Conzuelo Pi
Manager of Healthcare Division
Michael Page
View from the Top

The Best Way to Identify Talent

Wed, 09/05/2018 - 10:06

Q: What is Michael Page’s role in the healthcare sector and what is the profile of companies that demand your services?

A: At Page Group, we offer specialized recruitment and selection services. We are also consultants on human resources but, unlike head hunters, our profile is integral. We are always in contact with our clients and candidates, which allows us to keep up with the new developments in the industry. Our goal is to help companies identify the kind of talent they need, so our model is based on continuously looking for talent in the industry. To do this, we map the country and then begin to classify the candidates. We offer our services to large multinational companies, but also to startups or family businesses and we adapt ourselves to any type of client.

Q: How does Michael Page help fill the gap between the needs of the industry and the academic offer?

A: The market evolves faster than the higher education centers that guide students in various lines of study or specialization. It is true that the health industry requires new skills, but there are not enough people who can offer them. The sectors that pay the best in Mexico, Brazil, Argentina, Peru, Colombia and Chile are technology, banking and health, which on average pay between 28 and 35 percent more. These industries pay more because there is a lack of market focus on knowledge. For this reason, companies bring people from abroad or from other industries. There are people in the pharma industry who come from highly technical areas but who assume commercial roles. In addition, the pharma industry is entering a commercial and marketing professionalization. Moving to the commercial segment has always been attractive because of the bonuses, but most people come from technical training; that is, they do not have the necessary commercial skills. The key is in the education of the candidates.

Q: Most health and pharma industry CEOs have a marketing and sales background. Considering this, how feasible is it to think about health-oriented marketing programs in colleges?

A: It would make sense, but it would probably limit the choice of the students. It may be good for the industry to create talent programs inside organizations, something that has worked in the banking sector. Giving the responsibility to the institutions would add another task and would make the model more inefficient. The responsibility should fall on the companies, because if we want employees to be professional it is important to be responsible for their training.

Q: How have recruitment and mapping changed with the arrival in the labor market of the millennial generation?

A: We have to adapt to them, since we most likely will have a more anxious next generation. If we do not know how to interpret their movements now, we will have problems in terms of job stability in the future. The problem is not about a generation; it is about organizations making that generation feel comfortable in a working environment. This is the responsibility of the human resources departments and if they do not establish solutions, rotation problems will continue. Companies must be flexible enough to comply with their employees’ requests but demand commitment from them. In the Southern Cone, companies are applying alternative solutions. If, for example, an employee wants to go abroad to study or travel for a year the companies freeze the contract, cover their social payments and when they come back they return to their job. It is a way to retain talent. In Mexico, this is not happening yet.

Q: How easy is it to find local talent for senior management positions in Mexico’s health industry?

A: The base of potential candidates is very large in Mexico; in fact, the only country with a larger base is Brazil. The problem is not finding people but getting them to change their position. The most complicated part is making the match between the company’s expectation and what the candidate wants. In countries like Chile, when a candidate is at the final stage of a recruitment process, it is between 80 and 90 percent likely that person will sign. In Mexico it is hard to convince people to leave their comfort zone.