The rapid obsolescence of job skills has made continuous learning an essential pillar, as artificial intelligence automates tasks and allows human resources teams to align more closely with the strategic needs of the business. The emergence of AI, the redesign of work models, and the anticipation of new capabilities are revolutionizing people management. These topics were the central focus of the meeting “Digital Transformation and Technology in the Evolution of HR, Leadership, and Development,” organized by EXPANSIÓN in collaboration with EY. Pedro Egea, partner of People Consulting at EY, emphasizes that “the emergence of new technologies is enabling greater efficiency in human resources, freeing up time to focus on the business and leaving behind merely administrative tasks.” Egea points out that they have promoted leadership models focused on agility, collaboration, and technological integration, highlighting the need for leaders capable of guiding technological advancement from a humanistic perspective. Egea warns that “skills become obsolete more quickly,” which requires constant review and updating. He also anticipates that talent planning will need to integrate both people and AI agents, combining human and technological capabilities. According to him, future competitive advantage will depend on the synergy between people and technology. Jorge Aguirre, also a partner of People Consulting at EY, stresses that “the main capability companies require today is continuous learning,” given the speed of changes. He believes that learning has ceased to be a complement and has become a strategic function, and that it is key to analyze the gap between current competencies and those needed. Aguirre asserts that human resources are going through “a historic moment” due to the integration of AI and the social challenges posed by new generations. He emphasizes the need to create opportunities for recent graduates and to connect education with business demands. Antonio Cruz Conde, director of AI Workforce at Microsoft Spain, emphasizes that “technology is, above all, a matter of people,” and that the human resources area is crucial for personalizing digital transformation. He explains that organizational models are evolving towards the optimization of multidisciplinary teams and argues that reskilling must be approached from different perspectives, democratizing access to technological training. Cruz Conde highlights that new generations will arrive with greater technological capabilities, making it essential to guide them and design effective learning paths. He also believes that non-technical skills, such as critical thinking, will become increasingly relevant. Belén Ruiz, manager of People Tech at Repsol, points out that people departments face the challenge of leading transformation while redesigning work. She advocates for maintaining a humanistic approach: “AI should be an ally, but always with the human factor at the center.” Ruiz highlights the need to foster collaboration, curiosity, and openness to new experiences, as well as to anticipate future competencies, even those that do not yet exist. She also emphasizes the importance of internal mobility so that employees can adapt to the evolution of required skills. Nacho Castillo, director of Talent and Analytics for Europe at ALSEA, explains that the annual incorporation of thousands of new employees has led them to rethink their processes and develop virtual assistants to streamline selection, although he stresses that the final decision must be human. Castillo warns about the ethical and labor impact of AI and the need to prepare people to be more employable in the future. He adds that AI can transform human resources from a cost center to a value generator, both for the organization and the individual, concluding that ethics will be key in this process. Source: expansion.com