El empleo inclusivo: Un enfoque sólido para las empresas

These processes, including selection, linkage, and employee retention, must consider the competencies associated with job roles and tasks, rather than relying on labels or prejudices that may exist within the organization. Vacant positions must correspond to real needs of the company, rather than being created solely to incorporate vulnerable populations. This ensures that employment inclusive practices are sustainable. The selection process should prioritize candidates with the necessary competencies to perform the assigned tasks, and the company's conditions and job characteristics should be suitable for the individuals. There are no specific sectors or jobs suitable for particular populations, and vice versa. Generalizations are difficult to make, and it is impossible to determine which groups are best suited for certain roles. In practice, the processes of training, selection, and hiring should take into account the unique characteristics of each individual and each vacant position. The focus should be on the compatibility of the candidates' competencies and the job profiles. The entire organization must be committed to generating inclusive employment practices. This involves not only the company's directors and human resources personnel but also direct supervisors, colleagues, legal and communications staff, and others. Therefore, actions aimed at preparing and supporting employees should not be limited to sensitizing directors or managing from the human resources department.