New trends in human talent management

People management and human capital are undergoing a profound transformation. Driven by technological innovation, changes and new work expectations, this evolution also generates a paradigm shift, emerging roles, as well as various threats and opportunities that organizations must consider to remain competitive and attractive for human talent.

“Employees are seen as customers by companies, which means that all actions are aimed at attracting, retaining and improving their experience from recruitment to retention,” says Gema Murillo Calatayud, National Coordinator of Organizational Development at Franz Tamayo University, Unifranz.

Traditionally, human capital management has focused on administrative tasks such as recruiting, payroll and compliance. In today’s environment, this function is being reinvented to focus more on strategic talent management.

“The aim is to sell the employer brand in order to attract the best talent, considering people from different generations with different needs and purposes in life. This approach represents a significant change from the past, when workers simply fulfilled specific schedules and functions,” adds the coordinator.

This shift seeks to improve not only employee satisfaction and productivity, but also to align individual objectives with organizational goals. Companies are also recognizing the importance of investing in ongoing professional development and in training leaders who can guide their teams in an increasingly complex and competitive environment.

Emerging roles in the field of human talent

As practices related to human capital or talent have evolved, new roles have emerged that reflect the need to adapt to a changing environment. These roles include employee experience managers, who focus on creating positive and motivating work environments, and human resources data analysts, who are responsible for interpreting large volumes of information to make data-driven decisions.

“One of the main strategies that is being adopted is working by results and not by hours. That is, people must meet certain goals regardless of the hours in which they do it,” explains Murillo.

Human capital data analysts are transforming the way companies manage talent. These professionals can identify trends, predict behaviors, and measure the impact of HR initiatives.

This ability to turn data into actionable insights is enabling organizations to be more proactive and strategic in their talent management.

“For example, there are countries where people no longer work by schedule, and where flexible working is also emerging, and in Bolivia there is a lot of what is known today as working with an agile culture, a methodology that allows for reconfiguring strategies, people, technology and processes quickly and effectively with the aim of capturing opportunities, while creating and preserving value,” says the expert.

Challenges and opportunities in the new work environment

Despite opportunities, technological advancement and globalization pose significant challenges for human resource management.

The main challenge is generational and the technological gap that has opened between very different generations that work in the same work environment.

Cybersecurity is also emerging as a critical concern in today’s digital context. According to Simon Dolan of Advantere School of Management, cyber threats can compromise the integrity of personal and corporate data, erode consumer trust and impact company reputation.

Protecting sensitive information and implementing robust security protocols are critical to mitigating these risks and maintaining the trust of staff and customers.

Organizations that take a proactive and flexible approach, aligning their practices with emerging trends and changing workforce needs, will be better positioned to meet the challenges and make the most of the opportunities of the 21st century.