For a long time the discussion has been open about whether the areas in charge of managing people (human resources) are strategic, missionary or supportive.
It was imposed that they were supportive because their objective was to provide management services for the development of the missionary activities of the organization.
However, in recent years, companies have begun to understand that the success of any strategy focuses on two key elements: data and people. This has allowed the prominence of the area of people management to begin to occupy a prominent place in senior management, next to the leader of the organization and close to the shareholders.
Large data volumes (big data) grow exponentially and their importance does not lie in the speed and quantity with which they grow, but the analytical capacity that organizations have to use it as a successful tool in business decision-making. Big data in people management is used to evaluate and improve practices that include the acquisition of talent, its development, retention and general performance of the company. This involves analyzing, integrating and using internal metrics, data from social networks, public data and external reference points, which can be faced by the organization, with which companies and workers have much to gain, if they take advantage of it properly. .
Data and people become the best ally for decision making, and that is where the area of people management leads cultural practices that lead to analysis and forecasts to make smart and accurate decisions, better measure efficiencies and identify Management weaknesses to answer important questions about the productivity of the workforce, as well as how to identify potential leaders and translate the impact of this into the costs and profits of the business.
So far the biggest problem for the area of people management was the lack of figures and data to put on the table in the discussions of senior management, today they can have a leading role in meetings, to intervene and contribute on issues associated with the management of people and their impact on productivity, competitiveness of the company and its results associated with the profits for the partners.
All this protagonism implies a rethinking of the profile of the leaders of people management; his skills today will be focused on analytical, statistical thinking, as well as developing the ability to learn and manage new skills that come from the technologies that are changing the way people work.
In his daily work, the people management executive will be forced to know and talk in depth about big data, data analytics, artificial intelligence, machine learning, internet of things, among many others, topics that are profoundly changing the world labor and organizational, and that begin to place the areas of people management in the strategic place of the top management of the organization.