Mónica Flores
President LATAM
ManpowerGroup
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View from the Top

Mold Talent at University

Fri, 09/01/2017 - 14:40

Q: How popular have outsourcing practices become for Manpower within the automotive industry?

A: The manufacturing sector accounts for 32 percent of associates globally. ManpowerGroup provides contingency and permanent workforce recruitment solutions and the number of employees in the automotive industry within the company grew 61.7 percent in 2016. ManpowerGroup has a specialized area for this sector that allows us to connect people’s potential with the right businesses. Our employees have a digital training platform at their disposal and receive more benefits than the minimum established by the law.

Q: How does outsourcing influence loyalty to the employer?

A: Outsourcing practices do not have a negative impact on employee loyalty. According to the last Ciett annual economic report, most associates would recommend agency work to a family member or a friend and 47 percent said staffing employment has helped them secure a permanent position.

Q: As competition becomes fiercer, how is ManpowerGroup making sure the right talent is available?

A: We are facing a shortage of talent. In Mexico, 40 percent of employers are struggling to fill positions. While there are plenty of opportunities, the fields with the greatest demand are not attractive to the younger set. The hardest jobs to fill since 2012 have been skilled trade workers. Emerging economies such as Mexico should encourage young people to study professions in demand. These include technical careers and engineering and less in communications and graphic design, for example. Current educational programs do not focus on the abilities required today, such as English proficiency, problem solving, teamwork, and leadership. We need to close the gap between graduate competencies and those required by the labor market.

Companies will pay an extra 22 percent for the right talent. Current educational models need to be redesigned to combine classroom teaching with workplace learning. Professional internships are crucial for young people to acquire experience and be job-ready.

Q: What practices have you implemented to minimize talent theft in the industry?

A: The rise of a demographic known as “Continuous
Candidates,” who are always looking for the next job 167 opportunity, can make retention challenging. One in three candidates across the globe is a Continuous Candidate. Mexico leads this trend with one in two, according to ManpowerGroup studies, far exceeding the global average.

Organizations need to create a sense of loyalty in employees and we know what people look for in an employer. Many employees prefer a career plan to a high salary, so we offer career conversations and offer training to increase their employability. This motivates them to stay and we receive positive feedback regarding their labor environment. Many also want to make a social contribution at work, have flexible schedules, recognition and to use technology effectively. The four generations generally present in the workplace respond differently to work, authority, coworkers and benefits. Companies must identify each generation’s traits and create a welcoming environment for each.

Q: How can the industry balance the need for qualified talent with the cost competitiveness of Mexico’s workforce?

A: Talent is the new capitalism because workforce potential is now the catalyst for change and the major agent of economic growth. ManpowerGroup identified a need to improve productivity and reduce operational costs. Companies can adopt new initiatives like variable compensation based on achieved goals. But an alternative exists thanks to technology. The technology revolution is changing the way we work and conduct business. Companies should automate repetitive tasks that do not need a person and empower employees to take decisions and implement new manufacturing models. This can balance the cost of operations and talent.