Event Recap: HR’s Vital Role in Guiding Workforce Reskilling Amid Technological Disruption

The future of work is here, and it’s rapidly transforming the landscape for HR professionals.

At the 2024 HR Leadership Forum, Robert Conrad Gonzales, Chief People Officer at Mynt (GCash), Globe Telecom, took the stage to deliver a powerful presentation titled “Reskilling Revolution: HR’s Role in Navigating Workforce Transformation Amidst Technological Disruption in 2024” — a clarion call for HR leaders to embrace new skills and competencies to meet the demands of the digital age.

As the pace of technological change accelerates, traditional HR functions are no longer sufficient. Robert emphasized, “If your company’s like GCash, fast growth, massive development, and big dreams, chances are you would need a bold HR team.” This sentiment highlights the importance of reskilling, as HR leaders must adapt to the changing business landscape driven by the rise of modern technologies.

Robert’s keynote presentation provided a compelling roadmap for HR professionals navigating this transformative era. By exploring the evolving role of HR, the implications of HR 4.0 in the Philippines, and the key strategies for success, Robert laid the foundation for a future-ready HR function — one that is primed to drive workforce transformation and position organizations for growth amidst technological disruption.

The webinar opened with concerning statistics: Robert referenced Gartner’s study revealing that only 60% of Chief Human Resource Officers (CHROs) believe their HR team is effective, and that a mere 9% of Gartner’s HR professionals exhibit excellence in HR function. This underscores the significant skills gap that HR teams must address.

Robert made it clear that the role of HR is evolving, and reskilling is crucial. He emphasized the importance of cultivating “business acumen,” emphasizing that “We will not be able to contribute to the business if you don’t understand the business at all.” Alongside this, he highlighted the critical need for “technical acumen” — the ability to understand and leverage technology to drive organizational success.

However, the data reveals that the HR function has been slow to adapt. Robert pointed out that only 12% of HR leaders are hiring from non-HR backgrounds, and a mere 32% of employees feel their HR function is actively bringing in new ideas and methodologies. 

This is a wake-up call — HR must be willing to challenge the status quo and diversify their team to meet the demands of the digital transformation.

Robert shared his own example, noting that he has hired project managers on his team, recognizing the need for cross-functional expertise. He also stressed the importance of being able to “talk the language” of business leaders, demonstrating how HR can “help them achieve business targets.” This, he said, is the hallmark of a “world-class HR team that is business focused,” the key to truly influencing the decision-makers at the table.

The concept of HR is undergoing a significant transformation. This evolution, known as HR 4.0, is driven by the need for HR professionals to adapt to the demands of the digital age. Let’s take a step back and understand this transformation:

• HR 1.0: This traditional view saw HR as primarily administrative, focusing on tasks like payroll processing and basic employee relations.
• HR 2.0: This stage marked a shift towards HR as a strategic partner. HR professionals began focusing on improving employee experience and developing strategies to achieve organizational goals.
• HR 3.0: Technology entered the scene. HR departments started leveraging tools to streamline processes and automate tasks.
• HR 4.0: This is the current phase, characterized by the integration of advanced technologies like Artificial Intelligence (AI), data analytics, and robotics into HR functions.

The “Reskilling Revolution” directly aligns with HR 4.0 initiatives. As the role of HR evolves, professionals need to develop new skill sets to stay relevant.

Here’s how advanced technologies are driving the need for HR reskilling in the Philippines:

• AI in Recruitment: AI-powered applicant tracking systems (ATS) can screen resumes and conduct initial interviews, freeing up HR professionals to focus on more strategic tasks like candidate evaluation and building relationships. However, this requires HR to understand how AI works and how to interpret its results effectively.
• Chatbots for support: Chatbots are being used to answer employee and customer questions, automate basic tasks, and improve accessibility. HR professionals need to understand how to implement and manage these tools efficiently.
• Data-Driven HR Decisions: HR 4.0 leverages data analytics to gain insights into employee performance, engagement, and sentiment.  HR professionals need to be able to analyze this data and translate it into actionable insights to improve workforce management.
• Learning and Development (L&D) Powered by Machine Learning: Machine learning algorithms can personalize learning experiences for employees. HR professionals need to understand these technologies and how to leverage them to create targeted training programs that address the specific skills gaps within the organization.

These are just a few examples of how technology is changing the HR landscape.  The Philippines, with its young and tech-savvy workforce, has a great opportunity to embrace HR 4.0. By investing in reskilling initiatives, HR departments can ensure they have the talent and expertise needed to thrive in the digital age.

New technologies and evolving business needs demand a future-proofed workforce. But how can HR professionals themselves stay ahead of the curve and ensure their teams possess the skills to navigate this “reskilling revolution”?

Robert outlines a three-pronged approach for HR leaders to not only develop their own business acumen but also empower their teams to become strategic partners in achieving organizational goals.

While traditional development methods like shadowing experts and attending training sessions have value, Robert argues for a more proactive approach. He says “For you to build your business acumen and build those skills and competencies to help the business, it is best that you look at the problems of the business and see how you can help solve those problems. Solving problems can build business acumen.“

Robert advocates for “High-Impact Experiences” to complement traditional development. These experiences could include:

• Leading change initiatives across the organization
• Proposing business cases
• Advising business leaders on process and people change
• Joining a business-level team

Most importantly, Robert highlights the importance of understanding new technologies like AI, stating, “Even if we are HR people, we cannot just say that, Ah kasi HR ako so I’m not the one incharge of AI. The tech group can take care of that.”

Robert points out a critical disconnect: “96% of HR leaders believe staff know the strategic priorities… However, only 37% of HR leaders report their HR strategic plans outline how each part of the function should partner to deliver integrated solutions.” He emphasizes the need to involve HR teams in strategic planning from the outset, not just relaying priorities without context. He suggests three “checks for team goal connectedness”:

• HR leaders can easily articulate how their functional goals will help deliver the business plan.
• HR leaders collaborate formally and informally to prevent siloed goal architecture.
• HR leaders can view colleague’s goals and comment transparently on opportunities for greater collaboration.

Robert’s final talk on strategies emphasizes the importance of recognizing when HR strategies need to adapt. He states, “As HR people, strategy evolution remains a key skill gap for leaders.”

Robert identifies key triggers for HR to adapt its strategies, including:

• Management Change
• Acquisitions/Divestitures
• Technological Advances
• Strategy Redirection
• Competitive Positions
• Missed Milestones
• Financial Underperformance

By recognizing these triggers, HR teams can anticipate the need for change and plan for future business needs.

Upskilling HR teams for the digital age is a strategic move for companies. Robert highlights GCash, the Philippines’ leading finance app known for its vast user base and exceptional customer service, as a prime example.

Robert emphasizes that embracing technology is key to employee satisfaction. He mentions encountering resistance from some HR professionals regarding AI, but highlights GCash’s success:

“In our company, we realized we can better serve our employees if there’s a faster way of doing things.”

By equipping their HR team with tech tools and AI, GCash streamlined processes, allowing employees to get quick answers and handle document requests efficiently.

This illustrates that the Reskilling Revolution is more than just acquiring skills; it’s about fostering a culture of continuous learning. This empowers businesses to adapt quickly to market changes and seize new opportunities, leading to improved performance, a more engaged workforce, and a dominant market position.

The Reskilling Revolution presents an opportunity for HR professionals to transform their roles and contribute to the success of their organizations.

As Robert aptly concluded, “Let’s embrace the change which is technology, not because it’s uso (trendy), but because chances are your businesses need it so that you can move forward faster, do more things, and fulfill the company’s purpose.”

HR professionals who prioritize reskilling efforts and embrace the possibilities of technological disruption will be well-positioned to lead their organizations into the future.

Ready to empower your team and unlock your organization’s full potential?

At Sprout, we offer a suite of solutions designed to equip HR professionals with the skills and tools they need to thrive in the digital age.

Visit our website to learn more and take the first step towards a future-proof HR team.