About 25 years ago, when we had much fewer staff than we do now, I could be more involved in the operation of the business and, consequently, see and experience the behavior of our staff. Everyone knows that when you manage people, there are problems, and it seems inevitable. With this in mind, I decided to measure the number of people causing problems and, at the same time, problematic clients. To do this, I used some tricks with highly trained staff infiltrated into the wor

Hace unos 25 años, cuando teníamos mucho menos personal que ahora, yo podía estar más involucrado en la operación del negocio y, en consecuencia, ver y vivir el comportamiento de nuestro personal. Todo el mundo sabe que cuando manejas gente hay problemas, y parece que es algo inevitable. Teniendo esto en cuenta, decidí medir el número de personas que generan problemas y, al mismo tiempo, a los clientes problemáticos. Para esto, utilicé algunos trucos con personal muy bien cap

REPSE has been given a reputation as a “big authority.” It isn’t.REPSE is simply a public registry from the STPS where companies state which specialized services they offer. Period.

The true competitive advantage lies in who leads your people and how their talent is managed.

Employee turnover should also be a central part of the strategy, and that many times, the root of that turnover is right where it all began: in the selection of the candidate.

La rotación también debería ser parte central de la estrategia, y que muchas veces el origen de esa rotación está justo en el punto donde comenzó todo: en la selección del candidato.

If your company is constantly recruiting for operational roles, maybe it’s time to pause and ask: Do I really need to hire more… or should I focus on retaining better?

Si tu empresa vive en constante reclutamiento operativo, quizá es momento de hacer una pausa y preguntarte: ¿Realmente necesito reclutar más… o debería enfocarme en retener mejor?

Subcontracting, operational staff, recruitment and selection, turnover, workplace culture, leadership, policy, IMSS, Repse, occupational health and wellness, vacation July brings high temperatures—and calendars full of vacation requests. For many companies, this season presents a real operational challenge: how to maintain continuity without overloading those who stay?

Julio llega con altas temperaturas y calendarios llenos de solicitudes de vacaciones. Para muchas empresas esta temporada representa un verdadero reto operativo: ¿cómo mantener la continuidad sin sobrecargar a los que se quedan?

Although it may seem like a novelty, the so-called “Chair Law” (Ley Silla in Spanish) is nothing new. In fact, it has been part of Mexico’s Federal Labor Law for over 50 years.

En los últimos años, el término nearshoring ha pasado de ser un concepto técnico de negocios a una realidad palpable en el norte de México.

Retirement is not just a person leaving — it’s a chapter closing and a chance for Human Resources

Born between 1995 and 2010, they grew up in a digital world, with instant access to information and a clear expectation: to work in flexible, modern environments with purpose.

In today’s business world, workplace health and wellness is no longer a “nice-to-have” — it’s a strategic necessity.

In Human Resources, there is a constant: optimizing internal processes to dedicate more time to strategic matters and less to operational burdens.

En Recursos Humanos hay una constante: optimizar procesos internos para dedicar más tiempo a lo estratégico y menos a lo operativo.

It’s about having clarity. Direct hiring is ideal for long-term, strategic positions.

No se trata de elegir “el bueno y el malo”. Se trata de tener claridad.

En México, las demandas laborales se han convertido en un tema tan común como incómodo.