The tech industry thrives on innovation, but that innovation hinges on a crucial factor: its people. For a lot of organizations, attracting and retaining top talent is a significant challenge, especially in today’s competitive landscape. However, Build38 has got a visionary HR strategist: Cristina Serrano Vergara, its Human Resources Director.
At Build38, Cristina isn’t just leading the HR team; she’s revolutionizing it. Her journey, marked by a passion for building high-performing teams and leveraging technology, has equipped her with the tools to navigate the ever-changing tech talent landscape. She’s a master strategist with a captivating blend of tech-savviness, a keen understanding of human behavior, and a strategic mind honed by psychology and marketing.
Inspired by her passion for building high-performing HR departments from the ground up, we at IMPAAKT sat with her to unveil her journey and her exceptional strategies.
Below are the highlights of the interview:
Can you provide a brief overview of your career journey, highlighting key milestones that have led you to your current role as the Human Resources Director at Build38?
Captivated by new technologies, I have many years of career transforming and building people departments from scratch for several organizations. I consider myself to be an honest, positive, and analytical thinker, embodying a natural personality for planning and organizing, which is vital in any decision-making process. After doing all kinds of talent projects for different companies since the beginning of my career, I found my passion, taking the people department to the next level.
Along the way, I recognized the importance of understanding the human mind and behavior, which led me to pursue studies in psychology and marketing at two different universities. These fields have provided me with invaluable insights into human behavior and decision-making processes, which I apply daily in my role.
Now, as the People Director at Build38, I combine my passion for People excellence with my understanding of technology to drive business success. My background in psychology and marketing complements my strategic approach to People departments, allowing me to effectively align the needs of our people with the goals of the business.
In addition to my professional journey, I hold a Master’s Degree in Human Resources Management, specializing in Organization and Talent Management. I have also completed an Executive MBA program to enhance my strategic leadership skills. I also hold a number of industry-specific certifications, underlining my commitment to professional development and expertise in a variety of fields. These qualifications complement my background and enrich my ability to drive organizational success as Build38’s Human Resources Director.
Can you share specific examples of how you’ve leveraged technology to enhance HR processes and employee experiences in your previous as well as current roles?
In our journey to improve HR processes and enhance the employee experience, we’ve recognized the critical importance of leveraging technology. We’ve successfully implemented automated hiring processes through our internally developed applicant tracking system (ATS), as well as virtual onboarding platforms to immerse new hires in our cybersecurity culture.
However, one challenge we faced was in the area of feedback. Recognizing its importance in driving growth and improvement, we embarked on a development project called the Let’s Talk model. This comprehensive initiative included OKRs, KPIs, and, crucially, feedback mechanisms. While we had the resources to develop most of the components internally, we had no additional budget for a platform to track 360-degree feedback. Undeterred, we innovated. Using our expertise in technology, we built an internal solution using accessible tools such as Typeform, Excel, and Microsoft Power Automate. This allowed us to create a bespoke, automated Feedback 360 process entirely in-house, without the need for external platforms or costly investments.
This initiative not only underscores our commitment to using technology to advance HR, but also demonstrates our resourcefulness and ingenuity. By harnessing the power of technology, we’ve democratized feedback within our organization, fostering a culture of continuous improvement and employee empowerment.
What strategies do you employ when building HR departments from scratch for organizations?
When building HR departments from scratch, the key is to focus on understanding the needs of the organization in order to create a comprehensive HR strategy. You really need to continually evaluate and adapt HR processes to support organizational growth and compliance.
What are some common challenges you’ve faced in this process, and how have you overcome them?
High demand and low supply: The cybersecurity talent pool is often limited, with high demand for skilled professionals. This can lead to fierce competition among employers and difficulty in finding qualified candidates.
Throughout your career, you’ve been involved in various talent projects. Could you share an example of a particularly impactful project you’ve led, and its outcomes?
As HR Director at Build38 Company, I recognized the need for a more dynamic and effective performance evaluation system that could adapt to the fast-paced nature of our industry, while encouraging continuous improvement and growth for our employees. To address this, I led the creation and development of the Let’s Talk model for continuous performance review.
Action plan:
- Research and analysis: I conducted extensive research on best practices in performance management and continuous feedback systems, gathering insights from industry leaders and consulting with HR professionals.
- Design and Development: Based on my research, I worked with cross-functional teams to design the Let’s Talk model. This model focused on continuous monitoring and analysis of employees’ projects, teams and work performance, providing real-time feedback and development opportunities.
- Pilot implementation: Prior to full implementation, I ran a pilot program with a select group of employees to test the effectiveness and feasibility of the Let’s Talk model. This pilot allowed us to gather feedback, identify areas for improvement and fine-tune the model for wider roll-out.
- Training and communication: I developed comprehensive training materials and conducted workshops to educate managers and employees on the principles and practices of the Let’s Talk Model. Clear communication channels were established to ensure that all stakeholders understood their roles and responsibilities within the new performance appraisal framework.
The Let’s Talk model includes-
- 360 appraisals
- IDP (Individual Development Plan), career and growth plan
- OKR
- KPI
Results:
- Increased employee engagement: The Let’s Talk model received positive feedback from employees, who appreciated the frequent feedback and development opportunities. Engagement scores improved significantly, indicating greater satisfaction with the performance review process.
- Improved performance: Our coaches/mentors reported seeing tangible improvements in employee performance and productivity due to the feedback and coaching provided through the Let’s Talk model. Employees felt more motivated and empowered to excel in their roles, leading to increased overall effectiveness and success for both the individual and the organization.
- Cultural change: The introduction of the Let’s Talk Model fostered a culture of transparency, accountability and continuous improvement within the organization. Employees felt supported in their professional growth and development, contributing to a more positive and collaborative working environment.
Through the creation, development, and continuous improvement of the Let’s Talk Model, I have demonstrated my ability to drive innovation in performance management, aligning HR practices with organizational goals and fostering a culture of excellence and growth.
Looking ahead, what do you see as the most significant challenges and opportunities for HR leaders in the coming years?
Challenges: IT industry
- Talent Acquisition and Retention: Difficulty in attracting and retaining skilled workers due to increased competition and changing workforce preferences.
- Remote Work and Hybrid Work Models: Challenges in maintaining employee engagement, communication, and productivity in remote or hybrid work environments.
Opportunities: IT industry
- Data-driven Decision Making: Leveraging data analytics to inform strategic HR decisions, predict workforce trends, and enhance organizational effectiveness.
- Employee Experience and Engagement: Focusing on enhancing the employee experience, promoting engagement, and fostering a culture of feedback and recognition to attract, retain, and motivate talent.
How do you envision the role of HR evolving, particularly in response to technological advancements and shifting workplace dynamics?
The role of HR is evolving to become a strategic business partner, using data-driven decision-making and technology to improve employee experience and engagement.
