The Economic Imperative of Internal Mobility

The era of buying your way out of talent shortages is definitively over. In the face of macroeconomic headwinds, structurally tight labor markets, and escalating compensation expectations, the traditional reliance on external hiring has become an unsustainable growth model. For HR Directors and CHROs, the mandate has shifted dramatically: talent acquisition must evolve into holistic talent optimization. Organizations can no longer afford to treat their workforce as a static resource; they must cultivate a dynamic ecosystem where internal mobility serves as the primary engine for business continuity and strategic agility.

Current market pressures have exposed the fragility of the “buy” strategy. The cost-per-hire continues to climb, while the prolonged time-to-fill for critical roles leaves operational gaps that stifle innovation and revenue generation. When companies default to external recruitment, they are essentially paying a premium to acquire unproven commodities, often overlooking the latent potential residing within their own organizational charts. This systemic oversight transforms HR from a strategic value generator into a reactive cost center.

From Acquisition to Optimization

Internal mobility is no longer a soft HR initiative relegated to employee engagement surveys; it is a hard-line financial imperative. By prioritizing the redeployment and elevation of existing employees, organizations protect invaluable institutional knowledge, drastically reduce overhead, and accelerate time-to-productivity. The strategic pivot requires viewing the workforce not through the lens of rigid job titles, but as a fluid portfolio of capabilities that can be rapidly aligned with evolving business priorities.

“The most resilient organizations treat internal mobility not as a contingency plan, but as their primary talent strategy, effectively insulating themselves against external labor market volatility.”

Ultimately, the economic argument for internal mobility is unassailable. It mitigates the risks associated with external hiring misfires, capitalizes on sunk investments in employee onboarding and cultural integration, and fosters a high-performance environment where top-tier professionals see a clear, continuous trajectory for their careers. For the modern CHRO, architecting a robust internal mobility framework is the ultimate lever for sustainable organizational success.

The Collapse of the Digital Ecosystem: Why 2026 Demands a New Approach

The forced transition to remote and hybrid work at the start of the decade preserved business continuity, but it also left organizations with a toxic legacy: the uncontrolled accumulation of software, commonly known as tool sprawl. In 2026, what was once seen as digital agility has turned into an unsustainable corporate labyrinth. Companies added chat platforms, intranets, benefits portals, performance systems, and well-being apps, creating a fragmented ecosystem that suffocates the very workforce it was meant to empower.

The Fallacy of Digital Productivity

There is a mistaken belief among senior leadership that the proliferation of communication channels results in stronger strategic alignment. The data proves exactly the opposite. Today, around 68% of employees report feeling severely overloaded by the number of applications they must use in their day-to-day work. This “App Fatigue” is not merely a technological inconvenience; it is a critical barrier to strategy execution. When information is spread across half a dozen different platforms, leadership messages become diluted, digital noise increases, and operational focus collapses.

True technological consolidation is not achieved simply by eliminating applications, but through the transition to a unified ecosystem that respects the employee’s cognitive capacity.

Budget Pressure and Boardroom Urgency

Beyond the human impact, 2026 also brings undeniable financial pressure. Boards and Chief Financial Officers (CFOs) are demanding rigorous audits of software licensing costs (SaaS). Maintaining redundant tools – one application for climate surveys, another for recognition, a third for internal communication, and a fourth for training – is no longer justifiable. Budget pressure is forcing Chief Human Resources Officers (CHROs) and Chief Information Officers (CIOs) to work together to centralize ecosystems, reduce licensing costs, and at the same time improve the employee experience.

The Illusion of Safety: Why Stasis is the Most Expensive Strategy

In corporate finance, inertia is often mistaken for prudence. The decision to delay an HR technology upgrade is frequently justified by the absence of an immediate invoice; if no new software is purchased, no capital is deployed. However, this accounting logic fails to capture the Cost of Doing Nothing (CODN)-an active, compounding liability that accrues every day an organization operates with obsolete infrastructure. In the current digital economy, stasis is not a savings strategy; it is a high-risk investment in operational obsolescence.

The Invisible Balance Sheet of Inertia

The visible cost of a modern HR platform-licensing, implementation, and training-is a fixed, predictable line item. In contrast, the costs of maintaining the status quo are variable, uncapped, and largely invisible until they manifest as a crisis. These costs appear as operational drag: the cumulative hours lost to manual workarounds, the slow erosion of employer brand, and the inability to pivot strategies in response to market shifts. When competitors adopt agile, AI-driven talent ecosystems, they do not merely upgrade their tools; they redefine the baseline of efficiency. An organization that stands still is, in relative terms, moving backward at an accelerating rate.

The Hybrid Work Multiplier

The shift to hybrid and remote work models has exacerbated the CODN. Legacy systems designed for a 9-to-5, on-premise workforce cannot support the asynchronous, digital-first interactions required today. When HR processes rely on physical proximity or VPN-tethered desktop applications, the friction for remote employees becomes prohibitive. This disconnect signals to the workforce that the organization is out of touch with modern realities. As noted in strategic analyses by Harvard Business Review, companies that fail to digitize their core people processes risk becoming irrelevant not just to customers, but to the very talent required to serve them. Protecting the business today requires acknowledging that the “safe” choice of doing nothing is actually the most dangerous gamble of all.

The Alphabet Soup of HR Technology: Why Definitions Matter

In the modern enterprise, the digital employee experience is often fragmented across a sprawling archipelago of disconnected applications. It is not uncommon for a single organization to deploy separate systems for payroll, learning, performance reviews, and internal communication. Research suggests that the average large enterprise now utilizes over nine different applications dedicated to HR and talent processes. This phenomenon, often described as “app fatigue,” creates significant friction; instead of enabling productivity, the technology stack becomes a barrier to it.

To solve this, leaders must first decode the acronyms that dominate the market. The confusion typically lies in distinguishing between the “System of Record”-the database of truth-and the “System of Engagement”-where work and culture actually happen. While legacy vendors often claim to offer an “all-in-one” suite, the reality is frequently a patchwork of acquired modules that lack a unified user experience. Understanding the technical and functional boundaries between an HRIS, an LMS, an HCM, and a modern Employee Experience Platform (EXP) is the first step toward architectural clarity.

The Cost of Fragmentation

When tools are siloed, data remains trapped. A learning system that does not talk to a performance system cannot recommend relevant content based on a skill gap identified in a review. Similarly, an engagement platform disconnected from core HR data cannot personalize the journey based on tenure or role. The emergence of the Employee Experience Platform represents a paradigm shift: moving away from tools designed for HR administrators to manage compliance, toward platforms designed for employees to manage their growth and connection to the company.

The 2026 Paradigm: Why Old Checklists Fail

The traditional onboarding checklist-a static list of forms to sign and handbooks to read-has become a liability. In an era defined by hybrid work models and fierce competition for specialized talent, the administrative approach to induction is directly correlated with early attrition. We are witnessing the rise of the “Great Regret,” where a significant percentage of new hires question their decision within the first weeks, often due to a lack of cultural integration and role clarity. The cost of this misalignment is not merely the recruitment fee; it is the lost productivity, the morale drag on existing teams, and the erosion of the employer brand.

For 2026, the primary metric for onboarding success is shifting from “Time-to-Hire” to “Time-to-Belonging.” This evolution demands that HR leaders stop viewing onboarding as a logistical hurdle and start treating it as “Experience Architecture.” This model integrates compliance, culture, and connection simultaneously, rather than sequentially. It recognizes that for Gen Z and Alpha talent, a PDF handbook is not just boring-it is a signal of a digital-laggard culture. According to Gallup, only a fraction of employees strongly agree their organization does a great job of onboarding, revealing a massive gap between execution and expectation.

The Shift to Experience Architecture

Experience Architecture requires a fundamental restructuring of the first 90 days. It moves away from the passive consumption of information toward active, social participation. In this paradigm, the goal is not to ensure the employee has read the policy on data security by Day 2, but to ensure they have built the psychological safety required to ask questions, innovate, and collaborate. By leveraging AI and gamification, organizations can automate the necessary bureaucracy while amplifying the human moments that drive retention.

The AI Revolution and the New Leadership Paradigm

Artificial Intelligence (AI) has moved beyond a futuristic promise to become a transformative force in the present. Across all sectors, AI is reshaping processes, creating new opportunities, and, crucially, redefining the nature of work. In this rapidly evolving landscape, the role of the leader transcends traditional management; it demands a new vision, new skills, and a deep understanding of how to integrate technology without losing the human touch. This article explores the multifaceted role of the leader in the age of AI, with a particular focus on developing hybrid teams and preparing them for effective human-machine collaboration.

Leading in the age of AI is not just about implementing new technological tools. It’s about cultivating a culture of adaptability, fostering continuous learning, and, above all, empowering people to thrive in an environment where collaboration with artificial intelligence will increasingly be the norm. The leaders of today and tomorrow must be the architects of this transition, ensuring that AI serves as an amplifier of human potential, not a substitute.

Understanding AI: What Leaders Really Need to Know

For many leaders, Artificial Intelligence can seem like a complex and intimidating domain reserved for technology specialists. However, a functional understanding of AI—what it is, what it can do, and, just as importantly, what it cannot do—is fundamental to effective leadership today. It’s not about becoming an AI programmer, but rather about developing an “AI literacy” that allows for informed decision-making.

Demystifying AI in the Business Context

At its core, AI refers to systems or machines that mimic human intelligence to perform tasks and can iteratively improve based on the information they collect. For leaders, it is crucial to distinguish between the different types of AI and their practical applications:

• Narrow AI (or Weak AI): Specialized in a specific task (e.g., chatbots, recommendation systems, facial recognition software). This is the most prevalent form of AI in companies today.
• General AI (or Strong AI): Hypothetical, with the intellectual capacity of a human in any domain. It does not yet exist.
• Machine Learning: A subset of AI where systems learn from data without being explicitly programmed. Essential for predictive analysis, personalization, and process optimization.
• Deep Learning: A subset of Machine Learning that uses neural networks with multiple layers to analyze complex data, such as images and natural language.
• Generative AI: Capable of creating new content based on the data it was trained on. Tools like GFoundry’s Gi Bot are prominent examples.

The Strategic Impact of AI for Leaders

Instead of getting lost in technical details, leaders should focus on the strategic impact of AI:

• Automation of Repetitive Tasks: Freeing up employees to focus on more strategic, creative, and value-added work.
• Data-Driven Decision-Making: Providing deeper, more predictive insights from large volumes of data, improving the quality and speed of decisions.
• Personalization at Scale: Adapting products, services, and experiences (for both customers and employees) in previously impossible ways.
• Innovation and New Business Models: AI can be a driver for creating new products, services, and even disrupting entire industries.

Understanding these capabilities allows leaders to identify opportunities where AI can add real value, align AI initiatives with the company’s strategic goals, and effectively communicate the AI vision to their teams.

Leadership in Hybrid Environments: Challenges and Strategies in the Post-Pandemic and AI Era

The hybrid work model, which combines office presence with remote work, has become a reality for many organizations. The effective management of these distributed teams already presents significant challenges, and the introduction of AI adds a new layer of complexity and opportunity. Leaders must be agile and adaptable to navigate this new terrain.

Common Challenges in Leading Hybrid Teams

• Communication and Collaboration: Keeping everyone aligned, informed, and collaborating effectively when they are not in the same physical space.
• Organizational Culture: Building and maintaining a strong, cohesive culture with dispersed teams.
• Equity and Inclusion: Ensuring that remote employees have the same opportunities and visibility as those in person (avoiding “proximity bias”).
• Well-being and Isolation: Monitoring and supporting the mental health of employees, preventing burnout and feelings of isolation.
• Performance Management: Assessing performance fairly and effectively, regardless of the employee’s location.

AI-Powered Hybrid Leadership Strategies

AI can offer innovative solutions to many of these challenges, and leaders should actively explore them:

• Intelligent Collaboration Tools: Platforms that use AI to facilitate communication, schedule meetings optimally, summarize discussions, and translate languages in real-time.
• Sentiment and Engagement Analysis: AI tools that can analyze (anonymously and ethically) communication data to identify trends in team sentiment, helping leaders to proactively intervene on well-being or engagement issues. GFoundry’s Churn Prediction solution is an excellent example of this type of tool.
• Personalization of the Employee Experience: AI can help personalize learning paths, development recommendations, and even workflows to better suit individual needs in hybrid environments.
• Workspace Optimization: Sensors and AI can help manage office occupancy, intelligently book spaces, and create more efficient and pleasant work environments for in-office days.
• AI-Assisted Onboarding and Training: Virtual assistants and adaptive learning platforms can provide personalized support and training to new team members, regardless of their location.

The effective leader in an AI-powered hybrid model is one who prioritizes clear and intentional communication, promotes trust and autonomy, and uses technology to increase connection and efficiency, rather than creating distance.

Fostering Human-Machine Collaboration: Beyond the Tool

As AI becomes more integrated into work processes, the interaction between humans and machines will evolve from simply using tools to true collaboration. Leaders have a crucial role in facilitating this transition, building a bridge of understanding and trust between their teams and new AI technologies.

Overcoming Fear and Building Trust in AI

It is natural for the introduction of AI to generate apprehension among employees—fear of job replacement, skepticism about the technology’s reliability, or fear of not being able to keep up with new demands. Leaders must address these concerns proactively:

• Transparency and Open Communication: Clearly explain the ‘why’ behind the introduction of AI, how it will work, and the expected benefits for both the company and the employees. Keep feedback channels open.
• Focus on Augmentation, Not Replacement: Emphasize how AI can augment human capabilities by automating routine tasks and freeing up time for more strategic and creative work. Present AI as a “digital teammate.”
• AI Education and Literacy: Invest in training programs that help employees understand the basic principles of AI, how to interact with the tools, and how to interpret their outputs.
• Employee Involvement: Include teams in the selection and implementation process of AI tools. The feedback from end-users is crucial for successful adoption.
• Demonstrate “Small Wins”: Start with smaller-scale AI projects with clear benefits to demonstrate value and build trust gradually.

Designing Processes for Human-Machine Collaboration

True human-machine collaboration requires more than just giving access to AI tools. It involves redesigning work processes to optimize interaction:

• Identify Each Other’s Strengths: Map tasks and decide which are best suited for humans (e.g., critical thinking, creativity, empathy, complex problem-solving) and which can be enhanced or automated by AI (e.g., analysis of large data volumes, pattern recognition, repetitive tasks).
• Create Clear “Handoff Points”: Define how and when information passes from human to AI and vice versa. Who is responsible for validating the AI’s outputs?
• Establish Interaction Protocols: How should humans “question” or “correct” the AI? How should the AI present its suggestions or alerts?
• Promote an Experimental Mindset: Encourage teams to experiment with different ways of working with AI, learn from mistakes, and iterate.

The goal is to create a symbiosis where the unique capabilities of humans are complemented by the speed, accuracy, and processing power of AI, leading to superior results than either could achieve alone.

Developing New Skills: Preparing Teams for the Future of Work with AI

The integration of AI into the workplace not only transforms processes but also demands an evolution of skills for both leaders and team members. Preparing for this future of work involves a renewed focus on uniquely human skills and the development of greater digital fluency.

Essential Skills in the Age of AI

While AI takes on routine and analytical tasks, the skills that become even more valuable are those that machines struggle to replicate:

• Critical Thinking and Complex Problem-Solving: The ability to analyze information from multiple sources (including AI outputs), question assumptions, and find innovative solutions to unstructured challenges.
• Creativity and Innovation: Generating new ideas, thinking “outside the box,” and applying imagination to create value. AI can be a tool to enhance creativity, but the initial spark often remains human.
• Emotional Intelligence and Empathy: Understanding and managing one’s own emotions and those of others, building strong relationships, communicating with impact, and leading with compassion. Crucial for teamwork and customer interaction.
• Interpersonal Communication and Collaboration: The ability to work effectively with others, share knowledge, give and receive constructive feedback—especially in hybrid and multidisciplinary teams that include AI.
• Adaptability and Cognitive Flexibility: The ability to quickly learn new skills, unlearn obsolete approaches, and adapt to constant changes in the work environment.
• Digital and Data Literacy: Not just knowing how to use technology, but also understanding how data is collected, analyzed, and used by AI, including the ability to interpret results and identify potential biases.
• Curiosity and Lifelong Learning: A growth mindset and an intrinsic desire to learn and explore new areas, essential in a world where knowledge and technologies evolve rapidly.

The robust development of these intrinsically human skills is not just a path to better performance, but represents a fundamental strategy for long-term professional security and relevance.

In an era where AI-driven automation is set to transform countless roles, professionals who cultivate critical thinking, creativity, emotional intelligence, and adaptability will be significantly more protected against the risk of unemployment or skill obsolescence.

By focusing on what machines cannot (or are unlikely to) replicate—genuine human understanding, disruptive innovation, and complex interpersonal interaction—individuals not only secure their value in the job market but also position themselves to lead and thrive at the forefront of human-machine collaboration.

The Leader’s Role in Skill Development

Leaders are fundamental in creating an environment that promotes the development of these skills:

• Promote a Learning Culture: Encourage curiosity, experimentation, and knowledge sharing. Provide time and resources for training and development.
• Personalize Development Paths: Use data and, potentially, AI itself to identify individual skill gaps and recommend personalized learning paths.
• Foster Reskilling and Upskilling: Create programs to help employees acquire new skills (reskilling) or deepen existing ones (upskilling) to stay relevant.
• Lead by Example: Demonstrate a personal commitment to continuous learning and the development of one’s own skills in the age of AI.
• Create Practice Opportunities: Develop projects and assign responsibilities that allow employees to apply and develop these new skills in their daily work, including interaction with AI systems.

Investing in skill development is not just a defensive strategy against obsolescence, but a proactive way to empower teams to co-create the future of work with AI.

The Leader as Coach and Facilitator in the AI Transition

With the growing autonomy provided by AI and the more distributed nature of hybrid work, the traditional “command and control” leadership model becomes less effective. The leader in the age of AI evolves into a role more focused on coaching, facilitation, and empowering their teams. It’s less about giving orders and more about asking the right questions, removing obstacles, and creating an environment where everyone can contribute their best.

The Mindset Shift: From Manager to Coach

This transition requires a fundamental change in the leader’s mindset:

• From Micromanager to Enabler: Instead of supervising every detail, the leader-coach trusts their team, delegates responsibilities, and focuses on providing the tools and support needed for success.
• From Answer-Holder to Question-Master: Instead of having all the answers, the leader-coach stimulates critical thinking and problem-solving in the team through thoughtful questions and guidance.
• From Evaluator to Talent Developer: The focus of performance management shifts from a purely retrospective evaluation to a continuous process of feedback, development, and growth.
• From Director to Collaboration Facilitator: Especially in hybrid teams and in human-machine collaboration, the leader acts as a facilitator, ensuring that communication flows, diverse perspectives are heard, and conflicts are resolved constructively.

Leadership-Coaching Practices in the Age of AI

How can leaders incorporate this approach day-to-day?

• • Active and Empathetic Listening: Dedicating time to truly listen to the concerns, ideas, and feedback of team members, especially during the transition to new technologies like AI.

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• • Continuous and Constructive Feedback: Going beyond annual reviews by offering regular, specific, and development-oriented feedback, helping employees understand how they can improve and adapt.

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• • Setting Clear and Inspiring Goals: Helping the team understand the “why” behind their work and how it fits into the broader organizational vision, especially in the context of AI.

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• • Creating Psychological Safety: Fostering an environment where team members feel safe to experiment, make mistakes (and learn from them), ask questions, and challenge the status quo, something essential when dealing with new technologies.

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• • Removing Obstacles: Identifying and helping to remove barriers that prevent the team from being effective, whether they are technological, procedural, or cultural.

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• Celebrating Progress and Learning: Recognizing and celebrating not only the big successes but also the incremental progress and lessons learned along the way, especially in the adoption of AI.

By adopting a role of coach and facilitator, leaders not only better prepare their teams for the age of AI but also promote a more engaged, resilient, and innovative work environment.

Ethics, Responsibility, and the Human Factor in AI Leadership

The integration of Artificial Intelligence into the workplace brings with it a complex set of ethical and responsibility considerations that leaders cannot ignore. Although AI offers immense potential for efficiency and innovation, its implementation must be guided by principles that safeguard fairness, transparency, and, fundamentally, the human factor. The leader has a central role in navigating these waters, ensuring that technology serves humanity, and not the other way around.

Key Ethical Challenges of AI at Work

• Bias in Algorithms: AI systems learn from the data they are fed. If that data reflects historical biases (of gender, race, age, etc.), AI can perpetuate and even amplify these discriminations in areas like recruitment, performance evaluation, or promotions.
• Transparency and Explainability (“Black Box”): Many AI algorithms, especially deep learning ones, can be “black boxes”—it is difficult to understand how they arrive at a particular decision or recommendation. This raises issues of accountability and trust.
• Employee Privacy and Surveillance: AI tools can collect large amounts of data about employees. It is crucial to ensure that this collection is done ethically, transparently, with informed consent, and for legitimate purposes, avoiding excessive surveillance.
• Responsibility for AI Decisions: Who is responsible when an AI system makes an error with significant consequences? The developer, the company that implemented it, the user? Defining clear lines of responsibility is essential.
• Impact on Employment and Inequality: AI-driven automation can lead to job losses in certain areas and exacerbate inequalities if strategies for retraining and just transition are not implemented.
• Erosion of Human Autonomy: An excessive reliance on AI in decision-making can diminish the critical thinking skills and autonomy of employees.

The Leader’s Role in Promoting Ethical and Responsible AI

Leaders must be the guardians of ethics in the implementation of AI:

• Establish Clear Principles and Guidelines: Develop and communicate a code of conduct for the use of AI in the organization, aligned with the company’s values and applicable regulations.
• Promote Diversity in AI Teams: Diverse teams (in terms of gender, ethnicity, background, etc.) are more likely to identify and mitigate biases in AI systems.
• Demand Transparency from Suppliers: Question AI suppliers about how their algorithms work, what data they use, and what measures are taken to avoid biases.
• Implement Human-in-the-Loop Oversight: Ensure there is always human oversight in critical decisions made or influenced by AI, especially those that directly affect employees.
• Prioritize Data Privacy and Security: Adopt robust data governance and cybersecurity practices to protect employee data.
• Foster Dialogue and Ethical Training: Create spaces to discuss the ethical implications of AI and provide training to employees on how to use AI responsibly.
• Advocate for Just Transition Policies: Support reskilling and upskilling initiatives to help employees whose roles may be transformed by AI.

Leading with integrity in the age of AI means balancing technological potential with a deep consideration for human impact, ensuring that progress does not come at the expense of fundamental values.

Conclusion: Leading with Vision and Humanity in the Age of Artificial Intelligence

The age of Artificial Intelligence has arrived, bringing with it a wave of transformation that redefines not only how we work, but also what it means to lead. The 21st-century leader, faced with the rise of AI and the complexity of hybrid teams, can no longer rely solely on traditional models. They are called to be a visionary, a strategist, a coach, a facilitator, and, crucially, a guardian of humanity at work.

We have seen that understanding AI, beyond the technical jargon, is the first step to unlocking its strategic potential. Leading hybrid teams requires new approaches to foster communication, culture, and equity, where AI can be an unexpected ally. More profoundly, the transition to effective human-machine collaboration requires building trust, redesigning processes, and an unwavering focus on developing skills—those intrinsically human ones that AI cannot replicate: critical thinking, creativity, emotional intelligence.

The leader’s role evolves to that of a coach, empowering their teams to navigate change, experiment, and learn continuously. And, perhaps most importantly, leadership in the age of AI demands a strong ethical compass, ensuring that technology is implemented responsibly, transparently, and serves to amplify human potential, rather than diminish it.

The challenges are significant, but the opportunities are even greater. Leaders who embrace this new era with curiosity, courage, and an unwavering commitment to their employees and values will not only survive, but thrive, shaping a future where technology and humanity advance hand in hand. Effective leadership in the age of AI is, ultimately, leadership that leverages the best of artificial intelligence and the best of human intelligence, creating smarter, more agile, and, fundamentally, more human organizations.

Keep on reading:

• The Ultimate Guide for Remote Onboarding
• Pulse Surveys & People Engagement
• Benefits of a Good Organizational Climate: Productivity and Talent Retention
• Talent management platform to boost employee engagement
• How to Choose the Right Talent Management Platform for Your Business
• How to Attract, Retain, and Develop Top Talent 
• The Ultimate Guide to Remote Talent Management 
• HR Trends: What Will HR Look Like in 2024? 
• How to improve Employee Engagement and Performance? Your Ultimate Guide 
• Employee well-being – the complete guide 
• How to create Impactful Learning Journeys for Employees? 
• Feedback: what it is, its importance and how to do it (complete guide) 
• What is the importance of Compensation and Benefits for employees?

How to create the best employee experience?

Creating the best experience for your employees is rapidly being considered one of the main areas in need of change within corporations as it has huge impact on the customer experience. Which tools leverage engagement and promote better employee experience?

“The majority of organisations are still in the dark on the linkage between improved employee experience and the impact it has on productivity and customer experience. Most organisations are still using traditional and primitive analytics to evaluate employee experience. This will change and it will change rapidly.

Companies have long obsessed about customer experience. Rightly so too as the leading companies in their respective fields, tend to also be the ones that enjoy the highest customer satisfaction ratings.

A similar focus is now belatedly being applied to employee experience. This is in part due to increasing recognition of the impact it has on engagement and productivity, but also because of a number of other factors.

These include:

• Attracting and retaining talent: The need for organisations to differentiate in order to attract and retain the best talent as competition and scarcity intensify;
• Changing Employee mindset – Employees adopting the consumer mindset of rating, sharing opinions and providing feedback, and;
• Link between employee and customer experience – An increasing awareness that positive employee experience is a significant driver of great customer experience.”

David Green, HR Blog

The pandemic was also a great opportunity for companies to re-think their way of connecting with their employees. While a great part of them no longer belong to the office in full-time regimes, it definitely became a bigger challenge for People Managers to engage their teams. A study from Gallup (State of the Global Workplace, 2021) showed that only 20% of employees worldwide are engaged with their employers. There are several differences among the regions: while the USA and Canada reach 34% of engaged employees, Western Europe reaches the bottom-line with only 11%. Nevertheless, there are solutions to face this challenge. According to Concur, gamification can increase Employee Engagement by 60% if well-structured and implemented successfully, having a direct impact in the Employee Experience. The introduction of game elements such as badges, points and rewards allow for employees to have a dynamic experience in their workplace, no matter what their role is.

What is cultural transformation?

Cultural transformation is the process of changing the culture of an organization in order to make it more aligned with its strategic goals. This can involve a change in values, beliefs, behaviors and processes.

Cultural transformation can be a challenging process, but it can be very rewarding. When successful, it can lead to significant improvements in organizational performance, such as increased productivity, improved customer satisfaction and reduced costs.

Cultural Transformation is also a complex and extremely strategic process for many organizations. Being inserted in a context where change is the watchword of the day, it is common that companies themselves also have to adapt their internal structure to be able to withstand these changes – whether positive or negative.

The culture should also be aligned with the strategic objectives of the organization. This should be the enabling basis for achieving the defined objectives. Therefore, if the culture does not support the business strategy to achieve the desired results, then it should be reviewed and adapted as soon as possible.

Furthermore, as the external and internal environments change over time, so should the culture be adapted and reinforced when necessary.

There are several reasons that may indicate the need to implement a Cultural Transformation process, such as:

• Changes in the Internal Structure
• Changes in the Business
• Changes in the Strategic Objectives
• Changes in the Market where the company operates
• Changes in the socioeconomic context

However, the process of Cultural Transformation is not simple. On the opposite side, changing the collective behaviour of an organizational structure is extremely complex and should always be planned for the medium/long term.

There are several steps that organisations should take during a cultural transformation process and they are mostly linked to 3 main phases.

1. Assessment Phase

At this stage, it is important to conduct an internal study in order to understand how the employees perceive the organization’s culture. It is crucial that the assessment is as detailed as possible in order to have a reliable diagnosis. The result of the assessment will be a current snapshot of the company’s culture.

2. Definition Phase

After the Assessment phase, it is possible to define which changes need to be implemented. When the organisation defines which culture is desirable to be observed internally, a comparison is made with the current picture, and guidelines are drawn to enable a cultural adjustment. This adjustment should be made taking into account the objectives of the organisation itself.

3. Implementation Phase

Finally, there is the most practical phase of this process: its implementation. The activities that will allow an adjustment of the organization’s culture should be defined. It is important to bear in mind that this process does not happen overnight or from one week to the next. On the contrary, it is a process that may take some time before new collective behaviours can be observed.

We are excited to announce a new International Partnership with DayoneHR from the UK!

DayoneHR is an HR Tech Consulting company that supports startups and growing companies in implementing technology solutions for Talent Management. They provide services in Project Management, Systems Implementation, Technology Selection, Auditing and Business Transformation Coaching.

This partnership will allow us to impact the way Talent is managed outside our borders, reaching the United Kingdom with our digital solution for Employee Engagement through gamification.

What is the Data Science Portuguese Association (DSPA)?

The Data Science Portuguese Association (DSPA) was created in 2016 by a group of professionals with the common feeling that the potential of this emerging profession was not being used due to the lack of information on the different applications of Data Science.

What is KPIs Gamification?

KPIs Gamification is the use of game design elements to make Key Performance Indicators (KPIs) more engaging and motivating. This can be done by using elements such as points, badges, leaderboards, and challenges.

Gamification for KPI Improvement

GFoundry is a leading digital solution for Employee Engagement through gamification. With our gamification engine, you can reward your community by defining goals, creating medals, building an ecosystem of virtual coins, providing competitions for various scopes, among other tools that add game elements to the employee’s journey in your organisation. All these dynamics, when designed with a strong narrative and consistent with the organisational culture, can play an essential role in motivating employees, making their experience in the organisation much more dynamic and interactive.

Challenge: Turn your teams’ KPIs into a game!

With the KPI’s Competitions Solution, you can create competitions using your own data, and make your teams more aligned, motivated and resilient, creating individual, tribe or team dynamics. Competition data can be easily updated through XLS files, or through external data integrations via API with other platforms.

We are thrilled to announce a new International Partnership with HumanX, from Belgium!

HumanX brings your HR to the next level with dedicated expertise in digital HR solutions as well as HR/HX experts for specific HR missions in your organisation.

The human resources department is going through a lot of changes with the upcoming of the new generations and the new technology. HumanX guides companies through their HR changes by bringing up competent people with the right skill and the right Human(X) approach, combining a hands-on operational approach with digital solutions.

This partnership will allow us to impact how Talent is managed outside of our borders, reaching Belgium with our digital solution for Employee Engagement through gamification.

Last 26th November, at the Sheraton Lisbon Hotel, in Saldanha, GFoundry organised another G-Breakfast, in partnership with Fórmula do Talento.

The concept of the event was born in the second half of 2021, from GFoundry’s intention to provide a networking moment, in an invitation-only format, between representatives of companies from different areas, over breakfast, while providing them with the possibility of being in touch with GFoundry’s digital solution.

During this breakfast, the participants had the opportunity to get to know each other, to share their biggest challenges in human resources management, and also to learn more about the GFoundry platform and the importance of the role of Fórmula do Talento as a Partner.

An organisation open to innovation, capable and motivated people, and above all with the will to make things different: these were the main ingredients of this successful project at DPD Portugal (Geopost Group).

We are thrilled to announce a new International Partnership with CLEVIS GmbH, from Germany!

CLEVIS is an Human Resources expert focused in Business Transformation, translating business issues into strategic HR Consulting. They help companies implement and/or optimize processes and technologies for a better Human Resources management and more efficient workforce. CLEVIS is also an expert in recommending and implementing HR software solutions to their clients, while supporting them in their business issues.

This partnership will allow us to impact how Talent is managed outside of our borders, reaching Germany with our digital solution for Employee Engagement through gamification.

On the 7th of October, at the HF Fénix Hotel in Marquês de Pombal, GFoundry organized its first G-Breakfast, in partnership with Fórmula do Talento – one of GFoundry’s Partners.

The concept of the event was born from GFoundry’s intention to provide a moment of networking, in an invitation-only format, between representatives of companies from different areas, during breakfast. After a pandemic period, in which all events were held remotely, the balance of having returned to a face-to-face format was very positive.

During the breakfast, the participants also had the opportunity to learn more about GFoundry platform and the importance of Fórmula do Talento‘s role as Partner of the platform.

What is Remote Talent Management?

Remote talent management is the process of managing employees who work remotely. This can be done through a variety of methods, including:

• Communication
• Goal setting
• Feedback
• Training
• Support

Remote Work Challenges in People Management

In a context where the SARS-COV-2 pandemic is more stabilized worldwide, organizations (and their people) are facing a new challenge in their daily routines. The pandemic, itself, brought some important changes in the management of human resources, such as the implementation of remote working (whenever the function allows it), the remote management of people (and their motivation), the (greater) concern with the health of employees, among others.

However, and being at a stage where uncertainty about the future is no longer a constant, companies have a challenge at hand: to decide what the future panorama will be, and how to put it into practice and manage it.

The truth is that the pandemic has accelerated a trend that is several years of history – the digitalisation of processes, the flexibilisation of working hours, and even of the places where people work. Therefore, the moment has arrived in which organisations will have to define what will be the new “normal” panorama in the near future:

• Will it be completely face-to-face, as it was in the pre-pandemic period?
• Will it be a completely remote model, in which any employee may work from the place they prefer?
• Or will the decision be oriented so that there is a balance between both?

Either decision will bring challenges. If on the one hand, returning to a fully face-to-face context may create some discomfort for employees who are already used to having some flexibility regarding their workplace, on the other hand it is a challenge for managers to manage their teams remotely.

Whatever the choice of the organisations regarding their new ways of working, some effort will be needed regarding the organisational culture (and its management).

Not only will it be necessary to align (or, in this case, re-align) people with the strategic objectives and the vision of the company, but it will also be necessary to clarify the choices made with regard to their day-to-day lives, since it will have impacts on their relationship with the organisation. Moreover, an equally considerable effort will be required to prepare leaders with regard to new ways of working and leadership.

It is crucial to guarantee that all leaders in the organisation are prepared to continue assuming their functions, and that they can manage their teams in a way adapted to the new reality.

Finally, it will also be necessary to consider how other processes linked to talent management will run, such as recruitment or even onboarding. What will the new recruitment model be? And what will the new onboarding model be like? And what impact might this decision have on the candidates’ connection with the company?