The Hybrid Model Alone Falls ShortBy Cinthya Alaniz Salazar | Wed, 10/13/2021 - 18:20
You can watch the video of this panel here.
The Great Resignation, an ongoing phenomenon that began in information economies like the US, is projected to make its way to Mexico. Based on the observed consequences companies should be prepared to meet the demands of the post-pandemic worker. But is a flexible work schedule sufficient to retain them? Human resource experts argue that companies should strive towards a motivation-driven, hybrid work model.
The Mexican market may have 14 million unemployed people, argues Jorge Ponga, Partner at Humanologo Consulting, but Mexico will not be exempt from the great resignation, warned Blanca Ruth Ortuño, Sales HRBP Senior of Nestlé. The post-pandemic worker is characterized by a newfound autonomy and disposition to preserve their safety, demand fair compensation and maintain a healthy work-life balance—even at the expense of their job or career. Moreover, while the employee has changed, the standards under which they are expected to perform have not, and this is the underlying problem driving the great resignation.
This ongoing phenomenon has signaled to employers that the singular remunerative incentive and the traditional top-down work model is outdated. From here on out, companies will have to put in effort to communicate and identify how they can add value and impart a sense of shared purpose, also known as the “emotional salary,” said Maite Delgadillo, HR Director at Scania. When employees feel like companies have gone out of their way to accommodate their needs and ambitions, they reciprocate when the company needs them, argued Delgadillo. This is all about proportional give and take that is rooted from “communication. Without this, not even the best ideas would work,” she said.
International companies already know that they must strategically approach their target markets, so “why not employ that mindset towards employees?” said Victor Velázquez Patrón, Vice President, People & Organization Development of Clip. The task from here is to formulate and incorporate conditions that add to career development and growth. Pragmatic solutions include training and education programs that expand worker skills, which also adds to the value and effectiveness of the company.
Businesses should stay clear of generalized solutions, said Elisa Rebolledo, Mexico's General Manager of Casai. Company teams and individuals will require different amounts of support and work flexibility depending on their international function and life context. Ultimately, she said, individuals would be free to work in the manner that works best for them so long as the deliver results, a model that many applicants at Casai have found agreeable. This flexibility is especially pertinent for new parents, single parents and caretakers that have added labor obligations outside of work. “This understanding demonstrates a sense of humanity and it works,” she added.
“People don’t leave companies, they leave experiences,” said Ortuño. If a company has experienced an unusually high turnover rate, it may be time reassess the current work environment, she said. This requires businesses leaders to be honest with themselves and learn from their staff, which will lead to a great diversity of ideas that will enrich innovation and ensure permanence. “You can get defensive or you can learn,” she said.
To avoid the loss of experienced personnel, which will undoubtedly have a salient impact on the companies’ operational performance and bottom line, employers must open a direct line of communication with their employees. Communication should be followed with analysis and the development of strategic value-added incentives that will vary from individual to individual. Instead of viewing the great resignation as an inevitable phenomenon, companies should pivot to reinvent themselves.