According to the OCCMundial employment exchange, four out of 10 workers in Mexico are in a hybrid model. Regarding the perception that collaborators have about returning to the workplace, four out of 10 stated that there have been more disadvantages than advantages, for 27% the return has been positive, another 23% mentioned that it has been just as advantageous as disadvantageous and 8% do not have a clear position on the matter.
In this sense, they explained that the emotional state of the workers has been complex, since negative feelings prevail, they feel unmotivated (31%), worn out (30%), tired (29%) or dissatisfied (25%), only the 26% said they feel safe.
Likewise, for seven out of 10 people surveyed, the main challenge they have faced upon returning has been traffic; other challenges they have are the increase in expenses (60%), achieving a work-life balance (48%), eating away from home (45%), fear of contagion (36%), being punctual (31%) and readapt to face-to-face work (26%).
In contrast, for 36% of workers, the return to the offices has brought more advantages than disadvantages for companies; another 26% consider that there have been more disadvantages, 25% think that the advantages and disadvantages are compensated and 12% are not sure.
When asked if they consider that the companies have made an action plan for the face-to-face return to the offices, five out of 10 employees assured that they did implement it, 36% do not consider it so and 18% do not know it.
New work experiences
For Aldo Perez-Sandi, working more and more by objectives, with very established job descriptions and performance bonuses. In his case, the manager assures that, when the time comes, Ferrero Mexico is ready to implement seven-hour work days.
“We have four different generations and we know that they are looking for new experiences and a more comprehensive life. Before there were not so many studies of happiness at work, today there is more information that helps us improve. We would be very irresponsible if we did not walk in that direction”, she mentions.
The hybrid model, reinforced with this new office, contemplates the salary increase for performance and this has five dimensions. Additionally, as part of the value proposition to the employee, psychological support and help lines are provided, as well as financial advice.
And for four years, the company has had Ferrero University and leadership programs for middle managers, where they develop soft and technical skills so that they are better leaders and have good management of their team and decision making.
To do this, the company has joined forces with Harvard University, Tecnológico de Monterrey, Iteso, Universidad Panamericana and local schools to also offer the rest of the workforce certain specialized training that helps them climb their professional careers.
In his opinion, it is more costly not to invest in these initiatives. Many see this as an expense and not an investment. The Italian has a training and qualification scheme of 70, 20, 10, that is, that 70% of what people know they learn in practice, 20% with a mentor and 10% in formal training.
“You have to reinvent yourself every day because otherwise things won’t work,” concludes Cornero.