VP of Human Resources Mexico at Colgate Mexico.

Mentorship as the Tool to Develop Organisational Capabilities

Diana Geofroy, a seasoned HR professional, is passionate about fostering team development and championing diversity, equity, and inclusion within work environments. The Harvard graduate’s 23-year-long journey in the domain of human resources and executive search has enabled Geofroy to effectively cultivate organisational capabilities and address individual needs in the rapidly changing world.

In an exclusive interview with Manage HR Latin America Magazine, Diana Geofroy shares her valuable insights regarding the new trends and the importance of technology in enriching the executive search space. She also discusses the instrumental role mentoring and training play in equipping employees to address upcoming challenges more effectively.

Please elaborate on your background and experience in the field of executive search.

As the regional HR director, I commenced my career in human resources (HR) and executive search at Gillette Company in 2001. Three years later, I transitioned to Colgate-Palmolive and assumed the role of HR Director in Venezuela and, subsequently, Mexico. I was entrusted with overseeing Latin American operations in 2004 as the Vice President of Human Resources. My focus was then directed exclusively to Mexico, the company’s largest market in Latin America and home to the world’s largest Colgate manufacturing facility.

Could you give us an overview of common challenges and current market trends driving this industry forward?

The domain of human resources involves functions that require tremendous time and effort.

The post-Covid period is an undeniable testament to the above statement as new workforce management models emerged, and companies are still trying to adapt. This is a primary challenge we are facing now.

Furthermore, the execution of this model varies according to the organisational culture. For instance, Colgate practices a hybrid work model that involves three days in the office and two days at home. This approach recognizes the importance of face-to-face interaction for fostering innovation while acknowledging people’s demand for flexibility. The effort put into coordinating individual requirements with organisational needs makes it laborious.

“Focusing on succession planning is of great significance. The world is rapidly changing, and an organisation needs different talents and leaders to address the varying needs and challenges of the market.”

A big trend prevalent in the industry is the upscaling of teams and talents to address rising obstacles and the rapidly changing world. Time must be spent on effective training, not limited to virtual classes but also through short-term international or regional assignments for culture exposure. 

Another shift experienced in the industry is the importance pinned on mental health. The pandemic left a series of psychological consequences on the lives of employees. Organisations recognized the need to train managers to foster two-way dialogue and a psychologically safe environment. The training enabled these leaders to offer teams a comfortable space to voice and collaboratively address the difficulties.

Incorporating diversity, equity, and inclusion remains one of the primary requirements of a progressive and successful workplace. Colgate-Palmolive Mexico strives to be inclusive by fostering the four pillars of DEI - gender, people with disability, LGBTQ+, and generations - in the organisational hierarchy.

Can you explain how you identify and select solution providers or technology partners that offer a market advantage?

We use technology to generate insights from data and analyse and compare the regional performances of Colgate to detect problems. This necessitates the need for a sole technology partner to deploy their solution worldwide across the numerous branches of the organisation, to get the intended results. Therefore, the instrumental task of identifying and selecting solution providers is undertaken by Colgate Palmolive headquarters.

It is equally essential to train employees on how to perform data analysis and insight extractions, enabling them to make propositions that solve the obstacles and benefit from the opportunities uncovered.

Could you elaborate on some impactful initiatives that you are currently overseeing?

Colgate-Palmolive Mexico has been organising a successful mentoring program for the past 18 years as a part of its journey to develop internal talent. A junior employee must have the guidance of a senior member within the organisation, yet unrelated to the employee who willingly offers an objective point of view during the beginning of their career. The mentorship program also serves as a platform for senior members to delve into an organisation function they have not participated in before.

Another program Colgate Palmolive has begun recently is reverse mentoring. The underlying concept revolves around juniors educating seniors on the latest technological advancements and the significance of DEI within the organisation.

The conversations and discussions on diversity and inclusion between the two generations close the generation gap and inspire all employees to participate in the reverse mentorship program.

What are some of the changes you expect that the HR space will go through?

The field of human resources requires professionals to focus on and solve the needs of the employees. The programs that were successfully implemented in the past may not necessarily work in the future. Therefore, these conversations with employees are crucial and provide first-hand insights into difficulties and opportunities faced while onboarding and talent development. Solving these needs will empower organisations and ultimately pave the way for success.

We must also prepare our people to combat the ordeals they will face in the future. Considering this, organisations must upscale employees, train them to utilize and leverage analytics, focus on DEI, and cultivate new capabilities.

Is there any advice you would like to give aspiring human resource and executive search professionals?

It is of great significance to focus on succession planning. The world is rapidly changing, and an organisation needs different talents and leaders to address the varying needs and deterrents of the market. However, the talent succession planning process cannot be executed daily.

For instance, if a company wants to increase women’s participation in senior management within the next five to ten years, I recommend promptly initiating the talent succession program.