The generational and digital changes taking place in the global workplace are making talent development and retention top priorities for organizations to maintain growth and success. In countries like Mexico that are transitioning from traditional areas like manufacturing, the quality of its workforce will be a determining factor in the country’s economic development. Collaboration to align the needs of the different players involved in the development of human talent will be key to ensuring that individuals can maximize their capabilities in this changing labor environment.
Although the stakes are high, Mexico appears well-positioned. The Ministry of Labor and Social Prevision has put the country’s population at more than 125 million people, with a demographic bonus from its 93-millionstrong working-age population. In the coming years, the UN expects Mexico to join the Top 10 countries with the highest labor force between 15 and 64 years old. This demographic change imagines great opportunities for Mexico to achieve sustained, inclusive and sustainable economic growth through productive employment and improved labor conditions. However, there are also relevant challenges. One major concern is that only 53 million of the 93 million people in Mexico who are of working age are economically active.
The action and strategies that universities, the government, industry and other key players implement in the near term will determine the success of Mexico’s talent development. Mexico Talent Forum 2019 provides all industry stakeholders an invaluable platform to discuss their perspectives on the future of the Mexican human capital sector through constructive debate on key topics, combined with targeted and effective networking opportunities.
Quick Look:
“I definitely recommend the forum and want to continue participating”
Alberto Uribe, Director General of Political Coordinator of the SRE
INCLUDING:
∙ Andrea Soria, Senior Workplace Knowledge Consultant at HermanMiller
∙ Tracey Friend, Vice President of Talent and PRO at Agile One
∙ Jorge Becerril, HR Director of Altán Redes
∙ Gabriel Pizá, Managing Partner at Pizá Abogados
∙ Francisco Briseño, Human Capital Partner in Consulting at Deloitte Mexico
∙ Oscar Harada, Senior Relationship Manager at Linkedin
∙ Gustavo Linares, HR Director of UNDP Mexico
TOP SPEAKERS
∙ Claudia Escalante, Head of Human Resources for United States, Mexico & Central America of ROSEN
∙ Liliana Méndez , Comunity Director of WeWork México
Joao Nunes, Managing Director of Michael
COMPANY ATTENDANCE
Accendo Banco
Aeromexico
Aerounion
AES
AGILENT TECHNOLOGIES MEXICO
AgileOne
AOSocial
APM TERMINALS
APOTEX
ATCO
Atlán Redes
AUSTIN POWDER MEXICO
Avianca
AVS
BanCoppel
BASF
BBVA Bancomer
BC&B.
Beckman Coulter
Bufete Pizá
Business Connect
CAJA POPULAR MEXICANA
Carrizal Mining
CD Consultores
Centro Médico Puerta de Hierro
Chiesi México
Coba Events
COIN SCR Abogados
Conversión 21
COTEMAR
Cuatrecasas
Daimler
Deloitte
DEMEK
DNV GL
ELARA COMUNICACIONES
ERM
EY
FIFOMI
Fitch Ratings
Groningen universiteit
GRUPO ALTAVISTA
Grupo Bruluart
Grupo Promass
GRUPO R
Grupo TMM
Grupo Vitalmex
GYMPASS
Hays
HermanMiller
Hetero
Ingeteam
Interjet IOS
IPS Powerful People ITESM
ITP AERO
Kelly Services
Korn Ferry
KPMG
Laboratorio Médico Polanco
Linkedin
Lopealfa Consultores
ManPower Group
Marzam
Mejores Empleos
Mercado Libre
Merck
Metropolitan
Mexicana MRO
México Desarrollo Sustentable
Michael Page
Mitsui
Multisistemas de Seguridad Industrial
Novartis
ONU
Page executive
Psirculo Creativo
Randstad
RENGEN
RM PHARMA SPECIALISTS
ROSEN
SACYR
SAFRAN
Sandvik
Savia
Schlumberger
Schneider Electric
Profile of Attendees
Level
Scotiabank
SGM
Siemens
SKF
SORIANA
SRE
SuKarne
T-Systems México
The Netherlands Embassy
Timken
Uber
UNDP
Unifar
Visa
Vitalmex
WeWork
Zuma
ZYDUS PHARMACEUTICALS MEXICO
PROGRAM
07:30 REGISTRATION
08:30 WORKSPACE DESIGN FOR ENHANCED EMPLOYEE ENGAGEMENT AND EXPERIENCE
Speaker: Andrea Soria, Senior Workplace Knowledge Consultant at HermanMiller
09:15 PROPER TALENT MANAGEMENT DURING ECONOMIC DOWNTURNS
Moderator: Gabriel Pizá, Managing Partner at Pizá Abogados
Panelists: Guido van der Zwet, General Manager Americas iPS – Powerful People
Claudia Escalante, Head of Human Resources at ROSEN for United States, Mexico & Central America
Blanca Conesa, Senior Client Partner at Korn Ferry
María Luisa Rocha, Regional Director of Staffing Operations for Mexico, the Caribbean and Central America of ManpowerGroup
10:15 NETWORKING COFFEE BREAK
11:05 DEVELOPING MILLENNIAL LEADERS
Moderator: Francisco Briseño, Human Capital Partner in Consulting at Deloitte Mexico
Panelists: Carola Rosillo, Director of Human Resources of AVON
Jaime Cervantes, President of Grupo Vitalmex
Andrés Sánchez, CEO of Randstad México
Liliana Méndez , Comunity Director of WeWork México
12:15 THE INFLUENCE OF TECHNOLOGICAL AND AI ADVANCEMENTS ON RECRUITMENT, MANAGEMENT AND RETENTION
Speaker: Tracey Friend, Vice President of Talent and PRO at Agile One
13:00 NETWORKING LUNCH
14:30 RETHINKING THE ROLE OF EDUCATION AND ITS IMPACT ON TALENT
Moderator: Oscar Harada, Senior Relationship Manager at Linkedin
Panelists: José Antonio Quesada, Director of Business School at ITESM
Lilia Ana Alfaro, Director General of Lopealfa Consultores
Jaime Zapata, Corporate Training Manager of Interjet
Eduardo Curiel, University Manager of SuKarne
15:20 GOVERNMENT STRATEGIES AND INTERNATIONAL BEST PRACTICES FOR TALENT DEVELOPMENT
Moderator: Gustavo Linares, HR Director of UNDP Mexico
Panelists: Margriet Leemhuis, Ambassador of the Netherlands to Mexico
Alberto Uribe, Director General of Political Coordination of the SRE
Joao Nunes, Managing Director of Michael Page
16:10 NETWORKING COFFEE BREAK
16:30 HAPPINESS AT WORK
Speaker: Jorge Becerril, HR Director of Altán Redes
17:00 NETWORKING COCKTAIL
KEY SPEAKER
ANDREA SORIA
Senior Workplace Knowledge
Consultant at HermanMiller
Andrea Soria oversees the Performance Environments Consultation area and is a Living Office Specialist for Mexico and Latin America at HermanMiller. She conducts studies and interacts with clients to optimize existing work environments to get the best performance from their employees. Prior to HermanMiller, she was Design Director at KMD Arquitects. Soria has more than 12 years of experience in the design industry and has been involved in projects in the US, Asia, Middle East, Mexico and Latin America.
OFFICE SPACE AN EXPERIENCE THAT REFLECTS COMPANY PILLARS
Office space needs to be understood as an experience and must reflect the organization’s pillars, with an understanding that a company’s workers are internal shoppers, Andrea Soria, Senior Workplace Knowledge Consultant at HermanMiller, told Mexico Talent Forum 2019, as she reflected on how office space impacts workers’ efficiency and productivity.
“When employees have the necessary tools and an office space truly designed for their activities, productivity can increase up to 25 percent,” said Soria at the Hotel Marquis Reforma in Mexico City on Wednesday.
Soria said that there are five key issues related to space that change the user experience within organizations. The first is attracting and retaining talent, which Soria says is related directly to mobility within the office. “When people are able to move freely within the office and can choose where to sit, they are more productive.” Innovation is also impacted by an office’s space. “Workers are more creative when the office space is non-traditional.”
The implementation of the so-called people can interact around a nice coffee bar or station within offices also has led to an increase in worker efficiency and allows the creation of an emotional bond with coworkers, which also lowers employee turnover. “People with strong emotional connections in their workspace can take up to two more years to quit their jobs even if they do not like it. More importantly, a sense of community can lead to a 28 percent increase in productivity.”
Soria said that these spaces also foster communication and impact knowledge transfer while also strengthening the connection between employees and the brand or company. However, for these spaces to work, Soria said that there needs to be a change in the way companies measure employees. “We need to start measuring our employees based on results rather than by traditional visual control.”
Despite the positive impact on businesses from technology and work mobility, these elements are also leading to an underuse of office space. “In Mexico, on average 25 percent of offices are not used correctly. An efficient management
and use of office space could lead to up to 30 percent of savings in real estate that could be better used for talent development.”
Part of the change Soria suggests for traditional office spaces include meeting rooms. She points out that collaboration between workers happens mostly in workstations rather than in meeting rooms. “Meeting rooms in offices tend to be oversized. According to our studies, around 75 percent of meetings tend to include only three people, while most rooms are designed for eight to 10 people.” Soria said that new technologies, such as IoT, can provide important information regarding the way office spaces are used for better planning.
“When employees have the necessary tools and an office space truly designed for their activities, productivity can increase up to 25 percent”
Andrea Soria, Senior Workplace Knowledge Consultant at HermanMiller
More importantly, Soria said that implementing IoT solutions in an office can boost wellness. “Having a living office can lead to mobile spaces that generate physical activities and allows workers to mold the office to their preferences.”
ECONOMIC DOWNTURNS, MIGRATING EMPLOYEES FORCE COMPANIES INTO FLEXIBILITY
Panelists at the fifth edition of Mexico Talent Forum, held Wednesday at Hotel Marquis Reforma, addressed strategies for talent management in Mexico’s fluctuating economy and changing workforce. “We should be prepared for recessions as Mexico is always in recession,” joked Gabriel Pizá, Managing Partner at Pizá Abogados, setting a jovial mood for the discussion on “Proper Talent Management During Economic Downturns.”
Economic downturns force businesses to make hard decisions but some sectors can take advantage of slower periods to invest in the future. “The energy sector sees a lot of movement but we see slow periods as opportunities to train our people,” said Guido van der Zwet, General Manager Americas of IPS – Powerful People. In other sectors, a recession might lead to layoffs. In that case, companies must prioritize morale and retention of top talent. “Frequent talent reviews are essential to identify those employees we want to retain during times of crises,” said Claudia Escalante, Head of Human Resources for the US, Mexico and Central America at ROSEN.
Blanca Conesa, Senior Client Partner at Korn Ferry, highlighted the need to retain strong leadership during economic downturns. “We surveyed 800 investors and observed that eight out of 10 point to leadership as a reason for choosing companies in which to invest because those are the people who will lead the organization and help it survive economic downturns. We identified five essential characteristics for leaders who can support companies during economic downturns: Anticipate change, Drive results, Accelerate business, Prefer partnership and generate Trust (ADAPT).”
There is, however, no one one-size-fits-all approach to talent retention. María Luisa Rocha, Regional Director of Staffing Operations for Mexico, the Caribbean and Central America at ManpowerGroup, explained that preferences for work benefits can vary among generations, which is significant considering the breakdown of today’s workforce. “Of today’s workforce, 35 percent of all employees are millennials, 35 percent belong to Generation X, 6 percent are baby boomers and the remaining belong to Generation Z,” said Rocha. The benefits employees want also changes by generation. For instance, Rocha suggested millennials want more than a good salary;
KEY SPEAKER
GABRIEL PIZÁ
Founding Partner at Pizá Abogados Gabriel Pizá is the Managing Partner of law firm Pizá Abogados. He has over 24 years of experience as a trial lawyer and labor consultant. He was a Partner in the labor area of Basham, Ringe y Correa. Also, he was a litigation area coordinator of Sánchez Law Buffet. Pizá’s academic background includes a Bachelor’s in law from UNAM and a professional title from the Pan American Institute of Senior Management (IPADE). Pizá was recognized in 2017 by Chambers and Partners Latin America.
HIGHLIGHTS 2019
“Frequent talent reviews are essential to identify those employees we want to retain during times of crises”
Claudia Escalante, Head of Human Resources for the US, Mexico and Central America at ROSEN
they also prioritize the development of their careers. “Companies look for long-term employees but modern workers prefer to constantly change companies to advance their careers. This changes the dynamic between employers and employees,” she said.
Van der Zwet expanded on talent retention strategies and pointed to flexible hours, medical insurance and home office as work benefits greatly valued by Mexicans and encouraged others to implement them. Conesa also pointed to providing employees a healthy work-life balance. “Companies increasingly want to provide employees with a work-life balance because this increases engagement. Bosses play an essential role in this by empowering employees and avoiding micromanagement,” said Conesa.
Speakers also addressed concerns regarding outsourcing as a solution to personnel needs during economic crises. Van der Zwet pointed out that “there is good outsourcing and bad outsourcing. Sometimes outsourced employees do not get the same work benefits as regular employees. Outsourcing can be a good solution if done properly.” Rocha agreed, explaining that bad outsourcing companies do not pay appropriately into their employees’ healthcare and pension funds and fail to pay taxes properly. “Bad outsourcing hurts employees and companies. Bad outsourcing companies do not care about their employees and they do not care about the company that hires them,” said Rocha.
The panel ended by highlighting the importance of companies adapting not just to market needs but to the needs of its top employees. As van der Zwet said: “The company that adapts is the company that will survive.”
KEY SPEAKER
LILIANA MÉNDEZ
Community Director of WeWork Mexico
Liliana Méndez’s career at WeWork started in 2017 when she was responsible for overseeing a team of Account Managers across Latin America. In this project, Méndez was responsible for managing the relationship with the company’s biggest clients, with over 1,000 employees worldwide. Méndez is now the Director of Community for Mexico City. Before joining WeWork, Méndez worked with companies such as Microsoft and Oracle, always with a focus on Customer Experience.
GENERATIONAL INTEGRATION WITHOUT LEAVING ANYONE BEHIND
As companies move into a workplace transformation, they must be aware that they are bringing with them members of four different generations, each with their own preferences and motivations. According to Francisco Briseño, Human Capital Partner at Deloitte Mexico, 27 percent of the world population can be classified as millennial. “Millennials represent over 2 billion people and companies must learn how to help these people develop, without neglecting other members of their organization,” said Briseño during Mexico Talent Forum’s panel “Developing Millennial Leaders,” held at the Marquis Reforma hotel in Mexico City on Wednesday.
Jaime Cervantes, President of Grupo Vitalmex, said his company has built an approach focused on organizational well-being to merge the needs of different generations. “By creating human, social and economic value, companies can lead their workers to prosperity and the company to higher returns,” he said. Implementing this change, however, implies sensitizing companies’ management to the differences and cultural contrasts between Baby Boomers and members of the X, Y and even Z generations.
Beyond personal differences, the transformation process society is going through is fueled by technology, said Andrés Sánchez, CEO of Randstad México. Cervantes agreed with this premise, saying that new generations have a strong technological background that gives millennials new capabilities that can add value to companies. However, Cervantes added that younger generations must reconnect with the human side of participating in a company. “We have changed our working environment, our strategies and codes to accommodate millennials but they must also be open
to rediscovering values, to manage their emotions and to be inspired by a project from a human perspective.”
Said Sánchez: “Millennials want the best of both worlds: they want the freedom of having their own business with the comfort that the corporate world offers. However, they must understand the reality of the corporate life and the needs and priorities of each project.”
For millennials to understand these concepts, companies must make visibility and communication priorities in their management process, said Liliana Méndez, Community Director of WeWork México. “Rather than wanting to know how their work changes the world, millennials want to understand the impact that their work has on the company and on the company’s relationship with its clients,” she said.
Unlike older generations that were accustomed to the corporate ladder, millennials seek to move through the ranks faster. Understanding this is also key for companies, according to Carola Rosillo, Director of Human Resources at AVON, who said that building a development plans is essential for companies to support workers in their professional career. Méndez, though, believes there needs to be a distinction between a career plan and a growth plan. “Millennials tend to think that if they are not getting a promotion, their career is stuck,” said Méndez. “By identifying the areas that candidates still need to work on and preparing a development plan, millennials can see their growth according to clear metrics, regardless of the position they occupy.”
KEY SPEAKER
AI CAN HAVE POSITIVE IMPACTS ON RECRUITMENT PROCESSES POSITIVELY
Technology and AI are forcing people to change how they look at job recruitment and the work organizations, Tracey Friend, Vice President of Talent and PRO at Agile One, told Mexico Talent Forum 2019, as she reflected on how AI is changing HR processes and the way possible candidates and companies engage each other.
“When people hear about AI in HR processes, they think that it is about replacing the work that humans do. However, it is not like that; the implementation of AI in HR processes is about looking where in the process it is going to have the greatest impact and allowing people to do people things,” Friend said during the forum at the Hotel Marquis Reforma in Mexico City on Wednesday.
Friend added that the use of AI in the form of chatbots is helping employers and recruiters to better engage with the specific population they want to target. “AI has an important impact on finding the information that is relevant for any specific person.” She also said that around 66 percent of job applicants believe that chatbots are useful tools for a first interaction with any given company.
While AI can be an important tool for engaging with candidates and can even have a deep impact on scheduling meetings with applicants, Friend said that its full application depends heavily on the level of talent that organizations attract. “AI is reducing the time required to find a candidate but we still need to talk to them and the engagement strategy is going to vary depending on the talent level the organization needs.”
Vice President of Workforce Solutions and Innovation at Agile Onen
Tracey Friend joined Agile One in 2010 and brought with her a wealth of knowledge and perspectives that have enriched the company’s growth. She began as VP of Solutions Design and helped the company to explore new markets. Her breadth of expertise includes consulting, workflow design, management and program and technology design for both direct and contingency workforce solutions. Friend has a broad base of business, recruiting and leadership experience that is critical in the execution of her role.
TRACEY FRIEND
“AI is reducing the time required to find a candidate but we still need to talk to them and the engagement strategy is going to vary depending on the talent level the organization needs”
Tracey Friend, Vice President of Workforce Solutions and Innovation at Agile Onen
The two spheres of talent recruitment where AI can have a significant impact are the candidate experience and back-office automation. Regarding improved candidate experience, Friend said that AI simplifies job search, notification of the stage of the recruitment process and can even make the on-boarding process for candidates more interactive. “We have found that AI increases candidate flow by almost 40 percent; this means that AI-powered platforms allow candidates to find job vacancies more easily.”
In terms of back-office automation, Friend mentioned that AI helps recruiters in a number of ways that include re-engagement of applicants who in a particular moment showed interest in the organization, mining candidates from social media platforms, notifying people interested in the organization about new job openings, as well as marketing and analyzing the benefits and job experience offered by the competition.
Friend warned that while AI offers new and interesting possibilities, applying it within organizations involves a change in the mindset of recruiters. “The use of these tools requires a change in how people think and work.” Moreover, she said that different operational levels within a company might resist the change, making it essential to find allies within the organization who can help push technology solutions. “We need to set up influencers inside organizations to become champions of new ways to work,” Friend said.
NO ONE-SIZE-FITS-ALL WHEN TRAINING A WORKFORCE
The value of education programs in the workforce was put to the test during Mexico Talent Forum 2019, held at Hotel Marquis Reforma on Wednesday. During the panel “Rethinking the Role of Education and its Impact on Talent,” speakers analyzed the real benefits and costs of providing their employees continuous training programs.
“Education has been the most questioned activity in talent management, since companies are supposed to recruit people who already have the capabilities to fill a certain position,” said Lilia Ana Alfaro, Director General of Lopealfa Consultores.
While the importance of continuous training is often touted as beneficial for the growth of a company, panelists questioned the real applications of providing general education courses to an entire workforce. “Offering the whole workforce a wide variety of courses is not necessarily good for the company,” said Jaime Zapata, Corporate Training Manager at Interjet.
José Antonio Quesada, Director of the Business School at ITESM, agreed and indicated that sometimes employees request courses that will benefit them personally. Businesses must analyze whether providing courses is good for the company. “Companies are evaluating the benefits of providing training courses when they do not directly benefit the company but only provide value for the employee if he wants another job. Companies must evaluate their needs in order to develop tailored program as one-size-fits-all does not exist,” said Quesada.
Another problem with company-provided training programs is that they follow an offer model instead of a demand model, explains Alfaro. “Often companies buy many different programs developed by schools and afterward select the individuals who might benefit from them. This often leads only to economic losses and no real benefits for the company.”
However, when done properly, employee training can be a real asset for businesses. “Developing specific employees with strong potential by providing them training programs tailored to their needs is much better for the company and for the employee,” said Zapata. Alfaro agreed and elaborated that companies must be highly selective regarding what courses they provide their employees. “We must switch to a demand model where we identify the areas that the company needs to improve and ask for courses that address these areas,” she said.
Eduardo Curiel, University Manager of SuKarne, also highlighted the importance of investing in the development of good leaders and pointed to a mixture of hard and soft skills as a necessary quality. Zapata agreed and said that not every individual is fit to be a manager. For that reason, companies must identify the strengths of each employee and invest in training programs that allow them to be better at their current position.
While some businesses might see training as beneficial only to the employee, when done properly it can also result in significant benefits for companies. As Zapata explained: “Training is not a necessary evil, it is fundamental for a company to reach its goals.”
KEY SPEAKER
OSCAR HARADA
Senior Relationship Manager for LinkedIn Latin American Oscar Harada is a corporate entrepreneur who strives to transform the Latin American region through the use of disruptive technologies for connecting people and improving productivity. He is a recruitment consultant at LinkedIn and develops strategic plans for talent attraction and the implementation of cloud technologies in recruitment and training processes. Harada has collaborated with Fortune 500 companies, such as 3M, PwC and Intel as well as startups from Silicon Valley.
KEY SPEAKER
MARGRIET LEEMHUIS
Ambassador of the Netherlands to Mexico Margriet Leemhuis was appointed to the Dutch Embassy in Mexico in 2016 and is also the accredited Dutch Ambassador to Belize. Leemhuis has been part of the Dutch Foreign Affairs Service since 1989. After a first assignment in Santiago de Chile, she served during the Dutch EU presidency in 1991 as Second Secretary to Minister Hans van den Broek. She was also Deputy Chef de Poste in London and Bratislava and Head of the Unity International Culture Policy and Ambassador for International Cultural Cooperation.
NATIONAL GROWTH SUBJECT TO ADEQUATE TALENT DEVELOPMENT ROADMAP
Although talent development is normally seen as an individual activity and the responsibility of companies or universities, there is also an overall vision that drives a country’s growth strategy, said Gustavo Linares, HR Director of UNDP Mexico and moderator of the last panel at Mexico Talent Forum 2019, held at the Marquis Reforma hotel in Mexico City.
Each country has different objectives in terms of growth and talent development, according to Joao Nunes, Executive Director of Michael Page. In the Netherlands, for example, companies favor contract flexibility and an objective-oriented work strategy. In China, each city has strategic objectives focused on the mass market and the final customer. “In Mexico, there is currently a transition in how we view talent. The country was ideal for companies to start their industrial operations but it has gradually evolved to offer knowledge and specialization in higher value activities,” said Nunes.
Mexico’s strategy under the López Obrador administration is to establish clear and defined policies to promote the internationalization of all municipalities in the country and Alberto Uribe, Director General of Political Coordination at the SRE, said the government must pay attention to city and regional development for the country to grow. “Mexico should grow at the same rhythm as the companies that generate the national talent,” he said.
For this strategy to be successful, the country needs specialists who can address the needs of the global industry, said Margriet Leemhuis, Ambassador of the Netherlands to Mexico. “Flexibility and diversity are crucial factors,” she said. The country, however, is still not ready to meet industry needs, according to Nunes. “The important thing is not to determine if the talent exists in the country, because it does. The real question is whether this talent is adequate for the needs of the country and so far, it is not,” said Nunes.
Talent evolves with the country and industry and the private sector plays a key role in identifying and developing the right capabilities for the country. Nevertheless, the government must be more active in establishing relationships with the private sector to make this happen, said Uribe. “The government is also a source of opportunities for talent,” added Leemhuis, who gave the example of an internship program organized by the Netherlands’ Ministry of Foreign Affairs.
When looking for talent, though, companies must improve their approach, said Nunes. “Companies are too focused on attracting the best talent but they should learn to
differentiate between a good-looking CV and the best candidate according to the needs of the company and the skills needed to fill a position.” Talent retention depends on defining the role of the company in its industry to then create adequate talent development plans. “If this is not well-defined, companies cannot hire the best person,” said Nunes.
HR ROLE EVOLVES INTO STRATEGIC SPHERE
The role of human resources has evolved from technical activities to a more strategic arena that is responsible not only for payments or hiring processes but also for intangible values like happiness and commitment, Jorge Becerril, HR Director of Altlán Redes, told Mexico Talent Forum 2019 during his discussion on how to develop happiness in the workplace.
“A few years ago, there was no conversation about human development and workers being happy in their workplaces. However, today concepts like love, compassion and appreciation have a space in the conversation within organizations,” Becerril said during the forum at the Hotel Marquis Reforma in Mexico City on Wednesday.
Becerril said that human resources departments have taken a more important role as they have transformed from their technical responsibilities to helping employees feel engaged with their work. “Happiness at work has to do with distinction for employees.”
Moreover, employees’ happiness and satisfaction with their work is related to their understanding of what is expected of them. “Employees need to know clearly what their responsibilities are, the rules and policies of the company and that they are receiving a fair compensation system,” he said.
A problem companies usually face is that they ask for creativity from their employees but any idea that is too radical is soon halted, which leads to a paradox in workplaces, Becerril said. To generate engagement between employees and the organization, management needs to provide an outlet for the expression of creativity and sense of community, such as family events or internal events that foster engagement. “Employees need to see the management areas excited about these events. There needs to be congruency regarding the values that companies express and the way leaders treat their employees.”
KEY SPEAKER
JORGE BECERRIL
HR Director of Altán Redes
Jorge Becerril is an experienced HR Director, currently leading the human capital team of Altán Redes, the consortium behind the renowned Shared Network project. Becerril has more than 30 years of experience as an ontological coach, with training in Shamanism, Buddhism, selfexpression and leadership. He has a Master's in human capital and human resources, is a certified mindfulness guide and has dedicated part of his career to unconventional technologies for unleashing human capital’s potential.
MEXICO CITY APRIL 22, 2020
Mexico Talent Forum is the industry’s premier event, bringing together key national and international players involved in the transformation of the country’s human resources industry. The summit provides an invaluable platform to present an insider’s perspective through constructive debate on key topics, combined with targeted and effective networking opportunities.
www.mexicobusinessevents.com/talent
Become a sponsor
Platinum Sponsor | US$18,500
Gold Sponsor | US$13,500
Silver Sponsor | US$9,500
Luncheon Sponsor | US$10,500
Networking Cocktail Sponsor | US$8,500
Seat Cover Sponsor | US$9,000
Coffee Break Sponsor | US$10,500
Charging Pole Sponsor | US$8,500
Speaker Room Sponsor | US$10,500
Wi-Fi Sponsor | US$8,500
Lanyard Sponsor | US$8,500
Live-Streaming Sponsor | US$5,000
Bruna Brandã0
bb@mexicobusinesspublishing.com
+52 55 5263 0227
Jorge Naupari
jn@mexicobusinesspublishing.com
+52 55 5263 0218
NETWORKING MATTERS.
WE DO THE WORK. YOU GET THE RECOGNITION.
Our networking events, which are exclusively available to our top clients, are a must for C-level professionals who want to expand their business, improve their contacts or simply gain insights from other key stakeholders in their industry.
Networking Breakfast
The ideal setting for a gathering of up to 25 industry executives to discuss key topics relevant to their sector while energy is high.
Networking Lunch
An intimate working lunch with up to 20 sector leaders designed around a relevant discussion topic and sure to lead to new ideas and ventures.
Networking Cocktail
A larger, evening event and the perfect opportunity to unwind over drinks and canapes. Our cocktails feature a VIP speaker invited to provide insight into a trending topic.
Exclusive, by invitation only
Network with the people and businesses that matter to you
C-level participants
Value-added opportunity to discuss trends and strategies
Speaker presentations
Topics and themes specific to your business segment
SHAPING THE CONVERSATION
Mexico Business Review is your door into the ranks of the elite of Mexico’s key industries. Take advantage of this opportunity to get inside the minds of the leaders who are shaping Mexico’s economic future, including public sector decisionmakers, domestic and international C-level executives, top investors and the key voices across the country’s value chains. Mexico’s business community at your fingertips.
PARTICIPATE IN 2020
Boost your company’s profile among your peers and competitors. We invite you to nominate your company for inclusion in Mexico Business Review 2020.
Interviewee Inclusion
Directly highlight your company’s strategies, successful projects, industry trends and innovative technologies.
Article Submission
Contribute your voice and authority with a guest article. Share your insights and gain exposure among our vast readership network.
Topic Suggestion
We recognize that cooperation is a key to success. We invite industry experts to suggest
Providing unparalleled impact, Mexico Business Review is distributed to:
Federal and state governments
Primary institutional investors and funds
Presidents, CEOs and Country Managers of the leading companies across the top industries
