The celebration of the Constitution of the Board of Directors of DCH Portugal took place at the Sheraton Hotel in a private meeting with the Directors of Human resources and functional areas of relevant companies of the country such as Mota-Engil, Amorim Cork Composites, EFACEC, Galp, Borgwarner, PwC Portugal, El Corte Ingles Portugal, DXC Technology Portugal, Pingo Doce/Jerónimo Martins, Salsa, Grupo Primor, TE Connectivity, Fidelidade. The event was promoted by our partners and collaborators Oracle, Gympass, Facthum and Ashridge-Hult Executive Education.
The organization has among its goals to connect and gather senior professionals with senior management responsibilities in the main areas of human resources, generating an ecosystem of knowledge through technical activities and exchange of best practices and networking.
After the Board establishment, a lunch meeting took place, wiht the board of Directors members, Associate members of DCH and Executives from relevant companies in Portugal, such as Sonae Sierra, Eurest, Grunenthal, Fidelity, Viagens El Corte Ingles, as well as representatives from communication media as RH Magazine and from the Human resources Information Institute.
During the meal , they could attend the lecture “Jobs & Skills in the 4th Industrial Revolution” by Paolo Gallo, Adjunct Professor at Ashridge Hult and former Chief Human Resources Officer at the World Economic Forum. An exquisite and motivating presentation on the “megatrends” in the labour market in continuous evolution, with three key analysis points: the impermanence of jobs (and the vulnerability that it entails), the life expectancy (and the continuous learning that we face ahead) and new professions (derived from the exponential speed of technology, which forces us to change and to interact in a different way).
After the lecture, a round table began to debate and share good practices: the technological evolution that has originated the industry 4.0 affect people very much and, therefore, the areas of human resources.
The processes of digital transformation make it necessary to have the appropriate human capital to confront them: we will stop talking about education and talk about lifelong learning instead, contextual intelligence and, above all, awareness and self-knowledge.
In addition, we will have to adapt ourselves to new forms of work, new hierarchical structures in organizations and new ways of collaboration. After all, this is the main meaning of digital transformation. Not only the employees´ capacities tend to be different; their expectations are also changing, as shown by the boom of the “gig economy” among the millenials.
We are about to enter into an exciting time that requires, and will require even more, a great re-adaptation of the Human Resources areas.