Matchmaking
Mexico’s leading B2B conference organizer uses a customized app to deliver an unparalleled experience
The MB e App delivered AI-powered intent-based matchmaking to Mexico Talent Forum 2023 attendees
MBE App Impact
165 participants
954 matchmaking communications
88 1:1 meetings conducted
26 speakers
11th Edition
13 sponsors
4,892 visitors to the conference website
Conference social media impact Pre-conference social media impact
1,064 direct impressions during MTF
21,224 direct pre-conference LinkedIn impressions
24.2% click through rate during MTF 2.25% pre-conference click through rate 19.64% conference engagement rate 3.39% pre-conference engagement rate
Matchmaking intentions
Total
1,401
1,136 Trading 15 Recruitment
201 Networking 49 Mentoring
C ONF e R e NC e I MPACT 4
• AB Inbev
• Aceros Camesa
• ACH Foods
• Affor Health
• Air France - KLM
• Aleatica
• Alive Talent
• AMCG
• AMCHAM
• AMVO
• Aosenuma
• Aplazo
• Apli
• APOTe X
• Arcos Dorados / McDonald´s
• AT&T
• Axalta
• BACO
• Baco SA
• BAyeR
• Beck
• Believe
• Ben & Frank
• Benteler
• Betterfly
• Biopappel
• Blue Star Group
• Bosch
• Broxel
• Buk
• BVLGARI
• Nordic Chamber of Commerce
• CCe
• CeM e X
• CGS
• Cinemex
• CIRSA
• Cobee
• Collective
• Collective Academy
• Computrabajo
• Copachisa
• Coparmex
• Coppel
• Covestro
• CVG
• Cynthus
• Daimler Truck Financial Services
• Data Warden
• Dell Technologies
• Devlyn
• Dräger
• elenas
• embassy of Austria
• endeavor México
• eNG eL
• eolis
• ethan Allen
• Farmacia San Pablo
• Ferrero Mexico
• First Advantage Multilatin
• GhidiniRodil
• Globant
• GoGlobal
• Grupo Axo
• Grupo Baco
• Grupo Clisa
• Grupo elektra
• Grupo Gasolinero Hidrosina
• Grupo Prodensa
• Grupo Prom
• Grupo Traxion
• Gympass
• Hasbro
• HDI Seguros
• Heidrick & Struggles
• Hooman
• IBM
• iLab
• INDe X
• Indian Chamber of Commerce
• InfoBlocK
• Infosel
• Integratec
• Intercam Banco
• Ipsos
• IQS eC
• Jeeves
• Jugos del Valle
• Kalto
• KPMG
• Krino
• Krispy Kreme
• Kuentro
• Lecaroz
• Listopro
• Liverpool
• Living Healthy & Active
• Loft
• M Latin
• Magic Concierge
• ManpowerGorup
• Matchmakers
• MC Plasticos
C OMPAN y A TT e NDANC e 5
• McKinsey
• Meetingdoctors
• Mercer
• Mina
• Momentu
• Moonshot Partners
• Mota- engil O&M
• Mudango.com
• MUFG Bank
• Nestlé
• NetaTech
• Newell Brands
• Nexu
• Novo Nordisk
• NTT Data Services
• Odella
• Odilo
• Open english
• Oracle
• PepsiCo
• Perfetti Van Melle
• Pionero AI
• Pontones y Ledesma
• Postúlate - People evolution
• PRODeHO
• Profuturo
• Promotora Social México
• Propelland
• Prudential Financial
• R2
• Rankmi
• RM Pharma
• Rotoplas
• Saavi energía
• Samsung electronics
• Si Vale
• Silent4Business
• Simon eléctrica
• SMPS Legal
• Smurfit Cartón y Papel
• Someone Somewhere
• Speakap LATAM
• Speakup
• Spot2
• Starkey
• Steren Mexico & LATAM
• Surexs
• Swiss Business Hub - embassy of Switzerland
• SyD (Suspensión y Dirección)
• T5DC
• Takeda
• Tane
• Tata Consultancy Services
• TC energy
• Teletón
• Telmex / Uninet
• Tendencys Innovations
• The Content Unit
• The Milvanto Group
• Thermo Fisher Scientific
• Thomson Reuters
• Totalplay
• Tramontina
• Transportistas Unidos de Morelos
• Truper
• Uber
• Up Sí Vale
• VCV Consultores
• Vitesco Technologies
• VML
• Volaris
• Volkswagen
• Voxy
• Walmart
• Wellhub
• WeWork
• Woodside energy
• Workday
• WTS energy
• Wuffes
C OMPAN y A TT e NDANC e 6
WEDNESD AY, MAY 08
09:00 DECODING MEXICO’S LABOR COST DILEMMA
Moderator: Álvaro García, INDe X
Panelists: Lorenzo Roel, CCe
Ricardo Barbosa, Coparmex
09:30 GLOBAL TALENT TRENDS 2024
Speaker: Gerardo García Rojas, Mercer
09:45 INNOVATIVE BENEFITS, LASTING ENGAGEMENT: REDEFINING RETENTION STRATEGIES
Moderator: Alejandro Hernández, Perteffi Van Melle
Panelists: Marco Arzate, Truper
Alejandro Domingo, Cobee
Paola Lacorte, IBM México
Daniela González, Mina
Albeth Rubio, AT&T México
10:45 HYBRID WORK, WORKPLACE CULTURE AND PERFORMANCE: IPSOS
Speaker: María Zubiría, Ipsos
11:30 THE FUTURE OF TRAINING AND UPSKILLING
Moderator: Iván López, Odilo
Panelists: Kristin Barrett, Collective Academy
Mauricio Cortés, Voxy
Fabiola Quiroz, Bosch Mexico
Diego Sánchez, Nestlé Digital Library
12:30 CHALLENGES IN RECRUITMENT MANAGEMENT
Speaker: David Robillard, First Advantage
12:45 EMPLOYING TECH TO COMBAT BURNOUT IN THE WORKPLACE
Moderator: Eduardo Asaf, McKinsey & Company
Panelists: Enrique Besa, Rankmi
Pedro A. Aguilar, Ferrero de México
Diana Saucedo, Grupo Axo
13:30 ADAPTABILITY IN PROFILE DEVELOPMENT IN THE FACE OF GLOBAL TRENDS: CASE OF THE AUTOMOTIVE INDUSTRY
Speaker: Alberto Romero, Vitesco Technologies
15:00 THE NEW FRONTIER OF CORPORATE WELLNESS IN MEXICO
Speaker: Miguel de Apellaniz, Wellhub
15:30 REDEFINING SKILLS, ROLES AND KPIS FOR TECH INTEGRATION AND AI
Moderator: Leonardo Vásquez, ACH Foods Mexico
Panelists: Fernando Rosales, Baco
Miguel de Apellaniz, Wellhub
C OMPAN y A TT e NDANC e 7 Check the panel/presentation’s highlights on mexicobusiness.mx clicking on the icon
DECODING MEXICO’S LABOR CO ST DILEMMA
Companies in Mexico are contending with escalating costs attributed to recent amendments to the country’s labor law, as reported by ey. According to industry leaders at MTF 2024, finding a balance between worker rights and business health hinges on dialogue between policymakers and industry.
“We are going through transformative regulatory changes that companies have to comply with, generating concern about possible reforms to come and those that have changed”
Álvaro García Director of the Labor Committee | INDEX
Lorenzo Roel, President of the Labor Commission, Consejo Coordinador e mpresarial (CC e ), said that “[despite] the progressive nature of these changes, [they] present a challenge for businesses, particularly micro, small and medium-sized enterprises, in planning and adapting to the new obligations.” Additionally, he mentioned that there is an added layer of complexity due to varying wage increases across different regions.
Of particular significance is the 20% minimum wage increase slated for 2024, marking the sixth consecutive year of double-digit hikes in Mexico. This increase is anticipated to affect approximately one-third of the country’s workforce. Consequently, companies have been prompted to reassess their compensation strategies to uphold competitiveness, according to Tetakawi. According to Gabriel Arturo Aparicio Segovia, Director General, Kelly Services Mexico, the wage hike will have “an economic impact on all formal businesses,” necessitating not only salary adjustments but also pricing and service strategy revisions.
Moreover, the proposition to reduce the workweek to 40 hours could carry substantial implications for businesses, especially those operating in labor-intensive sectors such as manufacturing, agriculture, and logistics, as highlighted by Karen Lellouche Tordjman, Managing Director and Senior Partner at Boston Consulting Group (BCG). Similarly, Ricardo Barbosa, President of COPARM e X’s Labor Commission, emphasizes that companies may encounter challenges in maintaining output levels with reduced working hours. This is underscored by the observation that Mexican laborers work, “some of the longest working hours, approximately 500 hours more than the O eCD average, yet it ranks among the top three countries experiencing significant productivity loss.”
To enhance productivity, companies may contemplate upgrading machinery, integrating new technologies, or optimizing processes. However, these initiatives can
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incur significant costs and may necessitate a considerable implementation period, thereby exerting additional strain on company budgets. Furthermore, reducing the workweek without a commensurate reduction in workload could result in escalated overtime expenses. If companies are required to maintain the same production quotas within a condensed time frame, employees may be compelled to work additional hours beyond the standard
40-hour week, thereby augmenting labor costs, as emphasized by Holland & Knight.
These labor law changes are not just boardroom buzz; they affect industries across the board, with labor-heavy sectors feeling the pinch most. As Mexico aims to balance worker rights and business sustainability, collaboration between policymakers and stakeholders is p aramount.
GLOBAL TALENT TRENDS 2024: MERCER
Global leaders express significant concern over the uncertainties stemming from geopolitical shifts and social conflicts, which cast a shadow of instability over the future, said Gerardo García Rojas, SRO Marsh McLennan & Talent Assessments Leader LAC, Mercer during Mexico Talent Forum 2024. These issues, coupled with emerging technologies, are expected to have an impact on workplace productivity and the overall health of corporate environments.
Amid a rapidly evolving technological landscape, the intersection of human ingenuity and machine capabilities is redefining the future of work. However, amidst these challenges lies a transformative opportunity to harness the power of technology for the betterment of humanity.
“Our role as HR leaders is to work towards a future where we understand the necessary steps to mitigate short and long-term risks
and foster the creation of more resilient organizations,” said García Rojas.
One of the tools that are being used to mitigate risks is Generative AI (GenAI), which according to insights from Mercer, is poised to revolutionize business and society, potentially adding a staggering US$20 trillion [MB1] (MX$338.7 trillion) to the global GDP by 2030. Despite this, one in three executives doubts their organization’s ability to adapt to the changing talent landscape. Concurrently, three out of ten employees are considering leaving their workplace this year in search of better opportunities, driven by a dissatisfaction rate of 42% among employees.
“This means we are not listening to our collaborators, and we are not opening the door to transparent conversations about their trust in the company,” said García Rojas. He noted that many employees are hesitant to embrace technology intended to enhance productivity, as it often disrupts their workflow instead. In turn, Garcia Rojas recommends that executives revise their company’s work model policies and adapt to new government reforms before investing millions in AI and other tools, given that “a happy worker is a productive worker.” This approach ensures that the technology implemented aligns effectively with the organization’s workflow.
“We stand at the brink of a revolution in the relationship between human labor and machines. This underscores the critical need
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to strike a balance between our short-term and long-term priorities,” said García Rojas. Prioritizing employee experience, agility, and sustainability must be at the forefront of HR strategies. From enhancing talent agility to investing in AI adoption, businesses are reimagining their people’s strategies to thrive in the digital age with humans at the forefront.
However, the path forward is not without its obstacles. e xecutives and HR leaders must grapple with competing priorities and evolving risk landscapes. While technological advancements offer unprecedented opportunities, they also raise concerns about job displacement, data privacy, and social inequality.
To drive productivity centered on people, García Rojas highlighted four central properties. First, empowering the
workforce by facilitating the development of skills necessary for efficient project execution. Second, cultivating a sustainable organization grounded in trust and equity through active listening to employees and fostering transparent conversations. Third, bolstering the corporate immune system by implementing proactive risk prevention measures to address both short-term and long-term challenges. Fourth, nurturing a genuine digital culture by transforming leadership mindsets and fostering collaborative acceptance of change throughout the organization.
Amidst these complexities, one thing is clear: the future of work is inherently intertwined with the future of humanity. By fostering a culture of trust, equity, and innovation, organizations can unlock the full potential of their workforce and navigate toward a brighter future.
INNOVATIVE BENEFITS, LASTING ENGAGEMENT: REDEFINING RETENTION STRATEGIES
In today’s dynamic employment landscape, attracting and retaining talent requires more than offering competitive salaries and benefits. New generations entering the job market are changing employment expectations, forcing companies to adapt and evolve to meet their diverse needs and priorities, such as flexibility, emotional payment, professional and personal growth, mentoring, and customized training.
“As organizations, our focus must extend beyond offering competitive monetary
salaries; we must also consider emotional compensation. Today’s employees seek cohesive leadership that resonates throughout the entire organizational structure,” says Albeth Rubio, Vice President of Benefits and Compensations, AT&T México.
In Mexico, the reality of remarkably high employee turnover rates, averaging 16.75% across industries over the past decade, according to the Mexican Human Resources Association, underscores the urgent need
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for organizations to strategically structure their benefits packages. This ensures companies can effectively incentivize long-term commitment while managing costs within budget constraints. By aligning benefits strategically with employee priorities and organizational goals, businesses can create a compelling value proposition that fosters loyalty and retention, says Alejandro Hernández, HR Director Mexico and LATAM, Perfetti Van Melle.
According to Cobee’s research results, a significant 93.4% of the 1,501 participants between the ages of 16 and 65 believe that more benefits are a clear sign that companies truly prioritize the well-being of their employees. Nonetheless, Daniela González Aragón, CeO, Mina, underscored that while benefits hold undeniable importance, maintaining individuals’ passion and alignment with the company’s values takes precedence.
González underscored the significance of employees forming a strong bond with the company’s work culture as a crucial factor in retaining them over the long term. “It is imperative to acknowledge that employees who demonstrate effort typically align with the company’s culture. Therefore, it is paramount for organizations to establish a well-defined cultural framework,” says González. Rubio added that employees must
perceive themselves as active participants in the company’s culture, advocating for a shift towards human-centric leadership beyond traditional paradigms.
“It is imperative to acknowledge that employees who demonstrate effort typically align with the company’s culture. Therefore, it is paramount for organizations to establish a well-defined cultural framework,” says González. Rubio added that employees must perceive themselves as active participants in the company’s culture, advocating for a shift towards human-centric leadership beyond traditional paradigms.
Alejandro Domingo, Country Manager, Cobeee, echoed the importance of work culture and stresses another vital aspect of talent retention: recognizing employees as individuals with essential needs for rest, nutrition, and quality sleep. Furthermore, it is crucial to acknowledge their efforts and offer constructive feedback that validates their work, fostering a sense of appreciation for continued dedication. “Motivation operates on various levels, starting with fulfilling basic physiological needs. It is essential to regard our team members as individuals with fundamental requirements for both rest and fulfillment. Neglecting these basic needs initially can pose challenges in addressing them later,” elaborates Domingo .
Rubio emphasized the importance of cultivating a feedback culture to gain insights into organizational dynamics and stay informed about trends. To support collaborators and sustain their alignment with the organization, it is essential to provide them with effective tools. These tools should facilitate open communication channels, encourage constructive feedback, and promote transparency within the organization. Domingo stresses that feedback from companies will enable them to offer a wider range of benefits, such as flexible work options, customized development programs, and innovative wellness initiatives. In this way, organizations not only foster employee engagement and loyalty, but also cultivate an inclusive workplace culture.
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Marco Antonio Arzate Hernández, HR Director of e xecutive Talent, Truper, concurred that the newer generations bring forth distinct values compared to previous generations of workers. Truper emphasized that while in the past, the key to retaining talent was primarily salarybased, nowadays, emotional compensation plays a predomina nt role.
“In contemporary workplaces, emerging generations are seeking mentors rather than traditional bosses”
Marco Arzate
HR Director of Executive Talent | Truper
Paola Lacorte, HR Director, IBM, emphasizes the significance of personalized experiences as a crucial strategy for fostering long-term talent retention. She acknowledges that while salary considerations hold weight, they are not the sole determinants influencing employees’ decisions to remain with or depart from a company. Instead, she underscores the importance of providing tools and opportunities that align with employees’ personal and professional aspirations. “In today’s landscape, the value proposition for talent involves nurturing a reciprocal relationship. It transcends mere employment; it encapsulates what the role offers to the individual and what makes it appealing,” emphasize s Lacorte.
While offering competitive benefits is essential, experts point out that it comes with challenges, especially when faced with budgetary constraints. Financial pressure on the employer or employee can have adverse effects on the business, complicating efforts to attract and retain talent. However, Lacorte stressed the importance of investing in talent, as it improves employee well-being and, ultimately, the company’s productivity. “It is a decision that must be made with full commitment once decided. As a company you have to invest; otherwise, turnover rates increase, which costs the company more in the long run,” explained Lacorte. Gonzalez added that these investments should be regarded as proactive strategies aimed at saving across multiple fronts in the future. For example, by prioritizing employee wellness and supporting their health, companies have the potential to mitigate absenteeism, thereby fostering enhanced productivity in the long term.
Finally, experts emphasized the importance of leveraging new technologies like artificial intelligence to craft personalized value propositions that cater to the diverse needs within organizations. Arzate urges organizations to listen and adapt their current benefits to create a new paradigm where employees feel truly connected. “We have an AI-powered development program to offer tailored development opportunities to employees based on their profiles. Development initiatives must be personalized to have a lasting impact on collaborators,” says Lacorte.
HYBRID WORK, WORKPLACE CULTURE AND PERFORMANCE: IPSOS
A recent IPSOS study, based on 2,400 employees across 4 Latin American countries including Mexico, provides insight into how companies and their employees are adapting to the evolving landscape of hybrid work. The findings underscore the significance of flexibility as a pivotal factor in shaping employee experience and fostering talent retention.
“With respect to remote work, efforts have been made to understand its impact
on talent management and retention, particularly in Latin America where studies have been limited,” said María Zubiría, employee e xperience Sr. Advisor, IPSOS. “The decision to contribute to this understanding stemmed from the need to link HR metrics with business results.”
In Latin America, there is a considerable gap between current work situations and employees’ desired arrangements. While 55% of Latin American employees work full
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time in companies (66% in Mexico), 75% of full-time employees in Latin America work at least 3 days in the office. However, 57% of respondents express a desire to spend less time in the office, indicating a need for more flexible arrangements.
Remote work offers its own set of advantages. While 96% of respondents acknowledge the benefits of in-person work, with access to better technology being a significant advantage, an overwhelming 99% of employees associate remote work with time and cost savings on transportation, improved work-life balance, and increased well-being. Notably, the hybrid model, where employees attend the office 1-3 days a week, seems to positively impact well-being, contributing to a more positive employee experience, according to the report’s findings.
However, the value of face-to-face interaction cannot be overlooked. In-office work provides benefits such as access to resources, socialization, and learning from colleagues, all of which contribute to a richer employee experience. Striking a balance between
remote and in-person work is essential to harness the advantages of both while maintaining a positive employee experience, “especially in Mexico, given its commonly sociable nature,” says Zubiría.
Furthermore, IPSOS has identified challenges in employee e xperience linked to the integration of artificial intelligence (AI), marking it as a notable trend affecting human resource management. This trend has sparked divergent perspectives, with debates revolving around whether AI presents an opportunity or a threat. Despite concerns expressed by 60% of workers, Zubiría emphasized that those committed to their organizations are more inclined to support the inclusion of AI in company operations. Additionally, values alignment emerges as a critical issue, with employees seeking organizations that resonate with their values.
“Successful hybrid models go beyond flexibility,” says Zubiría. “They involve strong employee experience initiatives, collaboration, and support from managers who prioritize creating an environment where employees feel valued and supported. Companies that combine flexible work policies with a focus on employee experience witness higher recommendation rates and a greater sense of belonging among employees, ultimately leading to improved retention rates and overall satisfaction.”
Overall, in navigating the complexities of hybrid work, prioritizing the employee experience and embracing flexibility, can create a winning formula for attracting and retaining top talent.
THE FUTURE OF TRAINING AND UPSKILLING
A pivotal challenge confronts companies: ensuring their workforce possesses the skills requisite to thrive in a swiftly evolving technological landscape. This evolution is swift, with projections from the World e conomic Forum (W e F) suggesting that nearly half of the global workforce will require new skill sets by 2025 to adeptly navigate these transformations.
This transcends mere skill gaps; rather, it manifests as a widening chasm that poses a tangible threat to future business success, according to the industry experts at Mexico Talent Forum 2024.
“In today’s reality, where technology has become intrinsic to daily life, companies cannot afford to ignore this reality, as
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competitiveness hinges on the integration of technology into their operations and workforce development strategies,” says Diego Sánchez, Global Product Manager, Nestlé Digital Library.
Digital credentialing platform Sertifier highlights that while hiring new talent with the required skills set is often considered a solution, the scarcity of such talent proficient in technology renders it costly and impractical. Moreover, the volatile labor market further complicates this scenario, highlighting that relying solely on external recruitment to fill skills gaps is not sustainable. In this context, upskilling emerges as a more practical and sustainable solution, according to Sertifier. To confront this challenge, businesses are advised to adopt a two-pronged approach: identifying internal skill gaps and implementing targeted upskilling and reskilling initiatives, suggests Iván López, VP Corporate Learnin g, Odilo.
Identifying internal skill gaps serves as a strategic imperative for companies as it guides the allocation of resources towards targeted upskilling initiatives, necessary for enhancing employee capabilities, fostering innovation, and maintaining competitiveness in a rapidly evolving market landscape. Fabiola Quir oz, Country HR Manager CO e , Bosch Mexico, emphasizes the importance of utilizing methods such as surveys, interviews, and performance evaluations to pinpoint skill gaps and areas for imp rovement.
“Leaders frequently find themselves unaware of the full spectrum of their employees’ skill sets due to the absence of a comprehensive inventory. establishing and maintaining such records is pivotal for accurately gauging the requisites to meet organizational objectives. Armed with this crucial insight, leaders can [then] make informed decisions to facilitate tailored upskilling opportunities, ensuring alignment between employee capabilities and the strategic goals of the organization,” says Quiroz.
This process not only enhances employee capabilities but also fosters a culture of continuous learning and development, demonstrating a commitment to employee growth and engagement, ultimately driving organizational success.
However, Mauricio Cortés, Sales Director, Voxy, underscores the significance of effective change management in maximizing the benefits of upskilling initiatives. He emphasizes the need to address the human aspects of change, including employee attitudes and behaviors. He states, “by carefully managing the change associated with upskilling initiatives, organizations can minimize employee resistance, maximize engagement, and ensure successful skill development and organizational adaptation.”
Nonetheless, Mexico finds itself trailing behind regional counterparts like Chile and Brazil in artificial intelligence talent development, as evidenced by findings of
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the economic Commission for Latin America (eCLAC) Artificial Intelligence Index. This disparity stems from a reluctance among corporations to invest significantly in AI upskilling or reskilling initiatives.
Kristin Barrett, COO, Collective Academy, says “while apprehensions about financial implications may deter them, it is imperative to recognize the substantial long-term gains that effective upskilling can deliver. By embracing structured approaches like the evaluation pyramid, companies
can accurately assess the tangible impact of training initiatives on critical organizational metrics.”
Overall prioritizing upskilling efforts is imperative for companies aiming to thrive in today’s rapidly evolving technological landscape. By identifying internal skill gaps, implementing targeted upskilling initiatives, and effectively managing organizational change, businesses can enhance employee capabilities, drive innovation, and maintain competitiveness in the market.
CHALLENGES IN RECRUITMENT MANAGEMENT: FIRST ADVANTAGE
One of the main challenges in recruitment lies in the process of filtering and evaluating candidates, necessitating a reliable and compliant system capable of dealing with domestic or international candidates. “This prompts the question of whether our processes are robust enough to mitigate emerging risks with the talent we are recruiting,” says David Robillard, Senior Vice President Latin America and Caribbean, First Advantage. “As guardians of our companies, we play a vital role in safeguarding the organizational culture.”
According to First Advantage, there are three primary factors guiding talent acquisition management processes: speed of results delivery, risks associated with candidates, and associated costs. However,
the emphasis on each factor varies by region. . In the United States, europe, India, and the Asia Pacific, between half and two-thirds of respondents indicated that risk detection was of greater importance. Conversely, in Canada, cost emerged as the primary cons ideration.
In Latin America, 48% of those surveyed placed response time as their main concern for conducting background checks. “Time is money and each day the timeto-fill is getting shorter in companies,” said Robillard. This is partly due to the effects of nearshoring as companies have experienced increased hiring due to the relocation of production and services from Asia to Latin America. New regional employers expect companies to accelerate the start-up of their operations to capitalize on their relocation initiative. Competition for talent among these companies is fierce, requiring accelerated processes.
Mexico has experienced a pronounced increase in job turnover. “A typical Mexican candidate in 2023 has had almost a new employer every year for the past seven years. In comparison, the United States has experienced a more gradual increase, while Canada has been declining,” noted Robillard. “We in Canada have a different trend but we must pay attention regardless because this affects screening and candidate quality.”
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This data aligns with information from AMeDIRH, showing a 17% employee turnover in all industries over the past ten years, with 25% of the professional workforce working for themselves. This suggests that the “uberization” of professional jobs is here to stay.
The next trend on the rise has to do with the internationalization of talent, says Robillard. For Mexican employers, applicants have changed jobs at a higher rate than ever before and are more diverse in terms of countries of origin and professional experience. As the nearshoring trend grows, companies are expanding beyond states and borders to recruit throughout the region. This means that applicants are moving to places where job postings are advertised or working remotely from other countries.
For this reason, 58% of respondents in Latin America have opted to expand their
search for candidates’ criminal records beyond the hiring country. Additionally, there is an additional consideration: the regulations of countries and clients required to review criminal histories. Nearshoring has taken several dimensions: such as service providers for regulated industries, including the health, financial, and legal sectors whose operators manage sensitive and highly confiden tial data.
Finally, moonlighting, where workers have more than one job within the same industry, is more common each day. This happens because new employees still work with their last employer, or because they are freelancing employees. “ effective employment verification crosses the reportable weeks of the IMSS to see if there could be reports of simultaneous jobs. We also recommend reviewing the same report a month later to see if the new hire remains in the IMSS registry of previous employers,” suggested Robillard.
EMPLOYING TECH TO COMBAT BURNOUT IN THE WORKPLACE
Human Resources (HR) departments serve as the backbone of organizations, ensuring the smooth functioning of personnelrelated activities. However, the manual and repetitive nature of many HR tasks often leaves professionals grappling with time-consuming administrative duties, detracting from their ability to focus on strategic endeavors and contributing to burnout. Consequently, HR automation has emerged as a technological solution.
“Technology is compelling us to improve performance and elevate the position of HR more prominently within companies,” said eduardo Asaf, Partner, McKinsey.
Within any organization, the HR department serves as the bastion for addressing multifaceted challenges, according to e nrique Besa, C eO, Rankmi. Technology is intended to bolster the HR department in overcoming these
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diverse obstacles. From platforms like SuccessFactors to the integration of chatbots and collaborative tools such as Teams, the market offers a wide array of solutions designed to streamline recruitment processes, filter candidates, and facilitate the conduct of exit surveys.
However, despite the increasing reliance on technology, the adoption of fragmented software solutions often falls short of resolving HR issues effectively. Integration initiatives often lack clarity, purpose and intended outcomes, necessitating transparent communication and stakeholder alignment. In Mexico, a glaring gap exists in technological integration within HR processes, with many solutions available but few truly addressing the root issue, according to Besa. “Many organizations mistakenly believe they have addressed HR challenges, only to realize they have disparate software solutions across different functions, resulting in inefficient technology management,” said Besa.
As a result, it is not uncommon for discussions on HR problem-solving to circle back to rudimentary solutions like utilizing e xcel or email.
“While various technological tools promise to alleviate HR burdens, the reality often falls short of expectations”
Diana Saucedo Director Talent Management | Grupo Axo
The challenge lies not in the abundance of technology but rather in its applicability and functionality within the HR domain, highlights Saucedo. “It is imperative to cultivate a tech-savvy HR workforce adept at harnessing these tools effectively to enhance the employee experience and fortify organizational resilience,” she added. yet, hidden amidst the myriad of technologies lies the potential to revolutionize workflow efficiency, reducing workload by significan t margins.
According to TechTarget, digitizing routine activities such as paperwork, payroll, and benefits administration, empowers HR professionals to redirect their efforts towards higher-value tasks, including strategic planning, employee engagement, and decision-making. By eliminating manual processes and reducing the potential for human error, automation enables HR teams to accomplish more in less time, ultimately improving overall organizational effe ctiveness.
Furthermore, people are more prepared for technology adoption than HR believes, according to Besa. “Often, HR dismisses technological advancements, claiming they will not work, yet such skepticism is increasingly unfounded. As organizations embrace these advancements, barriers are broken down. Frequently, these barriers are self-imposed,” s aid Besa.
Central to the successful integration of technology within HR is the alignment with overarching organizational goals, according to Pedro A. Aguilar, HR Director M e X & CAM, Ferrero de México. This necessitates a shift toward placing employees at the heart of technological initiatives, thereby enhancing the employee lifecycle, and fostering a culture of connectivity. “We have to take care of the experience within the organization while our collaborators navigate the different technological tools,” says Aguilar.
As HR continues to evolve, technology holds the key to transforming the
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department from a transactional entity to a strategic partner, according to Aguilar. By leveraging technology, HR professionals can refocus efforts on identifying and nurturing talent, thereby
driving organizational success, explains Saucedo. However, this paradigm shift requires concerted efforts to bridge the gap between technological capabilities and organizatio nal needs.
ADAPTABILITY IN PROFILE DEVELOPMENT IN THE FACE OF GLOBAL TRENDS: CASE OF THE AUTOMOTIVE INDUSTRY
In the face of stricter labor regulations and a shift towards software-centric systems in the automotive industry, talent adaptability emerges as a critical factor for success, according to according to Alberto Romero, R&D and e ngineering Mexico Head, Vitesco Tec hnologies.
The automotive industry is undergoing a transformative shift, with a current emphasis on electric alternatives that has compelled companies to rapidly evolve. This evolution has not only changed the way organizations operate but also ushered in new technologies, replacing traditional mechanical parts with electronic components driven by advanced software.
As stricter emissions regulations loom on the horizon, including a zero-emissions target in certain markets by 2035, innovation becomes imperative. This regulatory landscape, coupled with the move towards software-centric systems,
necessitates a proactive approach to talent development.
“This high level of complexity, coupled with the lack of customer knowledge regarding what customers want, causes uncertainty for manufacturers to meet market needs,” said Alberto Romero. In this context, companies must prioritize updating talent skills in parallel to the integration of emerging technologies like artificial intelligence.
Vistesco Technologies has chosen to invest in talent development, focusing on empowering employee autonomy through ongoing leadership training. They have implemented a variety of online courses, workshops, and studies on their platform to ensure employees are well-equipped to navigate automotive electrification and stay abreast of new projects. This proactive approach to talent development not only enhances employee skills and competencies but also fosters a culture of innovation and adaptability, positioning the company for long-term success in an increasingly competiti ve market.
“Strategic partnerships with universities and collaboration with industrial chamber agents are crucial for providing comprehensive support and ensuring the effectiveness of talent development initiatives,” Romero emphasized. “Companies should prioritize embracing change, fostering a culture of continuous evolution, implementing technology surveillance systems, and nurturing local ex pertise.”
To achieve this auto electrification, the executive emphasized the importance for
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companies to acknowledge the inevitability of immersion in the electricity sector. Furthermore, he highlighted the potential value that these changes will bring, aligning with innovation and ultimately enhancing competitiveness for companies in the future.
“We need to develop experts within our companies to facilitate a company problem solving, allowing for greater effectiveness,
better results and labor optimization not only for them, but for everyone,” concluded Romero.
As the automotive industry undergoes transformation, companies should embrace change, leverage technological advancements, and invest in their workforce not just to survive but to thrive amidst evolving global trends.
THE NEW FRONTIER OF CORPORATE WELLNESS IN MEXICO
The pursuit of a healthier and more engaged workforce has become a central focus for many companies. yet, despite the plethora of available wellness programs, a persistent challenge remains: how to ensure employees actively participate and reap the benefits. The key lies in understanding the barriers impeding engagement and implementing strategies grounded in insightful data analysis, according to Miguel de Apellaniz, VP SS Latam - Head of Mexico, Argentina & Chile , Wellhub.
According to O e CD data, Mexicans rank among the hardest-working globally, averaging a staggering 2,200 hours per
year. This relentless work culture has taken its toll, with one in three Mexicans experiencing work-related stress and burnout, highlights Apellaniz, a proponent of corporate wellness in Mexico.
This burnout rate not only jeopardizes individual well-being but also bears considerable economic consequences, estimated at US$40 million per year, according to Wellhub. Moreover, an alarming projection indicates that 80% of HR managers anticipate burnout to exert a significant impact on workplace productivity, employee well-being and organizational culture by 2024.
“The pervasive presence of burnout in the workplace not only undermines individual well-being but also poses a looming threat to organizational resilience. As stress levels escalate, so do the risks to employee health and productivity, ultimately jeopardizing the very fabric of business sustainability,” asserts Apellaniz.
This predicted impact of burnout underscores the urgency for companies to prioritize employee well-being. In response, many are ramping up efforts to enhance wellness by offering benefits. However, this initiative faces a hurdle: only four out of ten adults in Mexico engage in regular physical exercise, according to Wellhub. One of the primary reasons for this low participation rate is the perceived lack of time, cited by 40% of respondents. To address this challenge effectively, companies like Wellhub emphasize the importance of
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leveraging data to craft tailored corporate wellness solutions. By understanding employees’ constraints and preferences, companies can bridge the gap between the need for wellness initiatives and employees’ engagement with them, thereby fostering a healthier and more productive workforce.
A notion shared by Worktango further reinforces this approach. With access to data, organizations can identify opportunities and gaps within their wellness programs, enabling them to introduce new components or refine existing ones. This data-driven insight forms the cornerstone of targeted strategies aimed at overcoming barriers to engagement.
Armed with these data-driven insights, customization emerges as a central theme, with Wellhub asserting that tailored program offerings are designed to resonate with employees on a personal level. “Wellhub
leverages data-driven insights to craft tailored offerings that resonate deeply with each employee and are accessible constantly,” said A pellaniz.
Additionally, the company emphasizes the evolution of corporate wellness programs, which now extend beyond physical fitness to include emotional, mental, and nutritional solutions. These holistic offerings have been shown to reduce work absenteeism and result in a 35% savings on medical expenditures, according to Wellhub.
Overall, as the corporate landscape continues to evolve, the imperative of prioritizing employee well-being remains steadfast. “By addressing barriers to engagement and prioritizing employee well-being, companies can foster resilience and sustainability in the modern corporate landscape, “states A pellaniz.
REDEFINING SKILLS, ROLES AND KPIS FOR TECH INTEGRATION AND AI
Disruptive technologies like AI are rapidly transforming industries, and businesses must strategically integrate them to thrive, but simply adopting these advancements is not enough. Companies need to meticulously orchestrate their implementation, ensuring all departments–from marketing to finance–are aligned.
Industry experts at MTF 2024 outline how to achieve this strategic alignment, focusing on aligning functions and KPIs for optimal utilization of disruptive tec hnologies.
“The pandemic has precipitated a fundamental shift in our business
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operations, compelling us to embrace heightened digitalization, a trajectory we were already navigating. However, the circumstances have accelerated this process significantly,” says Leonardo Vásquez, HR Director, ACH Foods Mexico.
Wharton Online highlights, an overwhelming 86% of C e Os recognize AI as mainstream, with top businesses continually investing in it. However, the effective integration of these technologies relies on factors beyond technical expertise. According to LinkedIn, at the heart of this endeavor lies strategic alignment–the art of synchronizing the goals, processes, and key performance indicators (KPIs) across all organizational functions.
Achieving this alignment requires a comprehensive understanding of both the existing business landscape and the potential impact of disruptive technologies. Organizations must carefully evaluate how the chosen technologies can enhance or transform current business processes to deliver greater value and effi ciency.
MIT Sloan Management Review highlights that companies utilizing AI to share KPIs across functions are five times more likely to witness improved strategic alignment. This transparency fosters a shared understanding of goals and facilitates collaboration, essential for navigating the complexities of disruptive technology.
Already, the utilization of AI and indicators is advancing rapidly. Beyond technical applications, AI is also making inroads into commercial teams, according to Miguel de Apellaniz, VP SS Latam - Head of Mexico, Argentina & Chile, Wellhub. However, while AI-powered tools like Chat GPT offer remarkable capabilities, concerns about data ownership and privacy underscore the importance of careful consideration in their implementation, according to Fernando Rosales Morales, General Manager, BACO S.A. “The adoption curve
for AI has surged dramatically, with the technology transitioning from a future prospect to a present reality,” said Rosales. Businesses must not lag but instead focus on leveraging AI effectively, starting with their human capital, he explained.
This evolving landscape demands the emergence of new roles and skills within organizations, with data science emerging as a prominent career path. Professionals in this field are equipped to model data and derive insights crucial for strategic decision-making, as explained by Rosales. Additionally, adaptability to change becomes paramount, particularly in commercial profiles tasked with seamlessly integrating new tools, as noted by Apellaniz. “Collaboration between the HR and IT departments becomes essential in nurturing talent and updating the skill sets required to navigate this transformation effectively,” sai d Rosales.
To effectively navigate this transformation, several factors are crucial. For example, diversity, particularly cultural diversity, assumes paramount importance as global processes become standard practice, according to Apelaniz. Sensitizing employees to the evolving needs of the business cultivates resilience, a critical skill acquired during the pandemic, said Rosales. Thriving in this new landscape depends on the organization’s ability to embrace change and leverage diversity as a competitive advantage.
As organizational changes unfold rapidly, companies should foster a culture of listening and effective communication, according to the experts. Understanding the ‘why’ behind changes and their impact is as crucial as communicating the changes themselves, explained Apellaniz. Learning from mistakes becomes imperative, with companies encouraged to iterate quickly and align technology adoption with clear business objectives. Building trust and providing adequate training are pivotal steps for companies to navigate technological shifts, ensuring their survival and success, according to Rosales.
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