First of all, when we talk about 5.0, we're talking about change. Today's working model doesn't fit a purely operational HR, which fires, hires and does the payroll.

Today the interconnection between technology, data, humanity and purpose is clear, so that the human being is an organization's main asset. It is HUMAN capital that is at the center of everything. 

The main characteristics and pillars of HR 5.0?

• Technology as an ally: technological solutions are designed to enhance, but not replace, the skills and expertise of HR professionals.
• Personalization: HR 5.0 recognizes the diversity and individual needs of employees, offering flexible and adaptable solutions for each one. Personal life is no longer "something separate". 
• Development: HR 5.0 values the continuous development of employees, with training, mentoring and various opportunities throughout an employee's cycle in the company. This work is no longer just about hiring people for positions, but about working together with these professionals for individual progress, connecting with the needs of the business and the market.
• Organizational culture: HR 5.0 recognizes the importance of organizational culture connected to the business. Organizational culture must meet the company's needs in order to achieve results, connecting with human practices. 
• Data analysis: HR 5.0 doesn't make uninformed decisions. A.I. and data analysis are important sources on performance, culture, performance, budget, structure and employee needs. 
• Process automation: certain tools are now facilitators of routine HR administrative tasks, allowing HR professionals to focus on more strategic activities. 
• Leadership and innovation: employee training, leadership training, less centralization and more personalization. HR 5.0 works to ensure that individual development is connected to the movement of the company and the market.  

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What's the big turning point for HR 5.0? Well, first of all, the new working relationships have somewhat broken down the traditional hierarchies that used to blatantly state: "the company is in charge, the employee obeys", with the assumption that the professional is always a hostage to their job because they need it.

Today we are moving towards a model in which the employee is at the center of decisions. Each professional generates value and results for the company. It is therefore a competitive advantage to attract and retain a qualified team. 

What was this professional's experience like during the selection process? How was he/she welcomed into the company? What opportunities are there for this professional to grow? Do they have visibility? Welfare? What has their experience been like in the company? Do they have opportunities to acquire or pass on knowledge? Are their merits properly recognized? Absolutely everything is taken into account.

Here, there is no longer a one-sided relationship. Companies and candidates travel along a two-way street that encompasses organizational strategy, clear communication, flexibility, skills and freedom. 

Despite all the progress, we still have companies with a lot of internal resistance, outdated processes and a clear need to adapt to change. These are companies whose CEOs, managers and HR professionals are still afraid of new technologies, afraid of losing the control that was once in their hands, afraid of getting out of their pre-programmed boxes, afraid of hiring and having professionals work in ways that are different from traditional ways. 

That said, for HR to be 5.0 in PRACTICE, it needs to be aligned with the business. To do this, it's important to embrace new technologies openly and with certainty, establish an internal culture of constant learning and development, build a strong employer brand aligned with the company's values, develop leaders and prioritize flexibility in working relationships.

How is your HR?

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