According to a study conducted by McKinsey on the state of Artificial Intelligence (AI) in 2024, the adoption of this new technological tool has increased very significantly throughout the world: “During the last six years, the adoption of AI by organizations among those surveyed has been of around 50 percent. This year (2024), the survey reveals that this adoption has increased to 72 percent.”
The accelerated manner in which technology is changing the way of working is also making it necessary for talent management processes in organizations to evolve and adapt to this new reality.
Without losing touch or a human focus, today’s Human Resources specialist (HRBP) has digital tools that allow him to improve the collaborator’s experience. For example, today, personalized training content that adapts itself to the development needs of a collaborator can be created using AI, offering better quality in training and permitting a faster impact on his performance. Additionally, it is possible to measure progress and monitor the use of training resources, which is also linked to the level of results, and all of this can be used as a basis for feedback from the supervisor to the collaborator. This challenges organizations to evolve the role of HRBPs, helping them to integrate these tools in order to improve people management in business.
In this sense a more digital approach, supported by AI tools can make a great difference in Human Resources management and its impact on business. Some examples of the best practices in the use of technology for evolving the role of an HRBP are:
The identification of internal talent
It is common in organizations to use the employee’s trajectory as an input for talent planning; this information, however, is often outdated, particularly in regard to the experience that the person had prior to joining the company. In this sense, having an AI tool that allows making a scan of collaborators’ comprehensive profiles using different sources, such as professional social networks, and then cross-referencing those prior experiences with the required profile can provide valuable information and key findings for talent management, helping close the talent gap by significant percentages.
Value Proposition Segmentation
A key role of the HRBP consists on dedicating time to understand the evolution of collaborators in regard to their personal and family needs and/or plans, the dynamics of the work teams, communication schemes, etc. as we will not only have a strategic element of the business human plan, but we can also become human references for the labor market. But conducting this analysis is quite a difficult task when technology is not available. Valuable information can be found by cross-referencing databases with information from the payroll, insurance, the use of benefits, etc., and projections can be made to provide a more personalized attention to the people in the company, constructing a comprehensive offer that maintains a connection with collaborators and reduces turnover.
Development plans based on the “learning journey”
Learning can be micro-segmented by using AI tools, adapting contents and formats to the changing needs of the business and people. This approach provides the possibility of changing the traditional way of “delivering content” to a focus on individual demand based on the performance of a person, a team, or even an organization. This permits the measurement of the impact of these resources on the improvement of results, which allows making real-time adjustments to make them increasingly effective.
Monitoring labor risk
As the challenges arising from the new players in the union fields increases, the need to anticipate the possible effects that this could have in the management of the work center also increases, integrating topics relating to the conduct of collective bargaining agreements’ revisions, the increase of salaries and benefits in negotiations, or conflict situations in the immediate workplace environment. AI permits the development of a better vision through the cross-reference of databases, using this to construct risk maps that can anticipate the need for preparing companies.
In the current labor context in Mexico, we are currently facing the most interesting and fun time to belong to a Human Resources team. We are now seeing how businesses accelerate their development, reaching the client through disruptive products and channels, breaking the traditional functional structures with agile cultures and innovative tools that integrate AI and automatization, which creates the need to provide people with new capabilities and mindsets.
But, on the other hand, we also have a social reality that does not progress at the same pace, we have a polarized society in a challenging economic environment and a fundamental transformation in the labor and in the union world that ground every initiative in the real world and force the HR team to keep an eye on each extreme of this moving pendulum.
In this context, an evolution in the role of the HRBP and of the Human Resources team is required, as well as the transformation of leadership toward a multidimensional mindset, capable of integrating human work with the new machines, creating a harmonious environment and, at the same time, increasing productivity.
