Nala CEO on TXS Plus: “A very big problem companies are facing in different places is the high turnover of talent”

In conversation with TXSPlus, Ximena Paul, CEO of Nala, addressed the challenges of the labor world in the current context and the effective and agile solution that Nala offers.

“Nala is a platform that helps minimize the risk of losing critical people,” said Ximena Paul, CEO of the company, in the interview conducted by journalist Pablo Quiroga on TXSPlus.

In the conversation, she also referred to the current context of the labor world, where “it is increasingly difficult for companies to identify those critical people and very quickly adapt to the changing needs,” she noted.

“The market has opened up, today there are many more opportunities with all the companies opting for remote or hybrid formats, so people who do a good job have more opportunities and companies have to level and improve their strategies not only for attraction but also for talent retention,” she explained.

For Nala, achieving this has to do with how agile the company can be. “Regardless of your company, you will face the challenge of leading teams that come from multiple generations and cultures, which means that as a company you have to look for systems that allow you in a very simple way to identify those critical people and what is important to them,” Ximena said.

Thus, from Nala they have learned that talent looks for three things: growth, autonomy, and having fun. “In that logic, we see that one of the biggest challenges for the company is to be able to identify those people from the mass simply and very quickly be able to adapt to those needs,” said the CEO of Nala.

“Today a leader in an organization needs to have, preferably in real time, how their team is feeling, who those critical people are to proactively minimize the risk,” she added.

Nala, how it works

Nala is designed to integrate data from multiple sources. The platform integrates with the technology ecosystem that the company currently has so that in one place the person can see all the information.

With the company’s organic data plus the information and feedback provided by employees, Nala generates unique views focused on showing who those critical people are and what to do to retain them.

Likewise, Nala has a predictive model of talent turnover. All the data and interactions with employees enter the model and it first shows the risk of the person leaving and secondly provides customized recommendations according to the person and their history with the company.

The way employee feedback is generated is through simple surveys, which do not create friction with leaders and that allow the leader, simply, to evaluate their team and peers and quickly have a view that lets them see how the team is doing and also what to do with each one based on the information Nala is obtaining.

The first thing Nala does is show in one place the four most relevant aspects: How leaders are leading that have an impact on the employee experience, who are the people with potential if there is an opportunity for growth in the company, how the climate is, and how productivity is. “What you traditionally see is that companies have the productivity part and the climate part in separate channels,” commented the CEO.

In this way, the platform focuses on people who have high productivity, or that the team says have high productivity, or are highly recognized people, or the data is saying they are critical people for results and who are also beginning to lower their level of commitment to the company.

“That is the beauty of Nala, that in one place it allows you to have those two variables and cross them so that you focus on what really matters, which is not waiting for the risk to keep increasing,” explained Ximena.

She also added that “the experience we have is that people give signals, (...) by the end when we see what makes the risk of turnover increase, we see that all axes break down, but partly because the person is not happy in the role and often it also starts because they don’t have a good leader.”

“Our goal is for you to see that in time, because I prefer as a leader to know about those people, see how I intervene in that leadership to see how I support them, how I develop them better, but talent will not wait for me, especially in the current context,” she stated.

Among the great challenges of leaders, especially in growing companies, is visibility. “You lose that contact with the team and you start to be very isolated and the only feedback you have is what you think is happening and what direct leaders tell you,” explained the CEO.

“With Nala, as a leader of leaders, you gain visibility of how the team is evaluating the leadership of those people who are my reports, whom I have to improve, and on the other hand it allows me, regardless of where I am working, to know who those critical people are very simply,” she concluded.

Check the full interview at the following link: