The main tool for attracting talent to the third sector today is to be perceived as an attractive sector to work in. Therefore, the immediate challenge will be to be able to meet the two main expectations that currently prevail among workers: well-being and flexibility.

We know the third sector as organizations that work in the non-profit field, with the purpose of creating a more just and sustainable world. To achieve this, it is necessary to have committed, trained, and motivated teams for this change. In this environment, the cornerstone of talent management, "putting the person at the center," becomes something particularly sensitive, powerful, and at the same time, challenging. So, what are the current challenges in talent management in this sector? What does its leadership style need to respond to them?

According to the recent study “Talent development and cultural transformation in NGOs”, the leadership teams of the third sector are highly valued "for their commitment, passion, coherence, and humility." At the same time, and as an area for improvement, "teams also detect a deficit in such an important area as team and talent development and management." More than a third consider this competence to be infrequent, and only 16% rate it as excellent. This data corresponds to the mere 13% of organizations that claim to have a strategy or a formal talent management plan as a guide for the coming months or years.

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Article by Carlos Cortés, academic collaborator at the Esade Institute for Social Innovation