In the short term, some job positions that will be created as a result of the relocation of companies will be almost impossible to fill if training strategies are not developed and more women are incorporated into technical careers.

In the next three years, nearshoring will generate a talent deficit of more than 71% in middle management alone, according to estimates by D&M Abogados. The firm estimates that by 2027 the investments derived from the relocation of companies will create 1.1 million additional jobs; 18% will be area supervisory positions, and there will be little talent to fill them.

“If we do not promote more women in technical careers, the problem will be a lack of talent. We will no longer even be able to recruit those who breathe and walk because we will have a greater deficit,” warned Blanya Correal, senior director of Labor Strategy at D&M, during her participation in the Human Resources Summit 2024 of the Franco Chamber of Commerce and Innovation. Mexican.

Faced with this scenario, the specialist stressed that companies must consider strategies such as boomerang talent and investments in development plans to prepare current Human Capital for the transition to new jobs. “We are not going to have any other way to address those positions.”

Antonio Ricote, Vice President of Sales at InfoBlock, pointed out that the world of work is undergoing an important transformation. “We have to be aware that we are entering a new era of labor relations. The entire production scheme is changing (…) and logically it affects the labor market; “Every time we need more specialized people.”

The talent shortage is one of the current remains of the Human Resources areas and, in general, of companies. That was one of the points of agreement among the specialists who participated in the forum. But in the midst of this context, union activity is positioned as another challenge, said Blanya Correal.

In the last year, requests for Representative Certificates, a document necessary to negotiate collective contracts, grew 37%, according to data from the Federal Center for Conciliation and Labor Registration (CFCRL). “The interesting thing is not only the data, the growth in the number of unions that are looking for someone to marry is impressive,” said the specialist.

Why is this a challenge? According to Blanya Correal, the increase in requests for proof of representativeness before the CFCRL has grown in tandem with labor conflict. “In 2024, strike calls tripled in January alone. If there is a fun time to be in Human Resources it is this, today we have a worker with higher expectations and more options.”

For Aldo Achar, director of Human Capital and Labor Relations at Nacional Monte de Piedad, “today there is more sensitivity and greater expectations.” The speed with which workers want changes and the power that workers have to remove union leaders, this puts pressure on union organizations to fulfill everything promised and “tighten the wallet” to prevent them from being changed.

“Union reconfiguration leads them (the unions) to be more aggressive and make other types of promises, to push in other ways. And for this reason, today more than ever, middle managers become a key part of having workers well communicated, so that they do not allow themselves to be influenced, and most importantly, so that they feel appreciated by the company,” added the manager.

What about talent management?

In this context, Antonio Ricote explained that companies have an area of opportunity in talent management, the Gallup figures that show that only 23% of workers feel committed to their job are a reflection of inadequate people management. .

“We are mismanaging our people, we are not giving adequate work experience. In this world in which we have to adapt, we have to be more flexible and resilient, many companies are not being able to adapt to this,” he criticized.

In addition, the specialist added, operational personnel have been left out of the wave of labor flexibility. “We don't realize that where the highest level of turnover is and where the majority of the population is is on the floor, in the operation, in the plants, in the branches, there we have to start with other alternatives. Now the 40-hour work day is under discussion and it is something that sooner or later is going to happen.”

However, companies are stuck in a cost focus in the face of changes in work models such as a shorter work week. “What they don't do is look inside the organizations and see that we are managing work hours inefficiently. We have to pay attention to that,” said Antonio Ricote.