Due to the slow return to the office work after the pandemic, the hybrid work model is now a priority for companies. Nestlé Mexico reached the first position in a group of companies evaluated regarding hybrid work models.
Joaquín Martínez, Senior Manager Human Resources Mexico, Nestlé, spoke with Business Insider to explain the success of the company’s management and human talent approach in its Mexican plants. He pointed out that, after the isolation during 2020, the challenge to adapt was significant. Although prototypes of remote work models already existed, the pandemic accelerated the transition to digital strategies with a clear objective: connection at an emotional and a working level.
Nestlé’s HR team designed the GX Reuniting Mode strategy, in which activities such as training sessions on nutritional issues, mindfulness sessions, team interactions and face-to-face meetings take place.
However, according to Martínez, the main element of this strategy is flexibility. As an example, the manager stressed that through self-governance, employees can define whether it is necessary to attend physically or virtually with their managers, without neglecting the company's global objectives.
Another relevant strategy is related to its talent cycle, based on the 4B Model. The Bs stand Build, Borrow, Buy and Bot. This includes building talent through training, as well as borrowing by sharing talent with other areas and opening the possibility to learning from other departments and. Buying involves making economic proposals with competitive salary schemes. Finally, bot means to digitalize all the necessary processes so that the actions carried are really of value and not just repetitive.
For the future of talent management at Nestlé Mexico, Martínez envisions significant growth in positions related to community well-being, as well as a reduction in positions where processes can be automated. Therefore, new hirings will focus on what contributes the most value to the entire organization.
Martínez concluded that it is important to rethink the way in which leaders and managers connect with their teams in person and online: “When you are a leader, more than 50 percent of your task is managing people. Individual work and achievements take second place since all of this is achieved through the team.”