17TH HR PEOPLE & CULTURE 2025 FORUM KICKS OFF
November 19, 2025
WORK IN 2035: TRENDS AND SCENARIOS FOR MANAGEMENT HR
December 11, 2025
WORK IN 2035: TRENDS AND SCENARIOS FOR MANAGEMENT HR
On 28 November, the first workshop of the 2025-26 edition of the HR Innovation Observatory was held, entitled "Work in 2035: trends and scenarios for Direction HR' in which 12 megatrends, identified by the Observatory, that will influence the future of the labour market and HR Directorates in the next 10 years were presented and discussed. The workshop then continued with a workshop activity in working groups, in which possible dystopian scenarios resulting from the realisation of the megatrends and possible actions to be implemented today to steer them in more desirable directions were discussed.
The research presented followed a survey methodology based on 'foresight' techniques, a systematic process of collecting information to structure the creation of possible future scenarios, in collaboration with the Centre for Digital Envisioning of the Politecnico di Milano. Starting from the detection of possible signs of change, the Observatory has identified some long-term trends that can enable the construction of possible future scenarios. The aim of this approach is to enable the exploration of future possibilities and challenges to help organisations prepare for the continuous changes they are undergoing.
The 12 identified megatrends were presented during the meeting and commented on by members of the Advisory Board of the HR Innovation Observatory. Below are summaries of the megatrends and the main insights that emerged from the discussion.
The 12 megatrends and the viewpoint of the Advisory Board
Proactive HR & Hyper Customisation
Megatrend summary
The increasing availability of data and AI tools will enable HR Directorates to offer services based on people's real needs and interests. The integration of predictive technologies will enable anticipating skills gaps and employees' needs. This will foster the development of increasingly customised HR services for each worker and will require interoperable data architectures, people analytics skills and human oversight in sensitive decisions.
Advisory Board Comment
According to Mauro Ghilardi, People & Transformation Director at A2A, it is important to have both a strategic and ethical approach to the use of data. It is therefore essential to ask oneself how, especially through the use of data, to identify the moments when people approach certain stages of life and career, accompanying them in the best possible way and meeting their specific needs.
The Human Mattering Crisis
Megatrend summary
The spread of AI and automation accentuates the perception of replaceability of people, undermining motivation, engagement and sense of purpose individual, especially among the younger generation. Increasing labour mobility still makes more difficult to develop a deep connection with the organisation. The HR Directorates will therefore have to rethink roles, culture and processes, to Valuing the uniqueness of people even in an increasingly fluid and technology-dominated environment.
Advisory Board Comment
According to Roberto Battaglia, Chief Operating Officer of the AIRC Foundation, the perceived replaceability of people may be a false problem at the moment: many experiments today related to AI are not meeting expected expectations. The challenge is rather how to embed artificial intelligence, which is not just a tool, into organisational processes designed in other eras. It therefore becomes central to question the meaning of the organisation, why it exists, and at the same time work on both awareness and the development of new skills for people. This is an opportunity for HR Directorates: being able to oversee this change can help strengthen people's engagement, especially the younger generation.
Fluid and Dynamic Global Job Market
Megatrend summary
Digitalisation and virtual work are breaking down geographical boundaries, creating a global and increasingly dynamic labour market. Professional mobility will grow, with workers more willing to change companies and organisations open to collaboration and exchange of expertise. HR Directorates will have to evolve to managing distributed workforcesensuring inclusion, engagement and cohesion even at a distance.
Advisory Board Comment
According to Tamara Driol, Group Chief HR Officer of Kedrion, this is a megatrend that has already been present for several years, but which is becoming even more accentuated by the ease of changing jobs, even accessing other geographical markets without physically moving. This international mobility is not always possible: there are contexts where physical presence is essential, especially in industrial settings. For those contexts where it is more feasible, there are some potential obstacles that should not be underestimated, especially with regard to political decisions, which are already trying to steer this trend in different directions on the international scene.
Disrupting the Managerial Hierarchy
Megatrend summary
In the new labour scenario, the role of the manager loses centrality as a hierarchical level and becomes a transversal profile. The manager of the future will be an orchestrator of hybrid (human and AI) teamsfocused on the development of soft skills such as agility and resilience. The skills required are shifting away from administrative supervision towards the management of complexity, diversity and human-machine collaboration. In addition, the increasing automation of decisions thanks to AI, the emergence of automatic organisations as DAO (Decentralised Autonomous Organisation) and the spread of flat organisational models will make this role less and less necessary.
Advisory Board Comment
According to Enrica Barbieri, Head of Organisation and Development at Siram Veolia, this is a relevant megatrend as it challenges the traditional hierarchical organisational model, in which managers coordinate work and hold most of the decision-making power. With AI becoming progressively more effective than humans in interpreting the context and making decisions, the role of managers could evolve towards that of 'servant leaders': no longer hierarchical leaders, but leaders at the service of people, harmonisers of talents and technological tools. Also contributing to this is the challenge posed by the new generations, who want to be increasingly involved in business decisions and who may be more engaged with these new models.
Human-Tech Workforce
Megatrend summary
The spread of AI will favour the emergence of hybrid teams, in which people and machines will collaborate on activities and decision-making processes. This scenario will require a rethinking of skills, work organisation models, leadership styles and performance evaluation systems. HR Directorates will have to balance technological innovation and the enhancement of the human factor, avoiding the loss of the distinctive and irreplaceable contribution of people.
Advisory Board Comment
According to Andrea Isaia, Global HR Director at Italmatch Chemicals, one of the key questions for HR Directorates will be to understand whether the organisation is really ready to delegate its strategic choices to algorithms. AI can indeed make decisions and perform tasks autonomously, but it will increasingly be up to the HR Directorates to take a social and ethical, but also substantive, stance on which direction to steer the decisions of these systems.
Lifelong Accelerated-Learning
Megatrend summary
La increasing hyper-specialisation and rapid automation of skills will require continuous updating of skill, shifting the responsibility of the training and from traditional academic paths to the individual. In this fluid scenario, upskilling, reskilling and digital technologies will be indispensable to remain employable. Learning will have to become fast, personalised and continuous, compensating for the reduced possibility of 'learning on the job' especially for the younger generation.
Advisory Board Comment
According to Patrizia Belotti, Strategy Delegate and People, Organisation & Global Development Director at Salugea, the key word of this megatrend is 'accelerated': speed is no longer an option. In fact, it is no longer enough to learn for a lifetime, but it becomes necessary to do so at the pace of context, anticipating what is to come. This will also have direct consequences on business operations: skills cycles may become faster than product cycles. The role of HR departments will therefore no longer be just to build customised training for people, but to recognise that continuous learning is a strategic pillar for business continuity. It will be necessary to stimulate people to learn new things, even outside their areas of expertise, in a deep and fast way. The challenge will be to build ecosystems where the constant sharing of projects, mistakes and interactions generates value, creating spaces where knowledge becomes reusable and skills can be continuously regenerated...
Strategic AI Powered HR
Megatrend summary
The adoption of AI systems and automation will move the HR Direction from operational activities towards a more strategic, decision-making and integrated role with the business. Algorithms will manage repetitive processes and provide decision support while human input, enhanced by theAIIt will focus on strategy, ethics and valuing people. The success of this transformation will depend on the balance between technological efficiency and human centricity.
Advisory Board Comment
According to Mauro Ghilardi, Director People & Transformation at A2A, the use of AI in HR processes can enable customised approaches for the individual person. In the past, it was unimaginable to make a personalised development plan for all 15,000 people working at A2A, but now it becomes feasible. In this perspective, the HR management can increasingly support the needs of the business. At the same time, these technologies enable the monitoring of the labour market and the skills that are sought after by other organisations. This is a fundamental point to act proactively with respect to the skills to be included in the company and not just wait for the indications of the business.
Workforce in the Age of Extreme Longevity
Megatrend summary
The extension of working life and the decreasing presence of young people will transform human resources management, making the issue of extreme longevity central. Organisations will have to valorise the experience of senior workers, design career paths sustainable for all ages and promote effective collaboration between generations. Only in this way will it be possible to meet the challenges of productivity and social cohesion in a rapidly changing demographic context.
Advisory Board Comment
According to Roberto Battaglia, Chief Operating Officer of the AIRC Foundation, this megatrend is not only a demographic challenge, but also a strategic one. With the extension of working life, there is a great accumulation of human capital given by people staying longer in organisations. The challenge is therefore how to make the best use of technology, notwithstanding the fact that new dynamics are being observed in the labour market: for example, companies blocking the hiring of younger people because they are looking for the wisdom of older workers, which can then be enhanced by the use of AI. This opens up unprecedented scenarios, which inevitably also leads organisations to think in terms of generational turnover, because the most senior people will leave the organisation at some point. Their exit must therefore be planned intelligently, to avoid losing the skills that leave the organisation. It is therefore necessary to establish a new pact between generations, to enable the transmission of skills and to think about the impact the company can have on its employees and on the ecosystem in which it operates.
Losing the Skill Edge
Megatrend summary
Automation and artificial intelligence reduce opportunitiesespecially for younger people, to gain practical experience and decision-making skills, depleting the human capital base. This can lead to a widespread loss of know-how and increased dependence on machines even for complex decisions. Organisations will have to rethink growth and training paths to preserve future expertise and leadership.
Advisory Board Comment
According to Tamara Driol, Group Chief HR Officer at Kedrion, this megatrend represents an opportunity to enable new 'knowledge mentoring' approaches. With the operational activities delegated to AI and the human role of validating them, the role of the HR Directorate becomes key in guiding mentoring activities and facilitating the pairing of senior and junior staff. This not only facilitates the exchange of knowledge, but also helps the more junior people to grow faster and the more senior ones to pass on the tacit knowledge accumulated over the years.
HR as a Social Agent
Megatrend summary
The role of the HR will become increasingly central in social termsnot only guarantor of transparency, privacy and inclusion, but also architect of welfare services responding to needs not covered by the state. HR will take charge of facilitate the integration of a global workforce and the balance between people's rights and welfare. In this new scenario, the HR will establish itself as a true social actor, a bridge between business, institutions and the community.
Advisory Board Comment
According to Enrica Barbieri, Head of Organisation and Development at Siram Veolia, this megatrend can be used as an antidote to one of the dystopian effects that technology can have related to the limitation of interpersonal relationships. The HR Directorate, with a more social role, will have to take over the welfare services that the state will not be able to offer. This is an issue that captures a cross-generational interest and can also be used as a strategic lever to attract people from the labour market.
AI-Elite vs. AI-Precariat
Megatrend summary
The spread of digital and AI technologies will create a strong polarisation in the labour marketon the one hand a "digital elite"with advanced skills, on the other hand workers at risk of exclusion for lack of appropriate skills. The digital divide will thus turn into a skill divide, limiting access to the opportunities of digital transformation. New training and inclusion policies will be needed to avoid a deepening social divide.
Advisory Board Comment
According to Andrea Isaia, Global HR Director of Italmatch Chemicals, there are signs towards this trend: an example is the competition for talent between Meta, OpenAI and other players in technology companies, to whom to entrust the development of AI-related projects. However, there is also evidence to the contrary: the ease of use of certain tools could reduce the gap, enabling the development of new AI-supported skills. There is thus a possibility that the 'digital divide' could also be reduced by AI.
Skill is the new currency
Megatrend summary
Skills will become the real currency of exchange between individuals and companiesreplacing role and seniority as the main criteria for evaluation and selection. Professional value will be determined the ability to offer up-to-date, rare and truly expendable skills with collaborative relationships increasingly resembling those of the freelancer. In this scenario, the centrality of skills will drive mobility and success in the labour market.
Advisory Board Comment
According to Patrizia Belotti, Strategy Delegate and People, Organisation & Global Development Director at Salugea, if competencies become the new currency, we must also talk about the market for the exchange of trust. This also relates to other issues addressed, such as the relationship with the younger generations: the younger generation evaluates leadership primarily on the basis of the authenticity, consistency and competence of managers. The role of the HR will therefore not only be to know the company's strategy in order to understand which competencies are needed. In fact, it will require the ability to make skills liquid, to update them, to circulate them, taking into account different teams, different cultures, generations and the relationship with machines. Competencies, if measured, made liquid and also considered in their collective dimension, will make it possible to implement 'service leadership' and to think of more human organisations, also thanks to technology.
THE EXPERT'S OPINION
The world of work we knew is rapidly disappearing. The fixed job is becoming a retro concept, while careers are increasingly being built as modular, flexible and ever-changing paths. Ideas such as the 'inverted pension', financed by taxation of robots and AI, are no longer futuristic utopias: they become concrete tools to support young people, stimulate the birth rate and create a more balanced society. In this new scenario, the real value is no longer in knowing, but in knowing how to do: adapt, collaborate with machines, build real and measurable experiences. For companies, the challenge is not only to manage work, but to enhance skills and accompany people along personalised career paths. This poses enormous challenges, but also opens up extraordinary opportunities for companies that want to manage their human capital in an intelligent and forward-looking way: advanced digital tools for HR management then become indispensable, not only to organise work, but to enhance talent and accompany people along increasingly flexible and personalised career paths." Filippo Cannavò, Head BU Service & Training of Alveria.
Source: Observer HR Innovation
CONSULTANCY, TRAINING, HR DIGITALIZATION AND CORPORATE SOLUTIONS, DISCOVER THE ALVERIA METHOD. GET READY FOR CHANGE.
On 28 November, the first workshop of the 2025-26 edition of the HR Innovation Observatory was held, entitled "Work in 2035: trends and scenarios for Direction HR' in which 12 megatrends, identified by the Observatory, that will influence the future of the labour market and HR Directorates in the next 10 years were presented and discussed. The workshop then continued with a workshop activity in working groups, in which possible dystopian scenarios resulting from the realisation of the megatrends and possible actions to be implemented today to steer them in more desirable directions were discussed.
The research presented followed a survey methodology based on 'foresight' techniques, a systematic process of collecting information to structure the creation of possible future scenarios, in collaboration with the Centre for Digital Envisioning of the Politecnico di Milano. Starting from the detection of possible signs of change, the Observatory has identified some long-term trends that can enable the construction of possible future scenarios. The aim of this approach is to enable the exploration of future possibilities and challenges to help organisations prepare for the continuous changes they are undergoing.
The 12 identified megatrends were presented during the meeting and commented on by members of the Advisory Board of the HR Innovation Observatory. Below are summaries of the megatrends and the main insights that emerged from the discussion.
The 12 megatrends and the viewpoint of the Advisory Board
Proactive HR & Hyper Customisation
Megatrend summary
The increasing availability of data and AI tools will enable HR Directorates to offer services based on people's real needs and interests. The integration of predictive technologies will enable anticipating skills gaps and employees' needs. This will foster the development of increasingly customised HR services for each worker and will require interoperable data architectures, people analytics skills and human oversight in sensitive decisions.
Advisory Board Comment
According to Mauro Ghilardi, People & Transformation Director at A2A, it is important to have both a strategic and ethical approach to the use of data. It is therefore essential to ask oneself how, especially through the use of data, to identify the moments when people approach certain stages of life and career, accompanying them in the best possible way and meeting their specific needs.
The Human Mattering Crisis
Megatrend summary
The spread of AI and automation accentuates the perception of replaceability of people, undermining motivation, engagement and sense of purpose individual, especially among the younger generation. Increasing labour mobility still makes more difficult to develop a deep connection with the organisation. The HR Directorates will therefore have to rethink roles, culture and processes, to Valuing the uniqueness of people even in an increasingly fluid and technology-dominated environment.
Advisory Board Comment
According to Roberto Battaglia, Chief Operating Officer of the AIRC Foundation, the perceived replaceability of people may be a false problem at the moment: many experiments today related to AI are not meeting expected expectations. The challenge is rather how to embed artificial intelligence, which is not just a tool, into organisational processes designed in other eras. It therefore becomes central to question the meaning of the organisation, why it exists, and at the same time work on both awareness and the development of new skills for people. This is an opportunity for HR Directorates: being able to oversee this change can help strengthen people's engagement, especially the younger generation.
Fluid and Dynamic Global Job Market
Megatrend summary
Digitalisation and virtual work are breaking down geographical boundaries, creating a global and increasingly dynamic labour market. Professional mobility will grow, with workers more willing to change companies and organisations open to collaboration and exchange of expertise. HR Directorates will have to evolve to managing distributed workforcesensuring inclusion, engagement and cohesion even at a distance.
Advisory Board Comment
According to Tamara Driol, Group Chief HR Officer of Kedrion, this is a megatrend that has already been present for several years, but which is becoming even more accentuated by the ease of changing jobs, even accessing other geographical markets without physically moving. This international mobility is not always possible: there are contexts where physical presence is essential, especially in industrial settings. For those contexts where it is more feasible, there are some potential obstacles that should not be underestimated, especially with regard to political decisions, which are already trying to steer this trend in different directions on the international scene.
Disrupting the Managerial Hierarchy
Megatrend summary
In the new labour scenario, the role of the manager loses centrality as a hierarchical level and becomes a transversal profile. The manager of the future will be an orchestrator of hybrid (human and AI) teamsfocused on the development of soft skills such as agility and resilience. The skills required are shifting away from administrative supervision towards the management of complexity, diversity and human-machine collaboration. In addition, the increasing automation of decisions thanks to AI, the emergence of automatic organisations as DAO (Decentralised Autonomous Organisation) and the spread of flat organisational models will make this role less and less necessary.
Advisory Board Comment
According to Enrica Barbieri, Head of Organisation and Development at Siram Veolia, this is a relevant megatrend as it challenges the traditional hierarchical organisational model, in which managers coordinate work and hold most of the decision-making power. With AI becoming progressively more effective than humans in interpreting the context and making decisions, the role of managers could evolve towards that of 'servant leaders': no longer hierarchical leaders, but leaders at the service of people, harmonisers of talents and technological tools. Also contributing to this is the challenge posed by the new generations, who want to be increasingly involved in business decisions and who may be more engaged with these new models.
Human-Tech Workforce
Megatrend summary
The spread of AI will favour the emergence of hybrid teams, in which people and machines will collaborate on activities and decision-making processes. This scenario will require a rethinking of skills, work organisation models, leadership styles and performance evaluation systems. HR Directorates will have to balance technological innovation and the enhancement of the human factor, avoiding the loss of the distinctive and irreplaceable contribution of people.
Advisory Board Comment
According to Andrea Isaia, Global HR Director at Italmatch Chemicals, one of the key questions for HR Directorates will be to understand whether the organisation is really ready to delegate its strategic choices to algorithms. AI can indeed make decisions and perform tasks autonomously, but it will increasingly be up to the HR Directorates to take a social and ethical, but also substantive, stance on which direction to steer the decisions of these systems.
Lifelong Accelerated-Learning
Megatrend summary
La increasing hyper-specialisation and rapid automation of skills will require continuous updating of skill, shifting the responsibility of the training and from traditional academic paths to the individual. In this fluid scenario, upskilling, reskilling and digital technologies will be indispensable to remain employable. Learning will have to become fast, personalised and continuous, compensating for the reduced possibility of 'learning on the job' especially for the younger generation.
Advisory Board Comment
According to Patrizia Belotti, Strategy Delegate and People, Organisation & Global Development Director at Salugea, the key word of this megatrend is 'accelerated': speed is no longer an option. In fact, it is no longer enough to learn for a lifetime, but it becomes necessary to do so at the pace of context, anticipating what is to come. This will also have direct consequences on business operations: skills cycles may become faster than product cycles. The role of HR departments will therefore no longer be just to build customised training for people, but to recognise that continuous learning is a strategic pillar for business continuity. It will be necessary to stimulate people to learn new things, even outside their areas of expertise, in a deep and fast way. The challenge will be to build ecosystems where the constant sharing of projects, mistakes and interactions generates value, creating spaces where knowledge becomes reusable and skills can be continuously regenerated...
Strategic AI Powered HR
Megatrend summary
The adoption of AI systems and automation will move the HR Direction from operational activities towards a more strategic, decision-making and integrated role with the business. Algorithms will manage repetitive processes and provide decision support while human input, enhanced by theAIIt will focus on strategy, ethics and valuing people. The success of this transformation will depend on the balance between technological efficiency and human centricity.
Advisory Board Comment
According to Mauro Ghilardi, Director People & Transformation at A2A, the use of AI in HR processes can enable customised approaches for the individual person. In the past, it was unimaginable to make a personalised development plan for all 15,000 people working at A2A, but now it becomes feasible. In this perspective, the HR management can increasingly support the needs of the business. At the same time, these technologies enable the monitoring of the labour market and the skills that are sought after by other organisations. This is a fundamental point to act proactively with respect to the skills to be included in the company and not just wait for the indications of the business.
Workforce in the Age of Extreme Longevity
Megatrend summary
The extension of working life and the decreasing presence of young people will transform human resources management, making the issue of extreme longevity central. Organisations will have to valorise the experience of senior workers, design career paths sustainable for all ages and promote effective collaboration between generations. Only in this way will it be possible to meet the challenges of productivity and social cohesion in a rapidly changing demographic context.
Advisory Board Comment
According to Roberto Battaglia, Chief Operating Officer of the AIRC Foundation, this megatrend is not only a demographic challenge, but also a strategic one. With the extension of working life, there is a great accumulation of human capital given by people staying longer in organisations. The challenge is therefore how to make the best use of technology, notwithstanding the fact that new dynamics are being observed in the labour market: for example, companies blocking the hiring of younger people because they are looking for the wisdom of older workers, which can then be enhanced by the use of AI. This opens up unprecedented scenarios, which inevitably also leads organisations to think in terms of generational turnover, because the most senior people will leave the organisation at some point. Their exit must therefore be planned intelligently, to avoid losing the skills that leave the organisation. It is therefore necessary to establish a new pact between generations, to enable the transmission of skills and to think about the impact the company can have on its employees and on the ecosystem in which it operates.
Losing the Skill Edge
Megatrend summary
Automation and artificial intelligence reduce opportunitiesespecially for younger people, to gain practical experience and decision-making skills, depleting the human capital base. This can lead to a widespread loss of know-how and increased dependence on machines even for complex decisions. Organisations will have to rethink growth and training paths to preserve future expertise and leadership.
Advisory Board Comment
According to Tamara Driol, Group Chief HR Officer at Kedrion, this megatrend represents an opportunity to enable new 'knowledge mentoring' approaches. With the operational activities delegated to AI and the human role of validating them, the role of the HR Directorate becomes key in guiding mentoring activities and facilitating the pairing of senior and junior staff. This not only facilitates the exchange of knowledge, but also helps the more junior people to grow faster and the more senior ones to pass on the tacit knowledge accumulated over the years.
HR as a Social Agent
Megatrend summary
The role of the HR will become increasingly central in social termsnot only guarantor of transparency, privacy and inclusion, but also architect of welfare services responding to needs not covered by the state. HR will take charge of facilitate the integration of a global workforce and the balance between people's rights and welfare. In this new scenario, the HR will establish itself as a true social actor, a bridge between business, institutions and the community.
Advisory Board Comment
According to Enrica Barbieri, Head of Organisation and Development at Siram Veolia, this megatrend can be used as an antidote to one of the dystopian effects that technology can have related to the limitation of interpersonal relationships. The HR Directorate, with a more social role, will have to take over the welfare services that the state will not be able to offer. This is an issue that captures a cross-generational interest and can also be used as a strategic lever to attract people from the labour market.
AI-Elite vs. AI-Precariat
Megatrend summary
The spread of digital and AI technologies will create a strong polarisation in the labour marketon the one hand a "digital elite"with advanced skills, on the other hand workers at risk of exclusion for lack of appropriate skills. The digital divide will thus turn into a skill divide, limiting access to the opportunities of digital transformation. New training and inclusion policies will be needed to avoid a deepening social divide.
Advisory Board Comment
According to Andrea Isaia, Global HR Director of Italmatch Chemicals, there are signs towards this trend: an example is the competition for talent between Meta, OpenAI and other players in technology companies, to whom to entrust the development of AI-related projects. However, there is also evidence to the contrary: the ease of use of certain tools could reduce the gap, enabling the development of new AI-supported skills. There is thus a possibility that the 'digital divide' could also be reduced by AI.
Skill is the new currency
Megatrend summary
Skills will become the real currency of exchange between individuals and companiesreplacing role and seniority as the main criteria for evaluation and selection. Professional value will be determined the ability to offer up-to-date, rare and truly expendable skills with collaborative relationships increasingly resembling those of the freelancer. In this scenario, the centrality of skills will drive mobility and success in the labour market.
Advisory Board Comment
According to Patrizia Belotti, Strategy Delegate and People, Organisation & Global Development Director at Salugea, if competencies become the new currency, we must also talk about the market for the exchange of trust. This also relates to other issues addressed, such as the relationship with the younger generations: the younger generation evaluates leadership primarily on the basis of the authenticity, consistency and competence of managers. The role of the HR will therefore not only be to know the company's strategy in order to understand which competencies are needed. In fact, it will require the ability to make skills liquid, to update them, to circulate them, taking into account different teams, different cultures, generations and the relationship with machines. Competencies, if measured, made liquid and also considered in their collective dimension, will make it possible to implement 'service leadership' and to think of more human organisations, also thanks to technology.
THE EXPERT'S OPINION
The world of work we knew is rapidly disappearing. The fixed job is becoming a retro concept, while careers are increasingly being built as modular, flexible and ever-changing paths. Ideas such as the 'inverted pension', financed by taxation of robots and AI, are no longer futuristic utopias: they become concrete tools to support young people, stimulate the birth rate and create a more balanced society. In this new scenario, the real value is no longer in knowing, but in knowing how to do: adapt, collaborate with machines, build real and measurable experiences. For companies, the challenge is not only to manage work, but to enhance skills and accompany people along personalised career paths. This poses enormous challenges, but also opens up extraordinary opportunities for companies that want to manage their human capital in an intelligent and forward-looking way: advanced digital tools for HR management then become indispensable, not only to organise work, but to enhance talent and accompany people along increasingly flexible and personalised career paths.” Filippo Cannavò, Head BU Service & Training of Alveria.
Source: Observer HR Innovation