A year at Talent Search People: recruitment, training, and trust
Agustina Lobo shares the project that defined her first year, as well as the lessons she has gained from working alongside companies and candidates.
This month, Agustina Lobo marks one year at Talent Search People. During this time, she has worked across various sectors, supported clients with highly diverse needs, and broadened her understanding of recruitment processes.
“Reaching my one-year mark at Talent Search People prompts me to look back and reflect on the projects that have most transformed the way I work.”
Among all those experiences, there is one that captures his evolution particularly well: a project that combined selection and training.
A project in which selecting also meant training
The project took place in the retail sector and had a specific objective: to identify 30 individuals to participate in a training program, followed by a selection process. While prior experience was important, it could not be the sole criterion. It was also necessary to assess motivation, capacity for learning, and a willingness to grow within a new professional environment.
The approach required clearly communicating the nature of the training, the opportunities it could lead to, and the expectations for the participants. The selection process began by identifying potential and continued by supporting each candidate throughout a training experience linked to a specific job opportunity.
“This project compelled me to move beyond more traditional recruitment approaches and to focus much more on the value proposition, communication, and candidate motivation.”
As of today, 20 people are undergoing training, and 6 have already advanced to the selection process. The results demonstrate how a strategy that combines recruitment, development, and follow-up can broaden access to talent and create new pathways for meeting specific needs.
A different way of responding to the shortage of talent profiles
When the market does not offer enough professionals with the precise experience required, broadening one’s perspective can open up new possibilities. In this instance, the solution involved identifying individuals with a suitable foundation and providing them with training tailored to the needs of the retail sector, prior to proceeding with the selection process.
For the client, this approach makes it possible to build a talent pipeline prepared for the specific requirements of the project. For the candidates, it provides access to training and an opportunity to demonstrate skills that might not otherwise be apparent from a résumé alone.
“When selection, training and monitoring are part of the same strategy, it is possible to generate new opportunities for candidates and respond more flexibly to hiring needs.”
Confidence improves the quality of decisions
Another lesson Agustina has learned is how a process shifts when there is trust between the client and the recruitment team. Understanding the business context, the team’s challenges, and the expectations for the new hire makes it easier to grasp the specific needs and conduct a more targeted, well-informed search.
Transparency fosters more productive conversations and allows for strategic adjustments when obstacles arise. It also ensures that candidates receive clear information, enabling them to evaluate the opportunity with greater confidence.
“The best results tend to come when there is transparency from the very beginning and we work with open, constant communication.”
A lesson worth preserving
This first year has also allowed him to observe each process from two perspectives: that of the company looking to bring in talent, and that of the individual who is considering a career change.
“Behind every selection process, there are people making important decisions regarding their professional careers. I believe we should never lose sight of that perspective.”
