when you think of to choose the talent suitable for a company, LinkedIn conducted a study in 2020 and he found the preference that his interviewees showed, among four tendencies to choose from. 94 percent of them coincided in the employment experience, 85 percent in People analytics; 82 percent in recruiting through the internet and 74 percent in the multigenerational workforce.
The choice In the face of these trends, talent management seems to be an activity that will start from opinions framed in percentages, which qualify the near future, however, what happens internally in a company, when it comes to choosing the right talent, has unexpected testimonials.
Francisco Javier Ortiz, Director of Operations of Helvexwhere sum more than 36 years of experience, recognizes that to lead segments such as the design of bathroom and kitchen products, an important weight in the advancement of this organization lies in the management of its talent.
“Talent is an important part of organizations, but the most important thing is knowing how to locate it, because talent exists and sometimes people don’t realize what they have. The most important thing is to locate these people and if it is not internal, it is necessary to locate them and draw up a career plan, so that people know what they can aspire to, what they can achieve, that they have very clear objectives and that, furthermore, grow up.
I started as an intern at Helvex, then I went on to production supervision, later a manager, a plant manager and today I am the director of operations, someone noticed the talent I had.
Within our manufacturing model we have the seven wastes and the eighth is talent waste, when organizations focus on reading talents well, we make a career plan and a life plan and when that happens we are on the other side” , share.
Merca2.0 – How to find the talents that pay the company?
Francisco Javier Ortiz – Something that I can tell you and that has worked for us is that we have a lot of interaction with people. In HR we have a figure called personnel services. The human resources manager deals with everyone and knows them all perfectly. They are the first to have contact, to locate those talents, later work teams are formed, meet and manage results, level up and right there you realize the talent that people have, you have to locate the talent and why, to identify what he likes, why. It could be that he has talent but if I put you in a technical area of statistics and control parameters and it is not what you like, then the talent is wasted. We have to identify what people like, then we make an inventory of human resources, where we have a map of where the talent is and how to develop it.
Merca2.0 – What happens when you have to organize time so as not to waste it?
FJO – What most influences is the interaction between people and the results, with indicators in each of the processes aligned with the strategic objectives, that way people are located and you give them the opportunity to work, interact with other people and they develop.
In the end, something complicated and they don’t teach you in institutions is personnel management, which is learned when you have people and start working with them. Already in that part, if it is simple for us with a system of how to locate it and develop it and that they see that things are won by results, here in order to have an office you have to win.
Merca2.0 – How is Mexican productivity when guided by Japanese philosophy?
We as Mexicans have a lot of American descent, at a certain moment we saw that the Japanese philosophy was the one that was leading the world, it was proposing a revolution and it is based on the Toyota Production System and from there come different branches such as quality circles ; We base ourselves a lot on them and everything has been through sharing and with benckmarketing, that’s how we structure the appropriate manufacturing model for Mexico, because it’s happening. There are many Japanese companies in Me´México and they do not have the results they expect, first of all, they are unaware of the idiosyncrasy of the Mexican, our success has been taking those philosophy, tools and adapting them to what Mexico needs and what people understand, doing it in a simple and practical way.