Jose Echeverri

Jose is an opinion leader in Latin America, with a community of over 140k people, he advocates for imperfection as an essential and inevitable quality of any leader.

Author of the book "Imperfect Leadership," which has reached 12 countries, breaking with convention, providing a practical guide for leaders to achieve personal evolution and in their companies, catalyzing their authenticity.

He is currently Vice President of Human Resources for Latin America at Gildan Activewear Inc., one of the world’s largest vertically integrated manufacturers of apparel, underwear, and socks.

Previously, he has worked for over 25 years for various multinational companies in different countries.

In addition to his executive role, he actively participates in academic forums and supports non-profit organizations as a member of their boards of directors.

Quote: “At Gildan, we recognize that the boundaries between personal and professional life are increasingly blurred, making it essential for companies to support their employees holistically.”

My journey in the professional world spans more than 25 years, with experiences across various industries and countries. I started my career in the financial sector, dedicating a decade to financial planning. This foundation in finance gave me a solid understanding of the intricacies of business operations and financial strategies. However, my career took a pivotal turn when I transitioned into Human Resources while working at a consulting company. It was here that I discovered my passion for HR, a field where I could blend my analytical skills with a deep understanding of human behavior.

My path then led me to consumer goods giants like Avon and Reckitt, as well as asset management firms such as Protección and Grupo Argos. In these roles, I managed HR functions across most Latin American countries, leading significant projects like mergers and acquisitions, restructuring, and change initiatives. One of my most fulfilling experiences was redesigning HR teams across Latin America, aligning them with the evolving needs of the business and the workforce.

“At Gildan, we recognize that the boundaries between personal and professional life are increasingly blurred, making it essential for companies to support their employees holistically.”

Two years ago, I joined Gildan as the Vice President of Human Resources for Latin America. Gildan, one of the world’s largest vertically integrated manufacturers of apparel, underwear, and socks, has provided me with a unique platform to further my impact in HR. In addition to my role at Gildan, I authored a book titled "Imperfect Leadership," which has been embraced in 12 countries. The book challenges conventional leadership models and serves as a practical guide for leaders striving for personal and organizational authenticity. I’m excited to announce that my next book is slated for publication later this year.

As HR professionals, we’ve witnessed a significant shift in the importance placed on mental health and well-being. At Gildan, we recognize that the boundaries between personal and professional life are increasingly blurred, making it essential for companies to support their employees holistically. In response, we developed a comprehensive well-being program focused on three key pillars:

● Financial Well-Being: We’re committed to improving our employees’ living conditions through financial education, revising benefits, and forming alliances with institutions to reduce everyday costs like groceries and medicines.

● Physical Well-Being: Our employees and their families have access to robust health programs, including free medical centers at every Gildan facility worldwide.

● Mental Well-Being: We maintain an open-door policy where leaders are trained to support employees in critical situations. When needed, we activate our medical centers, ensuring privacy and care.

We track the effectiveness of these initiatives through various metrics, such as absenteeism, illness rates, turnover, and debt levels, ensuring that our efforts have a tangible impact on employee well-being and productivity.

Looking ahead, I see HR evolving to mirror the customer-centric approach of marketing. We need to view employees as customers, understanding their preferences, behaviors, and key drivers for engagement. The work environment has changed, and so must HR. We’re preparing for this shift by transforming our HR model to be closer to employees and by investing in leadership development to position them as agents of change. Additionally, we’re building new capabilities within our HR teams and recruiting diverse profiles, including mathematicians, physicists, and behavioral experts, to keep pace with these changes.

In the dynamic marketplace of talent acquisition and retention, our focus is on two key actions:

● Leadership Development: We recognize that strong leaders are crucial for attracting and retaining top talent. Therefore, we have implemented robust programs to continuously enhance their mentoring capabilities and leadership qualities.

● Fostering an Entrepreneurial Culture: At Gildan, our culture is one of daily challenges and growth opportunities beyond the traditional career ladder. We offer numerous possibilities for personal and professional development, driven by individual initiative.

Looking to the future, I believe that Artificial Intelligence (AI) will have the most significant impact on HR in the next five years. New technologies are already influencing every stage of the employee life cycle, from recruitment, where facial and voice recognition tools are being utilized, to onboarding with augmented reality and gamification, to engagement through sentiment analysis, and talent assessment via Organizational Network Analysis (ONA). We must redesign our processes to enhance the employee experience and improve the accuracy and efficiency of our recommendations.

As I reflect on these changes, my advice to fellow senior leaders and CXOs is this: We are at a remarkable juncture where we can be a positive influence on leaders, employees, and the broader community. However, change must begin with us. It’s time to lead by example, embrace the need to unlearn, learn, and reinvent ourselves. The future of HR is not just about adapting; it’s about leading the way. We can do it!