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>> I can say right away is when we have
in Kimberly-Clark Latin American in our region a test.
We tell our employees on Sunday night we want you,
we want you to ask yourself, how are you feeling
to go back tomorrow Monday to go to work?
Okay. That is the true test
because if they're really excited, they wanna go back,
man, this is a great place to work.
You notice most people would say, oh man, Monday, god,
tomorrow is Monday I have to go back.
I wish it's Friday already.
Thank goodness it's Friday.
For us is Monday is a great day, okay?
That is when you have fun, when people are saying you know what,
this company really listens to me, pay attention to me,
they respect me, this is the place I want to work.
It's a lot of fun.
So that is, that's what makes a great place to work, literally.
It is when you really want to be a part of that,
you wanna go by there.
The people feel passionate because they know
that what they're doing is contributing
to the business results.
So people know, hey, what I do regardless
of what I do is impacting the bottom line of this company.
Man, man, man, that is terrific.
So that was my-- that's what makes a great place to work.
Well, right now probably one of the--
among many but one of the thing that we did in Latin America.
There are some countries
that are growing tremendously their economy
and all the countries were because they experience
in different political difficult situations, they are going
to more challenging times.
So for us, from a business point of view,
that makes it a little more difficult to work with countries
where maybe the political environment is-- is not as--
call it maybe as healthy, all the places.
So it makes it more challenging to do business
in those other countries.
We try to cope with that, we try to manage the situation,
but that is a real situation.
Economies-- some of the other economies are really growing.
We have countries like Brazil, Chile, Peru,
Colombia where economically they've been growing for--
for at least 3 to 4 years.
The economy is very robust, very strong.
And therefore when that happen from a talent point of view,
right, there is-- start the war for talent.
And the war for talent makes companies like ourselves
to really be ready and have a pool of talent, who are ready
to take over when somebody else leaves.
So it's very competitive, the dynamic right now.
I mean Brazil is one where you may able to bring a great person
to work for you and maybe a year later or maybe two years later,
the person is gone because other company is maybe doubling his
or her salary, so it's difficult to compete
on those circumstances.
That's why when we compete, we compete from a more--
Kimberly-Clark Latin America is a great place to work and what
that entails is we were saying, you know, is a place where, hey,
the company listens to what I say.
There is credibility.
There is trust, which is another big piece
which is related to engagement.
Recently last week, I was in Mexico City
because the Great Place to Work Institute,
which is a global company, this is a company
who does the Fortune-- 100 best companies to work
for here in Fortune Magazine.
They do similar stuff in Latin America.
And this year, Mexico City last week in the ceremony,
we didn't know, they named the best 15 multinational companies
to work in all Latin America, all Latin America.
Over 1900 companies participated, 3 million people
where surveyed and they had the best 50 multinational companies.
Guess what?
Ask Kimberly-Clark Latin America, number 1, numero uno.
Why? Is because some techno--
is because the employees themselves,
they say when they answer all the questions in the survey,
man, they're respect me here, they give me empowerment
within a framework, you know, they listen to me.
Management communicates real well to me.
I feel like they're treating me with all respect.
There is openness, there is fairness, you know,
so that brings a lot of pride to work for that company.
That's what I'm saying, the true test is on Sunday night.
Are you willing to go back tomorrow to go to work?
If the answer is yes, yes we've done our job.
Well, anyway, so that's what they should-- is going on.
Oh, absolutely, absolutely.
In fact I was sharing today with some of the faculty members here
in Krannert that we have in place something
that we call talent intelligence.
And the talent intelligence program
that it does is we're trying to identify in universities
around the world, particular here in Krannert is, okay,
who are the best MBA students,
master student, PhD's, et cetera.
And through-- I don't wanna go into the whole detail
but this program, I have an individual
who virtually manage the whole spectrum of things
and we are able to identify those people.
We post some of the jobs that we have and we get tons
of applications from top, top students that from Nicaragua,
from Brazil, from Argentina, from Colombia.
And on top of these, we get in a lot of applications from people
from China, from India who are willing to go to work
in Latin America, that's excited.
The world is changing.
So that gives Latins work in Latin America.
There's also Chinese, Indians, Turkey.
We also had people from Turkey.
So this is exciting, the world is changing.
And us, in self, we try to tap
in to the universities including Krannert and I'm so excited
to be here with Krannert because I was and the faculty members,
we need to get better result with Krannert, okay?
We need to get be better mutually.
We need to try because Krannert is such a tops business school
but I feel ashamed myself
that we had not been able to tap more into it.
So part of my goal to be here today is excited to work
with faculties, become better partners and see because it's
such a top talent here in Krannert, and that they be able
to help us take our business to the next level.
Build relationships with the faculty members.
That's probably the best thing you can do.
And the relationship that we already have built
with Purdue has been for a while, particularly
within your new school.
And I will say that because of that, great things are happening
for Purdue and for us as a corporation.
So it's been a win-win for both.
So-- and what I'm trying to do now
with Krannert is how can we do maybe similar plans that we do
with the school of engineering, why not here as well.
So that's the approach that I'm taking right now.
But I think great things are happening there,
that we're dealing with that.
My for example the experimental learning that they offer here,
well, we've been doing that was with engineering,
and I tell you it's been great dividends.
And we were doing this for the last at least 4 years,
if not a little bit longer and nothing here.
So for me today, I've been discussing with some
of the faculty members that I had an opportunity today is,
okay, how can we partner?
How can we do this?
Why engineering can do that?
Let's do the same thing here, right?
So it's a challenge not only for us but as well
for Krannert, alright.
That was exciting piece I guess.