At present, digital information transforms organizations that do not fit with the demands of the technological environment, for this reason it is important and convenient that a flexible, collaborative, humanized and social environment be lived, where knowledge prevails and is shared.
As human resources professionals we cannot ignore this reality that challenges us to design new structures, management models and guidelines to compete in the environment, starting with the example and being agents of change in the different areas of the companies.
In order to succeed in a world influenced by the fourth industrial revolution, we must first understand that employees are a vital part of companies and for this our role will consist of helping to prepare, make flexible, inform and seek new ways of operating and addressing situations, always located in the business model, in our case: the client. So, combining, adopting, adjusting, learning and unlearning are skills that today we must practice and therefore teach.
To this important transformation challenge is also added the inclusion of the leaders of organizations and teams, obtaining greater influence and thus achieving a great sustainable, competitive future capable of successfully surviving exponential changes. This paradigm would thus encompass cultural change and digitization throughout the company. To the above, we must add the important task of reinventing or imagining the experience of collaborators, clients and teams when adopting digital models in an attractive way for their role in the business.
This is why the human resources professional will be the ambassador of change, adopting an active role in their area, assuming the competencies of the new era, being a digitized reference and the mirror that sets an example in the organization about the change we need to see. and to which we must adjust, only in this way will it be possible to understand and distinguish the digital competencies of the others in the different roles in the company.
This new way of doing, changing and adjusting our work involves the following skills: self-management, with us being the first responsible for actively participating in decisions about the development and operation of new technologies; knowledge of the digital environment, making it possible to generalize computer instruments by accessing information to collaborators; implementation of technological measures and tools that allow streamlining digital communication both to collaborators, clients and work teams.
This will be a new way of doing our work and that of the vast majority of organizations, adopting new models of organizing internally to be more innovative, competitive and productive.
Substantial changes in the organization of work also begin with a change in mentality, which is why we can take advantage of the change, starting for example, with a change of spaces, such as the office, the workplace and moving to what is currently in use. day is telework or work at home, these spaces will help to get rid of monotony and some gaps in communication, this breaking of the scheme helps to understand that work is mobile, simple and collaborative.
In order to recognize the importance of these changes and make them a reality, it is important to manage the transformation from within, understanding where we are heading professionally and how these changes affect the company, contributing to improvements in employability, which in turn both parties benefit.
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