Imagine that when you start considering changing organizations to leave your talent elsewhere, an entire team of experts intervenes to prevent you from doing so. People, like delivery managers, who ask themselves: “What can we do to regain your interest in this place?” It seems like fiction or utopia, but no: it is science applied to well-being.
Tech Mahindra Mexico has a team called People Care that has developed specific skills and tools to anticipate the dissatisfaction of its employees, as well as the level of stress they are in, and thereby “recover” the person in a situation of possible desertion. , inviting her to a rotation plan or other activities to reconnect with the company.
“We realize that people are starting to look for new spaces and in that scenario we are racing against the clock to make decisions. “Wellbeing in this company is synonymous with mapping, preventing, helping talent to stay,” says Selene Lugo, Director of Operations at Tech Mahindra México, an organization that for the first time is part of Factor Wellbeing, of the Institute of Wellbeing Sciences. Integral, Tecmilenio.
It is expensive to lose a person – Selene and the team know it. 75% of replacements must be looked for outside, which takes between four and six weeks, during which time what that person generates is no longer billed, in addition to impacting morale and coexistence in work teams.
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The application of the principles of well-being sciences and their measurement has allowed this company to increase work commitment, employee recovery and productivity, while reducing reports of stress and burnout.
Like any company that maps health in the organization and seeks to improve turnover and commitment indicators, in this company of 2,000 employees, leaders know that they need to promote positive experiences with their staff and then good results arrive.
So they keep active 1:1 sessions with people to detect areas of opportunity and find out how they are in relation to work, client, manager, company and life balance. They also create spaces of trust to promote a culture of recognition and gratitude, in addition to having a Public Speaking Club, which allows employees to become more efficient communicators and leaders.
The company of Indian origin already had the philosophy of sharing prosperity with its collaborators. It is a global leader in information technologies, sixth largest in India, where it is also considered one of the most attractive places to work.
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However, the natural difficulty of finding talent in this industry makes it a main challenge to keep people’s commitment high. Lugo adds that this challenge becomes more complex in a practically remote work environment or in hybrid schemes.
“We must promote well-being but personalized, in different models and contexts. Plans need to be inclusive and adapted to different life stages, interests and circumstances,” says Lugo. This philosophy drives them to carry out a continuous analysis of the measures implemented to understand the interaction of people with the plans, the performance of leaders in meeting well-being objectives, and finally make decisions based on the impact obtained from every action.
