HR in the middle ground, between AI and old practices

The HR function today finds itself managing the digital transformation process for all the people in its organisation, which involves multiple levels, cultural, organisational and training, and at the same time it must manage these processes in all its internal functions, such as

Personnel selection. AI algorithms quickly analyse large numbers of CVs, identifying the most suitable candidates. Chatbots and automated interview systems handle pre-selection, reducing unconscious bias.

Onboarding. AI can simplify and automate many steps in the onboarding process, such as collecting documents, configuring business tools and planning training activities. During induction, new employees can access AI chatbots to answer frequently asked questions, facilitating faster integration.

Performance evaluation. AI analyses performance data in real time, providing continuous feedback and identifying areas for improvement.

Development and training. AI systems suggest customised training paths, based on individual competences and professional goals. It is now possible to offer training content in short modules, continuously adapting the materials according to people's progress.

Predictive analysis. AI can predict trends in future performance, signalling who might need additional support or training.

Sentiment analysis and motivation. AI analyses internal information flows to assess employee morale and provide feedback to managers so that timely action can be taken.

Intelligent Payroll. Algorithms can accurately manage payroll, taking into account bonuses, overtime, deductions and taxes, reducing the risk of errors.

Automation of personnel administration processes: the IA can automate repetitive processes such as holiday management, leave requests and attendance recording.

These are opportunities to optimise processes, improve the employee experience and make more informed decisions, but they must be seized with a balanced approach, combining technological innovation with the human aspect of work. HR departments will then have to develop new skills, focus on the evolution of corporate culture and ensure an ethical use of AI. Only in this way will they be able to exploit the full potential of this technology and lead organisations towards a successful future.

If we use the old categories of the earth we have trodden so far, the earth of the industrial age, or exclusively the new categories of the digital age, we will experience each step with the schematisation of opposites, of 'either this or that', with the paradox of imposing innovation with the old tools of the industrial age, with hierarchical orders, top-down communication and old rituals of change management.

If we try instead to read the old-new dichotomy with the forma mentis of the middle ground, the poles will be placed and re-read within a continuum that will allow us to move freely from one to the other pole, depending on the organisation's degree of maturity, to hybridise and manage change in such a way as to generate extraordinary design energy for our future.

It is a new, important exercise that we are not trained in, just as we are not trained to manage complexity. But training in managing complexity will help us to acquire mental fluidity, cognitive flexibility, adaptability and understanding of the signals that come to us from constantly changing scenarios.

*President Skilla