Highlights of Mexico Talent Forum 2017 - Mexico Business Events (mbe)
MTF 2017
Highlights of Mexico Talent Forum 2017

Highlights of Mexico Talent Forum 2017 The change in corporate cultures, the integration of workers into a company's strategies, the opportunities associated with the millennial generation in a constantly changing economic context and the specialization and training of the workforce in a changing world were among the trends analyzed on Thursday during the Mexico Talent Forum 2017at the Hotel Sheraton María Isabel in Mexico City.

RAPID CHANGE: DEALING WITH DISRUPTION

Jorge Molina, Google Cloud Manager of Google,
Jorge Molina

To create more productive and friendly work environments, companies have to change and adapt to the profile of the new workforce and its demands, while the new generation must recover a sense of effort, panelists debating “The Challenge of the Continuous Candidate” said at the Mexico Talent Forum 2017 on Thursday in Mexico City.

“The new generation has a different point of view about employment. Jobs are not a purpose for them but the means to achieve many other things,” said Arturo Graue, Human Resources Director at KPMG Mexico at the Hotel Sheraton María Isabel.

Graue was joined on the panel by moderator Ricardo Morell, Talent Engagement Leader at Softtek, Hilario Guillermo Gabilondo, Director of Experis Mexico at Manpower Group, Cédric Trantoul, Managing Director of Morgan Phillips Executive Search in Mexico and Enrique Medina, Strategy and Organizational Development Director of Human Resources for BBVA Bancomer.

The panelists discussed how the lack of a value proposition that adapts to the preferences of the new generation is causing frequent rotation in the work field. “Companies keep hiring people by paysheet while the new generations want to be collaborators,” said Trantoul. He explained that nowadays the number of entrepreneurs has risen because independent businesses have become the answer for millennials seeking growth and happiness. “Millennials are part of an environment where they can share everything -- an apartment, a car -- so they question why they can’t share their talent among companies,” Trantoul added.

For companies that want to have access to the new generation’s talent, one option is to adapt their schemes, Medina said. He explained that Bancomer has been working under the scrum methodology, where a group of professionals with different expertise gather to create one product. “The scrum team members are young people with a good educational background and we are aware that at some point they will want to leave and we won’t be able to retain them. But this is the purpose of the methodology because the position has to be occupied by someone new with new ideas,” he said.

But new employees also need to recognize the importance of effort, which Gabilondo said is lost in an automatized environment. “We have to bring back the idea that everything is earned with hard work,”he said. Tratoul agreed, adding that “companies should make clear to new employees that they have to put an effort into what they do and that not everything they do will be recognized because it is just part of their work,” agreed Tratoul.

Because the workplace now hosts different generations side by side, staff need to be trained in how to work in such an environment. “We are complaining about millennials but we should also train baby boomers on how to manage millennials,” said Medina. Graue added that before, the leadership style was to treat all collaborators in the same way but today each individual requires a different approach.

ENGAGEMENT AND THE POLITICS OF INTERNAL COMMUNICATION

Panel 2 talent

Lack of Communication and Proper Recognition Promotes Talent Loss Integrating workers into a company’s strategies and providing adequate recognition are key to achieving employee engagement and loyalty, agreed the panelists debating Engagement and the Politics of Internal Communication at Mexico Talent Forum 2017 on Thursday at Mexico City’s Hotel Sheraton Maria Isabel. The development of a sound internal communication between workers and directives can provide both with an appropriate rapport that influences work and strategies. “We cannot build strategies without consulting our employees” said Salvador de Antuñano, HR Director of Adecco México. “Our collaborators are part of the company’s ideas and strategies.” The ability of employees to express their concerns and ideas about projects and company issues makes them feel appreciated, the panelists agreed. They can also address issues that a company’s leadership may fail to see because workers are closer to those issues. Today, up to five generations work together, which is an opportunity for baby boomers to learn from their younger counterparts on digital matters and for millennials and young generations to gain experience and insight. All panelists advised the creation of programs that create communication channels between senior executives and trainee or entry-level workers to facilitate opportunities for strategy development. “The culture of constant exchange between technical experts, directors and other collaborators helps us to learn and to improve our strategies,” said José María García-Hoz, Strategy and Operations Director at The Cocktail Latin America. “The value of our employees is not only in the projects they will receive but also in the experience and recognition they will receive.” Ana López, HR Director of the North & Andean Region of Latin America at Dow Chemical, pointed out that “recognition is complex. Although anybody is happy with an annual bonus, it does not necessarily makes us feel valued or appreciated within our workplace. Collaborators appreciate different kinds of recognition. It is possible to reinforce the culture and values of the company through an adequate use of it.” Some forms of recognition include simple postcards on the employee’s birthday and thank-you notes, to the opportunity to build a career within the company or being able to work from home. Recent graduates rarely have the competencies companies look for and since talent attraction is key for companies to achieve their goals, there is a need to develop trainee programs from which companies can grab experienced talent. It is also important for companies to look at humanities student who possess knowledge technicians and other professionals lack, the panelists said.

Specialization and Anticipation to Face the Labor Future

Gabriel Aparicio, General Country Manager of Kelly Services
Gabriel Aparicio

Technology is generating a high level of obsolescence in organizations, creating a need to generate training programs and to incentivize the transmission of knowledge from the most experienced employees in a company to the younger generation, Gabriel Aparicio told the Mexico Talent Forum 2017 on Thursday in Mexico City. “You need to promote multidisciplinary teams, something that can help an organization meet its challenges,” he said. The new economic context and the changes that Mexico has undergone in recent years have led to an evolution of all the economic structures of the country and the “increased competition between national and international companies,” Aparicio said during the event held at the Sheraton María Isabel Hotel. For this reason, in Aparicio’s opinion, “it is necessary to understand that today everything that is related to growth engines is based on technology and the capacity to generate knowledge. Organizations must take these factors into account to have a strategy that provides the best decisions.” One of Mexico’s advantages is that the country has a very young workforce. “However, their disadvantage is that many of them do not have the appropriate qualifications for the demands of today’s Mexican industry. The level of expertise is something that companies must look for to meet the needs of customers,” Aparicio said. Identifying the needs of the future will be key for emerging economies such as Mexico. To address this uncertainty, Aparicio is committed to the creation of clusters where the work of universities, government and private enterprises can be combined. “Mexico occupies the last places in the PISA Report, especially in language management and mathematics, something that impacts the decision to seek local or international talent." This makes the ability to anticipate future labor issues imperative. “In five years, the 15 most powerful countries of the world will lose 7.1 million jobs. In 15 years the figures will be 2 billion jobs. For that reason it is so important to identify the kind of talent that an organization or a country needs."

ATTRACTION, RETENTION AND THE COMPANY’S LONG-TERM SUCCESS

talent panel 2

Technology is generating a high level of obsolescence in organizations, creating a need to generate training programs and to incentivize the transmission of knowledge from the most experienced employees in a company to the younger generation, Gabriel Aparicio told the Mexico Talent Forum 2017 on Thursday in Mexico City. “You need to promote multidisciplinary teams, something that can help an organization meet its challenges,” he said.

The new economic context and the changes that Mexico has undergone in recent years have led to an evolution of all the economic structures of the country and the “increased competition between national and international companies,” Aparicio said during the event held at the Sheraton María Isabel Hotel. For this reason, in Aparicio’s opinion, “it is necessary to understand that today everything that is related to growth engines is based on technology and the capacity to generate knowledge. Organizations must take these factors into account to have a strategy that provides the best decisions.”

One of Mexico’s advantages is that the country has a very young workforce. “However, their disadvantage is that many of them do not have the appropriate qualifications for the demands of today’s Mexican industry. The level of expertise is something that companies must look for to meet the needs of customers,” Aparicio said.

Identifying the needs of the future will be key for emerging economies such as Mexico. To address this uncertainty, Aparicio is committed to the creation of clusters where the work of universities, government and private enterprises can be combined. “Mexico occupies the last places in the PISA Report, especially in language management and mathematics, something that impacts the decision to seek local or international talent." This makes the ability to anticipate future labor issues imperative. “In five years, the 15 most powerful countries of the world will lose 7.1 million jobs. In 15 years the figures will be 2 billion jobs worldwide. For that reason it is so important to identify the kind of talent that an organization or a country needs.”

THE CHALLENGE OF THE CONTINUOUS CANDIDATE

panel 4 MTF

To create more productive and friendly work environments, companies have to change and adapt to the profile of the new workforce and its demands, while the new generation must recover a sense of effort, panelists debating “The Challenge of the Continuous Candidate” said at the Mexico Talent Forum 2017 on Thursday in Mexico City. “The new generation has a different point of view about employment. Jobs are not a purpose for them but the means to achieve many other things,” said Arturo Graue, Human Resources Director at KPMG Mexico at the Hotel Sheraton María Isabel. Graue was joined on the panel by moderator Ricardo Morell, Talent Engagement Leader at Softtek, Hilario Guillermo Gabilondo, Director of Experis Mexico at Manpower Group, Cédric Trantoul, Managing Director of Morgan Phillips Executive Search in Mexico and Enrique Medina, Strategy and Organizational Development Director of Human Resources for BBVA Bancomer.
The panelists discussed how the lack of a value proposition that adapts to the preferences of the new generation is causing frequent rotation in the work field. “Companies keep hiring people by paysheet while the new generations want to be collaborators,” said Trantoul. He explained that nowadays the number of entrepreneurs has risen because independent businesses have become the answer for millennials seeking growth and happiness. “Millennials are part of an environment where they can share everything -- an apartment, a car -- so they question why they can’t share their talent among companies,” Trantoul added. For companies that want to have access to the new generation’s talent, one option is to adapt their schemes, Medina said. He explained that Bancomer has been working under the scrum methodology, where a group of professionals with different expertise gather to create one product. “The scrum team members are young people with a good educational background and we are aware that at some point they will want to leave and we won’t be able to retain them. But this is the purpose of the methodology because the position has to be occupied by someone new with new ideas,” he said. But new employees also need to recognize the importance of effort, which Gabilondo said is lost in an automatized environment. “We have to bring back the idea that everything is earned with hard work,” he said. Tratoul agreed, adding that “companies should make clear to new employees that they have to put an effort into what they do and that not everything they do will be recognized because it is just part of their work,” agreed Tratoul. Because the workplace now hosts different generations side by side, staff need to be trained in how to work in such an environment. “We are complaining about millennials but we should also train baby boomers on how to manage millennials,” said Medina. Graue added that before, the leadership style was to treat all collaborators in the same way but today each individual requires a different approach.

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