We are finishing the first quarter of the 21st century. We probably imagined that by this time we would be surrounded by flying robots in offices and factories and, even though this is not necessarily the case, it is a reality that the future of work presents a technological panorama that has an impact on the way we work and, in turn, allows us to improve the quality of the work environment for human beings.
In this sense, there are four major human capital trends to consider for the next few years.
We are finishing the first quarter of the 21st century. We probably imagined that by this time we would be surrounded by flying robots in offices and factories and, even though this is not necessarily the case, it is a reality that the future of work presents a technological panorama that has an impact on the way we work and, in turn, allows us to improve the quality of the work environment for human beings.
In this sense, there are four major human capital trends to consider for the next few years.
» 1. Meta-human leaders
The greatest challenge that we are facing has to do with the impact that AI is having on organizations; accelerated changes in information management, process automatization and the robotization of activities are factors that generate greater productivity, but also greater uncertainty for people. But it is a reality and faced with this, leaders must be capable of harmonizing human and artificial intelligence because, without a doubt the integration of technology will have a significant impact on employment.
As stated in ILO’s “Generative AI and jobs in Latin America and the Caribbean: Is the digital divide a buffer or a bottle neck” report, it is estimated that a total of between 26% and 38% of all jobs in Latin America and the Caribbean could be exposed to generative AI (GenAI). Likewise, GenAI could improve productivity of between 8% and 14% of the jobs, with a greater probability in the urban, education and formal sectors, and among people with higher incomes.”
Biotechnology and brain-machine interconnection platforms will require a different design of the work environment and, with it, the capacity of leaders to manage the balance between technology, ethics and purpose will be a fundamental factor for the sustainability of businesses. In other words, this new era will generate challenges without precedents for those responsible for teams and organizations.
» 2. Liquid businesses capable of adapting and organizing themselves by solutions beyond functions
Agility will continue to be a key concept in organizational design, but now with an approach without organizational borders, where teams have the capability of self-organization, focusing more on the contribution of value than on the time or quantity of tasks; this will entail new ways of hiring and compensation that are much more flexible, but also measurement systems and leadership schemes that are totally focused on the client.
» 3. Hypersegmentation of the value proposition for the collaborator
With the power of data analysis brought by AI, organizations will be capable of managing much finer segments that respond more closely and flexibly to the needs of collaborators.
In addition to this more granular approach, companies will be able to measure, continuously and in real time, the level of employees’ well-being and commitment and thus be able to maximize their value proposition and provide the leader with tools for connecting more effectively with people.
According with the Gartner report “HR in 2025: Areas of interest and strategies for success”, “55 % of Human Resources Managers say that their technology does not meet current or future business needs, and many tools are underused.” Along this line, organizations need to invest in the transformation of human capital processes and thus improve the collaborator’s experience.
» 4. Meta skilling and mass personalization of talent development
Meta skilling, a term presented in “Metaskills: Five Talents for the Robotic Age” (Marty Neumeier) appears within the framework of the integration of neurotechnology for optimizing learning. Mixed reality, ultra-realistic simulators for practicing complex skills, among others, are tools that allow accelerating the learning of critical knowledge and skills in the workplace.
Today, development “journeys” evolved into so-called competences gyms or laboratories, that generate a much greater effectiveness with less exposure time for people, which allows productivity to increase, as work teams are better prepared.
Along these lines, “mind-mapping” emerges as a tool for identifying and developing hidden potential, which allows going further in strategic talent management, seeking the development of meta skills, such as the capacity to unlearn and learn according to changes in the environment.
The foregoing shows that the name of the game for the coming times will be “adaptability”, only now at an exponential level, so the great organizational challenge will lie in the integration of advanced technology in equilibrium with humanism, within ethical frameworks that will help maintain the purpose of the work ecosystem, generating a greater value for human beings and for the planet.
