Pily Martínez Marbán

Why The Hiring Process Should Focus More On Talent Management With Pily Martínez Marbán

The hiring process may be about finding the right people to fill your vacancies, but it must never be treated as some selection tool. Instead of making it about scrutinizing a person’s competencies, it must be handled like a journey focused on talent management. This is exactly how Pily Martinez Marban does talent acquisition in the company she co-founded, Arancione. She explains how hiring managers should switch from traditional methods of attracting job hopefuls by focusing more on value proposition. Pily discusses why companies must be transparent with the opportunities they can deliver to potential talents, highlighting professional development more than a huge compensation.

Why The Hiring Process Should Focus More On Talent Management With Pily Martínez Marbán

We are so excited to have you all here. Maybe this is your first time here. I hope to introduce all our hosts as well as our guests to speak up. The People’s Strategy Forum is to help you engage and energize and elevate your employees and your company. We have a different guest speaker, so I encourage you to show up. We have some amazing loyal readers that show up all the time. We’re so grateful for them. Join them and learn something new. It’s completely free.

I’m going to introduce everyone else here on the panel. Char is traveling a little bit. She’s had some delays, so she will not be able to join us. She’s usually here. We will miss her spirit, but she should be back. We do have Sumit here. Sumit is a People Strategist. He’s an HR Consultant. He spent many years helping all companies implement new and improved HR practices and solutions. He’s great at strategy, organizational design and many other things as well.

We also have Sam, who brings all of this together for us and helps edit the show, gets all the speakers for you, but he is also very busy running his own company named CompTeam. He was telling us they’re very busy now because he specializes in compensation, which we all know is a very big topic now. He’s very busy helping organizations of every kind implement better and new and improved compensation and reward incentives.

That brings me to our lovely guest. We have Pily Martínez. If you tune in regularly, you might remember we had her on. It was a little while back. She’s back with us. We are so excited to have her here. If you need a refresher, Pily is based in Mexico. She is the co-owner of Arancione, which is a global talent firm. They work with companies across Latin America, the US and Europe.

She’s also a master trainer in talent management methodologies. She has several years of experience working as a leader in areas like talent management, supply chain and marketing sales. In this episode, she’s going to be talking to us all about talent acquisition, so everything from filling vacancies to talent management. She’s a true expert. We’re so excited to have her back.

Thank you very much for this great introduction. I feel very flattered to be here and happy to be joining you in this conversation for this episode.

Thank you, Pily. Pily, as we get started, can you tell us a little bit about how you got involved in talent management and recruiting? A little bit about how the TMA method came your way and so forth and about yourself. Can you give us a little bit of overview about you?

Yes, I love to talk about that. I’ll try to be specific. I promise. I started industrial engineering with the intention of working in marketing. Why? It’s because I like that. I didn’t know what they did, but it sounded interesting at that moment. The destiny sent me into many other areas, operations, supply chain, and even sales and also marketing but not the nice or the fashion part of marketing.

It’s the numeric part of marketing and pricing in different industries in retail, logistics, and beer companies. I learned a lot over there, but it had nothing to do with human resources. My personal life changed. I got married and suddenly, my child came. I was offered the great opportunity of becoming part of Arancione.

This company was founded by my brother many years ago. He founded it with the objective of working specifically in executive search and headhunting. He prepared a lot by working with people and knowing how to get the best of the candidate in an interview so you could know if there was a great match. He is one of the best recruiters that I have met up until then. In my experience, I’ve met a lot of headhunters moving from one position to another. I can say that I studied for a Master’s in having an interview as a candidate. You have no idea how many interviews I had as a candidate to get into the position that I wanted, which was marketing. For many years I fought for a position like that.

PSF 28 | Talent Management

Talent Management: The biggest challenge is getting the best match so that people will not want to move. Getting the talent is only the first step since you have to know how to retain them.


He offered me the opportunity of becoming part of our Arancione with the chance to balance my life with my daughter. I began with zero experience in human resources working in the company but with a lot of experience as a leader and a client of human resources, a very tough client. I was awful. When he offered me this opportunity, he said, “I have been talking to TMA for a long time. I think it might be interesting to do things differently. Why don’t you look at it?”

I began talking to one of the cofounders of TMA, which you know perfectly well. I know that he has already been part of the forum before, André Blom. I began talking to him and he showed me what TMA could do. I was in love with the method. Not the technology but the method. What we wanted to do is to offer a different service.

Not the common things in talent acquisition in which we could know what candidate with data in a tangible way that could help our clients to understand if a candidate was good or not good because I hate perception. I hated that my clients said, “I don’t see these candidates in that position,” but there is no evidence. It was the feeling. I wanted it to be more tangible.

Once I said, “Jorge, I have the tickets. Let’s go to Holland.” We went to Utrecht. We were a week there. We knew the company. We knew the methodology. We got certificated. Part there, but most importantly, in Mexico, they went to Mexico and I began using the method in my service. For years, I have become, I believe, I don’t want to say an expert because that is not modest. I am passionate about it. That’s how I got involved, not from filling vacancies but from that to talent management.

TMA is a great way to differentiate yourself to get that strategic edge on how you do your practices, whether you’re recruiting or any part of the talent management cycle. I’m a big fan and a supporter of TMA because they’re always a sponsor for the People’s Strategy Forum. One of the things that I think that’s important and how the world is changing.

In the past, and when we were talking about talent acquisition or recruiting, a lot of the recruiters in the United States are on getting candidates and trying to fill those roles and providing people for those hiring managers to interview. Often, there’s not a whole lot of rigor and selecting a person based on the competency of the job or the behaviors that the organization needs. They’re more about creating or providing a lot of opportunities for those hiring managers to view talent.

Now, there’s a big divide in how the Americans, as a whole, are experiencing a talent problem. In the United States, there is not a lot of talent that’s out looking for jobs now. It’s causing a big panic among those hiring managers and companies trying to attract talent to come into the organization and understand a little bit of a different environment in Mexico. Is that right?

Yes, Sam. I have been discussing with colleagues and candidates that the opportunities are not that many or all the people looking for a job but statistics say that it’s not only the active market that is looking for a job that they are unemployed now. There is also a 50% of the people that are working that they’re looking for a change. The opportunity of the companies to have great talent is huge.

It has been very complicated to do the match. The people don’t want to move. I think that the biggest challenge is that. Not only to get the talent, but how can I retain the talent because the investment is huge. The timing, the knowledge, etc., is huge. That is a challenge in Mexico. Even though the circumstances are different in both countries, the problems in talent acquisition are based on the same costs, the process.

I find it so interesting that we’re neighbors and the supply and demand of labor are so different across the border. That’s very interesting. I know that now, the way we’re thinking about talent acquisition and bringing people on board is changing. More than ever, there’s been a desire to bring in the best talent to bring in the unique people that are going to drive the organization forward. To be able to get those individuals, we need to rethink our processes. I know that you were highlighting a few methodologies that you would be willing to share with us, is that right?

Candidates today are willing to make decisions for their careers. That’s why recruiters must change to get greater talent attraction. Share on X

Yes, I can show you something that we have been looking at in our market and also in other countries. I’m sure that it happens the same in the US because talent acquisition, the way we think about candidates is almost the same. It has been the same for several years. In the past, candidates were looking for opportunities, but now, candidates are willing to make decisions for their careers. We need to change something as recruiters or headhunters so that we can get a great attraction of the talent and a good match, a good observation. I hope I can explain clearly what we have seen in the past.

We have four steps. These are the four steps that talent acquisition has done for many years in which you get to the candidates and you evaluate if the candidates have what you need. This means if they have these certifications that I need if they have this degree, these experience in these markets, in the sector industry, etc. You get the candidates that have what you want then they begin working in a selling mode because they know that they have what you need.

They begin working in a selling mode in which you talk about what you offer, what the compensation is, the package, etc. They say, “Yes, but I want more.” The selling mode also turns into, let’s say, I want to be what you need and that is human. I want to make a good impression on you so that you think that I am the best candidate for this. That works in two ways. If I am not the best candidate and you cannot see that and I get into that position, I won’t be happy because I am not going to perform well and, in the end, deliver results.

That is the second point, the way in which you, as a candidate, try to get more than has been offered. The third one is if we know the details, we talk about your responsibilities in that job. We talk about what you are going to do. The question is, if I already get the candidate that has what I need or what I want and he’s going to do the same in the next position, what makes you think that he’s going to stay there for long? You never think about that.

You say, “I want someone that has already done this. What makes you think that he wants to do it again for five more years?” That is a huge challenge. In the end, if we know about it, we talk about the future of the position. What are you going to become after you do this in this project? Most of the recruiters don’t talk about the future.

They talk about the past and the now. They don’t talk about the future because we are working in a very fast environment. We have six seconds to review a resume so that we can cover 10 or 15 vacancies per month if we have a low volume. The work of a recruiter goes against time and makes us do the job like this. What happens if we do it the other way around? That is the need of the market.

Before we get there, in talking about this methodology, the first step you say is to have our recruiters go out and ask, “Do you have this qualification? Do you have that qualification?” We’re basically going off of a checklist to select somebody. That causes the candidate to almost be on the fence. To elaborate on, “This is what I have. This is how good I am at this and so forth.” They are in this selling position, whereas what we want as an employer.

The first thing that we’re most concerned about as hiring managers and as leaders of companies is, does this person has the right mindset or are they going to be a right fit into our organization? We want them to have the skills, but more importantly, we want them to be the right cultural fit and have those right behaviors so they don’t come into the organization and be destructive. It’s a backward way of looking at it when we were looking at it in this clear lineage that you’ve laid out here, so thank you.

Thank you, Sam. Imagine our own process is the one that causes the candidates only to look for more, more money but the statistics also say that now, I don’t want to tag people or generations but current generations, what they’re looking for is development. They’re not looking for more salary. They’re looking for development and several other things that change from country to country, from culture to culture, but it is not always compensation.

This means that we cause the candidates to look for that. If we do the process the other way around, that is the way that we’re working now. First of all, we need to understand what is the future of the we are offering? When I talk to a candidate, I don’t talk about what he has but what the project is going to be about. I have a project with these characteristics, and this position’s future is going to be this. The candidate opens his or her eyes and they say, “Talk about it.”

PSF 28 | Talent Management

Talent Management: When talking to a job candidate, hiring managers should be transparent. They must attract them to the offer without lying to them.


The other way around, we get candidates like that say, “How much does it pay?” That is the first question. As a recruiter, sometimes, you get offended. You’re like, “You’re looking for money.” Of course, he’s looking for money. Everybody’s looking for money, but we need to attract them with something more than that. Why? It’s because sometimes, even some companies, I know that in the US, some companies are willing to pay more, but in Mexico, as things are going now, companies are not willing to invest more. We need to attract them with a project as well.

Sumit, what are your thoughts on that?

I find this interesting. It makes a lot of sense, Pily. One question I have around flipping the order is how does one strike a balance when you’re talking about the term? When you’re talking about the will-be, how do you make it sound attractive enough that the person is excited, but it’s not so far into the future that, as a candidate, I get turned off? To give you an example, say about a decade ago, in consulting, the idea was you spent about 10, 12 years in a big firm and you make partner.

Now, if you try doing that with a Millennial, and I’m not trying to hate on Millennials here, if you try to say, “You stick around for twelve years, you will make a partner,” people are not going to buy it. How do you convert that into stepping stones or how do you create the future view without losing the audience and strike that balance? That’s the question I have.

I’m going to go into this, which is something that most HR professionals forget to do. That is understanding the needs of the position and the environment around the position. What most of HR professionals use is the common job description in which it talks about what the position does and that’s it. What we do with our clients and with the HR department but mainly with the hiring manager is understand everything about the position so that we have a good overview of the circumstances. Talking about the business model.

It doesn’t matter if the position is not a director position. I need to understand the strategy of the company and what makes you have this vacancy and what makes you get this position as key in your department and in the company. How will the manager work with this position to understand if there are some additional things? If the candidate has to be working with directors, even though he’s not a director or has to work with several clients, that makes us understand what are the behaviors required to get a good result.

Experience and knowledge do not always give you that. That is the first understanding. The second one is the context. This means what the risks are. In these examples, you’re saying, if I understood well, you’re saying projects. It is not a permanent position, but it is a temporary position that is going to be covered for a project. That may not be attractive and that is a risk. Why? It’s because if in the middle of the project, I have another opportunity that is permanent, probably, I will leave the project. That is a huge risk that I need to understand as a headhunter.

Normally, we don’t see that. What are the other things that are considered? For example, if it is a new position, that is going to have a change management process around it. This means it is a new position that is going to be in the middle of some level that didn’t exist. It might make people uncomfortable. Why? It’s because I don’t report directly to the big boss. Now, someone else is in the middle. How is it going to affect me? That is also a risk that I need to understand to see if the person is going to be attracted.

Talking about this future with a candidate has to be transparent. I want to attract them, but I don’t want to lie to them. I don’t want to say to them, “Yes, this is going to be temporary, but this will be the biggest opportunity in your life.” Probably no because he has many other things to worry about. Suddenly in six months, he’s going to be without a job and he doesn’t like that. I need to understand that from the candidate.

That is why talking about the will-be is very important. If I have a position like the one you’re talking about and I get with the candidate, I have to be honest that I have a temporary position from the beginning. The biggest opportunity is that the salary will be higher than the salary you would be getting in a permanent position because of the risk that it represents.

The current generation of workers is looking for development, not more salary. Share on X

It will make you work with a great project, with a big project or you will be joining a new sector that will give you development or knowledge. You have to find out what the advantages are, but you should also be transparent from the beginning. If not, I think that the worst thing that a recruiter can have is that at the end of the process, the candidate says, “No, thank you,” because you spend a lot of time with him.

It’s so important that we need to realize as leaders that our recruiting team or that talent acquisition function is basically a client-facing role because those are the people we’re trying to protect the company’s brand. We ensure that we’re being truthful and honest and highlighting the future of the company where it’s going. The opportunities are a great way to reach out, not only find the best candidates but also communicate what the company is doing and the great opportunities of growth that there are overall.

Even if you don’t select that candidate, that candidate can go back and tell other people about how great the organization is. They would love to work there and hopefully, they’ll find another opportunity. They’re more likely to look for that next opening in that company when it comes up because they know the future’s great vision.

That is important, Sam, what you’re saying about the employer branding of the company. It is important that every candidate that goes into your process has a good experience. Now, one of the things that we’re doing and also answers part of your question, I hope, Summit, is that after they begin a process with us, every candidate goes through the TMA analysis. It is a great tool for them to understand not only who they are but what they like and how to work better. It doesn’t matter if in the first part of the process, at the end, you say, “Pily, this is not for me,” but you will get something for your development and for your career forever and ever.

That experience helps to have this employer branding that says, “This doesn’t work for me, but I know someone that might work for you. He may do that network for you or they may talk about the company and the opportunity.” It makes it easier to get that, but it is difficult if you don’t work on your employer’s brand.

I know there are many tools out there that also create a talent pool. Basically, when we provide that assessment using the TMA process, we learn about what people love to do, what their drives are and so forth. They may apply for a role, then maybe we select a different candidate other than that particular individual. We need to keep in mind if we keep those individuals who did the assessment in our talent pool. Those are people we could reach out to later on and bring new opportunities in.

For instance, call that candidate back and say, “I know that we didn’t hire you for this particular role but have you ever considered being a financial advisor?” That person might say, “I’m not a financial advisor. I’m an accountant.” Based on what we’ve learned from you and talking about your passions during the interview process, I think that this may be a great career for you. They may find passion in that to be an outstanding contributor. There are other opportunities that the TMA process can yield and increase the candidate pool instead of looking for people that are looking for jobs.

Making these matches, sometimes it’s difficult. You probably have an assessment. Let’s say it is not the TMA. Let’s say it is another assessment, but I need to do the match with current my need. We work with the TMA Method with the definition of the needs. We have Arancione’s work role canvas. What we do with this information is that after gathering all this information from our client, we define the behaviors required to cover all that. We do that with our clients.

They participate in the definition. They vote using technology with a very simple process in which they say, “Yes, Pily, I haven’t thought about that, but you’re right. I need someone who can be attracted by this situation and the behavior I need with that is this one.” We define these competencies and we use the competency library from TMA that I recommend for the people that are reading if you want to give a peek.

Take a look at the Competency Library. It’s a free resource and you can find it at As Pily mentioned, you can see a bunch of different types of competencies and the activities that clearly define them or you can use it for coaching or recruiting questions and so forth. It’s a great resource.

PSF 28 | Talent Management

Talent Management: TMA analysis is a great tool for job candidates to understand who they are and what they are like and how they can work better.


We use that because it makes it very simple to define the behaviors and to make them tangible. It’s not perceptions but evidence in an interview. Once we have defined these behaviors, TMA has the opportunity to make the matches that we’re looking for. Normally, what we’re trying to find in the process of talent acquisition is we’re trying to look for three things in the candidates.

Now, they have a job. We want that the new job for them that is better in many senses. We’re talking about a stretch in what they are going to be doing. You need to do that. You cannot think that someone wants to do the same thing in a new position. They have to be desperate. That desperation will turn into someone who is going to leave the job in a few weeks or probably in a few months. Impact and satisfaction are where TMA goes. I want this position to be motivating for you. How am I going to know that? Probably, you’re in your selling mode.

You’re going to say you’re interested in everything, but we don’t want that. We want the truth. TMA is going to help us with the validation of the candidate. Finally, development. Most of the candidates now are looking for development. This is the most important part of what they want. This part of the development comes with the will-be that we were talking about. I think that part is going to help us cover the will-be that we were saying.

I liked what you were showing there, Pily, because if we’re making a judgment, if we’re buying a new car, for instance, or whatever, the first thing a salesman might ask us like, “What are you looking for? What is your current vehicle like?” You might say, “It doesn’t go as fast as I’d like it to go, or the mileage is not as good as I’d like to go or it’s almost worn out. I need to find something new.” As a recruiter, understanding a little bit about the workplace they’re from and the job they currently hold and what they’re looking for in the future is important to understand how we can attract them to the new position.

“We can do better. We can offer more. I understand that you’re looking forward to more development and that’s not something you have in your role. This is what we can do for you and our company and how we fill that gap.” Going through the value proposition overall. I think this is a great way for us, as leaders, to think about how we can improve our value proposition to those important candidates and try to influence them to come over to our organization and take that leap of faith that we are a better company.

That also comes with a change of mindset, Sam. We used to be very tactical in talent acquisition because, in the past, that worked. The challenges that we were having with the talent were totally different, but now, we need to be more strategic. We need to stop thinking about the now, about what they have. That has to be the last point. We also need to think about the strategy for the candidate so that we make the best of an acquisition. Having a new person in a new role is an investment. You know it more than anyone with your compensation experience. It is an investment. Six months or a year later, they say, “Thank you very much. I’m going somewhere else. Bye-bye. I lost one year.”

That’s one thing that leaders and recruiters don’t think about when they’re in that mindset. It’s like, they’re trying to, “I’ve got to fill this role. I’ve got to make those metrics look good. I can get this in place,” but if that person only stays for six months and leaves, that’s a loss. That’s a huge loss of effort and the process to start again. It also is bad for the company when you think about the experience of that particular person coming into the organization and having that turnover.

It’s for those people that are in the organization that is working with that individual that is perhaps unhappy or feel like they weren’t told the truth or their expectations were not met, that gets your other people that they’re working with starting to think, “Am I getting what I deserve out of this organization?” It causes a bad culture. It’s important to do this right on the front side.

Sometimes, these flaws begin with the relationship between the hiring manager and the HR professional. Sometimes, the job of many HR professionals is so tactical that they are like a waitress. “What do you want? Let me bring this for you.” That shouldn’t be it. You should be an authority on the topic and you should be a guide to the hiring manager to tell him, “I know you want this, but you don’t need this. You need this.” That is a little bit difficult if you don’t have experience.

That is something that happens in many companies. The recruiters are junior in their experience. I’m not saying they are bad, but their experience makes it difficult for them to fight with a hiring manager. If my hiring manager is my client, I am going to say yes to whatever he wants. I’m going to look for it even though I already know that what he wants is impossible. It is like a cycle that doesn’t work well. HR needs to be more strategic with the hiring manager. It is important.

Talent acquisition heads should be more strategic. Stop thinking about the now, which is supposed to be the last point. Share on X

What do you think about that, Sumit?

I completely agree with that. The HRs that Pily spoke about were not strategic. I’ve heard people say, “Business wants me to fill a certain amount of roles or business wants me to do this.” I think that’s the first misstep. When you’re a part of HR, you are part of the business. You can’t say, “This is HR. This is business.” The two are not separate. The second thing is there’s no point in investing in fantastic tools like the TMA if you’re only looking at them to be used as some selection tool. It has to be a journey.

The HR function, apart from recruitment, needs to realize that these are strategic tools. They give you a lot of insight into how you can shape a person’s journey within the organization. The idea is not only to recruit them, fill up a seat for the day and watch them go out of the door four months later, the idea is to help them flourish and thrive. That’s where HR needs to look at recruitment. Treat the recruitment function with a lot more respect and strategic intent.

In my experience, I even have heard people say, “Pily, this is very nice, but my responsibility is attracting the people, not the development, so let’s talk about it.” As you’re saying, they are not involved in their mindset. There is no working together with the development. I bring the candidate and the next thing is your business.

The candidate has no idea what’s happening around them. You suddenly have all these nice conversations about, “What will be? What I’m supposed to do? You’ve dumped me in the deep end of the pool. I’ve got no clue what’s happening next.” They feel let down. Early attrition could be a sign that there’s something broken in the system. People will leave within six months or people who end up on a performance improvement plan in the first year. That’s a sign of the gap that you’re talking about.

I think that when people think like that, it’s not bad at all. It’s a reality. They’re measured by certain KPIs that are aligned only to acquisition, covering vacancies at a certain time, having a certain number of candidates delivered in a certain time, etc., but it’s not their fault. That’s what I mean. It is not bad either, but if we work with people that think like that, we can help them change their mindset with the following statement that says, “I understand that it is not part of your position to work with development, but the hiring manager is responsible for that.”

What happens if you deliver all these data and all this information for the hiring manager to work better with the person? Isn’t it going to be a good thing for you? You’re probably not going to work with the development, but you’re giving them extra information so that they can have their new hire and a good future with the new hire or an easier future.

I want to get back on track to make sure our audience can understand what we’re proposing. Once again, with the model that Pily was talking about, the traditional method of attracting talent is first to reach out to see their competencies. We talk about, “This is what the job pays and this is what you will do. By the way, this is where we’re going as a company in the future.” The proposal is to switch all that around and start with the value proposition of where the company is going first because we want that good cultural fit. We want to show that we met individuals that there’s a lot of good longevity at the company and there are good opportunities and so forth.

We talk about how the position will lead to the benefit of where the company is going in the future. Money is later on in the conversation. It’s the part of, “Given this opportunity or this value proposition that we’re presenting to you, this is the pay range that this job pays.” You then go into that discussion of seeing their strengths and competencies and where those areas lead to where you can develop those things.

For instance, how many times a week come into a recruiting situation where we find great candidates, the right fit, but maybe they don’t have all the skills that we want them to have? What do we do? We tell them, “Sorry, maybe you could go back to school or get the certification.” We don’t often say that. We bring them on and create opportunities for them to advance in their knowledge, skillset, or competency. We need to realize the cycle of this in the right setting.

PSF 28 | Talent Management

Talent Management: Hiring managers should want a new job for their candidates that is better in many senses. If they are only desperate to work for you, they will only leave in a few weeks or months.


I would like to highlight that the potential is important in a process like this because, as you said, how often do we find great candidates but they don’t have 100% of the profile you wanted? They are great candidates. Why? It’s because they are passionate about the project. There is growth for them. There is a motivation identified. In the end, you can probably develop the things that they don’t have now. Probably they don’t have the knowledge and the technical thing, which is something minimal. Why minimal? It is much more complex to develop or to create knowledge than to develop a behavior. It takes more time.

I know that we are coming up to the end. I do want to show a little bit about our sponsor here. We’ve been talking a lot about TMA in this session here. If anybody would like to learn a little more about what the process is like, what it’s like to take an assessment and use that as a communication tool to understand your candidates and your employees and the talent management process. Feel free to reach out to us and we’ll be happy to set you up with a free assessment at no charge to let you know how it works.

As we’ve been talking about, TMA also has a technology side or a platform that companies use to manage the talent management cycle, the full cycle of top management from recruiting to onboarding and development, and understanding how we do succession and 360s and so forth. It’s a fully integrated talent assessment tool that you can manage your people with. If you would like to learn more about that, please let me know.

Also, we’ve talked a little bit about the Competency Library and that’s a free tool that’s on the internet at Also, TMA has a lot of these apps that you can download and have the technique at your fingertips. If you go into Apple Store and search for TMA, you’ll find a couple of apps in there that are very helpful for your managers for the recruiting processes or coaching, whatever it may be. It’s all free of charge. Pily, what are your expectations of where the future of talent acquisition is going to go in your environment?

There is a huge need for candidates to work on development. I think that’s the future for talent acquisition is a huge involvement in development. Candidates feel more connected to an organization in which they feel they will be developed. We need to be clear about development. It is not training. It is the feeling that you are growing. Not mainly to the next position but with experience with projects, with learning but probably not in a room or in a class but on a daily basis. Development with your manager, working with people, etc.

I think that talent acquisition has to go into that way to work with a more stable environment for the candidates. This doesn’t mean that our expectation has to be that a candidate has to be there for three years in the same position, but we have to think, “I hire a candidate and in a year, I need to have a different project for the candidates so that he can feel a development.” We have an environment that changes every day and development requires that as well.

We were talking about that on the forum about the importance of thinking about development in a broader context, such as coaching. Also, as you mentioned, it’s very important to have those unique assignments to take us out of the day-to-day that allow us to stretch and develop as individuals. That’s a very good key to engagement. Thank you for bringing that up. That was great.

The other thing I’d like to note is what we started off with. We were talking about how the environment in the United States is different than it is in Mexico. In the US, the supply and demand of labor are flipped compared to Mexico. There are not a whole lot of candidates. There are a lot of companies looking for candidates. In Mexico, companies are still ramping back up, but there are a lot of people that are looking for work. I think that the important part for us to realize is that the global market for talent has changed.

A lot of companies are looking across borders for talent to fill their needs and different project types of work. I think it’s important for us to think of what types of jobs can be done remotely and what jobs are required to have onsite and to open our minds to other markets and take advantage of that global workforce.

We also need to understand that even though a lot of people are looking for a remote job, not all people are designed for that. Their nature is not made for them. TMA helps the candidates realize if that is a good option for them or not because there are many things involved.

It is much more complex to develop or create knowledge than to develop behavior. Share on X

Specifically, I remember in the assessment that a part shows that if you need the help of others or you’d like to work in that face-to-face team. Those are quite important or the type of learning environment that you require. That’s all available in the tool, so it’s very helpful.

I would like to take a moment. For all the people looking at this, if your organization doesn’t know how to migrate this mindset in the HR professionals or there is a target position that has been very difficult to feel and they are interested in understanding more about this process, please feel free to contact me or to contact us in our website. Our website is in Spanish, but you put the translate button and fill in your data and we can also get in contact with you. I’ll help you if there is an opportunity.

I know that Arancione has events from time to time. Are you planning anything?

I don’t have something in mind, but I would like to invite all the people to join our social media because we are communicating a lot about what we’re doing. It’s not a public event, as a matter of fact, but we are going to be giving the certification training for the public. For all the people interested in learning more about talent management, we still do not have a date confirmed with that. I am delivering that training. This is our seventh training since we launched it for the public. Follow our social media.

It’s on Instagram and LinkedIn. It’s Follow us on Instagram. If you want to follow my Instagram as well, I am doing my beginning on Instagram. It is @Pily.RH from Human Resources. I get passionate about talking about these topics, not only talent acquisition but also candidates’ questions, challenges and talent management issues as well.

Thank you so much, Pily. It’s been a pleasure having you on sharing all your knowledge.

Thank you very much to you for inviting me. I am flattered to be here. I enjoy these thoughts. Thank you very much for that and keep on doing it. You have been doing it for a long time. Keep doing it because people love it.

It’s a lot of fun. We’ve been around for a few years now. It’s a great forum and we’re having a good time turning this into a show, so join us there. Thank you once again, Pily, for joining us. We hope to see everybody on the next episode. Thank you.


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About Pily Martínez Marbán

PSF 28 | Talent Management
Executive Headhunting / HR Sr Consultant / Talent Management Expert / Partner at Arancione
Pily brings 20 years of experience as a leader in different areas focused on the development of Talent Management, achieving successful results in the areas of Supply Chain, Operations, Marketing and Sales with international awards as the best leader in the continent and in the world. She is an Industrial Engineer with a Specialty in Operations Management and graduated from the Universidad Panamericana. She is an International Master Trainer of Talent and Leadership Methodologies.
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