/es\/wp-json\/wp\/v2\/media\/62667"}],"wp:attachment":[{"href":"https:\/\/www.sisinternational.com\/es\/wp-json\/wp\/v2\/media?parent=11987"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.sisinternational.com\/es\/wp-json\/wp\/v2\/categories?post=11987"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.sisinternational.com\/es\/wp-json\/wp\/v2\/tags?post=11987"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}