Human resource potential in the 4.0 era.

   Large enterprises globally have taken new approaches in their human resource development strategies in their organizations to meet the demand for high-quality human resources in the digital economy.

   Some leaders in the human resources of organizations are taking steps to prepare for when big changes begin to happen in the 4.0 technology age. These pioneering leaders are getting their teams ready day by day for a time when artificial intelligence (AI) will become more prevalent. Here are the strategies that multinational corporations are adopting.


   The first strategy is to build a set of digital skills for employees. These are important and essential skills in the 4.0 technology era. For example, leaders at DBS Bank in Singapore have been training their staff in seven digital skills, including digital communication, digital business models, and technology. digital and data-driven thinking. Or like Amazon, which has committed to spending $700 million on retraining to ensure that its employees have the skills they need to thrive in today's increasingly digital workplace.

   Similarly, Deloitte promotes the enhancement of technology literacy for its professionals in the direction of assuming AI-driven future workplaces. The aim of this company is to help their workforce understand how technology affects and will apply to their work in the future and how to proactively adapt to them.


   The second strategy is to predict future employment trends and train employees to proactively adapt. Although it is difficult to predict future employment trends accurately as they can vary widely across industries, some businesses have chosen this approach to proactively develop their resources. rather than doing nothing or waiting until they actually happen.

   One of the companies pioneering this strategy is JPMorgan Chase. The bank has announced a $350 million investment in re-skilling related to AI-related job changes. This will help the bank plan for changes in those types of jobs and help workers acquire the skills they need to successfully transition into these new jobs. While some other companies make specific job predictions based on their strategy or product. For example, General Motors focuses on training its employees to produce electric and autonomous vehicles…

   The advantage of this approach is that it doesn't predict change for every job, but rather identifies the jobs that are most likely to change so that the organization can proactively change at the pace that works best for them. 


   The third strategy is to plan a career path and help employees proactively choose their own future. Unilever has boldly pursued a different human resource development strategy to help its team adapt well to the working environment in the 4.0 technology era. Instead of trying to predict which jobs will change in the future, Unilever is helping workers take more control of their career paths. Employees are empowered to make the changes they want in their jobs and careers instead of waiting to react to changes imposed on them.

   Also following this strategy, the implementation of GE Digital, a software company under GE (Genenal Electric), is a little different. The company shows employees which work in the company is the next career development step compared to the job they have now through software tools (HR tools). This helps employees feel that they have more control over their career path within the company so that they can work hard to learn and develop themselves to achieve them.

   Instead of waiting and being satisfied with the current HR strategies, HR leaders should choose the right strategies to develop the human resources team with new skills to be ready to adapt well to the current situation. Great transformations are about to take place in the 4.0 technology era and this tumultuous COVID-19 era. This is a prerequisite to ensure the existence and sustainable development of the organization in the future.