Outsourcing a Strong Solution to Meet Talent NeedsFri, 09/01/2017 - 14:07
The Bajio has grown to become the most dynamic region in the country for the automotive industry. In Guanajuato alone and counting Toyota’s upcoming arrival, there are six light vehicle OEMs, 75 Tier 1 companies and more than 200 Tier 2 suppliers. The Guanajuato Automotive Cluster reports these companies generate approximately 40,000 direct jobs, each of which represents five indirect jobs related to logistics, technology and other peripheral services. Out Helping’s more than 15 years’ experience in human talent management within the Bajio region gives it the expertise to work with Tier 1 and Tier 2 suppliers, as well as several OEMs in the heavy vehicle sector.
The Bajio region’s development and contribution to the Mexican economy has gained it the nickname “Aztec Detroit,” as reported in Actinver’s Regional and Sectorial Study of the automotive industry in Mexico. But no level of fame comes without challenges. Expanding demand for engineers, technicians and operators means the country is now facing a shortage of talent and the Bajio is one of the most challenging areas in terms of labor sourcing.
Several companies see outsourcing recruitment and staffing operations as the best option to contract employees, opening the market up for companies like Out Helping that can match employers with the desired staff. Raúl Pérez de Celis, Partner and Director of Out Helping, says the company has managed over 120,000 employees since 2000, 50 percent of whom work in automotive filling operator, technician and managerial positions. The recruitment company’s recent joint venture with LKS has given it another ace to play, offering added benefits to clients needing cost reductions, without jeopardizing profit. “While Out Helping delivers the right human talent-management strategies, LKS’ expertise contributes with continuous improvement methods that have been tried and tested in the automotive industry. LKS also provides warehousing and inventory-streamlining processes aligned with the logistics chain,” says Pérez.
For 2017, the company aims to increase its annual revenue by 23 percent, mainly leveraging its relationship with automotive clients and prospects. Pérez highlights that the company has already closed a deal with several new plants starting operations in the second half of 2017 and he expects more Tier 1 and 2 clients will follow the OEMs arriving to the region. These ambitious goals will require Out Helping’s best strategies as competition becomes fiercer. “The Bajio region has become challenging as demand increases for personnel at different levels of the organization and competition for talented individuals is high,” says Ricardo Iñurria, Operations and Projects Director of Out Helping.
Iñurria says the most frequently required positions among automotive companies include quality, project and process engineers, as well as production supervisors and maintenance technicians. These can be filled by industrial, mechatronics and mechanical engineering graduates. There is also high demand for high-school and technical-school graduates. Iñurria adds that Out Helping often acts as a link between the academic and the industrial world as candidates seek an opportunity to balance theoretical and applied concepts through dual- education programs. In addition, the company aims to place personnel with knowledge of TS-16949 certification processes and through LKS it can offer experience in Six Sigma, VSM and other lean-manufacturing tools. Beyond manufacturing operations, Out Helping also sees an opportunity for Mexican talent to participate in more advanced operations. “We are welcoming the arrival of design and engineering companies, attracted by the competitiveness of Mexican engineers both in knowledge and costs,” Iñurria says.
As many foreign companies fill their top-management positions with non-Mexican talent, it is imperative for local candidates to master the English language. Iñurria explains that graduates approach Out Helping with all the necessary technical abilities but a limited knowledge of spoken English. This tends to be a deal breaker for many employers, especially when top-level executives do not speak any Spanish. “Candidates are often rejected because they might be able to read and understand a machine’s manual but cannot communicate with the equipment’s supplier,” says Iñurria. “The industry and academia should continue promoting languages as a crucial part of the curriculum, incorporating stronger English language programs.”