ISA implements AI in selection, prioritizing consistency and candidate experience

🎙 Coffee Break with Magneto: Strategies for Attracting and Developing Talent at ISA

Coffee Break with Magneto, a space to talk about artificial intelligence and the transformation of work.

Alexandra: Hello and welcome to a new episode of Coffee Break Magneto! In these spaces, we love talking to inspiring people. Today we are going to talk to someone who is transforming the way we attract and connect with talent. We are in ISA Electrical Interconnection.

ISA is one of the most emblematic companies in the region, a multi-Latin company that provides projects for road generation, energy transformation and sustainable projects. We want to know more about your talent development and attraction.

Our guest today is Liliana Montoya, leader of the Center of Excellence for Attracting and Developing Talent at ISA and its companies. We want to know:

• How has ISA adapted to different market needs?

• How have you managed to select and recruit talent from different generations?

• How have you positioned yourself as one of the leading companies in Employer brand?

Liliana, welcome and thank you very much for accepting the invitation!

A Higher Purpose: Liliana's Career at ISA

Liliana: Aleja, thank you very much for inviting me. I am very happy to be able to share this space with you. What you mentioned as “references in employer branding” is a purpose and an aspiration that we have. We are on that path! Not yet, but that's where we're going.

Alexandra: Okay, Lili, can I tell you Lili? Yes, of course. Lili, your story at ISA reflects a trajectory and growth in this adaptability to new needs and trends. Tell us a little bit about that trajectory and what this process of change has been like.

Liliana: Okay. My journey at ISA began with a great desire to be able to contribute from the role of human management in a company with a Strong higher purpose. That's what made me connect with ISA.

I quickly showed that the results obtained here impact society and territories. It was one of the things that connected me the most.

I started with a beautiful challenge: we needed to develop and implement a early talent attraction program. This was my first challenge.

“At ISA we are technical references, we have great technical talent, and we had an immense generational change in 2030.”

Approximately 40% of our population is eligible to retire by 2030, so we needed to attract talent for the most critical roles. We created that program, and since then there have been new challenges that we have faced to achieve the strategy 2030 And now the 2040.

🤝 Coexistence and Diversity: Closing the Generation Gap

Alexandra: Lili, you touch on a point I would like to go deeper into. How has that capacity been to Reinvent yourself? We are talking about two segments: talent Senior About to retire and talent Young and new. How do they manage to close that Gap to bring that new talent to a segment as specific as the one in ISA?

Liliana: That's the way it is. The first thing is that we value and believe in the Diverse talent. As you mentioned: young talent, more talent Senior, from different regions. This diverse talent is our great wealth and brings us a lot.

These generations have been able to live together thanks to some very clear cultural principles that we have, that transcend age, gender or profession.

If these cultural principles are lived with coherence On a daily basis, any generation can live together because we recognize the contribution of every human being from his individuality and his Expertise.

🤖 Technology and Artificial Intelligence in Attracting Talent

Alexandra: What role has the technology, and I don't know if the artificial intelligence, in this administration? What other tools have they used to support management and ensure that culture and principles permeate all members of the company?

Liliana: OK Move away, look, in Attraction and Selection we defined some challenges a while ago, and one was technology: How are we going to have more processes? digital, but at the same time human?

We couldn't replace that human contact, nor the consistency and coherence we have in making processes that generate valuable experiences in each candidate.

One of our allies, without a doubt, has been Magneto.

“With Magneto, we had the opportunity to implement artificial intelligence in our selection processes.”

This has allowed us to:

• Let's have processes more agile.

• La candidates' experience be more positive, since we can be in constant contact with them.

Benefits of AI in Selection:

1. Candidates: Transparency and knowing at what stage your process is progressing.

2. Internal Process: Greater agility by optimizing operational tasks such as initial candidate filter. AI helps us filter by knowledge and profiles.

3. Management: It has helped us a lot to have process and impact indicators about experience and results.

✨ The Candidate Experience: Coherence and Transparency

Alexandra: It touches on a very important point: the candidate experience. ISA has become a referent. What strategies are you using to improve it?

Liliana: Of course it is. The attraction and selection process is the gateway to attracting that talent.

We have encountered challenges. The selection is no longer one-way: “I don't select you, you select me too”.

To generate a good experience, the first thing that represents us is coherence and transparency:

1. Coherence in the Call: What we publish is what the candidate experiences during the process.

2. Listening Interviews: Interviews where we listen to and respect talent and connect it with it Purpose of ISA.

3. Role of the Vacancy Leader: We accompany our leaders so that they are brand ambassadors in the processes.

4. Communication and Feedback: We keep candidates informed. We give feedback to unselected internal candidates, accompanying their development process.

“We are working with Magneto on the virtual feedback so that every person who participates feels that we are contributing to them.”

👥 Permeating Conviction to the Team

Alexandra: And how do you permeate that conviction to the internal team? What are the strategies for the team to execute the attraction process such as First step for them to fall in love with ISA?

Liliana: Those who are facing the process (selection team and even external allies) are formed by:

• We do workshops with them in Human Wealth, our diversity and inclusion program.

• With employees we have a program of digital ambassadors, which communicate the reality of how everyday life is lived at ISA.

We do it this way and being Consistent. We have the Essence of the Leader, where they are clear about what we expect, and some cultural principles that we live on a daily basis.

If there is this coherence, we will project what we are at ISA, and people will be able to decide whether or not they connect with the ISA style.

🔬 STEM Talent: A Long-Term Strategy

Alexandra: Returning to the topic of new talent: ISA has strategies that position it very strongly. What strategies have worked for them and which have not, in attracting and developing this STEM talent (Science, Technology, Engineering and Mathematics)?

Liliana: That's the way it is. That's the program that started in the 2008, where we have already had several cohorts of professionals from STEM roles.

What has worked?

1. Own Training Program: Looking for young people with potential in universities in different regions.

2. Sector Vision (Successful Case): We teamed up with My Link and we created a program to get to schools From a Early strategy.

“The effort can no longer be with those who chose, but with the potential students and even with their families.”

We work in biases (for example, with engineering for women) and we have a interns program.

Once they enter, they have a program to develop skills, leadership and techniques, taking on project challenges. We hope that these talents will stay with us for the generational change.

🌟 Final Message: Coherence and Purposeful Leadership

Alexandra: Lili, to close, if you could leave a message to those talent leaders about best practices of attraction, what would your message be?

Liliana: The greatest learning is that the coherence it must accompany us in the areas of talent: the coherence between what we say, what we do, and what we deliver.

And the other thing, the leadership:

“A clear, purposeful and inspiring leadership. Talents flourish when they are clear about the purpose of the company and in their own contribution.”

I think that's it: coherence in the organization, a strong leadership, and partner areas of talent that accompany these leaders in management. In that way, we transform society.

Alexandra: Lili, thank you very much for this space.

Liliana: Aleja, thank you very much. Hopefully those who see us and have similar challenges (early attraction of STEM talent, employer brand, use of AI) can also generate learning and share it.

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