Comment 43 - Nearshoring: the real problem is not investment, it’s talent
- Apr 14
- 2 min read
In recent years, nearshoring has become one of the most talked-about trends in the business world in Mexico—and for good reason.
International companies are increasingly looking at Mexico as a strategic alternative to bring operations closer to the United States. And within the country, Monterrey and its metropolitan area have positioned themselves as one of the top destinations.
But there’s one point that isn’t being discussed enough:
The challenge is no longer attracting investment.The real issue is operating that investment.
Monterrey: rapid growth… with operational pressure
Today, we see industrial parks expanding at an impressive pace in municipalities like Apodaca, Pesquería, Ciénega de Flores, Escobedo, and Salinas Victoria.
New plants, expansions, ready-to-use facilities.
But while square meters keep growing, available talent is not keeping up.
This is creating a very clear situation:
Positions remaining open for weeks or months
High turnover in operational roles
Continuous wage increases without real productivity gains
Direct competition between companies for the same profiles
In short: there is investment, but not enough people to run it efficiently.
The bottleneck: operational talent
Nearshoring doesn’t only require engineers or executives.The real backbone of operations is the operational workforce.
And that’s where the biggest challenge lies.
Today, many companies are facing:
Incomplete shifts
Production lines running below capacity
Supervisors stepping into operational roles
Longer and more expensive hiring processes
This is not a strategy problem.It’s a day-to-day execution problem.
An overlooked factor: transportation
This is where a critical and often underestimated issue comes in: transportation.
Many of the new industrial parks are located far from residential areas.
And the public transportation system in Monterrey’s metropolitan area has not grown at the same pace as the industrial expansion.
The result:
Commutes of 1.5 to 2 hours per shift
Difficulty covering night shifts
High absenteeism
Increased turnover
For many workers, it’s not just about salary.It’s about whether they can actually get to work… and back home.
More investment won’t solve the problem
A common assumption is that more investment will solve these challenges.
In reality, it can make them worse.
Every new plant:
Competes for the same talent pool
Increases wage pressure
Accelerates turnover
Without a clear workforce strategy, growth can quickly become disorganized.
So, what should companies do?
Nearshoring is not just a commercial opportunity.It’s a Human Resources operational challenge.
The companies that will truly capitalize on this moment are the ones that understand this early.
Some key action points:
Professionalize operational recruiting
Design efficient transportation solutions
Improve employee experience from day one
Focus on retention strategies, not just hiring
Leverage specialized workforce management models
This is where HR becomes fully strategic.
Conclusion
Nearshoring is here to stay.
Investment is coming, industrial parks are filling up, and opportunities continue to grow.
But success won’t depend on who has more square footage…It will depend on who can operate consistently.
And today, in Monterrey, that comes down to one thing:
Available talent… and how it is managed.
Manuel Gonzalez
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