So, Why can’t they keep the second collection box open? The answer is quite logical. On a typical day, there are three employees working a single shift. One of them is at the checkout, while the other two are busy with tasks such as arranging products or receiving suppliers. “When the second collection box is not opened, it is because the three employees are already busy, or it may be due to an unfilled vacancy due to staff shortages or resignations,” says Alanis.
To further complicate the situation, OXXO operates three shifts: morning, afternoon and night, each lasting 8 hours. This means that the company faces the constant challenge of guaranteeing adequate customer service, while maintaining continuous and efficient operation.
But here is the twist to this story. The possible approval of the reduction of the working day from 48 to 40 hours per week in Mexico could have a significant impact on OXXO. Magaly Alanis admits that, if this measure is implemented, they would need to hire at least 30,000 additional people to keep the operation going. This poses a new set of challenges, as the company would have to adapt to even greater demand for employees. “We are waiting, we already have some multidisciplinary teams working to plan and identify exactly what steps we are going to take to be ready for this situation,” he mentioned.
The strategy to avoid talent leaks
To retain talent, OXXO offers its employees the opportunity to grow within the organization through a development program. In an environment with 21,000 convenience stores, an entry-level employee may aspire to become a shift manager and then advance to store leader. To achieve these goals, training and access to FEMSA University are offered, an educational platform that allows employees to develop skills to advance their careers.
This university offers a wide range of courses, ranging from basic educational levels such as middle school and high school, to professional careers and work-related specialties, such as customer service, leadership, and use of technological tools and software.
Alanis ensures that this resource is accessible to the 154,000 employees of the stores, distribution centers and corporate offices where more than 3,500 people work. “It is an extensive family benefit that is widely used and that contributes to the growth and development of OXXO’s workforce,” she says.
Despite these efforts, the biggest challenge facing OXXO’s Human Resources department is talent retention. This is a common struggle for many companies in Mexico and around the world. “Attracting talent has always been important, but in the last three years it has become one of the top priorities for Human Resources. It is not only about attracting talent, but also retaining it, and OXXO is committed to developing effective strategies to achieve this.”
In this sense, they have implemented retention strategies at the store level. They use Emi Labs, an operational recruiting platform with artificial intelligence, to evaluate the attraction process and employee satisfaction over time.
The manager details that they conduct pulse surveys on employees 7 and 30 days after their incorporation to evaluate their experience and the onboarding process. This allows them to continually adjust their approach and improve the quality of life and work experience of their employees.
In addition, they carry out annual evaluations to measure the work environment and areas of opportunity. They also conduct performance reviews, which helps them identify areas for improvement and define clear objectives for their employees.
Despite their efforts, some employees choose to leave OXXO for various reasons. Rotating work shifts can be challenging, and although the company usually allows employees to work a single shift, in some cases they are asked to rotate, which can be complicated.
The workload can also be intense. Some employees seek temporary work opportunities to meet specific financial needs, such as paying off debt or financing personal projects. “Many of these employees return to the company after meeting their objectives, which reflects a positive work environment and that the company is seen as a good employer.”
For Héctor Núñez, director of the Center for Liaison and Professional Development at Tecnológico de Monterrey, rotation is not limited only to young people who have recently graduated, but is a trend that encompasses all workers, since human beings in general tend to seek motivation, challenges, variety of activities and collaboration with others.
The key lies in enriching jobs in organizations, regardless of whether they are working in convenience stores, in logistics processes, in manufacturing or in any other work environment. “The idea is how organizations can make the work experience more enriching and meaningful. Work is an important part of people’s lives, so we all look for valuable experiences in it,” she points out.
Núñez highlights that, especially among young people, the preference is for more balanced work days and not as long as 10 or 12 hours. Companies should ask themselves whether their work schedules offer challenging, engaging and innovative experiences that justify someone spending hours doing the same activity, whether in physical or remote work environments.
“Retaining talent and reducing turnover in companies requires employers to reconsider the nature of the work experiences they offer. Innovation, challenge and variety of activities are key elements in attracting and retaining employees, regardless of their age or level of experience,” she concludes.