新闻 - What if you built your employees from scratch?

We understand that behind every tenth gained on track, every step forward in the development of our drivers, and every strategic decision, there is a key factor that is often underestimated: the employees.

Every coin saved on salaries and signing bonuses can make the difference between one more or less training session for a driver, and that —in the long term— is crucial. But the real challenge lies in the hiring process: do we truly have access to employees who are properly qualified to fill essential positions? The market is broad, yes, but many times it doesn’t offer what is needed.

Although our roster is complete, the inability to train them properly forces us to maintain a constant search. Finding an employee who gives us that extra tenth, who correctly adjusts the setup, or who fits perfectly with the project becomes a strategic task.

We believe that the real leap in quality lies in building from the ground up. Imagine a system where new teams, instead of depending on employees with perfect skills from the beginning, could hire inexperienced mechanics —with salaries according to their level— and train them progressively while they grow alongside the driver. As that group of people works together season after season, real chemistry is forged that could be recognized by the game itself as a new strategic mechanic: a team chemistry system. This internal cohesion, based on continuity and joint development, could make the difference at the highest level of competition, providing that extra performance that often defines a victory. A model like this would not only be more sustainable, but would also promote loyalty, team identity, and a long-term sporting vision.

We ask ourselves: how many employees circulate through the market without ever being hired, simply because their training program spreads them across multiple roles and they never reach 40 points in their specialty? Wouldn’t it be more efficient to hire someone specific —like a trainer— and have the team itself train them according to its needs?

We know we are not alone in this concern. Several teams are watching for that key employee who briefly appears in the market, with 97 points in a main skill. We would like to know: how do you handle this situation? Do you feel identified? What strategies do you use to train and retain talent?

Human resources are more than an expense: they are an investment with guaranteed return if properly cared for and developed.