Mexico Talent Forum 2022 - Impact Report

IMPACT REPORT

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In the looming shadow of a massive labor reshuffle, employers are being careful about explicit demands, opting instead to develop incentives that will motivate employees to return to the office of their own volition. This is strategically necessary in a market that continues to be characterized by talent scarcity, an existential risk that threatens to curb innovation and growth. To circumvent these observed risks, companies have allocated funds to their Chief Human Resources Officers so they can oversee the digitization of their departments, the reconfiguration of their value propositions and the development of retention and recruitment initiatives.

At the center of these parallel objectives are employees, who will dictate the values that should ideally be reflected in the company’s culture and objectives. Leadership roles within the organization will play a pivotal role in identifying core values and transmitting them within the disaggregated work model that is hybrid work. Downstream priorities for companies include the reconfiguration of physical workspaces that have yet to adapt to transmit and accommodate the needs of a flexible, hybrid work model.

At Mexico Talent Forum 2022, industry leaders highlighted the development of human-driven business models by aligning the company’s value proposition with its market objectives. This move marks a definitive shift away from performance-driven company cultures and towards the development of healthy, purpose-driven and inclusive work propositions. As the premier event in the human resources and talent sector, Mexico Talent Forum 2022 provided an ideal space for key decision-makers to share their perspective and build a discussion around the latest trends affecting all industries and sectors of the Mexican economy.

4

C onf e r e nc e I mpact

134

companies

377

conference participants

Breakdown by job title

34% HR Director/ VP 19% CEO/Founder 18% Director 15% Manager 8% Partner/President 6% Consultant

59

speakers

3

sponsors

1,305

visitors to the conference website

Conference social media impact

Pre-conference social media impact

12,440 direct impressions during MTF

5,482 direct pre-conference LinkedIn impressions

2.70% click through rate during MTF

3.06% pre-conference click through rate

8.31% conference engagement rate

7.93% pre-conference engagement rate

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177

participants

Matchmaking intentions

833

matchmaking communications

38

1:1 meetings conducted

812 Trading 136 Networking Total

1,355

194 Investment 150 Recruitment 63 Mentoring

5

C ompan y Att e ndanc e

•

7-eleven

•

Genommalab

•

Nexteer

•

Accenture

•

Gentherm

•

NIC México

•

Acclaim Energy

•

•

Norman Krieger Inc.

•

ACH Foods Mexico

GLOBAL EDTECH IMPACT ALLIANCE

•

OCCMundial

•

ADN Well-being

•

Globant

•

•

Advisory Network for Wellbeing

•

GPTW

ONLINE CAREER CENTER MEXICO SAPI DE CV

•

Graviti

•

PAGECOM

•

Alabooool

•

Great Place to Work

•

Photon infotech

•

Alphacredit

•

Grupo MC

•

Poliglota

•

AMBE Engineering LCC

•

grupo ruba

•

Prestone

•

AMECH

•

Grupo Salinas

•

Quadrant Comunicación RRPP

•

Assurant

•

RM Pharma Specialists

Axity

H. ROSEN DE MEXICO, S. DE R.L. DE C.V

•

•

•

Samsung

•

BASF

•

Hasbro de México

•

Sanofi

•

BAYER

•

HENRY

•

Scania

•

Ben and Frank

•

HERMAN MILLER

•

•

Bosch

•

HOLLAND & KNIGHT LLP

Schenker International, S.A. de C.V.

•

Brella Ltd

•

Honeywell Mexico

•

Schlumberger

•

Cafemor

•

Humand

•

Schneider Electric

•

Casai

•

Humanologo Consulting

•

Scotiabank

•

Castor App

•

Hunters Of Talent

•

•

Center for Emerging Leadership

•

iMile Delivery Services

Secretaría del Trabajo y Previsión Social, STPS

•

INDRA - MINSAIT

•

Shell

•

Citi

•

Inventa Financial

•

Silabuz

•

Clip

•

ioio

•

Slang

•

Cognizant

•

IOS OFFICES

•

Someone Somewhere

•

Collective Academy

•

ivoy

•

Starkey

•

Conekta

•

JCP Consulting

•

Talentu

•

Coppel SA de CV

•

JOKR

•

Tallentup

•

Cox Energy

•

Kavak

•

Tec de Monterrey

•

Danone

•

Kimberly Clark de Mexico

•

Technip Energies

•

Dell Technologies

•

Klinc

•

Telmex

•

Deloitte

•

KPMG

•

Thincrs

•

Dimex Capital Sofom

•

Krino

•

TMF Group

•

dmX

•

LABORATORIOS SILANES

•

Tribal Credit

•

DocuSign

•

LafargeHolcim

•

TROX MEXICO

•

Draeger

•

LaPieza.io

•

Tul

•

Endeavor

•

LinkedIn Talent Solutions

•

Tupperware

•

Enel

•

MAS

•

Ualá

•

EPIC QUEEN

•

Mentorship-PDA

•

Vera & Asociados

•

EVEREST

•

Mercado Libre

•

Vinco

•

Evolutive Agency

•

Mercer

•

Volkswagen de México

•

F5

•

METAPHORCE BY FORTE

•

Walmart

•

Femsa

•

Mexico Business

•

Wartsila

•

FORTE INNOVATION CONSULTING/ METAPHORCE

•

MexicoView

•

WillScot

•

Millerknoll

•

Workday

•

Fundación México-Estados Unidos para la Ciencia

•

Modatelas

•

Zenda.la

•

Momlancers

6

P rogram D ay 1

09:00

LEADERSHIP IN A CHANGING WORLD

Speaker: Felipe Sánchez, Assurant Mexico 09:30

LEADERSHIP IN THE NEW WORLD OF WORK

Moderator: Nicolas Benenzon, Humand.co Panelists: Alma Puig, Great Place to Work

José Antonio Alonso, DIMEX Capital

Eduardo Medeiros, Welbe Care 10:15

THE RISE OF THE CHIEF HUMAN RESOURCES OFFICER

Moderator: Yamile Nacif, Accenture Panelists: Nora Villafuerte, Nestlé

Hernan Valcarce, Danone

Juan Domínguez, Clara

Diva Carrillo, Honeywell 11:00

NETWORKING OPPORTUNITY - AI-POWERED 1:1 MEETINGS

12:30

THRIVING COMPANY CULTURE, VALUES AND PURPOSE AS CRITICAL SUCCESS FACTORS

Moderator: Paulina López, Dell Technologies Panelists: Ricardo Combariza, Covalto

Carlos Andrés De Silva, DHL Express Mexico

Miguel Castuera, Conekta

Daniel Parra, Laboratorios Silanes 13:15

THE REPOSITIONING OF EMPLOYEE WELL-BEING

Moderator: Olivia Segura Ortiz, KPMG Panelists: Victor Velázquez, Clip

Martha Barroso, ManpowerGroup

Hugo Salcedo Mejía, Unilever 14:00

NETWORKING OPPORTUNITY - AI-POWERED 1:1 MEETINGS

15:00

IMPACT OF MEXICO’S OUTSOURCING AND SUBCONTRACTING REFORM

Moderator: Regina Cabal, Momlancers Panelists: Francisco Martínez Domene, The Adecco Group Mexico

Leonardo Lara, Mercer

Maya Dadoo, Worky 15:45

NOM-35 AND MENTAL HEALTH IN THE WORKPLACE

Moderator: Diego Muradás, Zenda.la Panelists: Edgar Rosas, Centro de Liderazgo Emergente & APRHIFAC

Nidia Garza, OneAmerica

Jorge Mérida, ADN Wellbeing

Joaquín Apolonio Ávila, Ministry of Labor and Social Welfare 16:30

LABOR MARKET TRENDS THAT WILL SHAPE MEXICO’S ECONOMY

Speaker: Héctor Márquez Pitol, Coparmex and AMECH

7

P R O G R A M D AY 2

09:00

THE FUTURE OF RECRUITMENT

Moderator: Pato Bichara, Collective Academy Panelists: Sergio Porragas, OCC Mundial

Hernán García, Tec de Monterrey

Justyna Kroplewska, Citi 09:45

HR TRENDS: HOW MANUAL PROCESSES LIMIT PRODUCTIVITY

Speaker: Jorge Valencia, DocuSign 10:15

THE RISE OF SKILLS-BASED RECRUITMENT

Moderator: Alejandro Ureña, Evolutive Agency Panelists: Ricardo Rodríguez, Scania

Vanessa Escudero, Palacio de Hierro

Alejandro Hernández, The Kraft Heinz Company

Fabiola Quiroz, BOSCH 11:00

NETWORKING OPPORTUNITY - AI-POWERED 1:1 MEETINGS

12:00

THE HYBRID WORKPLACE/ DESIGNING A WIN-WIN FOR PEOPLE AND EMPLOYERS

Moderator: Carolina González, EY Mexico Panelists: Mario Espinosa, Herman Miller

Marcela Domenzain, BASF

Ena Torres, Mercado Libre 13:00

UP-SKILLING, CONTINUOUS LEARNING AND THE WORKFORCE TRANSFORMATION

Moderator: Jorge Ponga, Deloitte Consulting Panelists: Gabriela Villavicencio, Hyundai

Fernando Valenzuela, Global Impact EdTech Alliance

Mireya Rangel, Indra

Karlo Mondragón, Grupo Salinas 14:00

NETWORKING OPPORTUNITY - AI-POWERED 1:1 MEETINGS

15:00

THE ACCELERATED DIGITALIZATION OF THE HR FUNCTION

Moderator: Carla Soto, Casai Panelists: José Ramón Fernández, Coppel

Ana Isabel Orihuela, Digital@FEMSA

Manuela Vélez, Tul

José Carlos Aguilar, Palenca 15:45

SALARY ON DEMAND: END OF THE PAYDAY CONCEPT?

Moderator: Belén Meza, iVoy Panelists: Diego Villarreal, Castor

Nima Pourshasb, Minu

Courtney McColgan, Runa

David Roa, Klinc 16:30

CAPACITIPS. HOW TO BUILD CAPACITY IN 2022?

Speaker: Santiago San Martín, Globant

8

C onf e r e nc e H ighlights

READJUSTMENTS EXPECTED FOR HYBRID WORK MODELS A c t i v e l i s t e n i n g e ff o r t s o f C - s u i t e

social cohesion and trigger isolation .

executives and leadership was central to

The approach also helped the company

the continued functionality of business

p i n p o i n t h e a l t h r i s k s a n d b u i l d f re e

operations during the COVID-19 pandemic.

preventative programs around physical

T h i s c yc l i c a l p r a c ti ce h a s b e co m e a

and mental wellness to circumvent issues

standard that will influence the further

such as burnouts.

development of work modalities , and ultimately improve companies’ ability

These efforts helped Assurant secure first

to pivot as needed for when the next

place as a Great Place to Work in Mexico’s

disruption arises.

financial sector and close the first year of the global pandemic with a trust index rate

“The COVID-19 pandemic remined us that

of 94, the highest in its company history.

the future is always uncertain,” said Felipe

Furthermore, it was recognized as one

Sanchez, President and CEO, Assurant.

of the best companies to work for by

The social and organizational challenges

the women the company employed. This

encountered over the past two years were

was an important fist-time recognition in

the ultimate resiliency test to Assurant’s

Mexico, where women have traditionally

human resources initiatives and the strength

been disproportionally pushed out of the

of its company culture. While the company

labor market. These initiatives allowed

would go on to be awarded as a Great Place

the company to grow steadily even as

to Work for the tenth consecutive year, this

the global economy suffered numerous

did not materialize without significant effort

setbacks.

from both its leadership and contributors.

All the added initiatives and support that

Since opening its offices earlier this year, the

contributors received were rooted in

company adopted a flexible hybrid model

constant communication such as weekly

regarding office attendance. Assurant will

townhalls and one-on-one coffee breaks

continue to refine the model based on the

with Assurant’s CEO.

needs of its contributors, said Sanchez.

Although presential work is only required

“These open lines of communication were

t wi ce a we e k fo l l owi n g th e m o d e l ’s

central to providing clarity and maintaining

implementation three weeks ago, this has

company structure while safeguarding

already been met with some resistance,

the emotional and mental wellbeing of

which is a problem that other companies will

our contributors ,” said S anchez. This

likely encounter as they call workers back to

allowed Assurant to foster its company

the office. The conundrum for companies

culture even when confronted with the

will be to decide if this is something

i n h e r e n t c h a l l e n g e s e n g e n d e r e d by

that they are willing to compromise on.

remote work, which is known to undermine

Re g a rdless , fl exibilit y will re m ain a n

9

C onf e r e nc e H ighlights overarching feature of future work models,

Throughout this process leadership will

so long as contributors can demonstrate

once again be tasked with demonstrating

equal or increased productivity compared

empathy and support as companies enter a

to office work.

new readjustment period.

COMMUNICATION KEY TO KEEP WORKPLACE MOTIVATION, ENCOURAGEMENT The COVID-19 pandemic brought about

is working with clear objectives. A leader

many challenges , among them the

must know precisely what he expects from

adaptation to remote work, which generated

every job position. Generating trust in the

a shift in labor trends. This new era of digital

working environment is the second factor,”

work necessitates a change in the desired

Medeiros added. To motivate employees, the

characteristics and abilities of leaders

company’s purpose and mission statement

need to ensure an efficient workforce, as

should be clear. Furthermore, its bond of

well as to enable companies keeping their

trust must extend to the digital environment.

employees motivated and engaged, agree

This confidence can be created through

Human Resources experts.

different channels such as the Metaverse or WhatsApp groups created to talk about

“The pandemic’s main lesson was to break away from the leadership paradigms. This is how we changed toward a focus on the person, with empathy and flexibility. This must be preserved”

topics unrelated related to work, he added.

“Going to work” is one of the most common human activities and has been so for ages. This changed drastically during the pandemic and altered routines severely. As a result, problems such as burnouts and mental

Alma Puig

health issues appeared more frequently. To

CEO | Great Place to Work

deal with these problems, leaders needed to adapt. “The pandemic’s main lesson was to break away from the leadership paradigms.

This is how we changed toward a focus on

“Leaders must teach their collaborators

the person, with empathy and flexibility.

about the importance of planning their

This must be preserved,” said Alma Puig,

objectives and generate an environment

CEO, Great Place to Work, adding that this

of trust. This can help avoid burnouts and

understanding was especially important in

health problems,” said Eduardo Medeiros,

Mexico, where one out of four employees

CEO and Co-founder, WelbeCare. New

experience mental health issues.

practices must focus on achieving faster and more efficient processes. Such processes

Strategies to improve mental wellbeing have

eliminate tiresome practices that wear

taken leaps forward thanks to the greater

out employees, which will boost their

focus on people that companies developed,

productivity and wellbeing. Traditional

as they enhanced their communication

companies normally fill out the schedules

skills and ensured work hours remained

of employees with meetings just ensure

reasonable. “While we keep implementing

they are busy when they could be focused

the changes that new generations and

on achieving their tasks instead, mentioned

global conditions demand, we can keep on

Medeiros. However, modern-day technology

moving forward,” said Puig.

revolutionized the way meetings work and enhanced business operations.

Many companies focus solely on their clients.

Nevertheless, to measure the real value of

“There are two key factors that foster an

a company, it is similarly crucial to measure

efficient and productive workforce. One

the experience of employees and adapt to

10

C onf e r e nc e H ighlights their needs. “To improve the organizational

the approach generated clear benefits

culture, everything that happens within the

for DIMEX. Technology should be used

company must be measured. What is not

to enhance communication and create

measured cannot be improved,” said Nicolas

space for more humane business practices.

Benenzon, CEO and Co-founder, Humand.

The challenge here is to create a hybrid environment by encouraging flexibility while

P a r t o f t h i s c u l t u r e i s a n e ff e c t i v e

ensuring people still feel trusted and remain

communication strategy. According to José

motivated.

Antonio Alonso Mendivil, Vice President, DIMEX Capital, the shif t to a new era

N eve r th e l e s s , eve r y co m p a ny wo r k s

highlighted the importance of delegating

differently. “Therefore, every company

and communicating with absolute clarity.

needs to find its own recipe for success

Teamwork strategies like appointing an

and apply it. A more generalized approach

existing employee to help new newcomers

could be one where the focus is on the

to adapt and learn about the company

person, with the support of technology,”

were key to keep productivity steady, as

concluded Alonso.

HR EXECUTIVES MUST MAKE THE MOST OF SEAT AT THE BIG TABLE Among the many changes to the workplace

Nora Villafuerte Garza, Vice President of

environment that the pandemic generated,

Human Resources, Nestlé, said that this

the new role of Human Resources (HR)

change was already in the cards for some

stands out. HR executives may have been

time: “This may be the best time to be a

occasionally taken for granted in the past,

CHRO with all the changes happening

but industry experts agree that with the

around us. However, the rise in importance

advent of the Chief Human Resources

of the CHRO began at least 5 years ago. We

Officer (CHRO), the department has taken

are living through complicated, changing

on a reinvigorated relevance. C H ROs

times. In this country, we have a series of

should capitalize on this development.

new laws. Twenty-five years ago, HR was losing importance as trade unions were

Yamile Nacif Rueda, Human Capital Leader,

pushed aside and labor relations were

Accenture, underscored how the global

undermined. But now, we are back at the

pandemic has put HR workers under the

forefront of business operations.”

spotlight. “Each day during the pandemic, our strategy was under scrutiny,” she said.

Villafuerte highlighted how digitalization

This greatly increased the importance

puts a lot of pressure on HR officers. It was up

of the H R depar tment. What is more,

to them to supervise the implementation of

all evidence indicates that this elevated

new platforms such as Zoom and Microsoft

position is here to stay, so HR officers

Teams and to ensure that employees were

should utilize their sway to improve their

adapting well and not losing engagement.

company’s culture.

With such a crucial role, Villafuerte noted that HR officers are valued more than ever and no longer need to fight for a place at the

“We work out what is best for the

top table. Due to a dearth of candidates with

business by finding out what is best for

the required experience and qualifications,

people, because it is people who move

HR positions are among the most-sought

a business forward. That is how we

and competitive jobs on the current market.

earn our place at the table”

Juan Domínguez Chief People Officer | Clara

Hernán Valrcarce, Vice President H R , Danone, concurred. The importance paid to employees’ physical and mental health has been on the rise for years, while remote work

11

C onf e r e nc e H ighlights and flexible schedules were also already

Domínguez emphasized that the increased

considered. Nevertheless, the pandemic

digitization of business processes should

underscored their importance further.

not be synonymous with depersonalizing

Referencing inflation, Valcarce noted how

the workplace. Instead, it should be a boon

HR is transforming how businesses approach

to mental and emotional health, enabling

the managing of finances to reduce costs

personal growth and development and

and jump-start profits, too.

considering the diversity of the employees involved. He also emphasized the need

“For this reason, increased HR specialization

to personalize the digital experience,

is of immense value, said Juan Domínguez,

since “employe es ne ed to se e the

Chief People Officer, Clara, particularly

benefits themselves.” This transformation

because the pandemic has created many

must be accessible and enjoyable to all

new problems to solve. Diva C arrillo

generations, however.

Ortega, Senior HR Director, Honeywell Mexico, noted that the brunt of these

Villafuerte similarly posited that HR must

challenges fall on the HR department.

treat technology as part of a company’s

Since it provides the communication links

new value proposition. Businesses that fail

to exchange perspectives across all layers

to do this will be left behind. Nevertheless,

of the company, it was up the HR officers

company culture must not be neglected. To

to ensure remote work went smoothly and

be effective, CHROs must make use of their

that communication networks were kept

deep knowledge of people and relations

alive outside of the office.

to define and establish this culture, said Villafuerte, particularly for companies that are just getting started or seeking to grow

“Employees who enjoy a positive work experience and feel more motivated to work toward their goals are more valuable to any business”

rapidly. “Businesses do not create value, people do,” she said, adding that “How we treat people is what separates us from other businesses. Products can be copied, often more quickly than we would like. But the

Diva Carrillo

most difficult thing to copy is the human

Senior HR Director | Honeywell Mexico

factor.” Villafuerte added that in the C-suite of a modern business, a new triumvirate can be observed with the CFO and CHRO on either side of the CEO.

To this end, technology was essential. “In HR, we have to be agile in how we adapt

“We must link the goal of the company with

and respond to changes,” noted Carillo,

the capabilities and interests of its workers.

adding that HR needed to supervise how

A business is only as good as its leadership.

the digital transformation affects the

It is up to HR to work on human relationships

experience of employees. She argued that,

and ensure teams have the leadership they

going forward, people must lead the digital

need,” Valcarce subscribed.

transformation. Businesses must embrace the flexibility offered by technology and

Domínguez joked that in popular culture, HR

implement new digital processes to improve

officers were seen as the ones who disciplined

working processes. Carillo added that a

employees when they did something wrong.

main responsibility of a CHRO is creating a

However, this responsibility has been passed

collaborative workflow, as well as to allow

on to management. With the increased

employees to connect their experiences

orientation towards digitization, HR remains

with management. “Employees who enjoy

focused on human capital. However, the

a positive work experience and feel more

second technical revolution must serve

motivated to work toward their goals are more

people and not replace them. “Digitalization

valuable to any business,” she concluded.

is not done for HR but for people. This is

12

C onf e r e nc e H ighlights not about substituting one for the other or

is to keep asking questions and listen,”

replacing the responsibility for managing

agreed Valcarce.

human capital and talent. It allows us to focus our attention on employee wellbeing

For a CHRO to be successful, they must

and the health of the company,” he said.

be upfront and direct with leadership and not be timid lacqueys, agreed Villafuerte

To foster this wellbeing, companies adopt

and Valcarce. It is up to the CHRO to tell

different approaches. Villafuerte responded

leadership what works and what does not.

t h a t N e s tl é u s e s s o f t wa r e a i m e d a t

To earn respect, a CHRO must show that

improving the mental and physical health of

they have no ulterior agenda and tackle the

employees. This initiative was made possible

difficult questions head-on. Nevertheless,

by the startup Cuéntame, which provides

the power of actively empathic leaders who

psychological and nutritional advice that

approach people to understand needs cannot

extends to employees’ families to improve

be understated. Now that HR has a seat at

their home life too. “Businesses have been

the top table, it must make the most of it. The

lagging somewhat in how they implement

model of the HR officer who simply manages

data and analytics to boost employee

wage slips and decides who deserves a bonus

wellbeing,” she said. With Cuéntame,

or a paycut is long gone. “We work out what

h oweve r, N e s t l é m e a s u r e e m p l oye e

is best for the business by finding out what

happiness with up-to-date questionnaires

is best for people, because it is people who

with an added comparative element. “The

move a business forward. That is how we earn

key to monitoring employee wellbeing

our place at the table,” decided Domínguez.

STRONG COMPANY CULTURE IMPERATIVE TO INCREASE PROFITABILITY A s global circumstances change and

environment hectic competitiveness,” said

technology advances, companies face

Daniel Parra, HR Director, Silanes. Now, the

different challenges. Company culture as

challenge for companies is to figure out how

part of the value proposal is imperative to

can help to observe detrimental behaviors

overcome these hurdles. Good culture can

and break paradigms. Companies must

shepherd a business toward a competitive

generate culture shifts to assure better

business model. Both company leaders and

results and a good value proposal for the

employees play a key role in building this

client, Parra added.

environment, say Human Resources (HR) specialists.

“A beneficial culture increases productivity and improves commercial performance,”

“Because of the conditions created by the

said Paulina López, CD&I Leader Latin

pandemic, new dynamics were generated,

America, Dell Technologies. Furthermore,

which has driven companies toward an

a growing amount of investors is starting to

13

C onf e r e nc e H ighlights look toward companies where the culture

adding that collaboration is key and that

is robust, which has increased the pressure

company culture needs to be adaptable

for companies to build such an environment.

above all. “Companies should link their culture and identity to what the market is

“Today’s working culture has to do with the

demanding, but this should also make a

everyday conducts and habits of the people

company more flexible,” agreed Combariza.

in the organization,” said Ricardo Combariza, Chief People Officer, Covalto. Culture and

However, these efforts are about more than

strategy are the same and therefore cannot

good marketing and PR. The goal is not

be separated. “To operate profitably, you

just to appear to be a company with strong

need to keep the people working toward key

culture, it is about creating a connection

objectives, as well as motivated and happy,”

what the company looks like and the

he continued, adding that “If your value

company it actually is. This is a challenge

proposal is centered around the business

many have been afraid to tackle, agree

culture’s success, companies are will have

the experts.

highly engaged employees that give their best. There is where innovation thrives and

“Listen to the voice of your culture if you

companies can attract the best talent of

really want to transform your company,”

the market,” said Carlos Andrés De Silva

said Castuera. After all, the true culture

De Silva, HR Vice President, DHL Express

of an organization strongly influences

Mexico. Conversely, displeased workers

its behavior that ultimately determines

rarely achieve their objectives.

the public perception of the company.

Therefore, it is key to understand how this

“If a company focuses on improving its

culture generates value and adapt business

culture, it can have more engagement, less

processes accordingly.

rotation and better results,” concurred De Silva. Moreover, if staff feels motivated, it

If company culture is to be strong and

will deliver a better performance and offer a

enduring, leaders must lead and direct it.

great service, which will then lead to happy

“They have to be able to see what others

clients and enhance profitability.

do not see, say what others do not say and do what they have to do. More importantly,

“The goal is to hear the conversation inside

leaders must stimulate everyone else to see,

the company and turn this knowledge into

say and do, too” said Combariza, adding

an internal superpower, which helps to

that “enterprises have to connect their

accomplish targets and enables what the

purpose with the purpose of each person

company wants to be in the future,” noted

working there.”

Miguel Castuera, VP of People, Conekta, “ If company leaders do not have the

“If company leaders do not have the capacity to deeply understand what is happening internally, this is a consequence of their behavior. It will hinder their ability to change and develop culture they want to build. Only when you listen to the voice of employees, you can make a real change”

capacity to deeply understand what is happening internally, this is a consequence of their behavior. It will hinder their ability to change and develop culture they want to build . Only when you listen to the voice of employees, you can make a real change,” concluded Castuera. Business culture is a n a d de d b ut f un da m e ntal

Miguel Castuera

va l u e fo r co m p a n i e s . St a ff n e e d s to

VP of People | Conekta

collaborate successfully and have a shared sense of purpose if the enterprise is to truly succeed.

14

C onf e r e nc e H ighlights CENTERING THE EMPLOYEE IN THE MODERN BUSINESS MODEL B efo re , b u si n e s s e s we re fo cu s e d o n

how they feel on the outside and inside.

generating performance-driven cultures,

This approach ensures we are all on the

but this outdated approach is slowly

same page. Before, we thanked employees

disappearing and replaced with an

for their product but did not consider the

environment that centers the mental and

efforts before and after,” said Barroso.

physical health of employees coming from diverse backgrounds. Employment

S h e a l s o n ote d th e i m p o r t a n ce of a

is no longer just a question of value and

b u s i n e s s a n d i t s e m p l oye e s s h a r i n g

compensation but one of providing spaces

common goals as a factor that allows

for employees to be healthy, happy and

them to connect closer. “Fifty percent

grow professionally, agree Mexico’s Human

of co l l a b o r ato r s l e ave o rg a n iz ati o n s

Resources (HR) leaders.

w h e n t h e y fi n d b e t t e r b e n e fi t s a n d connect more with another purpose,”

“We do want employees to feel like they must work a 9 to 5 in person because they feel forced to or because it looks better. Studies show that at least half the population feel they work better from home now, so we want to keep this flexibility”

said Barroso. There is no one-size-fits-all method; employers must instead listen attentively to the needs of each of their employe es . A s such , employers must understand the preferences of all the diverse demographics within their staff.

Martha Barroso

Hugo Salcedo Mejía, Human Resources

People and Culture LATAM Director | ManpowerGroup

Vice President for North LATAM, Unilever, remarked that employers must approach wellbeing from the perspective of what helps people work better. He highlighted

I n d e e d , e m p l oye e m e nt a l h e a lth h a s

the impor tance of programs focuse d

i n fl u e n c e d t h e r e c o n c e p t u a l i z a t i o n

on generating better work models with

of business models . Víctor Velázquez

leadership strategies that put people first.

Patrón, VP of People and Organization

A more personal approach is needed to

Development, Clip, underscored his pride

manage relationships, and a good leader

that his company has always been centered

must always have an eye on the wellbeing

around people, which he identified to be a

of employees. While there is still a way to

rarity in Fintech. Velázquez also remarked

go, Salcedo was proud of the progress

that this new emphasis has played in Clip’s

Unilever has made in promoting these

favor. ompanies must no longer work

work models. “Our slogan is work better,

solely toward economic goals but rather

not longer,” said Salcedo.

set targets that result in happy clients and employees as well,” he said.

“The notion that any idea of a standard solution to the issue of employee wellbeing

M a r th a B a r ro s o , P e o p l e a n d C u l t u re

is illusory, Companies must therefore be

LATAM Director, ManpowerGroup, noted

attentive to individual needs, considering

that while people focus on the pandemic’s

generational differences,” emphasized

negatives, they must also acknowledge

Olivia Segura Or tiz, Par tner People &

some of the benefits that emerged for

Change and HR & Talent Management

e m p l oye e s . Fo r exa m p l e , b u si n e s s e s

Consulting, KPMG.

are no longer zeroed in on product and profit margins , but now favor a more

Velázquez agreed, noting that Clip has

comprehensive approach that put s

designed a framework that considers these

employees front and center. “We listen

different preferences. For example, Gen

to and understand our employees, to see

X might be motivated by spending more

15

C onf e r e nc e H ighlights time at home while older generations, or

“After the pandemic, work became part

those who live alone, may prefer the social

of people’s private lives. Now, we must

aspect of an office. Clip has therefore put

give our collaborators the tools to balance

in place initiatives like bringing pets to

work with their own lives,” he added.

work for one day. Velázquez underscored that companies must embrace flexibility

Velázquez distinguished that Clip does

and hybrid systems to provide employees

not use the term work-life balance, since

with a better work-life balance.

such a binary implies one must oppose the other, “ We do not want people to

Salcedo emphasized that a companies’

associate one with happiness and the

reputation for employee wellbeing is of

other with drudgery. We want work and

prime importance in attracting talent.

life to complement each other rather than

For this reason, Unilever has a framework

compete.” Clip has kept the option of

focused on the company’s four pillars of

going to the office open for employees to

wellbeing: physical, professional, mental

decide what works best. “Our employees

and emotional wellbeing . This model

are adults and we must treat them as such.

nsures employees are equipped with the

We therefore trust in our employees to

tools and support they need to overcome

make the decision. If an employee requires

the challenges life throws at them. Unilever

paternity leave, or is seeking to balance

also offers more specific help to address

office work with childcare, we support

i n d ivi d u a l n e e d s , su c h a s n utritio n a l

them,” he continued.

advice for dieting and advice to maintain a healthy sleep schedule. Salcedo noted that

The experts also agreed on the necessity

employees must possess the confidence

of fostering a culture of greater employee

and self-esteem to confront challenges,

autonomy and self-management. “We do

but that the company must play a role in

want employees to feel like they must work

unlocking drive and motivation that allows

a 9 to 5 in person because they feel forced

them to be more productive at work and

to or because it looks better. Studies show

manage pressure.

that at least half the population feel they work better from home now, so we want

Velázquez said that Clip has put a similar

to keep this flexibility,” said Barroso. She

framework in place. The company’s point

welcomed the fact that mental health is

of emphasis is communication, ensuring

no longer such a taboo, but noted that

there are always channels for dialogue

companies must support networks to help

o p e n w h e r e e m p l oye e s c a n ex p r e s s

employees with burnout. For example,

ideas and opinions. “ We might have a

having leisure spaces at work represents

forum for those who like to speak openly.

little extra cost for the employer, but

We have another option for those who

allows employees to break up the day

prefer to express themselves through

and escape routines that promote long

writing or anonymously through surveys,”

working days . Segura referenced the

adding that “It is important to listen to

Organization for Economic Co-operation

collaborators, but it is more important

and Development (OCDE) classification

to g e n e rate d i ff e re nt co nve r s ati o n a l

of Mexico as the country with the worst

spaces,” a point that the other experts

work-life balance, highlighting the work

emphasized, too.

that remains to be done in the country.

Re ga rding th e q uestion of rete ntion ,

S alce do se es U nileve r as pion e e rs in

Barroso argued that salaries should not

fl exi b i l it y, h av i n g i m p l e m e n te d s u c h

be a trigger for one’s mental wellbeing,

policies as early as 2009. “This is now

whether positive or negative. Instead, a

common practice, but we bet on its success

bigger emphasis should be put on laying

before while other companies were obliged

out clearly how employees can progress

to do it during the pandemic,” he said.

in their career path.

16

C onf e r e nc e H ighlights

MEXICO’S OUTSOURCING LAW: INCOMPLETE, BUT OPPORTUNE M exico’s out sourcing law has met it s

This inadvertently triggered a temporary

p r i m e o b j e c t i ve : to i n c r e a s e f o r m a l

hiring freeze that ultimately hindered

employment. But its rigid language has left

the generation of formal employment as

out new modalities of work that became

intended. However, quantifying the exact

c o m m o n p l a c e i n t h e p o s t- p a n d e m i c

impact is hard to discern completely as

realit y. A s such , th e out sourcing law

its enforcement came about during the

should be expanded to include temporary

pandemic, said Maya Dadoo, Co-Founder

staffing opportunities to reflect this new

and CEO, Worky. Prior to this regulatory

reality. It should provide the flexibility

change, it is estimated that more than 5.2

that companies need, creating a timely

million people worked under the name

opportunity that could help speed up the

of an outsourcing company, of which 4.3

country’s economic reality, according to

million were rehired by the client company,

industry experts.

according to data from ManpowerGroup Mexico. This left a discrepancy of 900,000

“ O v e r 8 5 p e r c e n t o f t h e fi r m s t h a t

people that were not registered with the

i n a d e q u a t e l y o ff e r e d o u t s o u r c i n g

Mexican Institute of Social Security (IMSS),

disappeared and 3 million people have

indicating that they either lost their job or

s h i f t e d f r o m o u t s o u r c i n g to f o r m a l

were pushed into the informal labor market.

employment,” said Leonardo Lara, Wealth

Altogether, this led to the demise of Mexico’s

Leader, Mercer Mexico.

once reigning subcontracting industry, shrinking by an estimated 80 percent, said

Mexico’s outsourcing law was draf ted

Francisco Martínez, CEO, Adecco Group.

to c i r c u mve n t t h e a u d a c i o u s a b u s e of subcontracting that lef t millions of

Companies coped by internalizing many

workers financially vulnerable and without

of the positions that should theoretically

legal recourse to confront their employers.

continue to be outsourced to a third party.

Its announcement and subsequent

“This is the first indication that the reform is

implementation were met with initial panic

based on an incomplete law,” said Martinez.

and a race to comply and avoid fines. For

One such task concerns payroll processing,

many, this transformative process involved

which in many cases is being handed off to

the reinvention or reconfiguration of entire

directors of human resource departments

h u m a n re so u rce d e p a r tm e nt s , wh ic h

that have never had to curate one, but if

of ten expressed the need for internal

done incorrectly could bring about hefty

support. On the other hand, employment

legal consequences coming from IMSS.

agencies saw themselves obligated to

“This has generated an overnight demand

transform their entire business models to

for talent that does not yet exist, which

accommodate the needs that arose from

needs to be developed and nurtured with

this shift.

urgency,” said Dadoo.

17

C onf e r e nc e H ighlights While this is only one aspect of the ongoing

certainly not try to bypass compliance

confusion regarding the outsourcing law, it

standards, warned the experts. For now,

highlights the desperation of companies and

companies should focus on “meeting

the need for consulting on this unfolding

compliance measures and seek professional

process. Demand for consultancy services

advice,” so that they are not found outside

is likely to increase further in the following

of the law, agreed Regina Cabal Urquiza,

months now that the Ministry of Labor

Co-founder, Momlancers. Nevertheless, it is

and Social Securit y (STPS) and IMSS

clear that Mexico’s outsourcing law needs

have proven to be willing to come after

to be amended to include the function of

companies that do not comply. “Their

temporary staffing companies to provide

recommendation is follow the law and

the flexibility that companies and some

use the regulation to innovate internal

working people need. For this, legislators

processes,” added Martinez.

can look to similar outsourcing laws abroad and retrofit them to accommodate the

C o ll e c tive ly, th is tra n s fo r m ati o n h a s

sociopolitical reality of Mexico. This effort

incurred significant costs for companies.

will encourage the creation of more formal

Even though these players they may be

employment, which will be the central

inclined to reduce costs , they should

challenge of 2022.

NOM-35: A LEGAL FRAMEWORK TOWARD EMPLOYEE WELLBEING The conversation about mental health

Nevertheless, the norm’s implementation

problems, including the implementation of

has not yet materialized fully, even though

a regulating framework for businesses to

Mexico is one of the countries with highest

tackle the issue, has become increasingly

recorded stress rates. “Many organizations

im p o r ta nt . Th e refo re , th e discussio n

have adopted the legislation out of fear for

h a s fo u n d it s way to th e l e g i s l ative

fines and out of real faith in the regulation

debates of many countries like Mexico,

to tackle the underlying problem,” noted

where NOM-35 has reached its sluggish

Rosas , adding that Mexico is lagging

implementation stage. Still, its creation is a

compared to other countries when it comes

win for both employees and employers, say

to mental health provisions. “We should

industry experts.

be asking if we have the adequate people and auditors in place to evaluate these

“Companies should consider the management of psychosocial factors as part of their business strategies. NOM-35 must become akin to a survival strategy for businesses”

Jorge Mérida Partner | ADN Wellbeing

psychosocial issues,” he said.

Adding to the problem is that 70 percent of Mexican companies are Small and Medium Enterprises (SMEs), which do not have the resources to apply strong mental health support frameworks. Therefore, collaboration to support the efforts of these SMEs to reach their social objectives is key, noted Rosas.

As a new regulatory framework, NOM-35’s

NOM-35 is a legal framework aimed to

real importance is related to “the recognition,

reduce psychosocial risks in the workplace

validation and protection of mental health for

and to promote a positive organizational

workers. It is a tool to use on the path toward

environment. It is also a first in the country:

achieving a decent and dignified workplace,”

“Mexico is the last country in Latin America

said Jorge Mérida, Partner, AND Wellbeing.

to implement a norm like NOM-35,” said Edgar Rosas, Human Resources Business

“ N O M -3 5 b e n e fi t s th e h e a l th of th e

Partner, Centro de Liderazgo Emergente.

collaborators. Consequently, employers

18

C onf e r e nc e H ighlights perceive higher productivity and achieve

A good leader should be an active listener

success,” added Nidia Garza, Vice President

and convinced of the norm’s benefit,

of Talent Management, OneAmerica. It

because if leaders do not commit to NOM-

impacts a company’s bottom line for this

35 , it becomes arduous to encourage

reason: when colleagues are happy, the

everyone else. “Eliminating individualism

company benefits greatly, too.

and boosting social support can become a motivational driver for workers that

“O rganizational and mental health is

require help. This should be a key part of

imperative for a productive environment that

the businesses strategy as well,” added

strengthens personal and organizational

Apolonio.

values,” concurred Garza. “Companies sh o ul d co n sid e r th e m a n a g e m e nt of

Garza considers that understanding the

psychosocial fac tors as par t of their

gap between what is being implemented

business strategies. NOM-35 must become

and what the law states is key to create

akin to a survival strategy for businesses,”

a plan that considers ever yone in the

agreed Mérida.

organization, including those that have differing perceptions regarding how to solve

“NOM-35 is of social interest because it

the problem.

benefits not only one’s coworkers, but also their families and therefore wider society,”

Recently, the Safe and Healthy Work

said Joaquín Apolonio, Subdirector of

Environments (ELSSA) agency was created

Safety and Health Special Projects at the

with the goal to help companies implement

Workplace, Ministry of Labor and Social

practices that support mental health and

Welfare. For this reason, the challenge is to

general wellbeing. Companies that may

change the mindset of Mexican companies,

lack significant resources should seek out

urging them to comply not only because

ELSSA’s support, though companies ought

is law but also because it is the “right

to also support each other by sharing best

thing to do.”

practices, agreed the experts.

“Good leadership is essential if NOM-35 is

“Above all, the fact that we are discussing

to be successful,” said Apolonio, adding

mental health issues at important

that leadership must be developed top-

p u b l i c f o r u m s i s a l re a d y a v i c to r y,”

down and be congruent in its approach.

concluded Mérida.

INFORMAL ECONOMY REMAINS MEXICO’S KEY LABOR PROBLEM TO SOLVE Off the back of the Federal Labor Law (LFT)

generate more decent and formal jobs,” he

reform, Mexico can forecast emerging trends

said. With over two years now having passed

that will influence Mexico’s wider economy,

and despite the pandemic and the challenges

said Héctor Márquez Pitol, President,

it posed to the labor market, enough data has

Human Capital Commission of the Mexican

emerged to offer a fair assessment of where

Employers’ Association (COPARMEX) as

the labor market is moving. “The reality is,

well as President, the Mexican Association

the reform has had positive results for some

of Human Capital Companies (AMECH). One

but not for many others,” outlined Márquez.

of the biggest issues to address, however,

Indeed, the data shows that 900,000 people

re m a i n s M exi co ’s d i s p ro p o r ti o n ate ly

have lost job security in the past two years,

powerful informal economy.

often in the form of reduced salaries and shorter-term contracts. Meanwhile, 3.1 million

Márquez offered an analysis on the progress

workers moved from one company that

made since the LFT reform. “As we all know,

provides personnel services to another for

the reform had one main objective: to

an array of reasons.

19

C onf e r e nc e H ighlights

The number of workers registered in the

to MX$14,375 (US$721.51). However, as

Mexican Social Security Institute (IMSS)

Marquez highlighted, the main driving

grew from 20,613,536 to 21,011,342 between

factor pushing workers toward the informal

Feb. 2020 and April 2022, an increase of

economy is that they can simply earn more

around 400,000. However, this does not

income than in formal work. Currently

account for the fact that Mexico’s labor force

21,011,342 workers are registered for Social

grows yearly, with hundreds and thousands

Security, but informal jobs continue to

of young people entering the workforce.

outnumber formal ones. “Informality is a

Furthermore, in the same period, the number

cancer to Mexico,” bemoaned Márquez.

of people working in the informal economy

“As much as we discuss other valid issues

remained around 10 million more than those

such as the duration of holiday leave, this

in the formal economy, with figures rising

remains the main problem we have to

by around 240,000 in the same period. In

address.” Notably, the only industry to see

some states, especially the southeast, 80

the number of registered workers decrease

percent of all workers continue to earn a

post-pandemic is professional and technical

living in the informal economy. The National

services, with 342,843 having lost job

O ccu p atio n a n d Em ploym e nt S u r vey

security since Feb. 2020, representing a

(ENOE) meanwhile indicates that the rate

drop of almost 15 percent. On a positive

of informal employment has increased 0.4

note, the number of registered workers in

percent, from 55.4 percent in 1Q21 to the

financial services increased 25 percent in

current 55.8 percent.

this same period, while the registration of agricultural and construction workers is

Salary is a major indicator of job security,

showing signs of improvement this year.

and in the period between Feb. 2020 and

Furthermore, the situation in northern states

April 2022, the average monthly salary has

has improved greatly, with informal work

increased from MX$12,061 (US$605.37)

falling to around 30 percent.

THE FUTURE OF RECRUITMENT HARMONIZES TECH AND HUMAN TOUCH Although the digitalization of human

attract Mexico’s top talent, according to

resources (HR) processes is incredibly

industry experts.

efficient, it should not be considered a replacement to a human touch , well-

“Technology automates different stages of

rounded value propositions and continuous

the selection process. However, the final

l e a r n i n g . C o m p a n i e s s h o u l d a i m to

decision remains with recruitment managers.

harmonize technological applications with

Human intervention is still essential,” said

a human-driven recruitment approach in a

Justyna Kroplewska, Talent Acquisition

process that considers ethical guidelines,

S e n i o r D i r e c to r, C i t i . N e ve r t h e l e s s ,

diversity and inclusion to ensure they can

recruitment is a process defined by people

20

C onf e r e nc e H ighlights on both sides of the table. “The question is

generating trust and is much appreciated

also how to get your job applicants to say

by candidates. A caveat to this approach

yes to your proposal,” said Pato Bichara,

is the dependency on equal transparency

CEO and Founder, Collective Academy.

on behalf of the candidates themselves, which is an important consideration for

I n n ov a ti ve a p p l i c a ti o n s a l l owe d t h e

positions that require hard, verifiable

recruitment process to advance by leaps

skills. Therefore, the recruitment approach

and bounds, with room available to expand

stands to be fortified by the introduction

toward other processes such as onboarding.

of skill ch e ck s , e ith e r in th e fo rm of

The latest transformation is defined by

preliminary tests or through the use of AI,

using artificial intelligence (AI), which

said Porragas.

takes over repetitive manual work such as candidate screening, scheduling interviews

As the urgency for talent surges, companies

and knowledge direction. This is being

have also attempted to get closer to

complemented with social media outreach,

universities , the prime generators of

data analysis and the strategic construction

highly qualified talent, said Hernán García,

of employer branding, although these tools

Vice President of Talent and Experience,

remain underdeveloped in the Mexican

Tecnologico de Monterry. Companies are

context. Furthermore, human resources

increasing their remunerative investments

experts still consider that there are crucial

and shoring-up their presence on the

gaps in the recruitment process that stand

campuses of leading academic institutions

to benefit from digitalization. This includes

as a means of influencing curriculums and

candidate-facing technologies like progress

scouting talent. This assures that students

trackers, which could encourage applicants

are being prepared with the knowledge

that have entered the process.

and skills they need to enter and succeed in their respective industries. This is perhaps

Encouraging greater rates of engagement

best exemplified by Mexico’s technology

is a top priority for recruiters in a labor

and aerospace industries, which have

market defined by scarcity. Currently, digital

participated in the curation of courses and

platforms are the preferred tool to source

have a pronounced interest in accelerating

talent, with around 87 percent of companies

talent development.

deferring to job sites such as LinkedIn, Glassdoor and Indeed to solicit and screen

Nevertheless, from the perspective of a

qualified talent, said Sergio Porragas

private institution, these efforts should

Moreno, VP of Human Capital, OCC Mundial.

not be considered a substitution to a well-

“This is where strategic communication

rounded value proposition and attractive

should begin, by posting the open position

co m p a ny cultu re . “ Te ch n olo gy h e lps

with its qualifying criteria, desired skills and

us to attract talent, but having a good

renumeration clearly defined,” he added.

culture and engagement are our main promotors. Technology, good referrals and

Committing to transparency throughout

a great employee value proposition attract

the recruitment process is essential to

candidates,” concluded García.

21

C onf e r e nc e H ighlights

DIGITALIZATION, A MUST-HAVE FOR EVERY ORGANIZATION D igit a lizatio n h a s revo l utio n ize d th e

recruitment process starts. Today, these

workplace. Among the many operations

procedures are no longer only about the

it changed is the recruitment process,

needs and purposes of a company, they also

which human resources (H R) exper ts

consider the candidate, who is making an

argue should become more amicable and

educated choice of where to work and likely

simpler for both parties involved. Outside of

evaluating several employment options.

recruitment, digital tools ensure companies become more efficient as they save time and

H i r i n g a n e m p l oye e u s u a l l y i m p l i e s

money, two factors that are essential to a

initiating a complex process. Before, this

company’s survival.

process used to be carried out in person but technology has allowed companies to

The dawn of the COVI D -1 9 pandemic

make the procedure more efficient, which

accelerated the push for digitalization

cuts costs and time. As remote work is here

in HR procedures. According to Jorge

to stay to stay, onboarding processes need

Valencia, Account Executive, DocuSign,

to be adapted to these new circumstances.

39 percent of global companies were not prepared for the switch to remote

“If issues like entry and exit registration,

work . When companies scrambled to

vacation controls and salary calculations

transition, 93 percent wasted investments

are not based on cutting-edge technology,

in technology bec ause they lacked

this could cause the collapse of a company

internal integration with other systems.

bec ause of a massive waste of time,

Nevertheless, technology enabling remote

increased costs, the deterioration the

work remains crucial since 72 percent of

organizational climate and an increase of

the workforce prefers to maintain a degree

turnover rates,” said Valencia.

of home office. What is more, studies have shown that implementing a scheme of an

Therefore, digitalization is no longer an

average 2. 5 days working from home,

added value; it has become a necessity.

companies save US$11,000 a year for each

“The digitalization of onboarding and

employee. If companies fail to adapt to this

hiring processes is also here to stay,” added

new reality, they may also lose talent and

Valencia. Sixty-six percent of the companies

face high staff turnover rates.

that digitalized these processes in the past year say they will adopt more technology in

An employment relationship starts the

the year to come. For many companies, the

moment that a company acknowledges

benefits to profitability and efficiency are

its need for a job position, after which the

already evident.

22

C onf e r e nc e H ighlights BETTER A JACK OF ALL TRADES THAN MASTER OF ONE FOR NEW RECRUITERS For the recruiter of the past, the more

positions. “A Linkedin profile displaying a

specific someone’s skill set was, the better

tally of diverse skills and varied experience

their job prospects would be. However, the

is very attractive to us,” he emphasized.

rise of recruitment processes that value a broad range of skills is a trend that human

El Palacio de Hierro’s Organizational Talent

resources industr y insiders expect to

Director, Vanessa Escudero, concurred. She

develop further in the coming years.

added that personality traits are becoming just as important as previous experience and

With a wealth of information available

qualifications. “We look for individuals with

for anyone to access, skills that used to

the required skills and knowledge but we

be difficult to come by are becoming

also want someone who fits our company

increasingly common. “Nowadays, people

culture, which is not always an easy task.

can develop new skills free of cost and

We want someone who not only possesses

easily acquire additional expertise for a

expertise but someone who is also engaging,

range of jobs across all industries,” outlines

shows a willingness to learn and adapt and

Alejandro Ureña, Chief Innovation Officer,

displays the potential to flourish within our

Evolutive Agency. This begs the question,

infrastructure,” summarized Escudero.

how has skills-based recruitment evolved from traditional models?

“The biggest challenge is finding the right cultural fit. It used to be companies recruited

“If everyone is the same and shares the same values, aspirations and reasoning, we may risk closing the door to new ideas and innovative concepts”

on te ch nic al skills a n d q ualifi c ations with attitudinal aspects an afterthought.

However, we have turned this model on its head,” agreed Alejandro Hernández Dander, People and Performance Head,

Alejandro Ureña

The Kraft Heinz Company. For Hernández,

Chief Innovation Officer | Evolutive Agency

this approach goes even further. “Many employers are beginning to focus on what a candidate could become rather than what they have to offer currently. As the

Ricardo Rodríguez, Employee Experience

pandemic showed, people can adapt quickly

& Talent Attraction Manager, Scania, set

and learn new skills with ease. Technical

out his company’s innovative approach

skills and competency can be taught, but

to recruitment: “We recruit people rather

one’s attitude, especially a willingness to

than abstract skill sets. When we talk about

learn and grow, is innate,” he said.

machines, we may say that they are wellsuited for one task or another’, but that is

Fabiola Q uiroz, Countr y H R Manager,

not how we should treat people. Of course,

Bosch, is of the same opinion. She argued

Scania looks at kills and experience, but

this transformation has been decades

our recruitment model is also based on

in the making but gained more force in

personality, assessing how an individual

recent years. Quiroz promotes “robust”

will fit within our organization and whether

recruitment methods which favor quicker

they share our values.” While it used to be

learning curves so less time and resources

a feather in your cap to have held down

are invested in employee development and

a job at one company for an extended

training. “We try to avoid having to fill a

period, Rodríguez notes that in today’s job

position right away and prefer a long-term

market, employers value those candidates

vision to manage talent. Our hiring process

with diverse resumes and a wide range

is skills-based but with an emphasis on

of experience in different industries and

the future outcome rather than short-

23

C onf e r e nc e H ighlights term fixes,” she said, pointing toward a

However, after this list has been established,

recruitment model that Kraft Heinz shares.

the approach changes: “We want to see how

“We want to understand who the candidates

candidates demonstrate problem-solving

really are, where their talents lie and how

skills and an ability to think quickly on the

they fit in our company’s present and future

spot. We wish to find candidates who show

goals,” added Escudero.

traits such as leadership skills. And quite simply, some skills, such as fluency in a

Likewise, soft skills are held in higher regard

foreign language, can be discerned much

than technical ones since these can be

more easily in an interview scenario.”

picked up and developed on the job while soft skills are more instinctive. “As more

“ The human fac tor simply c annot be

of the technical issues are carried out by

substituted,” Hernández agreed. However,

AI, soft skills are proving to become more

Rodríguez noted that the implementation of

important, ‘’ emphasized Quiroz. Soft skills

digital processes is imperative to speed up

are often universally useful and enable an

the application process, ensuring companies

employee to adapt to new roles and migrate

do not lose out on top candidates to their

to new positions within an industry.

competitors. Quite simply, those who do not stay up to date with the latest software will

The question, then, is how to identif y

fall behind.

these desirable profiles. Quiroz underlined the additional value in-person interviews

N eve r th e l e s s , a s U re ñ a p o i nte d o ut ,

contribute to the hiring process. “ We

com pa nies sh o uld n ot p ut to o m uch

take advantage of the digital world. As

emphasis on shared values, lest they lose

a recruitment tool, software is a great

out on much-needed diversity.. “If everyone

leveler. We use it to narrow down our list

is the same and shares the same values,

of candidates. However, once we have this

aspirations and reasoning, we may risk

shortlist, we use the interview process to

closing the door to new ideas and innovative

separate the top candidates,” she said.

concepts,” said Ureña.

THE SUCCESS OF HYBRID WORK MODELS DEPENDS ON INCENTIVES Even though post-pandemic era companies

“The overarching question companies should

c o m m i t te d to fl ex i b l e wo r k m o d e l s ,

be considering is: Why, as a contributor,

contributors have demonstrably proven

should I be inclined to return to the office?”

their unwillingness to return to office

said Marcela Domenzain Carmona, Human

regardless. If companies are to successfully

Resources Director Mexico, Central America

employ their hybrid work models, they will

and the Caribbean, BASF.

have to develop incentives that will motivate employees to come to the office on their

The initial transition to remote work was

own account, say industry experts.

turbulent, requiring constant communication

24

C onf e r e nc e H ighlights between employers and employees to

mightier than the stick. In turn, companies

develop the optimal remote work model.

are in the middle of developing incentives

This social experiment established that

centered around networking, facilitated

remote and hybrid work models could be

collaboration and free-flowing creativity,

equally productive, if not more so, than

which in turn helps “reinforce company

full-time presential work. The observed

culture and its value proposition,” said Ena

results and benefits from this exercise have

Torres, PBP Director, Mercado Libre. During

consequently transformed the worker’s

this process, leadership will play key role in

perception of flexible work models from

demonstrating that there is flexibility outside

nice-to-have to a firm expectation in the

of remote work and that there are substantive

labor market. While these truths have not

benefits to reap from presential work,

been negated by companies, remote work

emphasized Domenzain. However, this is not

models are not free from risks such as loss of

to say that leaders should be expected to

social capital, decreased collaboration and a

take on the full weight of this transformation,

loss of identification with company culture.

especially considering that that this work model has only just began to unfold.

“The overarching question companies should be considering is: Why, as a contributor, should I be inclined to return to the office?”

Fur th e rm o re , “p hysic a l offi ce sp a ces have yet to be adapted to transmit and accommodate the needs of a flexible, hybrid work model,” according to Mario

Marcela Domenzain

Espinosa Guzmán, Vice President of Latin

Human Resources Director Mexico, Central America and the Caribbean | BASF

America & Caribbean, MillerKnoll. Office spaces need to be curated around daily operational needs, as well as the comfort of a company’s contributors, the company’s

To circumvent these risks, most companies

values and ultimately the added value it they

have opted to implement flexible hybrid

provide. This is work in progress, as many

models that take the benefits of both remote

companies are still trying to gauge where

and presential work and give contributors

they should start. So far it has manifested

the autonomy to come into the office when

in a range of approaches that include the

they want to. The response of employees

depersonalization of workspaces , the

has been mixed, ranging from enthusiasm

creation of specialized work spaces and

to resentment. Nevertheless, it is clear

dynamic spaces that can be constructed

to employers that contributors require

and deconstructed on demand. Overall,

incentives to ensure their response is closer

the reconfiguration of work spaces needs

to the former. Furthermore, “rules and

to provide functionality, support social

guidelines regarding presential work must

cohesion and provide the added value to

reconceptualised, considering the inherent

draw collaborators in.

organizational function of the company and specific roles within it,” said Domenzain. This

Companies in expansion have the added

is the immediate challenge of companies

concern of ensuring that their spaces can

during this initial phase of the transition back

grow along with their enterprise. This is the

to the office, an adaptation process that will

case for Mercado Libre, which announced

likely continue until the end of 2022.

the creation of 14,000 additional jobs in Latin America. Current proposals consider

With the looming threat of a massive labor

the value in campus spaces similar to

reshuffle, where employees are more than

Google, which constructs specialized spaces

ever willing to leave their current positions

according to functions like collaboration,

in search of other opportunities, employers

learning and creativity. “The end goal is to

are being careful about explicit demands. In

create spaces that make people want to go

a labor-led market, the carrot has never been

to work,” said Torres.

25

C onf e r e nc e H ighlights

LEADERSHIP SKILLS MUST EVOLVE AS THE WORLD CHANGES In a fast-changing world, attracting and

s aid Fe rn a n d o Va le nzu e la , Fo u n din g

maintaining talent has become increasingly

Partner, Global Impact EdTech Alliance.

difficult for companies. For leaders, a

Consequently, leaders had to transform and

flexible mix of soft and hard skills have is

prioritize skills that they did not previously

of the essence to tackle company needs

use to motivate workers and understand

that have arisen during the pandemic if

their daily tasks more deeply.

companies are to retain and develop their talent and thrive in the process.

Adapting the skillset is crucial for those outside of the executive environment, too.

“Before, it was more important to zone in

“Companies must acknowledge that work

on what we wanted to achieve. Now, we are

dynamics change and that there is a need to

focusing more on how we are going to reach

look for different skills,” mentioned Mireya

those goals,” said Gabriela Villavicencio,

Rangel, HG Director Mexico and Central

Head of Human Resources and General

America, Indra. Even though people are

Affairs, Hyundai. The wellbeing of the

getting paid for the skills they already have,

people working for the corporations is an

being agile and learning new skills is starting

important part of this journey.

to be more relevant, she added.

The pandemic revealed the adjustments

For potential hires with an adequate skillset,

companies must make to adapt to a new

the experts are seeing an international

reality. A key factor is operational flexibility,

“war for talent” emerge. To win the war,

creating a balance between person and

companies must look toward the future, not

company to successfully confront the

just to retain talent but to be successful in

disruption of the workplace. Instead of

their operations, too. “Organizations need

at the office, companies now operated

to be aware of how the global economy is

inside the houses of their employees. This

evolving to understand the types of skills

phenomenon intensified the long-standing

that will be demanded in the future,” said

need for mental health support inside

Karlo Mondragón, Chief Human Resources

organizations. Leaders were put to the

Officer, Grupo Salinas.

test: they had to empathize with colleagues and ensure collaboration remained

There is often a large gap between the

efficient in spaces that were not geared

individual priorities of employees and those

toward teamwork.

of the company, so the experts say that the challenge is to close that gap as much as

“Currently, the issues that require the most

possible by aligning the employees with the

innovative approach are not necessarily

importance of competence enhancement

rooted in technology, but in the need to

and sustained learning. “Human beings

look toward new ways to cooperate,”

learn what they want to learn. This must

26

C onf e r e nc e H ighlights come from an internal sense of purpose.

where innovation flourishes. Furthermore,

Our brains do not care about our success

companies must understand that a person

but about the coherence of our actions.

will cannot learn if there is something

Learning is an action that helps us achieve

bothering them. Therefore, compassion and

something,” noted Mondragón.

empathy are some of the most important characteristics of a modern business leader.

For this learning to thrive, companies “need

Executives must have a good balance

to create an environment where people feel

in their hard and soft skills, as one is no

free to take decisions with responsibility.

longer more important than the other. “If

This will lead to the generation of ideas

you do not put the human being front and

that can support the company’s adaptation

center in the company culture, then it will

to changes and ensure it grows as an

be difficult to break harmful traditional ways

organization,” said Mondragón, adding

of thinking, leading and learning within the

that an environment of experimentation is

office environment,” Rangel concluded.

HR OFFICERS CAN BE VISIONARIES IN THE DIGITAL REVOLUTION The increased implementation of automation

dynamic shift in the role of HR: “Technology

and digitalization in the modern workplace

is transforming everything in our daily lives,

has dramatically changed the role of human

HR needs to move forward too. We need to

resources (HR) officers. Industry insiders

make use of all these technologies to make

agree that rather than rendering the HR

life easier,” adding that while others assess

department obsolete, this development

the value proposition of new technologies,

represents an opportunity for HR to take

it is the role of HR to foster a tech-driven

on a more imaginative role.

approach in the modern office. In doing so, HR officers can be visionaries. “It is also up

As Carla Adriana Soto Tejeda, People and

to us to make employees feel that they can

Culture Director, Casai, notes, new digital

be a part of these changes that affect their

tools are fulfilling many of the traditional HR

everyday lives. We do not want them to

tasks, freeing up HR officers to contribute

fear change or think new technologies are

in other ways. José Ramón Fernández

too difficult to use. It is our responsibility

D o m e n e c h , C H R O, C o p p e l , co n c u r s ,

to e n co u ra g e th e m a n d explain h ow

arguing that HR’s role has moved beyond

technology makes their jobs easier, so

administration and talent management to

that they learn to embrace change,” said

comprise elements of strategic planning.

Orihuela. “HR executives are ambassadors

With a wealth of technology now available

for technology implementation in their

to assess employee performance, HR can

organization,” agreed Manuela Vélez, Head

expand their offering by setting objectives to

of People, Tul.

improve equipment and enable employees to maximize their talent.

Implementing new technology can yield a wealth of benefits. José Carlos Aguilar,

Ana Isabel Orihuela Fuchs, Head of People

Co-Founder and Co- CEO, Palenca,

Success, Digital@FEMSA, welcomes this

celebrated how the digital revolution is leveling the playing field for startups. New

“Before committing to a digital tool or solution, companies must evaluate their current standing and readiness in relation to digitalization,”

companies that lack infrastructure can rely on digitalization as a stand-in, like Palenca did during its early stages throughout the pandemic. With just 10 full-time employees and limited resources on hand, applications

José Ramón Fernández

like Runa have been an invaluable asset

CHRO | Coppel

helping Palenca get off the ground, fulfilling 95 percent of the traditional HR role. Runa

27

C onf e r e nc e H ighlights simplifies the tedious and time-consuming

also kept the option open for employees to

tasks of paying taxes and sorting out wages.

work remotely. Vélez, for example, oversees

As the Palenca CEO argues, the time of

her responsibilities from Miami, making

small and medium-sized companies is

use of the management platform HiBob to

simply too valuable: “SMEs must digitalize

create journey maps for each employee. “A

their HR processes and take advantage of

journey map is a visualization of the process

technology. Spending hours on Excel sheets

that people go through to accomplish their

is no longer an option,” said Aguilar.

goals. At its most basic, journey mapping starts by compiling a series of user actions

Orihuela agreed, explaining how despite its

into a timeline. Next, the timeline is fleshed

challenges, the pandemic allowed FEMSA

out with user thoughts and emotions to

to see the potential of apps like Google

create a narrative for that process,” she

Workspace . While working re motely,

explained. The maps also help employees

Orihuela also praised the value offered

co n n e c t i n d ivi d u a l g o a l s with wi d e r

by apps such as Slack, which in many

company objectives.

ways served as the virtual office that kept communication and collaboration alive. Even

Fernández, however, advises caution. In his

after the return to the office, the software

view, a good HR officer must always ask if

enables HR departments to monitor how

the implementation of new technology is

long employees have been logged in for,

worthwhile. “Before committing to a digital

with the aim of preventing burnout.

tool or solution, companies must evaluate their current standing and readiness

“HR executives are ambassadors for technology implementation in their

in relation to digitalization,” he said. If technology is underused or considered a waste of time and money, HR will be held

organization”

accountable if they were the ones that

Manuela Vélez

pushed for it. “There is no point being tech-

Head of People | Tul

savvy just for the sake of it. We do not need to fix what is not broken,” Fernández added, pointing out that companies should not be resistant to change but remain pragmatic, as

She also noted that HR must be attentive

was the case for Coppel’s new technology

to any problems raised by employees

which has allowed it to manage its vast

surrounding new equipment. The

portfolio of branches.

demographics of an office can influence HR decisions, too. One generation of employees

Fernández underscores the importance

might be set in their ways and resistant to

of assessing whether a company is ready

change, having been used to one set of

to undergo such transformations. In his

software of operating systems their entire

view, management tasks HR with creating

work lives. However, a new generation

a company culture and analyzing it s

of e m p l oye e s m i g h t v i ew th i s s a m e

maturation to provide useful insights. As

equipment as cumbersome and obsolete.

such, the main role of HR is introspection.

For this reason, Orihuela underscores the importance of gradual, fluid change over

Orihuela agreed, underlining the

sudden overhauls: “Little tweaks every now

importance of free trials to sample the

and again are better than major, sudden

latest sof tware solutions without fully

changes.”

co m m it ti n g to th e i r i m p l e m e nt atio n: “This makes employees participants in

Vélez also celebrated the role of industry-

the decision-making process. They pick

oriented social media networks in helping

the solutions which help them work best.

companies overcome the challenges posed

It is never a decision taken from above in

by the pandemic. In Tul’s case, they have

which they have no say.”

28

C onf e r e nc e H ighlights ON-DEMAND PAY WORKS FOR EMPLOYEES For decades , payday has come ever y

While most people continue to get paid

two weeks for most Mexican employees.

every two weeks or even once a month,

A l t h o u g h t h i s re m u n e r a ti o n m e t h o d

the technology to pay employees in real

remains popular, millions of Mexicans

time, or as often as they prefer, already

are living paycheck to paycheck. An on-

exists. “Thanks to the market penetration

demand pay model is emerging to reduce

of specialized companies that provide on-

the length of time between each payday.

demand pay, employees are increasingly

Its main benefits are solving liquidity

showing interest in this payment model,”

p ro b l e m s w h i l e p rov i d i n g e d u c a ti o n

said Belén Meza Croskey, CHRO, iVoy,

towa rd fi na ncial welln ess , e mphasize

adding that the model benefit s both

finance experts.

employers and employees while offering additional advantages to the latter. “The

“Ace s s to l i q u i d it y i s a d e e p - ro ote d

solution must not be limited to paying

p ro b l e m i n M exico . W ith a n ave ra g e

wages, it must be accompanied by financial

monthly salary of MX$11,000 (US$550)

education. You have to give employees the

and 70 percent of the population living

necessary tools to improve their financial

paycheck to paycheck without saving

lives,” emphasized David Roa, CEO annd

anything, salary on demand is logical.

Co-Founder, Klinc. While there are both B2B

People can have access to their money

and B2C solutions, some have no cost for

whenever they need it. In a world where

employees, he added.

everything is to order, it makes no sense that the most important element of your

On-demand pay can be an important tool

financial life is not,” said Nima Pourshasb,

for companies to retain talent. In the US,

CEO and Co-Founder, Minu.

the total nonfarm payroll quit rate rose to 3 percent in Nov. 2021, according to the Bureau of Labor Statistics. More than

“The solution must not be limited to

4 million US citizens have quit their jobs

paying wages, it must be accompanied

every month since July 2021. Moreover, 88

by financial education. You have to give

percent of employees would consider taking

employees the necessary tools to

a lower-paying job with better benefits over

improve their financial lives”

one that paid more but had inferior benefits,

David Roa

a recent survey found.

CEO annd Co-Founder | Klinc

Market opportunities for on-demand pay represent a value of US$1 trillion across OECD countries, according to EY. “This The biweekly payment, known as the

grants a prominent role to employers and

quincena in Mexico, has not always been

financial services companies to provide

popular. In the 1800s, people working

employees access to this liquidity and, in

in factories received daily payments. “It

so doing, create meaningful societal utility

would have been unthinkable to finish

at a limited frictional cost,” says the firm.

wo rkin g h o u r s a n d g o h o m e e m pt y-

In addition, 70 percent of individuals in the

handed,” Pourshasb said. With payroll

UK and US regularly experience financial

payments moving through bank transfers,

stress. Half of these individuals have faced

s a la r y p aym e nt s b e c a m e a biwe e kly

a financial shortfall between pay periods

occurance. The salary earned by employees

and encounter this issue every four months

is calculated by the employer, which takes

approximately.

taxes and further deductions into account.

This makes it difficult for companies to

“ O n - d e m a n d p ay m e n t b o o s t s t a l e nt

administrate their cash flows daily.

rete nti o n . I t re p re s e nt s f re e d o m fo r

29

C onf e r e nc e H ighlights employees. It is absurd to pay every other

is more likely to have more knowledge

week; companies should pay interest for

about the various financial produc ts ,

using their employees’ money. Regarding

while a person with lower education and

financial stress, it is a great, flexible tool to fix

income levels will have less knowledge on

people’s financial problems,” said Courtney

the subject.” According to the most recent

Devon McColgan, CEO and Founder, Runa.

National Survey of Financial Inclusion (ENIF ), Mexico’s population suffers a

The method has great potential in Mexico

considerable lack of knowledge regarding

and it promotes financial knowhow, stated

the characteristics of financial products.

Diego Villarreal, CEO and Co-Founder, Castor. Unlike credit cards, “on-demand pay

While the technology to make on-demand

creates that knowledge and strengthens the

pay the most popular payment method is

relationship people have with money. People

already viable, some companies remain

can better understand how much money

reluc tant to switch . What is more,

they are able to spend each day,” he added.

most SMEs are usually not aware of the s o l u t i o n ’s b e n e fi t s , a g r e e d i n d u s t r y

In Mexico, an individual’s level of financial

exper ts . Never theless , in problematic

education is closely tied to personal factors,

times brought on by a global pandemic,

according to Deloitte: “A person with a

the solution may catch on much quicker

higher academic degree and higher salary

than it did before.

TALENT ACQUISITION STRATEGIES ARE IMPERATIVE FOR COMPANY GROWTH A co m p a ny ’s t a l e nt a cq u i siti o n ( TA)

efficient. The quantity of data generated

strategy should be linked to its growth,

by the hiring process can be overwhelming

c u l t u re , m a n a g e m e n t , d i re c ti o n a n d

for one person, so technology can support

business focus. Whereas companies often

h um a n reso urces to id e ntif y n e e dles

measure growth in profits, experts believe

in the haystack . N ever theless , Mar tín

there should be a shift in this mindset to

underscores that companies should not

ensure human capital is also recognized as

be single-minded in their mission to find

a decisive factor.

certain skills in the labor market. “If a person can learn new abilities, that is an

“A good TA strategy is not only measured

added value,” he said.

by the number of hirings . It must be accompanied by benchmarks coming from

Furthermore, a skill does not have to be

multiple areas of the organization in order

technical. Companies need employees

to be successful,” said Santiago San Martín,

with strong sof t skills, which can help

Country Manager, Globant.

enhance the working environment and m o t i v a te t h e i r c o w o r ke r s . “A n o t h e r

If companies are to generate an optimal TA

important aspect to consider is the cultural

approach, they need to focus on internal

fit. Corporations could be overlooking

teamwork, mutual understanding, listening

hidden talent within people that may

and cross-departmental collaboration,

not have gone to the best university but

ensuring the company is unified toward the

that possess tangible sof t skills,” said

common goal of ensuring it attracts talent.

Martín. “For real change to happen we

TA strategies are therefore no longer the

must act agents of change. In order to

sole responsibility of the HR department,

have a happy and in-control company

added San Martín.

culture, with which growth will materialize automatically, we have to think about how

Automation is a great tool for companies

we want our colleagues to experience their

to make their recruitment processes more

working day,” he concluded.

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