CHAPTER 5

RECRUITMENT AND SELECTION

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LEARNING OUTCOMES
• To understand recruitment trends of Mexican companies
• To become aware of the selection practices in Mexican companies
• To recognize the implications for multinational HRM practitioners

This chapter provides an overview of the recruitment and selection practices in

Mexico. It details cultural or emic characteristics of the Mexican staffing culture.
It concludes with implications for multinationals, and provides employment ad-
vertisements as examples to showcase certain local elements of the culture.

INTRODUCTION
It is important to understand that there is a marked dichotomy between traditional
and progressive Mexican firms. Traditional Mexican companies are usually small
(under 10 employees) or mid size (11–500 employees) and follow very informal
or unstructured HRM practices. On the other hand, large firms (500 employees
and more) generally follow robust and progressive HRM practices. The mid-size
firms may blend progressive and traditional practices. This striking contrast be-
tween the traditional and modern firms has been referred to as “the tale of two
Mexicos” (McKinsey Global Institute, 2014). It is important to keep this distinc-
Copyright 2015. Information Age Publishing.

tion in mind while reading about the various HRM practices.

HRMexico: Human Resource Management in Mexico: Perspectives for Scholars and

Practitioners—Second Edition, pages 47–62.
Copyright © 2015 by Information Age Publishing
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 48 • HRMexico

Mexican organizations use newspaper advertisements, employment fairs, on-

line recruitment websites, internships programs, and personal referrals to recruit
their employees (Elvira & Davila, 2005; Arias-Galicia, 2005; Castillo, 2004;
Sindlinger, 1994). The predominant hiring methods are bio-data, interviews, and
personality tests. Multinational and large domestic organizations frequently use
professional search agencies to recruit and hire their upper levels of talent (Sunoo,
2000; Rao, 2008). The chapter concludes with implications for global practitio-
ners.

RECRUITMENT PRACTICES
Newspaper Advertisements
The recruitment culture via newspapers has certain emic (culture-specific)
characteristics. Recruitment advertisements frequently specify criteria (age, gen-
der, physical appearance, and marital status) as a part of the job requirements.
Several cultural reasons contribute to organizations soliciting such non-job re-
lated information (Baumgardner, 2008; Dickerson & Mandell, 2006).
The Mexican culture views the criterion of youth as a positive factor in re-
cruitment. Employment advertisements frequently specify age ranges for appli-
cants (Carey, 2008; Dickerson & Mandell, 2006; Baumgardner, 2008). Appendix
1 provides four employment advertisements for different positions: Three of the
four positions clearly specify age requirements. In a global study of Manpow-
er’s (search company) recruitment trends in 32 countries, Mexican organizations
showed a strong preference for hiring young employees. The local culture be-
lieves that younger people will be more productive. Older workers, despite being
more qualified, are frequently discriminated in employment opportunities (Carey,
2008).
The masculine orientation dictates a cultural preference for hiring males for
most positions at any organizational level. This inclination gets more pronounced
for supervisory and senior positions. Employment advertisements will frequent-
ly ask for only male applicants (Daspro, 2009; Daspro, 2008; Elvira & Davila,
2005). Baker and McKensie, a U.S.-based law firm, specifically asked for male
attorneys in their employment advertisements in Monterrey, Mexico, as local cli-
ents prefer to be represented by male lawyers. These examples demonstrate that
multinationals also follow local practices while operating in Mexico (Dickerson,
& Mandell, 2006).
The physical appearance of applicants is also an important criteria in the Mexi-
can hiring culture. Employees are considered ambassadors for their companies
and thus their personal appearance is an important condition for recruitment. Job
advertisements solicit for pleasing physical appearances and also require appli-
cants to submit photographs as a part of the application process (Baumgardner,
2008). Mexicans always like to project positive physical images. For instance,

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 Recruitment and Selection • 49

Mexican executives frequently wear brand-name outfits and expensive watches in

an effort to project superior images of themselves (Messenger, 2004).
Applicants also identify their marital status via their bio-data, employment ap-
plications, or interviews. Organizations like to gather abundant information about
applicants to understand how applicants will balance their work and non-work
roles. It is not unusual for hiring managers to ask applicants personal questions
regarding family situations (how many children, etc.) (Daspro, 2009; Daspro,
2008). Their high uncertainty-avoidance cultural orientation makes them seek
elaborate information from applicants to minimize ambiguity. Thus, having more
information about applicants is always preferred in the hiring process (Gannon,
2004).
Other characteristics of the recruitment media are that employment advertise-
ments frequently have English proficiency requirements (Elvira & Daila, 2005a ;
Sindlinger, 1994). Multinationals and leading Mexican organizations prefer hir-
ing bilingual workers because of the global nature of their work environment
(Elvira & Daila, 2005a). Mexican newspapers frequently carry job advertisements
during the weekends and also have online versions of the papers (Job Search Re-
sources, 2009).

Employment Fairs
Employment fairs are a popular method of large-scale recruitment in Mexico.
It satisfies the communal or collective spirit of Mexicans as it is usually a col-
laborative effort among various stakeholders, such as the government, employers,
associations, and universities. This seems a very attractive recruiting option as
applicants can consider various kinds of employment opportunities at one loca-
tion. Organizations find this method very cost effective in comparison with other
recruiting methods as the costs are shared among various participants. Organiza-
tions have also realized this method is an excellent option for disabled applicants
as it allows them to meet several recruiters at a single event (Elvira & Daila,
2005b; Arias-Galicia, 2005; Job Search Resources, 2009).

Internet or e-Recruitment
Recruitment via the internet is predominantly being used by organizations as
they have observed its cost advantages and quick response time. Bolsas de tra-
bajo (“work bags” or job searches) are internet sites that match applicants’ KSAs
(knowledge, skills and abilities) with organizations’ job requirements or TDRs
(tasks, duties and responsibilities). These sites can also be tailored to specific
industry positions making them more effective in their applicant searches (Job
search resources, 2009).
The largest online recruitment website in Mexico is www.occ.com.mx (Daspro,
2008; Daspro, 2009). In 1996, Jose Manuel Alvarez established OCC (Online Ca-
reer Center) after he observed how effective this method was in the recruitment

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 50 • HRMexico

process in Western nations. Today this online website showcases the maximum
number of vacant positions and online resumes. The OCC site is considered the
most popular site for job hunters and has one of the highest number of visitors
(Martinez, 2008). These websites also have exclusive links to cater to their execu-
tive communities. Table 14 provides a list of the most common online job sites
in Mexico. Bumeran is also considered one of the earliest employment sites that
pioneered the concept of online recruiting in Mexico (Going Global, 2013).
Online recruitment also seeks elaborate personal information similar to bio-
data and interviews. In a study of 900 internet employment advertisements from
15 companies in the United States and Mexico, Mexican online advertisements
frequently sought information on age, gender, physical appearances, marital and
socio-economic status. Age was the most frequently sought employment charac-
teristic as the culture views youth as industrious and productive. Firms also ask
specifically for gender as the machisimo culture traditionally views males as more
efficient and resourceful. Physical appearances matter a lot as the culture consid-
ers personal attractiveness of applicants very positively (Daspro, 2009).
Online recruitment is mitigated in its use as the country experiences “digital in-
equality.” (Olivas-Lujan, Ramirez & Zapatu-Cantu, 2007; Curry & Kenney, 2006;
Curry, Contreras, & Kenney, 2002). This concept refers to a sharp divide between
those individuals who can afford access to the internet and those who cannot.
This digital disparity is widely prevalent because of poor telecommunications
infrastructures, distinct economic classes, and high internet costs. On an aver-
age, only about 37% of households in Mexico have access to the internet. In the
corporate world, only 28.6% of firms have access to the internet, while 71.4 % do
not (Olivas-Lujan, Ramirez, & Zapatu-Cantu, 2007). While internet penetration
in Mexico has increased from 2.7% in 2000 to 29.4% in 2010, it is still not con-
sidered significant by global standards. As of 2012, only 36.5 % of the population

TABLE 14. Popular Online Job Sites in Mexico

Year
Online Site Established Type of Website
Acciontrabajo 2001 General Search Engine
http://acciontrabajo.com.mx/
Bolsa Tecnologica 2012 Specialized in IT Positions
http://www.bolsatecnologica.com/
Bumeran Mexico 1999 Specialized in Human Resources and
http://www.bumeran.com.mx/ Executive-level Positions
OCC Ejecutivo 1996 Specialized in Executive-level Positions
http://www.occejecutivo.com/
OCC Mundial 1996 General Search Engine
http://www.occmundial.com
Source: Going Global career & employment resource guide for Mexico (2013).

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 Recruitment and Selection • 51

TABLE 15. Internet Usage and Penetration for the United States and Mexico (June
30, 2012)
% Population
Country Population Internet Usage (Penetration) Internet Users %
United States 313,847,465 245,203,319 78.1% 46.4%
Mexico 114,975,406 42,000,000 36.5% 7.9%
Source: Miniwatts Marketing Group. (2012).

had access to the internet, while in Western nations, like the United States, 78.1%
have access (Internet World Stats: Usage and Population Statistics, 2011). Table
15 provides details of the internet usage and its penetration in Mexico.
Further, the process of using technology for recruitment is still not very com-
mon as online recruiting is considered quite impersonal. E-recruitment deprives
employees of the rich social exchange that takes place through personal inter-
views (Elvira & Davila, 2005a). In a case study of four Mexican companies, the
HR departments reported a sense of alienation with potential applicants while
adopting e-recruitment (Olivas-Lujan, Ramirez & Zapatu-Cantu, 2007).

Internship Programs
Internship programs or practicas profesionales or programas de becariox
are another recruitment method adopted by organizations. University students
perceive these as wonderful opportunities to gain professional experience. Or-
ganizations consider internships as an excellent means to recruit bright students
at reduced costs. The undergraduate students also bring new perspectives and
knowledge to the workforce (Castillo, 2004).
There are local institutions that provide both domestic and international op-
portunities for students. Probecarios is an excellent example of an institution that
works collaboratively with both educational institutions and organizations to pro-
vide students with excellent local internship opportunities. International intern-
ship opportunities are also available for Mexican students via programs such as
EEM (Estudiantes Embajadores de Mexico or Student Ambassadors of Mexico)
and Nacel. Both these programs provide educational and professional opportu-
nities for students overseas to enhance their global experience (Going Global,
2013).

Personal References
The use of personal references (word of mouth) as a predominant recruitment
method is repeatedly emphasized in the literature (Schuler et al, 1996; De Forest,
1998; Davila and Elvira, 2005; Job search resources, 2009). The social connec-
tions applicants have with current employees in any organization becomes a very

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 52 • HRMexico

important source of recruiting. This usually takes precedence over any formal
recruiting methods (Going Global, 2013; Elvira and Davila, 2006). For instance,
some universities in Mexico, despite having tenure track systems, rely on infor-
mal methods to promote junior professors into academic careers. This informal
method of recruitment helps employers promote their inner circle of family or
friends and also retain the collectivist spirit (Davila & Elvira, 2005). Informal
recruiting, such as personal references, is based on relationships between the em-
ployers and the applicants. Thus, qualities such as reliability and trustworthiness
become more important hiring criteria than the KSAs (knowledge, skills, and
abilities) of the applicants (Elvira & Davila, 2005b). In a study of 97 owners of
small and mid-size enterprises (SMEs), personal references were predominantly
used in hiring employees. It is important to keep in mind that SMEs may not
have the resources to pursue other recruiting options (Huertas, Olmos, Ruiz and
Martinex, 2013).

Internal Recruitment
Internal recruitment is viewed positively as it allows the collectivist culture
to promote and encourage members from their own fraternities. In an empiri-
cal study of eight companies in the aerospace industry, internal recruitment was
valued very much as it enhanced the harmonious spirit of working with in-group
members and also unified the company culture, both of which were valued by the
local culture. It also increased employee retention and loyalty (Terán, Cornejo,
and Lopez, 2013).

SELECTION PRACTICES
Bio-data
There are some cultural elements that are characteristic of the bio-data ap-
plications (solicitud de empleo) adopted by Mexican organizations. They seek
elaborate personal information from their applicants. The information asked for
in many of these categories are considered biased and prejudiced in several coun-
tries (O’Connell, Hattrup, Doverspike & Cober, 2002). The following are some of
the common categories generally solicited in bio-data applications for entry and
mid-level employees (Rao, 2009): (1) Personal data (Datos Personales) seeks
information on family backgrounds, demographic characteristics (place of birth,
age, marital status), personal traits (height and weight), and a recent photograph;
(2) Health status and personal habits (Estado de Salud y Habitos Personales)
solicits information on the applicant’s health history, favorite hobbies, and club
memberships; (3) Family data (Datos Familiares) requests information on all
members of the applicant’s family; (4) Educational history (Escloridad) requires
a chronological listing of the applicant’s degrees or certifications; (5) General
knowledge (Conocimientos Generals) seeks information of the applicant’s lan-
guage and technical skills; (6) Detailed work history (Experiencia laboral) identi-

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 Recruitment and Selection • 53

fies applicant’s previous positions, former bosses’ names, and previous salaries;
(7) Personal references (Referencias Personales) asks for personal references of
the applicant who will confirm the bio-data information; (8) General data (Datos
Generales) elaborates on any location preferences, personal connections in the
organization, and union memberships; and (9) Economic information (Datos eco-
nomicos) seeks personal property information (such as rent or own), automobile
information, loans, and spouse’s salary (Rao, 2009).
These unique features of the bio-data suggest the recruiting culture likes to
seek abundant non-job related information from their applicants. Why would an
organization ask about the applicant’s spouse’s salary and applicant’s health his-
tory? This is directly related to its uncertainty-avoidance cultural orientation and
subsequent need to reduce ambiguity in any hiring process. The more informa-
tion the recruiters have of their applicants, the better hiring decisions they can
make (Rao, 2009). Bio-data applications also require applicants to submit their
photographs as physical appearances are important in their work culture (Job ap-
plication guidelines, 2009, Giuffrida, 2009). An applicant’s social connections are
also important in the hiring process. Applicants will benefit from listing personal
references of distinguished family members or friends as these names will be
helpful in making the right job connections. Employers seek such information as
these personal references may be able to provide appropriate business contacts for
the employer (Giuffrida, 2009). In an international study of 13 countries (Mexico
included), business leaders said that applicants should have good connections in
their business, political, or personal networks as this is considered an important
factor in the hiring process (Huo, Huang, and Napier, 2002).

Interviews
Interviews vary in format and style based on the size of the organization. They
are usually designed to get a lot of applicant information. Small and mid-size
companies usually follow unstructured formats as they lack the skilled personnel
and resources. On the other hand, large organizations follow a structured format
as they have both the labor resources and capital (Arias-Galicia, 2005). Because
of the collectivist culture, interviews are seen as a rich medium for social ex-
change allowing hiring managers to gather non-job related information from job
candidates (Job application guidelines, 2009; Huo, Huang, and Napier, 2002).
Personal questions are frequently solicited during the interview process (Job ap-
plication guidelines, 2009). For example, applicants are asked about their marital
status, financial status, and family background. Female applicants are specifically
asked if they are pregnant or planning to start families soon. They are also asked
to provide health certificates for confirmation (Godoy, 2009).
Interviews are also used to explore both the person-job and person-culture fit
(Huo, Huang, and Napier, 2002). The applicants are queried on their ganas (de-
sires or feelings) for various positions so that the right candidate is placed in the
right position (Burgess-Wilkerson, 2008). The applicant’s qualities that will con-

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 54 • HRMexico

tribute to their being buena gentes (good persons) are also explored. Cooperation,
collaboration and harmony are important characteristics in the Mexican work cul-
ture. Applicants who are humble, respectful, and cooperative score high points in
interviews (Leri, 2013).
Physical appearances and appropriate communication styles are important in
the hiring process. Applicants must showcase a pleasant physical appearances
(style of clothing, etc.) as these characteristics predict positive or negative out-
comes (Leri, 2013; Job application guidelines, 2009). Applicants always address
their superiors with appropriate business titles, such as licenciado (bachelor’s
degree), ingeniero (engineer), or contador (accountant). (Job application guide-
lines).

Personality Tests
Personality tests are frequently used in Mexican organizations to get compre-
hensive profiles on applicants. Many staffing and temp agencies conduct psycho-
metric tests before recommending applicants to firms (Going Global, 2013). The
intention of personality testing is to ensure that the applicants have positive traits
because workplace harmony is very valued (Davila and Elvira, 2005). In an em-
pirical study on executive staffing practices in U.S.-Mexican joint ventures, 63%
of the respondents indicated they used personality tests as one of the methods for
executive selection (Rao, 2008). Psychometric tests (such as Kolbe and Cleaver)
help employers identify important applicant characteristics, such as being detail-
oriented, entrepreneurial, and risk averse (Ryan, 1992). Personality testing is con-
sidered an important additional hiring method as it provides a lot of information
about the person-job and the person-organization fit (Huo, Huang, and Napier,
2002; Job application guidelines, 2009).

Professional Search Agencies (PSA)

This method of recruitment (PSA) is frequently used by multinationals and
large domestic firms to identify executive talent (Going Global, 2013). In an em-
pirical study of 110 U.S.-Mexican joint ventures, Rao (2008) identified that PSA
was the most predominant method of hiring executive talent. It provided organi-
zations the most qualified applicants from a wide recruiting pool of global data-
bases. The collectivist Mexican culture frequently adopts nepotism in recruiting,
which might not be a good strategy for executive applicants. Thus, PSA’s objec-
tive nature of talent evaluation has become very important in hiring this cadre of
employees. Further, PSAs are able to assess the criteria of job and culture fit of
applicants very well (Rao, 2012).
Multinational organizations frequently recruit for mid-level and upper-level
talent through professional search agencies (McCoy, 2004; Sunoo, 2004; Rao,
2008) as the local talent may also not have adequate qualified applicants for up-
per-level positions. Thus, organizations might have to spread a larger recruiting

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 Recruitment and Selection • 55

net to reach out in other geographical areas as well (Carey, 2008). Licenciado
McCoy, president of Korn/Ferry Internacional, S.A. de C.V., Mexico (leading
executive recruiters) stated that professional search agencies (headhunters, ex-
ecutive recruiters) provide an unbiased view of applicants, present an objective
evaluation of candidates, and tap into a comprehensive database. On an average,
Korn/Ferry takes three months to locate qualified executive applicants for organi-
zations. The professional search agencies usually charge client organizations 33%
of the hired executive’s compensation (McCoy, 2004; Gibbs, 2001). Appendix 2
provides details of the interview with the president of Korn/Ferry.
Rao (2008), in a an empirical study of 110 U.S.-Mexican joint ventures in
Mexico, identified professional search agencies as the most important recruiting
method for executive talent. Of the HRM leaders, 65% indicated that they use
executive recruiters. Sunoo (2000) suggests that maquiladoras or twin plants also
identify mid-level and senior-level talent via professional search agencies. These
specialized recruiters help recruit qualified bilingual applicants, which is an im-
portant criterion for these multinationals.

IMPLICATIONS FOR MULTINATIONAL PRACTITIONERS

Personal referrals are traditional practices deeply ingrained in the Mexican re-
cruitment culture. Newspaper advertisements, online advertisements, and bio-
data seek elaborate information that may not be related to the job. Many unneces-
sary recruitment criteria (age, gender, marital status) are specified as the culture
endorses certain demographic characteristics. Career fairs provide an excellent
opportunity for satisfying the “fiesta” interest of the Mexican culture as it allows
applicants and employers to get to know one another through communal or social
events (Elvira & Davila, 2005b; Dickerson & Mandell, 2006; Gannon & Pillai,
2010).
Multinationals usually debate whether to adopt home (their country’s prac-
tices) or host practices (the local practices) in their overseas operations. Scholars
suggest several staffing options that multinationals may adopt such as: (1) using
local or host country’s practices; (2) adopting a blended approach of host and
home practices; (3) introducing home practices congruent with the host’s national
cultural dimensions; and finally (4) adopting a “sea turtle” recruitment strategy
(Linnehan & Blau, 2003; Friedman, 2006; Friedman, 2008; Carey, 2008).
Linnehan & Blau (2003) in an empirical study of 345 Mexican employees
demonstrated that adopting local recruitment practices led to reduced employ-
ee turnover. Adopting local practices also guaranteed that an applicant’s skills,
knowledge, and abilities were evaluated in the local context. Laroche (2002)
brought home this point when an American company establishing in France failed
to pay attention to local recruiting practices and lost qualified applicants from
leading French schools. Several U.S. multinationals operating in Mexico follow
local recruitment criteria in their job advertisements, such as specifying for age or
gender (Dickerson & Mandell, 2006).

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 56 • HRMexico

Scholars also suggest multinationals adopt “glocalization,” or integrate the

best home and host management practices. The strength of the newly emerging
economies, such as China and India, will be in the ability to adapt quickly to dif-
ferent practices and offer blended management models (Friedman, 2006). A case
in point is a Danish multinational in Mexico that adopted employment testing (lo-
cal practice), but provided it online (home practice) offering the locals a “glocal”
staffing practice. This practice was very much appreciated by the local employees
as they usually took such tests under close supervision, suggesting a lack of trust
by the management (Ramirez & Zapatu-Cantu, 2008).
Friedman (2008) suggests multinationals should introduce management prac-
tices that will be congruent with the national cultural dimensions. A case in point
is a U.S. multinational subsidiary, UPS Mexico, which introduced a staffing ini-
tiative of not hiring family or friends of employees unless the applicants (personal
referrals) were qualified. They initiated this process by emphasizing the need
for workplace harmony and respect, both traits that are deeply valued in Mexico
(Adler, 2004; Mosley, Valentine, & Godkin, 2002; Dorroh, 2002). UPS manage-
ment insisted that family members who were hired regardless of their skills might
abuse their power and disturb workplace harmony. The company emphasized cul-
tural norms in the new hiring practices they established (Dorroh, 2002).
Multinationals may also consider introducing home practices showcasing how
successful these practices have been in their own cultures. Multinationals can be-
have as change agents and slowly modify traditional management practices (Car-
ey, 2008). In Mexico, multinationals may want to project job competencies, KSAs
(knowledge, skills and abilities), and job profiles as successful HRM practices
that have demonstrated positive staffing outcomes. This may help to alleviate the
idiosyncratic recruitment culture of gathering elaborate non-job related informa-
tion (age, gender, marital status, spousal information) from applicants (Dickerson
& Mandell, 2006; O’Connell, Hattrup, Doverspike & Cober, 2002; Bayne, 2003).
Finally, global companies may want to consider adopting a “sea-turtle” recruit-
ment strategy (Meredith, 2008). This strategy involves recruiting Mexican natives
who are studying or working overseas but who may want to return to their native
country. This strategy is referred to as sea turtle because these animals tradition-
ally return to their nests regardless of how far they have traveled. Carey (2008)
observed in a study on recruitment trends that Chinese organizations proactively
welcomed their sea turtles targeting specific positions for them. This had been a
very popular recruitment strategy in China and India as they faced a lot of brain
drain (Meredith, 2008). These returning natives or “cultural pins” may be one of
the best answers for understanding the tale between two cultures and to ensure
that nada (nothing) is lost in translation (Mosley, Valentine, & Godkin, 2002).

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 Recruitment and Selection • 57

APPENDIX 1
Job Advertisement 1

(Executive secretary) -Secretaria Ejecutiva (Colonia Condesa)

Requisitos:
Sexo: Femenino (Gender Specified For Female Gender)
Edad: 22 a 40 años (Age Specificed Between 22-40)
Escolaridad: Licenciatura ó Carrera Técnica terminada o trunca.
Estado Civil: INDISTINTO.
Experiencia: Comprobable, mínimo 1 año de experiencia como asistente a Geren-
cia con conocimientos en funciones administrativas.
Sólida experiencia asistiendo a Directores
Inglés bilingüe (SPECIFIED BILINGUAL)
Manejo avanzado de Paquete Office
Estudios terciarios o universitarios
Disponibilidad Full Time
**INDISPENSABLE TENER EXCELENTE PRESENTACIÓN E IMAGEN**
Actividades:
Atender llamadas, cuenta de correo y el área de recepción a clientes.
Atención y orientación a clientes.
Coordinar citas para clientes.
Elaboración de reportes, formatos y documentos a nivel gerencial.
Planificación de reuniones

Atención a la Dirección General

Realizar llamadas.
Competencias:
• Dedicación y entrega a sus actividades.
• Honesta.
• Responsable.
• Organizada.
• Facilidad de palabra.
• Proactiva y con actitud de servicio.
• Saber trabajar bajo presión.
• Saber trabajar en equipo.
• Manejo de computadora y Office.
Ofrecemos:
Salario: según aptitudes.
Contratación inmediata.
Enviar CV CON FOTOGRAFÍA RECIENTE (SPECIFIED PHOTOGRAPH)
Con el asunto: Secretaria Ejecutiva /Asistente Administrativo - pbicaza@msn.com
(No se tomará en cuenta si no se envía CV con fotografía. El CV debe estar en for-
mato Word o PDF)

(Source: http://mexicocity.en.craigslist.com.mx/bus/4336689474.html)

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 58 • HRMexico

Job Advertisement 2
Seeking Operations Manager (Los Cabos, BCS)

Compensation: $2,000 usd - $2,500 usd per month

Personal Development Company is looking to hire a full time Operations Manager

/ Registrar for Live Events. This person must be technically savvy, with the ability
to operate various technology platforms and the ability to quickly learn new systems
and software.

This person will report directly to the Chief Operations Officer and will interact
other members of our virtual team via phone, email, Skype, and Google Hangouts to
accomplish responsibilities. This candidate must have reliable, high-speed internet
and telephone connections. This person must be fluent in English and be located in
Los Cabos, BCS, to be considered for this position.

Attitude and Energy

• Self motivated; able to work virtually/independently
• Teachable, with the ability to learn quickly
• Takes responsibility and holds oneself accountable
• Possesses excellent inter-personal skills and the ability to communicate effec-
tively
• Demonstrates the highest degree of reliability and integrity
• Committed to personal and spiritual growth in life
• Extremely detail oriented
• Enthusiastic, professional, organized, and caring (Specifyiing Being Harmoni-
ous)

Mandatory Knowledge/Skills/Expertise
• Knowledge of both Mac and PC operating systems
• Must have a quiet, fully functional office (home office or other); with an up-to-
date, fast computer system:
– PC Users: 1.4G processor, I5 or higher, Windows 7 (minimum)
– MAC users: MAC OSX
– DSL or faster online access
– Telephone line and or cell phone available for use to call USA and Canada
• Thorough knowledge of the MS Office Suite programs (Excel, Word, Power-
Point)
• Ability to multitask and handle various ongoing projects
• Heavy Email Management
• Excellent written and spoken English, excellent spelling as well as excellent
arithmetic skills

Desired Knowledge/Skills/Expertise
• Advanced Excel skills: concatenation functions and formulary functions,
vlookups, cell referencing, filters, graphs, pivot tables, etc.

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 Recruitment and Selection • 59

• Knowledge of InfusionSoft -- Contact records, orders, refunds, tags, reporting

etc.
• The ability to reconcile data across multiple platforms
• Good proofreading/editing skills

Roles and Responsibilities

• Assisting the Chief Operations Officer with research, reports, proposals, main-
tenance of company documents, etc.
• Assisting with hiring & other HR Functions
• Registrar for Live Events
– This person will be required to travel and attend live events 3 to 4 times
per year
– Creation and maintenance of registrations lists for live events
– InfusionSoft/Transaction report reconciliation
– Report creation from registration data
– Record of client dietary preferences/allergies
– Acting on site customer liaison
– Process refunds in InfusionSoft

(Source: http://bajasur.en.craigslist.com.mx/bus/4360216159.html)

Job Advertisement 3

Ejecutivo de ventas “DENTAL DF”

Carestream Health - Guadalajara Area, Mexico

Requisitos
• carrera terminada Odontologos O Ing Biomedicos (Solamente)
• Años de experiencia: 2 años en adelante
• Nivel: Junior o semijunior (con excelente actitud y facilidad de aprendizaje)
• Edad: 26 a 30 años (Age Specificed Between 26-30)
• Disponibilidad de viajar
• Disponibilidad de trabajar fines de semana en congresos
• Lugar: DF
• Ingles: 60% (Specified Bilingual)

Principales Actividades
• Venta y promocion a nivel nacional de equipamiento digital y dental (rayos x
panoramico, camaras intraorales y radiovisiografos etc)

Nota: si no cubres el perfil al 100% favor de no aplicar. El requisito de carrera es

muy importante, si no eres Ing Biomedico o Odontologo no apliques por favor. Si
eres representante medico tampoco aplicar por favor

Gracias!!!!

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 60 • HRMexico

(Source: https://www.linkedin.com/jobs2/view/12781363?trk=vsrp_jobs_res_name&
trkInfo=VSRPsearchId%3A466770001395690519727%2CVSRPtargetId%3A12781
363%2CVSRPcmpt%3Aprimary)

Job Advertisement 4

Gerente Regional De Ventas: Fabricantes de Ingredientes para alimentos - León

y alrededores, México

Job description

Persona encargada de un equipo de ventas en una zona espeífica del país, ncargandose
de que los presupuestos de ventas por zona/ciudad se cumplan.

Estrategias comerciales, presupuestos, gastos s/ventas.

Desired Skills and Experience

Disponibilidad total de viajar por l país, experincia en ventas de preferencia al detalle

o ventas técnicas.

About this company

• Escolaridad: Ing. Industrial, L.A.E., Mercadotecnia o afin
• Edad: 32 a 45 años (Age Specificed Between 32-45)
• Disponibilidad total para viajar por el país
• Vivir de preferencia en la zona Bajío
• Capacidad de trabajor con equipos de ventas
• Experiencia en ventas al detalle o vtas técnicas

(Source: https://www.linkedin.com/jobs2/view/12969487?trk=vsrp_jobs_res_name&
trkInfo=VSRPsearchId%3A466770001395690745569%2CVSRPtargetId%3A12969
487%2CVSRPcmpt%3Aprimary)

APPENDIX 2: TELEPHONE INTERVIEW WITH PRESIDENT OF

KORN/FERRY INTERNACIONAL S.A. DE C.V. (SEPTEMBER 2004)
This was a telephone conversation with Licenciado Horacio McCoy, president of
KornFerry, Mexico (chairman of Korn/Ferry Latin America) in September 2004.
The conversation was in English and lasted for about 15 minutes. The researcher
took down notes during the conversation, wherever possible the researcher repeated
what Licenciado McCoy said to make sure she had the right information. The fol-
lowing questions were used to guide the telephone interview:

Pramila Rao: Please tell me about Korn/Ferry in Mexico?

Licenciado McCoy: Korn/Ferry has been established for more than 30 years.
We dominate the market in Mexico for executive search firms.
We have 68 employees and 17 consultants. Our clients are from
varied industries such as financial, health care, advanced tech-

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 Recruitment and Selection • 61

nology, and professional services. Seventy percent (70%) of our

clients are multinationals.
Pramila Rao: In my doctoral study, my results suggest that most U.S.-
Mexican joint ventures use professional search agencies.
Why are search firms so important to joint ventures specifi-
cally?
Licenciado McCoy: Joint ventures are different from other types of compa-
nies with two different organizations coming together. So they
want an objective view of talent, which we provide. We do not
bias our answers to any organization, that is why multinationals
trust us. We have resources to identify hundreds and hundreds
of candidates. Our database (called “Searcher”) has more than
60,000 profiles of executives in our data bank. We are very so-
phisticated and detailed in our search. We have a broad net-
work of resources worldwide and we do not limit our search
just to Mexico. For instance, we have Mexicans in China, Latin
America, India who we locate in our executive search. We are
very knowledgeable on compensation packages for executives
in Mexico.
Pramila Rao: How long does it take for you to locate executive talent for
multinationals?
Licenciado McCoy: It takes us 30 days to present the client to multinationals.
It takes almost 3 months by the time the executives start their
job with the organizations.
Pramila Rao: What do multinationals tell search firms when they are
looking for executives?
Licenciado McCoy: Each assignment by multinationals is different. Pepsi-
Cola can have two executive requirement, but each requirement
might be different. The cultural values of the company can be
different even if they are in the same industry. For instance,
Coke and Pepsi have different cultures. So the culture of the
organization and specific job is what we want in detail from the
organization.
Pramila Rao: On an average, what do you charge the organization, if this
information is confidential, I can skip this question.
Licenciado McCoy: No this is not confidential information. We ask 33% of
the annual cash compensation of the executive from the orga-
nization. We are consultants to the client (McCoy, Sept. 2004,
personal communication).

Discussion Questions (for students)

1. Discuss the predominant recruiting methods and their associated cultural
characteristics

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 62 • HRMexico

2. Discuss the predominant hiring methods and their associated cultural

characteristics
3. What are some differences between these methods and those from your
native country

Team activities (for practitioners)

1. If your company is planning to establish in Mexico, will you follow
“home or host” strategies for recruitment? Explain.
2. If your company is planning to establish in Mexico, what kind of “glo-
cal” (or hybrid) staffing practices can you introduce? Explain.
3. Will a “sea-turtle” recruitment strategy work for your company? Discuss
and share your comments with your group.

Web activity (students and practitioners)

1. Please refer to the current Manpower Employment Outlook Survey from
http://www.manpowergroup.com/wps/wcm/connect/manpowergroup-
en/home/thought-leadership/meos/#.U34aLErD_5A. This global survey
and report provides details on staffing trends and challenges. Identify
these trends and challenges for Mexico and provide any recommenda-
tions.

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