Artificial intelligence (AI) is strengthening strongly into all sectors. And while the focus is usually made in the speed and precision that this technology promises, the real challenge is not technical, but human.
Its incorporation forces us to ask us essential questions: How do we adapt? What role will we face the machines? How do we protect equity and integrity into processes? And above all, How do we go from fear of movement?
The concern is not less. According to a study by McKinsey, between 400 and 800 million jobs worldwide could be displaced by automation from here to 2030. Although it is true that new positions will arise, the lag between what is lost and what is created requires urgent preparation. Therefore, concepts such as Reskilling (re -train to assume new roles) and Upskilling (Improve current skills to adapt to changes) ceased to be desirable recommendations to become central policies within any organizational strategy.
Despite the consensus around the potential of AI, fears remain significant: one of the main ones is ignorance. According to Deloitte, 61% of executives do not feel comfortable using artificial intelligence tools because they do not understand how they work.
Cultural change resistance is another key obstacle. According to another McKinsey study, 70% of organizational transformation initiatives fail, in large part, due to the difficulty of teams to adopt new technologies. To this is added the lack of trust: According to Gartner, 54% of employees distrust decisions taken by automated systems.
This panorama becomes more complex if we consider global demographic evolution. As population growth slows down -and even reversed -, companies and countries must better manage their human capital and accelerate productivity if they want to sustain healthy growth. As the report warns State of Our World 2025 Oliver Wyman, the ability to face this challenge will be one of the key factors that will define the balance of power in the economies of the future.
In this context, human resources teams must assume an extended role. It is no longer just about managing people, but about guiding organizations at a key inflection point. To become the voice of consciousness that ensures that artificial intelligence is used both for the benefit of business and people. This implies designing experiences that promote change and accompany the process with empathy, vision and strategy.
To advance with meaning and efficiency, companies need to draw a clear path that allows them to remain relevant and competitive. This journey begins by educating: develop the necessary skills to understand the art of the possible with AI and how it transforms the nature of work. It also implies experimenting with humility and curiosity, identifying early use cases that, aligned with the business strategy, can climb with real impact. It involves enabling structures and designing a specific strategy that guides implementation and promotes its effective use. And it requires evolving towards more agile, conscious and sustainable models, establishing conditions that foster continuous improvement, that generate trust, take care of people and build a safe and human environment in this new labor ecosystem.
Technology, alone, will not change the way of working. It is the people who transform the work. Therefore, the challenge – and the opportunity – is enormous. And that is where human resources teams must position themselves as the area that connects innovation with the purpose, the business with culture, and efficiency with well -being.
* María Laura Palacios is the director of the Talent Space at Cessi -Cámara of the Argentine Software Industry- and CEO of G&L Group.
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By María Laura Palacios
