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The Future of Work: How will HR and AI redefine Organizations?

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If we were to trace progress in the history of modern labor society as a straight line, we would note that the most significant developments are concentrated in its final phase. This analogy recalls the classic pattern of technological development in human evolution.

Through this introduction, we want together to open the Pandora’s box that contains the future of organizations. Although we can only imagine and predict this future, all evidence suggests one direction. A future that, in fact, is already here, in the present.

What the current literature identifies as the VUCA (Volatility, Uncertainty, Complexity, Ambiguity) context, referring to the complexity in which organizations operate, is the fundamental framework from which to analyze the challenges facing companies. The increasing complexity of society and the global landscape adds additional layers to an already intricate present.

This scenario should not disorient us at all. On the contrary, the course to follow, even in the middle of a complex path, is one geared toward the well-being of workers. In this context, the key role of human resources becomes indispensable in enhancing human capital and promoting an organizational culture marked by well-being and listening.

The technology transition, as described above, enters organizational life headlong, proving to be a parachute for HR people who wish to launch themselves fully into the global VUCA challenge. Although the increasing availability of data on technology that provides insights into workers’ behaviors and perceptions, the role of HR practitioners now takes on an even more pedantic relevance. This is because they become essential to managing the complexity of data and understanding its diversity within the workforce.

The revolution in human resources, coupled with artificial intelligence, raises HR professionals to an unprecedented level of specificity. Contrary to popular belief, the use of AI and technology for data collection and decision making does not reduce the human element of the worker, nor does it replace the role of the HRM. On the contrary, through the right tools, it offers significant benefits:

Embracing individual complexity: Using quantitative and qualitative data, the complexity of each individual can be fully understood.

– Overcoming traditional HRM: The data-driven people-based approach allows one to overcome the limitations of traditional methods.

However, it is important to emphasize that these benefits come from gradual and prospective growth. Implementing such advanced strategies requires a cultural change within organizations. Speaking of a “future already present” implies initiating a path of organizational growth aimed at exploring the potential we are discovering in Pandora’s box.

It is essential that organizations initiate training processes aimed at clearly defining the transition phases that will direct them toward leadership in future markets. This path must place special emphasis on enhancing human capital and promoting widespread corporate knowledge management. This can be accomplished by relying on people or companies that are already harnessing and studying the potential of AI, implementing advanced tools and promoting the acquisition of skills that will enable the full exploitation of the potential of AIs. Only in this way will we be prepared for a future that is already present.Fine modulo

*This article is an original work of Rocco Giuliano

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