From operational to adding value to the business: This is how the role of leaders in Human Resources is changing

From operational to adding value to the business: This is how the role of leaders in Human Resources is changing

Talent Management consultant, researcher and professor Fernando Troilo explains how the role of HR professionals has changed and where the future of work is evolving.

23 October 2022 11.45

Doctor of Sociology, MBA, Human Resources Strategic Management specialist and Communication Sciences diploma as well as being a certified international coach and holding certificates in Agile Leadership, Scrum, Design Thinking, Change Management and management methodologies. (Hogan, Facet5, Birkman, and Adept-15), consultant and researcher Ferdinand Troilo He has more than 15 years of experience in human capital and works for companies in a variety of industries.

Recently, the director of the Human Resources Graduate Program at CEMA University, is also a Professor of Human Resource Management in Master of Business Administration (MBA) and undergraduate courses”.Redesigning Human Resources: the future of people management (Errepar), in which they participated as co-authors Cristian Álvarez, Christian Bernal, Vernica Carabajal, Andrs Cortina, Cecilia Giordano, Leandro Lanfranco, Ulises Martins, Hernn Ricchio and Susana von der Heide.

Through these pages, the authors address issues on the agenda of professionals who manage or manage human resources, people, talent, culture, human capital; in the face of new challenges, trends and conditions in the business and organizational world.

The future of work presents great challenges related to people management, such as those related to the need to develop new skills, among other issues.

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book cover redesigning human resources_enalta

I decided to write this book a year and a half ago, in the midst of a pandemic, while thinking about all the context, especially people and human resources. That’s when I decided to make it happen book, I think complex problems are best solved with a collaborative approach. So I invited my colleagues who accompanied me as a co-author to think and write together, sharing Troilo in dialogue with Forbes.

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How is the labor paradigm changing today?

Today, the paradigm of work in organizations is being driven. towards flexibility and customization, with a broad focus on well-being. This is because people who can decide where to work, and especially digital talent, prioritize these aspects, and if organizations don’t adapt, they lose their appeal and loyalty.

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-Has the digital transformation reached the Human Resources area as well? If so, in what sense?

Digitization is a process that many organizations started before the pandemic, but undoubtedly accelerated. In order for human resources to position themselves in business life, they need to be a part of this digital transformation. Therefore, more and more new roles began to emerge in the region. people analysismaking decisions based on the data typical of digital.

– A few years ago, millennials were spoken of as the generation that demanded change in the business world. Today, millennials are already 40 years old. How has the arrival of this generation affected leadership and management, and does the centennial today demand further changes in the way it works?

Developing societies and organizations within them. The understanding of business as the axis of people’s lives is changing, and I believe it has undoubtedly lost its centrality as a constructive factor in general. New generations are realizing this, and what they are increasingly demanding is to integrate their personal and business desires and interests.

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How is the role of HR professionals changing?

The role of human resources and professionals is increasingly non-transactional to add value to the business. The most operational or administrative activities in the region are those that tend to go digital first, and the people management professional needs to be more of a business leader than a partner or lose their position in organisations.

-How to better accompany the business from the management of the collaborators to achieve the expected results?

One of the keys to achieving this is to question the culture of the organization. Today we are working hard on cultural transformation so that culture accompanies strategies and expected results. I believe this is one of the first steps to take to work to consolidate a new culture from there by identifying the capacities we need to create for business and the gaps between us and current reality.

-Lack of talent is a global problem, especially in certain positions. How to work from the region to find and conquer talent? What makes a successful company different in this respect?

In this context, the field should be able to define what talent is for the job, for the organization today, and help leaders understand this. Lack of alignment with the concept of talent is an escape route that we need to work on across the organization. Another important aspect is to listen, to understand firsthand the needs and interests of scarce talents, and to review the experience given to them in the organization throughout their lifecycle according to these needs.


-Where is the future of work headed? How do you imagine 5 years from now?

I believe that future studies will have more open and flexible modalities. this inclusion of diversity Here, it means that organizations will need a talent ecosystem that can respond to the various labor concerns that exist, coexist with people who choose to work in more traditional positions, for example those who choose to work. projects in various organizations at different times

Given this future of work and how organizations are transforming today, I think It is imperative to redesign human resources, rethink their purpose and meaning, and from there their applications. And frankly, in order to do that, as professionals in this field, we need to rethink ourselves and start redesigning our mindset.

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