X-ray of HR departments: priority for inclusiveness and experience (less on Ai)

Alessandro Reati, HR Business Practice at Cegos Italia, put the above data into context by first of all recalling how, in recent years, HR managers have not had a moment's respite. "After the health crisis that led them to manage teleworking and hybrid work," explained the expert, "they have had to face emerging technological challenges, such as the arrival of artificial intelligence, and new social challenges, such as the rise of Corporate Social Responsibility, the employability of senior staff or pay dynamics, without forgetting the impact on skills of all these trends.

According to the Cegos survey, in short, it is objective that HR managers have been pushed to become key players in the strategic transformation of their organisation, in view of the fact that most of them (80 per cent) have learnt to recognise the role of other managers in human resources management and that a good chunk (42 per cent) have succeeded in increasing their commitment. Now, however, they are called upon, as Reati again emphasised, 'to affirm the position they have achieved'. The difficulties encountered along the way, on the other hand, are not lacking and relate specifically to problems with resolving emergencies (cited by 70% of managers), the need to cope with increasing pressures (68%) and adapting to changes in strategy (66%).

The most important task to which HR managers are called today thus seems to be more related to the social challenges of organisations than to the push adoption of new technologies (although considered a key and strategic step in the evolution of this function). This is indirectly demonstrated by the fact that one out of every two managers is dedicated to promoting a better work-life balance and increasing workers' health in terms of combating stress and psychosocial risks. The experience of HR managers, in this sense, is seen as valuable in supporting the changes taking place in the function, from the greater commitment required in social responsibility issues to the changes in work habits to the different expectations of the new generations. Eighty per cent of the sample surveyed by Cegos have been working in the sector for more than three years, 32 per cent have more than ten years of longevity in the role, 59 per cent have been in the job for several years and 71 per cent expect to keep their jobs in five years' time. A sign, the experts point out, of a long-term approach that is also reflected in the willingness to continue to develop the skills needed to meet the challenges faced by HR leaders, in the form of training and online resources.