Seeking for talent retention, incorporate new technologies and face the generational change are some of the new challenges for this strategy within the manufacture companies.
Within the entire manufacture company, the Human Resources area (HR) has become a strategic department to achieve true competitiveness. However, the new social dynamics demand it to have updated practices to continue being a decisive factor in the company’s success.
Operative functions such as recruitment, evaluation and payroll payment, stop being the core of this department to let the strategies design impact positively within the organizational culture of the company, such as talent development, training and comprehensive management.
That is why, the professionalization of the area is so important: it is increasingly common that universities are offering bachelor’s and postgraduate degrees specialized on that topic, which helps graduates having a variety of technical skills and soft competences required to led a HR department.
Generational change and new technologies
Nowadays, up to four generations gather within the same organization. This selection of people, so different in age, as well as in thinking and priorities, means an important challenge for the HR areas of companies.
“The centennial generation is about to graduate and incorporate to the working world; the millennial are already working; the X generation is on directive positions and the baby boomers are about to get out,” said Carlos Nava Limon, director of Talent and Culture from the Tec de Monterrey Campus Guadalajara. For 2024, 75 % of the workforce will be millennial and centennial,” he explained.
The specialist emphasized that it is important to understand the new generations, aiming to the different programs of talent retention are focused on this market.
“For example, youngsters will be not interested in a pension plan, but they prefer liquidity. Companies have to translate this in strategies of cash benefits and other kind of benefits. If they like fitness, seek an agreement with a gym,” he added.
Flexible hours, remote work, social responsibility programs and community support, as well as a dress code according to the business needs, are some aspects priories by new generations. “We have to break paradigms. Not all positions neither all companies can do this; the organizational culture must be clear,” he said.
Deiva Jaramillo Rodriguez, human resources manager of Henniges Automotive Guadalajara Plant, said that the presence of different generational groups leads to other kid of sensitization challenges, such as strategic designs for the attraction of human talent: meanwhile the youngest no necessarily are seeking for a stay job, older people seeks more stability, for example.
That is why; Henniges Automotive has developed new recruitment strategies according to the new workers. Proof of this is that up to 44 percent of the candidates for the company are found through social networks.
“Our society today is seeking and needs a wellbeing and life quality, and our operative processes must allow it to achieve a happier society, more human and productive,” he noted.
On the other hand, the also executive coach and professor at the Instituto Tecnologico y de Estudios Superiores de Occidente (ITESO) said that “the HR department has evolved as strategic partner and is expected that all the information is provided on real time, in issues that absenteeism, turnover, certification, acknowledgements, etc. This demands us to be focus on working systematically and together with technology, aiming to use it as a support factor in decision making.”
Nava Limon agreed in that, and added that through a specialized technological platform, is simpler to standardize and grow HR management for informed decision making.
“Some of the best HR practices can be found on technological industry; the automotive sector also has very interesting things,” said the interviewer.
Human talent retention and certifications
It is fundamental that HR leader knows the business very well, aiming to understand in a comprehensive manner the specific needs for certain kind of position, as well as the preparation and what the competition offers for similar positions.
Maria Teresa Delgado Gomez, director of Grupo APRO, said that the most important thing in a company are the workers, on them is based its development, productivity and competitiveness. However, she said that there are still companies that do not priorize human talent and even punish it when there is a need of reducing costs.
At front of the human resources vice-presidency of the National Chamber of the Electronic, Telecommunications and Information Technology Industry (CANIETI, by its Spanish initials) Occidente, Delegate Gomez said that they are working in the creation of a certifications project, together with the triple axis.
This certifications platform, thought to strengthen aspects of the company related with human talent in the context of manufacture process, will be officially launched in the upcoming months. It is expected companies members of CANIETI Occidente will be joining, especially those showing high indicators of personnel turnover.