","id_extracted":"xa6cvlg","thumbnail_1080_url":"https://s1.dmcdn.net/v/ahLZq1fwEQ1nCDjJZ/x1080","thumbnail_360_url":"https://s2.dmcdn.net/v/ahLZq1fwEQ1Jjg2B_/x360","title":"La paradoja del mercado laboral según Juan Luis Bour","uploaded_time":1776870492,"url":"https://geo.dailymotion.com/player.html?video=xa6cvlg","width":550},"subtype":"dailymotion","type":"oembed_response"}},"id":"custom_powerup_1776872354711","url":"/"},"subtype":"powerup_dailymotion","type":"custom_embed"},{"_id":"CH53TCTAIBHGJBJA25X34IEBKQ","additional_properties":{},"content":"Tasa de actividad en niveles máximos: el techo que frena el desborde del desempleo","level":2,"type":"header"},{"_id":"WZ27AYSY4BAITETSMEKIFUN6EM","additional_properties":{},"content":"Uno de los argumentos centrales de Bour para explicar por qué el desempleo no se disparará de forma abrupta radica en el nivel de la tasa de actividad. En Argentina, según señaló, casi todos los integrantes del hogar que pueden trabajar ya están en el mercado laboral.","type":"text"},{"_id":"BUD33EGSXRCIPKYCRGGKREVCDU","additional_properties":{},"content":"“Casi todo el mundo está en el mercado. Típicamente, cuando mejoran las perspectivas, sale más gente a buscar; cuando empeoran, algunos se quedan en casa. Lo que veremos es que la tasa de empleo caerá un poco y la de desempleo rondará ese 8%. No es un buen dato, pero no vemos un escenario de arranque inmediato del empleo”, apuntó.","type":"text"},{"_id":"UPW5D7EV6NE3NKL2B3WI5GPYZA","embed":{"config":{"tab":"noticia-interna","url":"/economia-politica/el-desempleo-volvio-a-subir-y-quebro-la-mejora-de-2025-que-senales-dejo-el-dato-del-indec/"},"id":"custom_powerup_1776872999141","url":"/"},"subtype":"powerup_related","type":"custom_embed"},{"_id":"W6ECL5TCCFDQNPWSTR5XXHSOBE","additional_properties":{},"content":"El especialista agregó que la evolución del desempleo también dependerá de decisiones de política social. Si se interrumpen los planes de transferencias, una porción de la población que hoy no busca activamente trabajo podría ingresar al mercado, tanto al segmento formal como al informal, presionando al alza la tasa de desocupación.","type":"text"},{"_id":"WMU7Z6AYDRAORLCZRUWNH23Y64","additional_properties":{},"content":"“Nuestra expectativa es de un desempleo algo superior al 8% en el primer semestre, esperando que luego la situación mejore con la cosecha, la actividad del Banco Central, las inversiones en energía y la baja del riesgo país”, agregó.","type":"text"},{"_id":"WEBG6OSU7RFDZA2QKIOV3GMYCU","additional_properties":{},"content":"Los sectores “estrella” no compensan la destrucción de empleo en las grandes ciudades","level":2,"type":"header"},{"_id":"T3TD4BJ2ZVARLI7BTS7435B5PU","additional_properties":{},"content":"Otro eje del análisis de Bour fue la distribución geográfica del empleo. La recuperación económica, señaló, está traccionada por sectores como la energía en Vaca Muerta, la minería de litio en el norte o el agro, todos ubicados en regiones alejadas de las grandes urbes. ","type":"text"},{"_id":"VGVQVBJWHFC2VJYQIUBJVJNGR4","additional_properties":{},"content":"Esa realidad genera una tensión con las economías metropolitanas, que concentran la mayor parte de los puestos industriales y de servicios afectados por la reestructuración.","type":"text"},{"_id":"6U7U7XI6WRHYZIWV63XSVSUTWM","additional_properties":{},"content":"“Los impulsos ahora vienen de regiones del interior con inversiones en Vaca Muerta o la minería de litio en el norte, lo cual activa esas zonas. Lo que no tenemos en Argentina, a diferencia de Estados Unidos, es una migración rápida de la población hacia donde está el trabajo”, señaló.","type":"text"},{"_id":"XR4YHQU5UNFRJN6AAFBZHNKOEA","additional_properties":{"fullSizeResizeUrl":"/resizer/v2/XR4YHQU5UNFRJN6AAFBZHNKOEA.jpg?auth=57db1e9f787ff7908c126aa386721dae22442ee3ef4384f99803dc55cf35c91f","galleries":[],"keywords":["narrativas-spin-es"],"mime_type":"image/jpeg","originalName":"sepe-no-otorgara-el-subsidio-por-desempleo-a-parados-que-hayan-laborado-en-la-empresa-de-un-familiar-H4LEEW3LWBCV7LPLBWD75VLMNA.jpg?auth=7decd2b376db48b3b1ca60ca154625a29125d3248167a1a95105ea89aa4ae391&smart=true","originalUrl":"https://cloudfront-us-east-1.images.arcpublishing.com/elcronista/XR4YHQU5UNFRJN6AAFBZHNKOEA.jpg","proxyUrl":"/resizer/v2/XR4YHQU5UNFRJN6AAFBZHNKOEA.jpg?auth=57db1e9f787ff7908c126aa386721dae22442ee3ef4384f99803dc55cf35c91f","published":true,"resizeUrl":"/resizer/v2/XR4YHQU5UNFRJN6AAFBZHNKOEA.jpg?auth=57db1e9f787ff7908c126aa386721dae22442ee3ef4384f99803dc55cf35c91f","restricted":false,"thumbnailResizeUrl":"/resizer/v2/XR4YHQU5UNFRJN6AAFBZHNKOEA.jpg?auth=57db1e9f787ff7908c126aa386721dae22442ee3ef4384f99803dc55cf35c91f&width=300","version":1},"address":{},"alt_text":"Imagen narrativas-spin-es","auth":{"1":"57db1e9f787ff7908c126aa386721dae22442ee3ef4384f99803dc55cf35c91f"},"caption":"","copyright":"el-cronista","created_date":"2026-04-01T05:01:13Z","height":2000,"last_updated_date":"2026-04-01T05:01:13Z","licensable":false,"owner":{"id":"elcronista"},"source":{"additional_properties":{"editor":"photo center"},"edit_url":"","system":"photo center"},"subtitle":"Imagen narrativas-spin-es","type":"image","url":"https://cloudfront-us-east-1.images.arcpublishing.com/elcronista/XR4YHQU5UNFRJN6AAFBZHNKOEA.jpg","version":"0.10.9","width":3000,"credit":"el-cronista"},{"_id":"BEPY47MMTJCSTE6EV5I75C2BBA","additional_properties":{},"content":"Bour precisó que la escasa movilidad laboral interna responde a trabas estructurales del mercado de vivienda y del sistema financiero: la dificultad para liquidar activos en una ciudad y relocalizarse en otra hace que incluso la migración de personal calificado sea limitada.","type":"text"},{"_id":"QZKAYNONYJAR7AIDFDZW4DCR2M","additional_properties":{},"content":"La brecha entre regiones quedó ilustrada con un dato concreto: según Bour, el desempleo en los grandes centros urbanos supera el 8%, mientras que en ciudades de menos de 500.000 habitantes ronda el 4%. Las regiones metropolitanas de Buenos Aires, Córdoba y Rosario son, según el economista, las que enfrentan el mayor desafío de reestructuración.","type":"text"},{"_id":"YMJPWI663VAHDGVJVDV43GJMSQ","embed":{"config":{"tab":"noticia-interna","url":"/economia-politica/cuanto-perdio-el-salario-de-referencia-para-la-economia-en-la-era-milei/"},"id":"custom_powerup_1776873058508","url":"/"},"subtype":"powerup_related","type":"custom_embed"},{"_id":"HS7MC4UREBAZFLF6VJX2NFCOOY","additional_properties":{},"content":"Salarios bajo presión y perspectivas hacia 2027","level":2,"type":"header"},{"_id":"KUUDTVTZIVD35GZSVWVTOWI2L4","additional_properties":{},"content":"El panorama laboral también condiciona la evolución salarial. Para Bour, en un contexto de escasa generación de empleo y reestructuración sectorial, los salarios no pueden crecer de forma generalizada, aunque advirtió que habrá heterogeneidad entre sectores.","type":"text"},{"_id":"P7IPBKXA3RC2PEXQA3MHAECSLI","additional_properties":{},"content":"“No pueden crecer demasiado en este contexto, aunque habrá diversidad según el sector, destacando energía, minería o el sector financiero que pueden pagar más”, advirtió.","type":"text"},{"_id":"5TYOO4WZJFG6FAU2ERX335ACBU","additional_properties":{},"content":"En cuanto a las perspectivas de mediano plazo, Bour trazó un escenario condicionado por el horizonte político. La mejora del mercado laboral, sostuvo, dependerá de si las empresas perciben un entorno suficientemente estable como para invertir, o si prefieren postergar decisiones a la espera del resultado de las elecciones de 2027.","type":"text"},{"_id":"CACMHJBCHJBEVLDHOLDYBCJLE4","additional_properties":{},"content":"“Todo depende del contexto político hacia 2027 y de si las empresas ven un escenario razonable para invertir o prefieren esperar”, afirmó.","type":"text"}],"content_restrictions":{"content_code":"free-access"},"created_date":"2026-04-22T15:37:58.165Z","display_date":"2026-04-22T17:23:02.611Z","first_publish_date":"2026-04-22T15:59:11.536Z","headlines":{"basic":"La paradoja del mercado del trabajo: por qué no hay más empleo aunque la economía crece, según Juan Luis Bour","meta_title":"Por qué la economía crece pero el empleo no despega, según el especialista más escuchado"},"label":{"free":{"display":true,"text":"El Cronista Stream"}},"last_updated_date":"2026-04-22T17:23:02.737Z","promo_items":{"basic":{"_id":"MC2ABIYF4RHMREKKV3SEDV7K2U","additional_properties":{"fullSizeResizeUrl":"/resizer/v2/MC2ABIYF4RHMREKKV3SEDV7K2U.jpeg?auth=582c1be3b7e5694f65f154476e2fafdc20fc249d1ef2958b0e051a8cb3bd8e1c","galleries":[],"ingestionMethod":"manual","mime_type":"image/jpeg","originalName":"WhatsApp Image 2026-04-22 at 12.10.19.jpeg","originalUrl":"https://cloudfront-us-east-1.images.arcpublishing.com/elcronista/MC2ABIYF4RHMREKKV3SEDV7K2U.jpeg","proxyUrl":"/resizer/v2/MC2ABIYF4RHMREKKV3SEDV7K2U.jpeg?auth=582c1be3b7e5694f65f154476e2fafdc20fc249d1ef2958b0e051a8cb3bd8e1c","published":true,"resizeUrl":"/resizer/v2/MC2ABIYF4RHMREKKV3SEDV7K2U.jpeg?auth=582c1be3b7e5694f65f154476e2fafdc20fc249d1ef2958b0e051a8cb3bd8e1c","restricted":false,"thumbnailResizeUrl":"/resizer/v2/MC2ABIYF4RHMREKKV3SEDV7K2U.jpeg?auth=582c1be3b7e5694f65f154476e2fafdc20fc249d1ef2958b0e051a8cb3bd8e1c&width=300","version":0,"template_id":1427},"address":{},"auth":{"1":"582c1be3b7e5694f65f154476e2fafdc20fc249d1ef2958b0e051a8cb3bd8e1c"},"caption":"","created_date":"2026-04-22T15:36:54Z","credits":{"affiliation":[]},"height":773,"image_type":"photograph","last_updated_date":"2026-04-22T15:36:54Z","licensable":false,"owner":{"id":"elcronista","sponsored":false},"source":{"additional_properties":{"editor":"photo center"},"edit_url":"","system":"photo center"},"subtitle":"juan luis bour","taxonomy":{"associated_tasks":[]},"type":"image","url":"https://cloudfront-us-east-1.images.arcpublishing.com/elcronista/MC2ABIYF4RHMREKKV3SEDV7K2U.jpeg","version":"0.10.9","width":1376,"syndication":{}}},"publish_date":"2026-04-22T17:23:02.611Z","related_content":{"basic":[],"clonedFromParent":[]},"source":{"name":"elcronista","source_type":"staff","system":"composer"},"subheadlines":{"basic":"El director y economista jefe de FIEL proyectó una creación de empleo de apenas 0,2% o 0,3% y una tasa de desocupación que podría trepar al 8% en el primer semestre del año. "},"subtype":"regular","taxonomy":{"primary_section":{"_id":"/economia-politica","name":"Economía y Política","path":"/economia-politica"},"sections":[{"_id":"/economia-politica","_website":"el-cronista","type":"section","version":"0.6.0","name":"Economía y Política","path":"/economia-politica","parent_id":"/","parent":{"default":"/"},"additional_properties":{"original":{"_id":"/economia-politica","website":"el-cronista","name":"Economía y Política","inactive":false,"parent":{"default":"/","sidebar-argentina":"/","webapp-sidebar":"/","menu-composer":"/"},"_website":"el-cronista","node_type":"section","ancestors":{"sidebar-argentina":["/"],"webapp-sidebar":["/"],"menu-composer":["/"]},"order":{"sidebar-argentina":1004,"webapp-sidebar":1001,"menu-composer":1001}}},"_website_section_id":"el-cronista./economia-politica"}],"tags":[{"_id":"HTD27OBKINCMVDBHVPOLENXFOY","description":"Juan Luis Bour","slug":"juan-luis-bour","text":"Juan Luis Bour"},{"_id":"4K7H5TSTFBDXLGDFI4SDWQA2KE","description":"El Cronista Stream","slug":"el-cronista-stream","text":"El Cronista Stream"},{"_id":"XGQ65SLKUNAR5AWWFYV4UYQPZM","description":"Empleo","slug":"empleo","text":"Empleo"}]},"type":"story","website":"el-cronista","websites":{"el-cronista":{"website_section":{"_id":"/economia-politica","_website":"el-cronista","type":"section","version":"0.6.0","name":"Economía y Política","path":"/economia-politica","parent_id":"/","parent":{"default":"/"},"additional_properties":{"original":{"_id":"/economia-politica","website":"el-cronista","name":"Economía y Política","inactive":false,"parent":{"default":"/","sidebar-argentina":"/","webapp-sidebar":"/","menu-composer":"/"},"_website":"el-cronista","node_type":"section","ancestors":{"sidebar-argentina":["/"],"webapp-sidebar":["/"],"menu-composer":["/"]},"order":{"sidebar-argentina":1004,"webapp-sidebar":1001,"menu-composer":1001}}},"_website_section_id":"el-cronista./economia-politica"},"website_url":"/economia-politica/paradoja-del-mercado-laboral-por-que-la-economia-crece-pero-el-empleo-no-despega-segun-juan-luis-bour/"}},"creator":"Luz de Sousa Quintas"},"expires":1777029114582,"lastModified":1777028814476},"{\"website_url\":\"/apertura/empresas/el-nuevo-problema-del-empleo-las-busquedas-que-no-se-cierran/\"}":{"data":{"_id":"PPB5A2NXONBB3FRIPYG5C5HXUU","canonical_url":"/apertura/empresas/el-nuevo-problema-del-empleo-las-busquedas-que-no-se-cierran/","content_elements":[{"_id":"E64BKEGFKZGHTCDLABPHQ2JTHA","additional_properties":{},"content":"La dificultad ya no pasa por abrir una búsqueda. Pasa por cerrarla. En el mercado laboral argentino se multiplican los casos de posiciones que reciben postulaciones, avanzan en entrevistas y aun así quedan vacantes durante meses o terminan redefiniéndose a mitad de camino porque el perfil originalmente buscado no aparece. La explicación rápida es hablar de escasez de talento. La explicación más precisa es otra: lo que se está volviendo escaso no es la cantidad de personas disponibles, sino la combinación de capacidades que hoy exigen puestos que, incluso hace pocos años, tenían otro contenido, otra lógica y otro umbral de complejidad. En otras palabras, no es que falte gente. Falta, cada vez más, el mix de habilidades que las compañías pretenden reunir en una misma persona.","type":"text"},{"_id":"52BVC5ZR2NCERFDU63NXNYSFOQ","additional_properties":{},"content":"Ese corrimiento se ve con especial claridad en un fenómeno que atraviesa sectores muy distintos entre sí: puestos que antes no exigían determinadas capacidades técnicas hoy las dan por descontadas. No se trata solo de tecnología, data o ingeniería. También involucra operaciones, logística, recursos humanos, áreas comerciales, funciones administrativas y posiciones de liderazgo. La transformación digital ya no crea únicamente nuevos roles; también altera los viejos. Mabel Rius, Head de Recursos Humanos y Comunicaciones de Newsan, lo sintetiza con una imagen muy concreta cuando explica que el avance tecnológico modifica el contenido de los puestos de trabajo y desplaza a las personas hacia tareas de mayor interpretación y análisis. Ese cambio, que puede sonar abstracto, altera en los hechos el ADN de cientos de búsquedas.","type":"text"},{"_id":"JQ2UAE26KZHM5GWPOMKIDR4IOA","embed":{"config":{"tab":"noticia-sugerida","url":"/negocios/carreras-con-empleo-casi-asegurado-las-12-apuestas-para-2026/"},"id":"custom_powerup_1776438013585","url":"/"},"subtype":"powerup_related","type":"custom_embed"},{"_id":"ROPSPRQ5QBCYBIFQZLXAJHXKEM","additional_properties":{},"content":"La consecuencia es una brecha más compleja que la clásica discusión sobre formación insuficiente o salarios poco competitivos. Lo que aparece es un desacople más profundo entre cómo evolucionan las necesidades del negocio y cómo se forma, se reconvierte o se identifica el talento disponible. Martín Gerding, director de Michael Page, lo plantea con crudeza: en muchos casos, lo que frena a las empresas es seguir creyendo que existe una solución mágica, una suerte de candidato “plug and play” que venga actualizado en inteligencia artificial, datos, estrategia, visión de negocio y, además, listo para insertarse sin fricción en la cultura de la organización. Pero la realidad es otra. Las habilidades técnicas cambian demasiado rápido y la obsolescencia se acelera, por lo que la búsqueda del perfil ideal muchas veces es incompatible con el mercado real.","type":"text"},{"_id":"ITNU4LNABVHYHNKDLMA6J3CKRQ","additional_properties":{},"content":"Ese diagnóstico se vuelve todavía más contundente cuando se mira el efecto de la inteligencia artificial sobre la definición misma de valor profesional. Durante años, el mercado laboral premió la especialización: saber mucho de un área, dominar una técnica, acumular experiencia puntual. Hoy eso sigue siendo importante, pero dejó de alcanzar.","type":"text"},{"_id":"BA57QJVXPNE2POISV6WN2RAH3U","additional_properties":{},"content":"Del especialista rígido al perfil híbrido","level":2,"type":"header"},{"_id":"JL3LYERFNBFGFCQ4K756ALCNMU","additional_properties":{},"content":"Luis Guastini, CEO y director general de ManpowerGroup Argentina, plantea que la IA está obligando a revisar el paradigma con el que se organizó el trabajo durante buena parte del siglo XX. Si antes la eficiencia se lograba dividiendo funciones, segmentando conocimiento y construyendo tareas muy especializadas, ahora el valor empieza a desplazarse hacia la capacidad de integrar, conectar y cuestionar. No alcanza con ejecutar una parte del proceso: cada vez pesa más entender el sistema completo, interactuar con herramientas digitales y combinar saber técnico con criterio y contexto. Ese cambio no solo redefine perfiles; también deja viejas certezas fuera de juego.","type":"text"},{"_id":"IEMSJGL72BBW5IRMT2SJXMWMDM","additional_properties":{},"content":"Por eso, en muchas organizaciones se está dando una transición silenciosa pero decisiva: del especialista rígido al perfil híbrido. Ya no se busca únicamente a quien domina una herramienta, sino a quien puede aprender la siguiente. Gerding observa justamente que empezó a crecer la apertura hacia trayectorias menos convencionales: personas que vienen del arte y terminan en compañías tradicionales, ejecutivos que migran de farma a tecnología o perfiles de consumo masivo que encuentran lugar en energía o minería porque, además de la expertise funcional, aportan otra forma de pensar el problema. Esa flexibilidad, que hace unos años podía leerse como un desvío, hoy empieza es una ventaja.","type":"text"},{"_id":"2KXWQ3KEZ5FTTM3WUG33NDPYOE","additional_properties":{"fullSizeResizeUrl":"/resizer/v2/2KXWQ3KEZ5FTTM3WUG33NDPYOE.jpeg?auth=6a41cba3537ed77b1ac3468a69ca9ac590e9767255b930b9393a48195690a7e8","galleries":[],"ingestionMethod":"manual","mime_type":"image/jpeg","originalName":"Erica zamora Quilmes.jpeg","originalUrl":"https://cloudfront-us-east-1.images.arcpublishing.com/elcronista/2KXWQ3KEZ5FTTM3WUG33NDPYOE.jpeg","proxyUrl":"/resizer/v2/2KXWQ3KEZ5FTTM3WUG33NDPYOE.jpeg?auth=6a41cba3537ed77b1ac3468a69ca9ac590e9767255b930b9393a48195690a7e8","published":true,"resizeUrl":"/resizer/v2/2KXWQ3KEZ5FTTM3WUG33NDPYOE.jpeg?auth=6a41cba3537ed77b1ac3468a69ca9ac590e9767255b930b9393a48195690a7e8","restricted":false,"thumbnailResizeUrl":"/resizer/v2/2KXWQ3KEZ5FTTM3WUG33NDPYOE.jpeg?auth=6a41cba3537ed77b1ac3468a69ca9ac590e9767255b930b9393a48195690a7e8&width=300","version":0,"template_id":1427},"address":{},"auth":{"1":"6a41cba3537ed77b1ac3468a69ca9ac590e9767255b930b9393a48195690a7e8"},"caption":"Érica Zamora, VP de People de Cervecería y Maltería Quilmes","created_date":"2026-04-17T15:03:42Z","credits":{"affiliation":[]},"height":1066,"image_type":"photograph","last_updated_date":"2026-04-17T15:03:42Z","licensable":false,"owner":{"id":"elcronista","sponsored":false},"source":{"additional_properties":{"editor":"photo center"},"edit_url":"","system":"photo center"},"subtitle":"Érica Zamora CMQ","taxonomy":{"associated_tasks":[]},"type":"image","url":"https://cloudfront-us-east-1.images.arcpublishing.com/elcronista/2KXWQ3KEZ5FTTM3WUG33NDPYOE.jpeg","version":"0.10.9","width":1600,"syndication":{}},{"_id":"FCUFJTZSMNHERAPYDWGK5MWFSU","additional_properties":{},"content":"En sectores como energía, donde la escala de los proyectos y la sofisticación operativa crecieron fuerte, el desafío se vuelve todavía más visible. Victoria Traverso, gerente corporativa de Atracción de Talento, Aprendizaje y Desarrollo de Pan American Energy (PAE), explica que la transformación del negocio exige una base sólida de formación técnica, especialmente en disciplinas de ingeniería y operación, pero cada vez más complementada con analítica de datos, inteligencia artificial, automatización y una mirada integral del negocio. En una compañía que ya opera con centros integrados de operaciones y extiende desarrollos como gemelos digitales para monitorear, simular y optimizar procesos, el perfil requerido dejó de ser el del técnico puro o el del ingeniero encerrado en su especialidad. Lo que crece es la necesidad de profesionales capaces de combinar expertise con comprensión de herramientas digitales y capacidad de decisión en tiempo real. La industria energética, además, suma una tensión adicional: proyectos ligados al shale, el gas natural licuado y nuevas soluciones energéticas están ampliando la demanda sobre un universo finito de perfiles, de modo que no solo sube la vara; también se achica el pool disponible.","type":"text"},{"_id":"UMOAFTTDZZHK3H6D6EDX2LQWEM","additional_properties":{},"content":"El candidato imposible","level":2,"type":"header"},{"_id":"OJYV3WTOLNGNDDBDC5CINNUPYQ","additional_properties":{},"content":"Algo similar ocurre en consumo masivo y retail, aunque con otras formas. Fernando Radaelli, owner de Dominio Cultural en Farmacity, señala que la brecha se nota con fuerza en posiciones de liderazgo, negocio digital, tecnología y datos, donde ya no alcanza con un buen recorrido profesional ni con conocimiento del retail tradicional. Se necesitan capacidades de innovación, agilidad de aprendizaje, resiliencia, pensamiento analítico y comprensión de un negocio atravesado por la omnicanalidad, la lectura de hábitos de consumo y la toma de decisiones basada en evidencia. En el fondo, la exigencia es parecida a la de otros sectores: no se valora solo el saber aislado, sino la posibilidad de convertir datos, tecnología e insights en una mejor experiencia para el cliente y en resultados concretos. Eso tensiona especialmente a los perfiles de liderazgo, porque además de gestionar personas deben entender contextos que cambian a gran velocidad y herramientas que no siempre formaron parte de su entrenamiento original.","type":"text"},{"_id":"N5RKXJKLBBEURIER6OWBIVACEQ","additional_properties":{},"content":"Cervecería y Maltería Quilmes (CMQ) viene leyendo esa misma mutación desde otro ángulo. Érica Zamora, VP de Gente de la compañía, sostiene que las universidades y escuelas siguen siendo relevantes para aportar una base técnica, pero que las habilidades blandas -adaptabilidad, curiosidad, visión de largo plazo- ganaron centralidad porque el conocimiento duro se actualiza demasiado rápido y corre el riesgo de volverse viejo antes de consolidarse. Por eso, la empresa redobla su apuesta histórica por programas de pasantías y jóvenes profesionales, una forma de incorporar talento en etapas tempranas y modelar internamente capacidades críticas. Esa lógica tiene una ventaja concreta: permite formar a las personas dentro de la cultura, darles herramientas tecnológicas desde el inicio y construir trayectorias donde el aprendizaje no sea accesorio, sino parte constitutiva de la experiencia laboral.","type":"text"},{"_id":"XTQIIJ3LUREFPB7PZWSNEIHHFQ","additional_properties":{},"content":"Las compañías siempre evaluaron el potencial, pero hoy es aún más relevante a la hora de hacer el match con un candidato. Rius lo dice de manera frontal cuando explica que, en Newsan, una vez cubierta la base mínima de conocimiento que exige cada puesto, pesan más atributos como la curiosidad, la iniciativa, la tolerancia a la ambigüedad, el motor propio y la capacidad de emprender y generar negocio que el dominio específico de una herramienta puntual. Dicho de otro modo: el talento más valioso no es necesariamente el que ya sabe hacer exactamente lo que el rol demanda hoy, sino el que puede aprender rápido, moverse en contextos menos estructurados y construir respuesta frente a problemas nuevos. En ese sentido, en Michael Page destacan que muchas compañías están empezando a flexibilizar el modelo de búsqueda y a mirar más el fit cultural, la capacidad de aprendizaje y el criterio estratégico que la expertise calcada de un sector o función.","type":"text"},{"_id":"3Q4X7E342VBMZGU4OO6PGIMZGY","additional_properties":{"fullSizeResizeUrl":"/resizer/v2/3Q4X7E342VBMZGU4OO6PGIMZGY.png?auth=0d9e733fe6549d8e3c98e506313e2f9f6824a5a7fa849a05ea0a09340f2d6b0f","galleries":[],"ingestionMethod":"manual","mime_type":"image/png","originalName":"mabel rius newsan.png","originalUrl":"https://cloudfront-us-east-1.images.arcpublishing.com/elcronista/3Q4X7E342VBMZGU4OO6PGIMZGY.png","proxyUrl":"/resizer/v2/3Q4X7E342VBMZGU4OO6PGIMZGY.png?auth=0d9e733fe6549d8e3c98e506313e2f9f6824a5a7fa849a05ea0a09340f2d6b0f","published":true,"resizeUrl":"/resizer/v2/3Q4X7E342VBMZGU4OO6PGIMZGY.png?auth=0d9e733fe6549d8e3c98e506313e2f9f6824a5a7fa849a05ea0a09340f2d6b0f","restricted":false,"thumbnailResizeUrl":"/resizer/v2/3Q4X7E342VBMZGU4OO6PGIMZGY.png?auth=0d9e733fe6549d8e3c98e506313e2f9f6824a5a7fa849a05ea0a09340f2d6b0f&width=300","version":0,"template_id":1427},"address":{},"auth":{"1":"0d9e733fe6549d8e3c98e506313e2f9f6824a5a7fa849a05ea0a09340f2d6b0f"},"caption":"Mabel Rius, Head de Recursos Humanos y Comunicaciones de Newsan","created_date":"2026-04-17T15:04:56Z","credits":{"affiliation":[]},"height":280,"image_type":"photograph","last_updated_date":"2026-04-17T15:04:56Z","licensable":false,"owner":{"id":"elcronista","sponsored":false},"source":{"additional_properties":{"editor":"photo center"},"edit_url":"","system":"photo center"},"subtitle":"Mabel Rius Newsan","taxonomy":{"associated_tasks":[]},"type":"image","url":"https://cloudfront-us-east-1.images.arcpublishing.com/elcronista/3Q4X7E342VBMZGU4OO6PGIMZGY.png","version":"0.10.9","width":420,"syndication":{}},{"_id":"L3IH52UVGNBR7ICCKVSQ2LXSTE","additional_properties":{},"content":"Pero ahí aparece una de las tensiones más interesantes de todo el mercado. Las empresas dicen que necesitan pensamiento crítico, personas que desafíen lo establecido, perfiles capaces de cuestionar y aportar aire fresco. Al mismo tiempo, muchas culturas organizacionales siguen premiando la obediencia, la repetición y la continuidad. Guastini marca ese doble discurso con claridad al recordar que, según el World Economic Forum, el pensamiento crítico figura entre las habilidades más relevantes, pero que muchas compañías no hicieron todavía la autocrítica necesaria sobre sus propias estructuras para habilitarlo de verdad. Y cuando esa inconsistencia existe, la atracción falla, la integración se vuelve más lenta y la retención se resiente.","type":"text"},{"_id":"YSZPYGWQT5HIBGCCYCIRSJJPRU","additional_properties":{},"content":"Capacitar para sobrevivir","level":2,"type":"header"},{"_id":"RFTOURHWJ5HTPAM4R2PJYFANAE","additional_properties":{},"content":"Por eso, la respuesta de las empresas más activas frente a esta brecha está en la capacitación. Upskilling y reskilling dejaron de ser palabras de moda para convertirse en una estrategia concreta de supervivencia competitiva. PAE impulsa academias de datos e IA, además de fortalecer la articulación con el sistema educativo mediante becas, pasantías, prácticas, jóvenes profesionales y programas orientados a ampliar la base de talento, incluso en colectivos subrepresentados, como “Chicas en Ingeniería” con UTN Delta. Farmacity, por su parte, organiza sus planes de formación por dominios y negocios, con el supuesto de que no todas las áreas necesitan las mismas capacidades, pero sí todas deben evolucionar para acompañar la transformación del negocio.","type":"text"},{"_id":"AAJBRLO2J5DCBEZIALPJXW5ROM","additional_properties":{},"content":"En Philip Morris Argentina la lógica va en la misma dirección, aunque montada sobre una transformación aún más radical del modelo de negocio. Alejandro Labadens, director de People & Culture para Argentina, Uruguay, Chile y Paraguay, explica que la reconversión de la empresa hacia una compañía basada en ciencia y tecnología elevó el nivel de especialización necesario en áreas como datos, ingeniería, automatización, ciberseguridad, cloud e investigación, pero también obligó a desplegar una estrategia sostenida de reskilling interno para capacidades que antes no eran orgánicas al negocio. En ese contexto, la capacitación no es un beneficio. Es la forma concreta de sostener la transformación.","type":"text"},{"_id":"VC4UHVCX2BGVVEI47UBZXUY7XI","additional_properties":{"fullSizeResizeUrl":"/resizer/v2/VC4UHVCX2BGVVEI47UBZXUY7XI.jpg?auth=912c34f77a02cb7f83ba6d88c2c467708e7debd0a0ee4f9500a4538131ee9f24","galleries":[],"ingestionMethod":"manual","mime_type":"image/jpeg","originalName":"PAE - Victoria Traverso 2.jpg","originalUrl":"https://cloudfront-us-east-1.images.arcpublishing.com/elcronista/VC4UHVCX2BGVVEI47UBZXUY7XI.jpg","proxyUrl":"/resizer/v2/VC4UHVCX2BGVVEI47UBZXUY7XI.jpg?auth=912c34f77a02cb7f83ba6d88c2c467708e7debd0a0ee4f9500a4538131ee9f24","published":true,"resizeUrl":"/resizer/v2/VC4UHVCX2BGVVEI47UBZXUY7XI.jpg?auth=912c34f77a02cb7f83ba6d88c2c467708e7debd0a0ee4f9500a4538131ee9f24","restricted":false,"thumbnailResizeUrl":"/resizer/v2/VC4UHVCX2BGVVEI47UBZXUY7XI.jpg?auth=912c34f77a02cb7f83ba6d88c2c467708e7debd0a0ee4f9500a4538131ee9f24&width=300","version":0,"template_id":1427},"address":{},"auth":{"1":"912c34f77a02cb7f83ba6d88c2c467708e7debd0a0ee4f9500a4538131ee9f24"},"caption":"Victoria Traverso, Gerente Corporativa de Atracción de Talento, Aprendizaje y Desarrollo de Pan American Energy","created_date":"2026-04-17T15:06:07Z","credits":{"affiliation":[]},"height":1080,"image_type":"photograph","last_updated_date":"2026-04-17T15:06:07Z","licensable":false,"owner":{"id":"elcronista","sponsored":false},"source":{"additional_properties":{"editor":"photo center"},"edit_url":"","system":"photo center"},"subtitle":"Victoria Traverso PAE","taxonomy":{"associated_tasks":[]},"type":"image","url":"https://cloudfront-us-east-1.images.arcpublishing.com/elcronista/VC4UHVCX2BGVVEI47UBZXUY7XI.jpg","version":"0.10.9","width":1920,"syndication":{}},{"_id":"L3KE6AVVLVDYNAIQL2P3SDTYVI","additional_properties":{},"content":"Lo interesante es que, pese a la diversidad de industrias, empieza a consolidarse una conclusión compartida: la habiliadd técnica importa, pero ya no alcanza por sí sola. En ese sentido, Guastini advierte que las habilidades digitales cambian tanto y tan seguido que fijar la atención solo ahí puede llevar a una trampa: perseguir una actualización permanente sin resolver el problema de fondo, que es si la persona sabe pensar, conectar y aprender. La idea es poner el conocimiento en perspectiva. De hecho, Rius misma aclara que nadie va a reemplazar a un ingeniero por un abogado en un puesto que requiere una base dura específica. Pero también remarca que, una vez resuelto ese umbral mínimo, el diferencial real se juega en otra parte: en la cabeza, en la actitud y en la capacidad de navegar escenarios ambiguos.","type":"text"},{"_id":"RQJ2ZG74ZNCODISXSP3JN5MH5E","additional_properties":{},"content":"Ahí se conecta el otro gran tema: qué hacen las compañías para que, una vez formado ese talento, no se vaya. Porque si el mercado está corto de perfiles y las empresas invierten cada vez más en construirlos, la retención se vuelve un tema crítico. Durante mucho tiempo la receta fue sumar beneficios: cobertura médica, comedor, descuentos, gimnasio, licencias extendidas, home office y plus varios. Pero los ejecutivos coinciden en que esa lógica perdió poder de diferenciación y, en general, la gente no cambia de trabajo por eso. Los cambios más relevantes tienen que ver con compensaciones y con oportunidades de crecimiento. Guastini va todavía más lejos y plantea que muchas de las prácticas que antes funcionaban como anclas hoy son simplemente igualadores de mercado: ya no distinguen, solo evitan quedar por debajo del estándar.","type":"text"},{"_id":"KRMZ2MQ4TNERBC435NH3Z5ZNVM","additional_properties":{},"content":"Retener sin diferenciales","level":2,"type":"header"},{"_id":"AE6UEKR7VREFVEUYYN7N7C3LYE","additional_properties":{},"content":"En ese marco, gana fuerza un concepto menos visible, pero más potente: empleabilidad. Guastini lo plantea como una de las claves menos discutidas de la retención. Para un profesional, lo peor sería mirar hacia adelante y sentir que dentro de cinco años solo podría aspirar al mismo puesto que ocupa hoy. La empresa que logra ser atractiva no es solo la que paga bien o suma beneficios, sino la que transmite que quien entre allí va a salir más fuerte, más preparado, más valioso para el mercado. Va a ser, justamente, más empleable. Esa idea reordena por completo la propuesta de valor. El trabajo deja de ser un intercambio puntual entre salario y tareas y pasa a ser también una plataforma de desarrollo.","type":"text"},{"_id":"OAFLS3HC2JBJNJFAI2XSONRUII","additional_properties":{},"content":"Esa promesa de crecimiento aparece con matices distintos en varias compañías. En Newsan, Rius dice que el ADN emprendedor del grupo, la posibilidad de moverse entre negocios distintos y el “espíritu de dueño” funcionan como herramientas de atracción y retención porque le muestran a la persona que puede asumir desafíos, tomar decisiones y crecer tanto como se proponga dentro de un ecosistema diverso. En CMQ, Zamora subraya que la propuesta de valor se apoya en cultura, desarrollo, ahorro, familia y flexibilidad, pero sobre todo en la idea de que se trata de una elección mutua donde la compañía elige al colaborador y el colaborador también elige un lugar donde puede dejar huella, aprender y crecer. En Philip Morris, Labadens suma otra capa: la posibilidad de experiencias multiculturales, movilidad internacional y exposición a la xambiciosa transformación que la compañía encara en todo el mundo.","type":"text"},{"_id":"AGLCYBOJB5ASBHKGMZKDUMAWX4","additional_properties":{"fullSizeResizeUrl":"/resizer/v2/AGLCYBOJB5ASBHKGMZKDUMAWX4.jpg?auth=eabab4e3c8e335aebd4aa43842506b7c7f6b731b647baadebdf92b2335ebc043","galleries":[],"ingestionMethod":"manual","mime_type":"image/jpeg","originalName":"Fernando Radaelli, Owner de Dominio Cultural en Farmacity.jpg","originalUrl":"https://cloudfront-us-east-1.images.arcpublishing.com/elcronista/AGLCYBOJB5ASBHKGMZKDUMAWX4.jpg","proxyUrl":"/resizer/v2/AGLCYBOJB5ASBHKGMZKDUMAWX4.jpg?auth=eabab4e3c8e335aebd4aa43842506b7c7f6b731b647baadebdf92b2335ebc043","published":true,"resizeUrl":"/resizer/v2/AGLCYBOJB5ASBHKGMZKDUMAWX4.jpg?auth=eabab4e3c8e335aebd4aa43842506b7c7f6b731b647baadebdf92b2335ebc043","restricted":false,"takenOn":"2023-03-01T08:37:03Z","thumbnailResizeUrl":"/resizer/v2/AGLCYBOJB5ASBHKGMZKDUMAWX4.jpg?auth=eabab4e3c8e335aebd4aa43842506b7c7f6b731b647baadebdf92b2335ebc043&width=300","version":0,"template_id":1427},"address":{},"auth":{"1":"eabab4e3c8e335aebd4aa43842506b7c7f6b731b647baadebdf92b2335ebc043"},"caption":"Fernando Radaelli, owner de Dominio Cultural en Farmacity","created_date":"2026-04-17T15:07:56Z","credits":{"affiliation":[]},"height":1440,"image_type":"photograph","last_updated_date":"2026-04-17T15:07:56Z","licensable":false,"owner":{"id":"elcronista","sponsored":false},"source":{"additional_properties":{"editor":"photo center"},"edit_url":"","system":"photo center"},"subtitle":"fernando radaelli farmacity","taxonomy":{"associated_tasks":[]},"type":"image","url":"https://cloudfront-us-east-1.images.arcpublishing.com/elcronista/AGLCYBOJB5ASBHKGMZKDUMAWX4.jpg","version":"0.10.9","width":960,"syndication":{}},{"_id":"MHAVOEBLG5CBPAZQAPXQIWKY6Y","additional_properties":{},"content":"En el caso de Farmacity, Radaelli pone el foco en una propuesta de valor integral, donde el salario y los beneficios siguen siendo relevantes, pero operan cada vez más como condiciones de base. Los diferenciales pasan por la experiencia, el desarrollo, la calidad de los desafíos, la flexibilidad o la estabilidad según el tipo de rol, y una marca empleadora que no se construye solo con discurso, sino con coherencia entre lo que la compañía dice y la experiencia que efectivamente ofrece. Esa idea de coherencia aparece también en Manpower, donde Guastini advierte que el mercado laboral se parece cada vez más al de los consumidores: los candidatos investigan, comparan y llegan muchas veces sabiendo bastante más de la organización que el propio reclutador. En ese contexto, la inconsistencia entre relato y realidad se vuelve un problema serio para atraer y, sobre todo, para sostener talento.","type":"text"},{"_id":"3B5HACBLOFBM7GQEU4JAEQBF7A","additional_properties":{},"content":"En medio de todo este movimiento apareció la reciente reforma laboral, que para buena parte del mundo corporativo todavía no funciona como un factor decisivo en sí mismo, pero sí como un marco que podría ordenar o legalizar prácticas que ya estaban presentes en muchas organizaciones. Un relevamiento realizado por Michael Page tras la promulgación de la Ley de Modernización Laboral, destaca que la nueva normativa no determina por sí sola decisiones de contratación, reducción o gestión de personal y que las prioridades estratégicas de los gerentes de Recursos Humanos no se desplazaron por ese cambio regulatorio. En cambio, se observa que varias empresas, sobre todo las que prestan servicios hacia otros países, evalúan mantener beneficios por encima de lo que marca la ley, mientras observan cómo evoluciona el mercado y qué decisiones toman otras organizaciones.","type":"text"},{"_id":"TKPP4UXLYREGHBLTYIY76QXVIE","additional_properties":{"fullSizeResizeUrl":"/resizer/v2/TKPP4UXLYREGHBLTYIY76QXVIE.jpeg?auth=b706d1b27f1bfbc335cc964bf66ff5bff3b407d5e7d7460f57cbb31360c128d5","galleries":[],"ingestionMethod":"manual","mime_type":"image/jpeg","originalName":"pablo labadens philip morris.jpeg","originalUrl":"https://cloudfront-us-east-1.images.arcpublishing.com/elcronista/TKPP4UXLYREGHBLTYIY76QXVIE.jpeg","proxyUrl":"/resizer/v2/TKPP4UXLYREGHBLTYIY76QXVIE.jpeg?auth=b706d1b27f1bfbc335cc964bf66ff5bff3b407d5e7d7460f57cbb31360c128d5","published":true,"resizeUrl":"/resizer/v2/TKPP4UXLYREGHBLTYIY76QXVIE.jpeg?auth=b706d1b27f1bfbc335cc964bf66ff5bff3b407d5e7d7460f57cbb31360c128d5","restricted":false,"thumbnailResizeUrl":"/resizer/v2/TKPP4UXLYREGHBLTYIY76QXVIE.jpeg?auth=b706d1b27f1bfbc335cc964bf66ff5bff3b407d5e7d7460f57cbb31360c128d5&width=300","version":0,"template_id":1427},"address":{},"auth":{"1":"b706d1b27f1bfbc335cc964bf66ff5bff3b407d5e7d7460f57cbb31360c128d5"},"caption":". Alejandro Labadens, Director de People & Culture para Argentina, Uruguay, Chile y Paraguay de Philip Morris International","created_date":"2026-04-17T15:09:07Z","credits":{"affiliation":[]},"height":1600,"image_type":"photograph","last_updated_date":"2026-04-17T15:09:07Z","licensable":false,"owner":{"id":"elcronista","sponsored":false},"source":{"additional_properties":{"editor":"photo center"},"edit_url":"","system":"photo center"},"subtitle":"Alejandro Labadens PMI","taxonomy":{"associated_tasks":[]},"type":"image","url":"https://cloudfront-us-east-1.images.arcpublishing.com/elcronista/TKPP4UXLYREGHBLTYIY76QXVIE.jpeg","version":"0.10.9","width":1067,"syndication":{}},{"_id":"HBQNQ72A6FENVAB3HRXKXBVHII","additional_properties":{},"content":"Rius coincide bastante con ese enfoque cuando dice que la reforma viene, en buena medida, a poner blanco sobre negro a situaciones que ya existían dentro de muchas compañías. Su mirada es que no habrá, al menos en el corto plazo, un efecto mágico sobre atracción o retención por el solo hecho de que ciertas herramientas queden explícitamente contempladas, como puede pasar con el banco de horas o con algunos mecanismos más flexibles de organización del tiempo. Lo que sí puede ocurrir es que esas herramientas, usadas inteligentemente, ayuden a personalizar mejor la propuesta laboral y a ofrecer márgenes adicionales de flexibilidad más allá del piso legal. Pero incluso allí hay un límite: si el problema de fondo es la escasez de perfiles y la necesidad de aprendizaje continuo, ningún cambio normativo va a resolver por sí solo el cuello de botella principal.","type":"text"},{"_id":"MP7EKI5MRJCIJIIHR6K2YWHNFQ","additional_properties":{},"content":"El sistema no alcanza","level":2,"type":"header"},{"_id":"RSUECOXFAVCTXNKJBW6OQJWUDY","additional_properties":{},"content":"Ese cuello de botella, en el fondo, remite a una cuestión más estructural: el sistema educativo y la velocidad del cambio. Traverso habla de una aceleración muy marcada en la transformación de habilidades y cita proyecciones del World Economic Forum según las cuales una parte relevante de las capacidades actuales cambiará antes de 2030. Guastini, por su parte, va al corazón del asunto cuando cuestiona que el sistema siga formando bajo una lógica de segmentación del conocimiento en un mundo que exige integrar, resolver y comunicar. Y remata con una frase que resume buena parte del dilema: “Es muy positivo modernizar la legislación laboral, pero de poco sirve si no hay gente preparada para ocupar los puestos que el mercado necesita cubrir”. Esa observación corre el foco desde la discusión jurídica hacia una dimensión mucho más incómoda: la calidad de la formación, la articulación entre educación y empleo y la capacidad de reconversión.","type":"text"},{"_id":"T3SRDPQ7YBEDZJUU6VEZXXYBQ4","additional_properties":{},"content":"La paradoja es que, mientras se habla de escasez, también sobran perfiles en ciertas capas del mercado. Rius lo deja ver cuando explica que, al mismo tiempo que surgen posiciones nuevas vinculadas al análisis, la seguridad, el software o la interpretación de datos, quedan tareas tradicionales que pierden peso o directamente se automatizan. La brecha, entonces, no es solo cuantitativa; es también distributiva. Sobran algunas capacidades que antes tenían valor y faltan otras que ganaron centralidad.","type":"text"},{"_id":"722O55EFAVADBCLOWBHMO5QNRU","additional_properties":{"fullSizeResizeUrl":"/resizer/v2/722O55EFAVADBCLOWBHMO5QNRU.jpeg?auth=b8cbf71e362a60fc5b58dcae191374ede248b1d9053e60f18404f72b876001cc","galleries":[],"ingestionMethod":"manual","mime_type":"image/jpeg","originalName":"Manpwer guastini.jpeg","originalUrl":"https://cloudfront-us-east-1.images.arcpublishing.com/elcronista/722O55EFAVADBCLOWBHMO5QNRU.jpeg","proxyUrl":"/resizer/v2/722O55EFAVADBCLOWBHMO5QNRU.jpeg?auth=b8cbf71e362a60fc5b58dcae191374ede248b1d9053e60f18404f72b876001cc","published":true,"resizeUrl":"/resizer/v2/722O55EFAVADBCLOWBHMO5QNRU.jpeg?auth=b8cbf71e362a60fc5b58dcae191374ede248b1d9053e60f18404f72b876001cc","restricted":false,"thumbnailResizeUrl":"/resizer/v2/722O55EFAVADBCLOWBHMO5QNRU.jpeg?auth=b8cbf71e362a60fc5b58dcae191374ede248b1d9053e60f18404f72b876001cc&width=300","version":0,"template_id":1427},"address":{},"auth":{"1":"b8cbf71e362a60fc5b58dcae191374ede248b1d9053e60f18404f72b876001cc"},"caption":"Luis Guastini, CEO y Director General de ManpowerGroup Argentina","created_date":"2026-04-17T15:10:28Z","credits":{"affiliation":[]},"height":1600,"image_type":"photograph","last_updated_date":"2026-04-17T15:10:28Z","licensable":false,"owner":{"id":"elcronista","sponsored":false},"source":{"additional_properties":{"editor":"photo center"},"edit_url":"","system":"photo center"},"subtitle":"Luis Guastini Manpower","taxonomy":{"associated_tasks":[]},"type":"image","url":"https://cloudfront-us-east-1.images.arcpublishing.com/elcronista/722O55EFAVADBCLOWBHMO5QNRU.jpeg","version":"0.10.9","width":1066,"syndication":{}},{"_id":"VY3EDPY2MZEAJBWFJFZ7SOQYIU","additional_properties":{},"content":"En ese punto, las áreas de RR.HH. empiezan a asumir un rol más estratégico que administrativo. Ya no alcanza con reclutar y administrar beneficios. Hace falta leer tendencias, entender el negocio, construir talento y revisar el tipo de liderazgo que la organización está generando. Guastini advierte, por ejemplo, sobre otro problema que empieza a crecer: la resistencia de los más jóvenes a asumir posiciones de mando medio o liderazgo, porque perciben que la presión no compensa o no se sienten realmente habilitados para ese rol. Si esa tendencia se consolida, la escasez no será solo de perfiles técnicos o digitales, sino también de quienes quieran conducir equipos en un contexto de alta exigencia y cambio permanente. De nuevo, el problema no es lineal. Lo técnico, lo cultural y lo generacional se mezclan.","type":"text"},{"_id":"ZSFP5GLENVCZLBHDK6VBY2G22Y","additional_properties":{},"content":"Lo que de verdad están buscando las empresas","level":2,"type":"header"},{"_id":"LQIT4A7HAZDMZJSAGSXYL6CU4M","additional_properties":{},"content":"Por eso, cuando las empresas hablan hoy de talento, en realidad están hablando de algo bastante más amplio que de una vacante difícil de cubrir. Están hablando de su capacidad de construir futuro. De si son capaces de detectar potencial antes que experiencia perfecta, de formar antes que esperar, de ofrecer desarrollo real antes que una lista de beneficios, de generar culturas coherentes con las habilidades que dicen necesitar y de entender que la técnica importa, pero que la capacidad de aprender, cuestionar y adaptarse vale cada vez más. Gerding resume esa transición cuando señala que a veces lo más valioso de un outsider no es que traiga todas las respuestas, sino que haga preguntas que nadie dentro del sector ya se hace. “En un mercado donde lo viejo deja de servir rápido, esa frescura puede ser más útil que una trayectoria impecable”, señala.","type":"text"},{"_id":"IONQKYOPHZCNFLRUWRQFCECNNA","additional_properties":{"fullSizeResizeUrl":"/resizer/v2/IONQKYOPHZCNFLRUWRQFCECNNA.jpg?auth=70161f82a656a5f33ee4e9ef84ba7e68ee81ef8ac3ffebbc59bbb244a45bf2e2","galleries":[],"ingestionMethod":"manual","mime_type":"image/jpeg","originalName":"Martín Gerding, Director de Page Executive.jpg","originalUrl":"https://cloudfront-us-east-1.images.arcpublishing.com/elcronista/IONQKYOPHZCNFLRUWRQFCECNNA.jpg","proxyUrl":"/resizer/v2/IONQKYOPHZCNFLRUWRQFCECNNA.jpg?auth=70161f82a656a5f33ee4e9ef84ba7e68ee81ef8ac3ffebbc59bbb244a45bf2e2","published":true,"resizeUrl":"/resizer/v2/IONQKYOPHZCNFLRUWRQFCECNNA.jpg?auth=70161f82a656a5f33ee4e9ef84ba7e68ee81ef8ac3ffebbc59bbb244a45bf2e2","restricted":false,"thumbnailResizeUrl":"/resizer/v2/IONQKYOPHZCNFLRUWRQFCECNNA.jpg?auth=70161f82a656a5f33ee4e9ef84ba7e68ee81ef8ac3ffebbc59bbb244a45bf2e2&width=300","version":0,"template_id":1427},"address":{},"auth":{"1":"70161f82a656a5f33ee4e9ef84ba7e68ee81ef8ac3ffebbc59bbb244a45bf2e2"},"caption":"Martín Gerding, director de Michael Page","created_date":"2026-04-17T15:11:24Z","credits":{"affiliation":[]},"height":1280,"image_type":"photograph","last_updated_date":"2026-04-17T15:11:24Z","licensable":false,"owner":{"id":"elcronista","sponsored":false},"source":{"additional_properties":{"editor":"photo center"},"edit_url":"","system":"photo center"},"subtitle":"Martín Gerding Michael Page","taxonomy":{"associated_tasks":[]},"type":"image","url":"https://cloudfront-us-east-1.images.arcpublishing.com/elcronista/IONQKYOPHZCNFLRUWRQFCECNNA.jpg","version":"0.10.9","width":1920,"syndication":{}},{"_id":"SOZTT573ERFSXFGB4OKSIZVOXA","additional_properties":{},"content":"La escasez de talento, entonces, existe. Pero no del modo en que se la suele narrar. No es, o no solo, que falten personas. Falta una combinación infrecuente de base técnica, habilidades digitales, criterio de negocio, aprendizaje continuo, pensamiento crítico, flexibilidad y capacidad humana para operar en entornos cada vez menos previsibles. Falta, también, que muchas organizaciones terminen de aceptar que el candidato ideal no está esperando ser encontrado, sino que probablemente deba ser construido. Y falta, por último, un ecosistema más articulado entre empresas, educación y regulación para que la brecha no se ensanche todavía más.","type":"text"},{"_id":"3WYBLS6E7BEDXMWQURO6LCJISY","additional_properties":{},"content":"En esa tensión se juega buena parte del mercado laboral argentino que viene. Porque las compañías ya entendieron que competir por talento no será solo ofrecer más plata o mejores beneficios. 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