The Role of Human Resources in the Digital Age

The Role of Human Resources in the Digital Age

Currently, digital information transforms organizations that do not fit with the demands of the technological environment, which is why it is important and convenient to live in a flexible, collaborative, humanized, and social environment where knowledge prevails and is shared.

Technology does not change what we do, but who we are

As human resources professionals, we cannot ignore this reality that challenges us to design new structures, management models, and guidelines to compete in the environment, starting by example and being agents of change in the different areas of the companies.

In order to succeed in a world influenced by the fourth industrial revolution, we must first understand that employees are a vital part of companies, and to do so, our role will consist of helping to prepare, make more flexible, inform, and seek new ways of operating and addressing situations. Combining, adopting, adjusting, learning, and unlearning are skills that we must practice and therefore teach today.

Added to this important transformation challenge is also including the leaders of organizations and teams, obtaining greater influence, and thus achieving a great future that is sustainable, competitive, and capable of surviving exponential changes successfully. This paradigm would thus encompass cultural change and digitalization throughout the company. To the above, we must add the important task of reinventing or imagining the experience of collaborators, clients, and teams when adopting digital models in an attractive way for their role in the business.

This is why the human resources professional will be the ambassador of change, adopting an active role in their area, assuming the skills of the new era, being a digitalized reference, and being the mirror that sets an example in the organization about the change that we need to see. and to which we must adjust; only in this way can we understand and distinguish the digital competencies of others in the different roles in the company.

This new way of doing, changing, and adjusting our work implies the following competencies: self-management, with us being the first ones responsible for actively participating in decisions about the development and operation of new technologies; knowledge of the digital environment, making it possible to generalize computer instruments through access to information for collaborators; and the implementation of technological measures and tools that allow streamlining digital communication for collaborators, clients, and work teams.

This will be a new way of doing our work and that of the vast majority of organizations, adopting new models of organizing internally to be more innovative, competitive, and productive.

Substantial changes in the organization of work also begin with a change in mentality, which is why we can take advantage of the change, starting, for example, with a change of spaces, such as the office or workplace, and moving to what we see today. day is teleworking or working at home, these spaces will help get rid of monotony and some gaps in communication. This breakdown of the scheme helps to understand that work is mobile, simple, and collaborative.

In order to recognize the importance of these changes and make them a reality, it is important to manage the transformation from within, understanding where we are going professionally and how these changes impact the company, contributing to improvements in employability that in turn benefit both parties.