Post by rabia373 on Mar 10, 2024 14:23:42 GMT 8
Jump. Prove. Risk. Life is that. And he has made a flag of his experience. Carla Costa came to H & M years ago by chance and since she has been the head of Human Resources for Southern Europe for the Swedish company. A lot has happened since she set foot in her first store in Portugal, her native country in But something remains unchanged: the corporate values that led her to leave her stable job to try out for a company unknown to her at the time. . “I was very shocked that a company totally unknown in the country dedicated an entire page of a newspaper to announcing that it was looking for workers,” he recalls. And from there, a meteoric career, always under the roof of H&M. She began as head of the women's department of the Nordic firm's first store in Lisbon , later helped implement the expansion strategy throughout the country and ended up receiving a proposal that did not fit, a priori , in her plans: take the leap to Human Resources. She, with training in numbers, an expert in analysis, with training in business administration, had something on the table that was at the opposite end of her usual comfort zone. She asked for time to train in this field, but they did not grant it to her: either you take it now or the opportunity passes, they told her.
Now that I look back, I remember how they encouraged me to embark on this adventure. I thought she didn't have the leadership, development, and emotional intelligence skills to fill this position, but I did it . And I don't regret it. In life you have to try, take risks,” she begins. And today, as head of the Human Resources department for Southern Europe, she has under her direction the wor Whatsapp Number List king lives of , workers from countries, including Spain, of which % of the total are women . “The flight of talent is something that worries us and in all com panies we always look for the best. We want to attract and for them to stay with us and that is why we are betting a lot on the development of internal talent as a corporate strategy and hallmark,” she says as a reflection. Talking about people, talent, human teams with Carla Costa is entering, suddenly, a world in which values gain special prominence. Exude enthusiasm, transmit security. We talked with her about her role in the company, her challenges, Artificial Intelligence applied to human resources and how the global situation is changing the rules of the game in the workplace. And the challenges that all that implies. With almost no time to start the interview, she begins to talk about talent retention. We pick up the witness.
Talk about talent drain. What is H&M doing to retain it? The flight of talent impacts all companies. And retention too. You have to attract, develop and retain. I am a clear example of how to stay in the same company for many years. What we instill at H&M is that you can be yourself and at the same time be whatever you want. In English we call it you can be yourself and more . It means that each worker has the opportunities that he wants to take advantage of. They are there and it depends on what each employee wants. But they are there, always. The objective is, therefore, to search first at home… More than looking for external talent, what we want is to develop and enhance internal talent. If you have the company values, why go outside looking for them? Only two years ago the Human Resources office for Southern Europe was created and logically there was no team. Today we are more than a hundred people, most of us from H&M. How is that balance achieved between talent retention and the search for new talent abroad? There is a duality that I find enormously interesting. We must retain talent as long as they are happy to be with us. And then let them fly, go look for other challenges if they no longer feel comfortable or have other professional aspirations. A moment that must not be easy to assume.
Now that I look back, I remember how they encouraged me to embark on this adventure. I thought she didn't have the leadership, development, and emotional intelligence skills to fill this position, but I did it . And I don't regret it. In life you have to try, take risks,” she begins. And today, as head of the Human Resources department for Southern Europe, she has under her direction the wor Whatsapp Number List king lives of , workers from countries, including Spain, of which % of the total are women . “The flight of talent is something that worries us and in all com panies we always look for the best. We want to attract and for them to stay with us and that is why we are betting a lot on the development of internal talent as a corporate strategy and hallmark,” she says as a reflection. Talking about people, talent, human teams with Carla Costa is entering, suddenly, a world in which values gain special prominence. Exude enthusiasm, transmit security. We talked with her about her role in the company, her challenges, Artificial Intelligence applied to human resources and how the global situation is changing the rules of the game in the workplace. And the challenges that all that implies. With almost no time to start the interview, she begins to talk about talent retention. We pick up the witness.
Talk about talent drain. What is H&M doing to retain it? The flight of talent impacts all companies. And retention too. You have to attract, develop and retain. I am a clear example of how to stay in the same company for many years. What we instill at H&M is that you can be yourself and at the same time be whatever you want. In English we call it you can be yourself and more . It means that each worker has the opportunities that he wants to take advantage of. They are there and it depends on what each employee wants. But they are there, always. The objective is, therefore, to search first at home… More than looking for external talent, what we want is to develop and enhance internal talent. If you have the company values, why go outside looking for them? Only two years ago the Human Resources office for Southern Europe was created and logically there was no team. Today we are more than a hundred people, most of us from H&M. How is that balance achieved between talent retention and the search for new talent abroad? There is a duality that I find enormously interesting. We must retain talent as long as they are happy to be with us. And then let them fly, go look for other challenges if they no longer feel comfortable or have other professional aspirations. A moment that must not be easy to assume.