EconomyAfter a year of labor reform, what has been...

After a year of labor reform, what has been the experience of companies?

(Expansión) – In Mexico, more than a year ago, the reform of the Federal Labor Law on the subcontracting of personnel officially entered into force, which had a great strategic impact on all organizations in the country.

Due to this circumstance, all Mexican companies began a transformation that is still ongoing, and during this process I have been able to observe some points that I would like to share:

– There are still many doubts about the reform and its legal requirements, despite the fact that a year ago the new law came into force. In addition, a consequence of this is that some organizations prefer to stay out of the way through a conservative position in relation to their transformation process, which allows them to avoid any legal consequences for not doing it correctly.

– The old strategy of having a broad corporate purpose limits the design and structure to be able to benefit from specialized services within the regulatory framework of the new labor law, within the companies.

– The new scheme of specialized services has not yet been understood, as well as the advantages of intermediation services (all the processes related to the hiring of personnel), so how could organizations consider introducing this in their strategy?

All this ignorance, uncertainty and insecurity has been negatively impacting the talent supply chains of companies in Mexico, considering that talent is the basis for achieving objectives, so it is not a minor impact.

In addition to the scenario I have just described, after more than 12 months, the leaders of many organizations, regardless of their size or the industry they belong to, have faced different challenges, from an increase in their administrative and workload; the internalization, reduction or elimination of its workforce to difficulties in managing special or temporary projects.

However, the vast majority of these leaders have confirmed that regardless of regulatory changes, the nature of their industry and the need to be competitive have not changed, and that in order to continue delivering favorable results it is very important to have a solid strategy for the talent supply chain, where the combination of permanent work and temporary work will continue to be key and essential for them to remain competitive, not to lose flexibility and to quickly and efficiently increase their installed capacity, skills and knowledge.

Therefore, all companies must accept that this new labor reality must not prevent them from maintaining the correct rate of growth, they must recognize that they can be flexible by having a clear understanding and making correct use and advantage of the scope of the law, implementing services of intermediation that allow them to attract, select, hire, train and manage their temporary or contingent workers and/or, through specialized services, they will be able to execute projects, outsource business processes and/or labor functions, which include from routine administrative tasks to complex services.

The challenge then, I believe, is to break the paradigm that 100% of the processes of an organization must be executed within it to maintain direct control and responsibility. Thanks to this reform, what can change is the vision of how outsourcing can help their strategies, for example, better cope with demand cycles, have specialized talent to perform critical functions, respond better to unforeseen events , as well as implementing new projects and technology, thus ensuring that it does not lose its competitive advantage and at the same time boost productivity and efficiency.

In conclusion, the new labor reality has demanded, is demanding and will demand a lot of work to redesign the social architecture, policies related to talent and people, as well as ensuring strict adherence to the law, which may be possible and attainable for all organizations in Mexico. It’s just a matter of making the decision and daring to start the journey.

Editor’s note : Gabriel Aparicio is General Manager of Kelly Mexico. He has more than 30 years of experience in the development and implementation of global and national solutions. He was National Director for UPS in Mexico, leading the Supply Chain Solutions function. Follow him on . The opinions published in this column belong exclusively to the author.

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