Learning & Platform: the challenges of Training for HR 5.0

The main characteristic of developing a Digital People Strategy in the industry is continuous change. The recent economic crisis and the development of automation have challenged traditional organizational models, outlining new trends of evolution, including the growth of new technology adoption and the increasing age of the population, which lead to a rethinking of skills and roles in every sector.

It follows that those primarily responsible for change are managers-primarily HR managers-with the aim of stimulating self-empowerment among employees. This goal poses itself as a real challenge that requires an overall evolution in terms of skills, processes, tools to support the HR Function, to understand how training and available technologies can be the basis of a phygital approach that supports the Employee Experience at 360°.

The roles of the HR Manager 5.0

This change of focus, in practice, must be supported by a series of processes and practices that necessitate a rethinking of the competencies and roles of HR managers, depending on the stakeholders with whom they interface: company, market, and the HR Function itself of which they are a part.

After all, as current research shows, the roles and tasks of HR managers are becoming increasingly interconnected within the institution due to the increasing strategic nature of their assignments.

For example, the activity of finding and developing the talent and skills of colleagues(talent & capability developer) continues, through strong collaboration with internal communications, to transform groups of independent people into active communities to be targeted for sharing(community mentor) and to develop and incentivize innovation throughout the company(innovation influencer).

A new opportunity is to be able to analyze and exploit internal and market data(data explorer) to enable strategic and informed adaptation of the business structure to the critical issues to be addressed in the long run (strategic business partner). Comment: we have rewritten the two highlighted paragraphs by inserting bulleted lists to make the discussion easier.

To better understand the central role these figures play, it is appropriate to summarize the main competencies put in place:

• Talent & capability developer: this is one of the historical functions of the HR manager that is identified with the activity of researching and developing the talent and skills of colleagues through strong collaboration with internal communications;
• Community mentor: by establishing fruitful business synergies, the HR manager is also the guide who transforms groups of independent people into active communities to be directed to share;
• Innovation influencer: it is the HR manager's job to develop and foster innovation throughout the company;
• Trust builder: vis-à-vis the market, this figure plays a key role in building reputation and trust true the company.
• Change enabler: within the business environment and in the eyes of outsiders, it is also the internal enabler of positive structural and cultural change.

Data explorer: with the ability to analyze internal and market data, the HR Manager 5.0 enables and directs the strategic and conscious adjustment of the corporate structure in the face of critical issues from