The management of talent and people in the times of digital transformation has become a battle for a department, such as human resources, sometimes wanted and others so undervalued. With automation threatening millions of jobs, new business models, the new labor relations and the internal change to which it has been subjected, the challenges have soared. In a breakfast organized by EL PAÍS Retina, different leaders have tried to provide solutions through their experiences and have made it clear that better to have artificial intelligence on their part.
One of the most interesting uses that were put on the discussion table was how to use the machine learning to keep workers. As commented María Vega, global head of digital transformation in development and talent of Santander, have found in this tool a good mechanism to prevent their employees stop entering and leaving constantly. "With artificial intelligence we measure their abilities and we know the risk of someone leaving. It suggests how to compensate for the role it plays, compared to the sector and within the company, and helps us to know it better, "he explained.
This artificial intelligence would remain on paper without analytics and the use of massive data generated by the organizations themselves. One of the results, as stated by Marta de las Casas, director of talent and global development at Telefónica, is that of personalization in policies. The role of each worker must be better understood because it is their person that brings value and not the name of the job. "With the artificial intelligence we obtain recommendations according to each one and we consider what place within the company should occupy. According to all the information we collect, we also propose personalized training so that it continues to grow, "he said.
The human resources departments have been the younger brother of the organizations. Their position, unpleasant depending on the context, has distanced them from the affection of the workers. To reverse this situation, Itxaso Larrañaga, director of people and CSR of SEUR, has opted for having artificial intelligence in order to improve the employee experience. "It helps us to know what people like. They must feel that we care about them. With the conclusions we draw, we determine certain guidelines to encourage retention and increase your curiosity to stay with us, "he argued while adding that these changes can not be imposed, but must come from the workers as well.
In the face of so much transformation, it is easy to get lost among an infinity of digital solutions. Human resources, in his career not to be left behind, is not exempt from falling into the trap. The voice of alarm has been given by Álvaro López, Managing Director of Verisure Securitas Direct: "Far from understanding the function we have and what they expect from us, sometimes we are fashion victims of technology and we take everything without knowing what we want ". In your case, it seems to be clear. With artificial intelligence has developed a predictive model of recruitment. "We join the machines and the people to know who will sell more and what resources they need. The good ones have to spend more time with us ", he said.
An exit to administrative slavery
The management of talent and possible ways for your department to play an important role have not stopped floating in the breakfast environment. In the words of José Antonio Vernia, director of human resources of the Red Eléctrica Group, the time has come to automate what less value contributes and avoid that your area is enslaved in mere administrative tasks. This predisposition, added to the incorporation of artificial intelligence, has led your organization to have an internal database with which to modernize the day to day work. "We have detected which employees are in disgust and we have established automatic controls to identify and reduce our own gender wage gap," he said.
All experts have agreed that their departments need to be closer to decision making. Feel that human resources have enough tools, as has happened with artificial intelligence, to be an active part of the business. Luis Díaz, managing director of Accenture and responsible for consulting in talent and organization, has exemplified it with a Rubik's cube: "To mount a face you have to move the rest … and most organizations do not usually see these connections". None of those involved intend to become that Galia resistant to an entire empire, but to be incorporated as one more within all the gear. Have a voice of their own in the midst of the whole transformation, including their own