We like to talk about the changes and make predictions about what will come: what will succeed and what will happen with no pain or glory in the society of the future. But we do not usually act accordingly, and we maintain the same way of doing things until all the changes sweep us away. Once again, we will not be able to surf the wave, and we will have missed a personal and professional opportunity that may not happen again.
In the organizations we work for, proposing necessary changes is even more complicated, and, on many occasions, the obstacles to promoting our ideas make us give up without even being tried. But, why not be the leaders of those small revolutions? In the end, when the proposals to improve an organization make sense, sooner or later, there will be someone willing to value them. We will have already taken a first step, and it will be important. Because not only will the company be the beneficiary, but we, who had the courage to lead this improvement, will have acquired fundamental skills to overcome greater future challenges in a hyper-technological and hyper-changing society.
Currently, there is no talk of anything other than the digital revolution in organizations. It seems that the next few years will be decisive for many companies to tip the scales in their favor, joining the change, or definitively losing the battle against their competitors.
The Human Resources teams are no strangers to this circumstance; indeed, they must be the focus from which this trend spreads. Those who dedicate their day-to-day to generating a culture in companies, those who decide when and how internal communication is managed, are in the key position to promote the survival of their companies.
Manual processes have come to a standstill. The technologies applied to the integral management of activities are the new heart that will continue to give life to those companies that want to remain competitive. Recruitment, selection, communication with employees, performance management, detection, and retention of talent... are not a secondary task that can be managed with good will and few tools.
Beyond the analysts of social changes are the privileged visionaries who invent them. The example of Google in people management is revealing. They no longer have a Human Resources department but a People Operations department, from which policies are implemented based on strict and objective data analysis to make the most accurate people management decisions they could make.
Marketing departments have been able to adapt and transform quickly. The question that we as HR professionals should ask ourselves is: Am I taking advantage of new technologies to respond to critical business challenges, or am I stuck in an archaic model that is about to disappear?