By: Nicolás Mora Schrader, Managing Director @EQP; Opinion column, El Dínamo
The qualitative and quantitative leap in e-commerce in recent years - largely driven by the pandemic - combined with other factors such as the emergence of artificial intelligence in various areas of the online shopping path, make the challenge increasingly stimulating for those working in the industry.
On the verge of a new Black Friday event in Chile, and with Christmas trees and decorations of all kinds sprouting in the physical and virtual world, commerce faces its most important moment of the year.
The qualitative and quantitative leap in e-commerce in recent years - largely driven by the pandemic - combined with other factors such as the emergence of artificial intelligence in various areas of the online shopping path, make the challenge increasingly stimulating for those working in the industry. And in this context, even though one might think that today practically all the efforts of these companies are oriented towards technology, in the many conversations I have had with managers, it is always among their main concerns whether their current Human Resources strategy is robust enough to attract, develop and retain talent in an increasingly competitive market.
The digital revolution has taken hold in numerous sectors, including logistics and the “last mile”, which have undergone significant changes. As companies ride the waves of this transformation, CEOs and HR managers find themselves at a crossroads, requiring an organizational culture capable of successfully addressing the leading role that talent management is acquiring.
Automation and digitalization have had a strong impact on operations, demanding new skills and competencies from professionals in the sector. Workers must not only adapt to technological tools but also align themselves with a digital mindset that allows them to explore innovative solutions. In this context, HR and people management teams play a crucial role in identifying, developing and retaining the talent needed to drive companies towards a digitally robust future. Today, talent management involves technical competencies and soft skills such as critical thinking, creative problem solving and the ability to adapt to permanent change.
The “last mile” – known for being the final stretch that connects products with consumers – faces particular challenges in this digital landscape. The demand for fast and personalized deliveries, together with operations that respond to eco-friendly expectations (route optimization, electric vehicles, sustainable packaging, among others), drives the need to innovate in operational strategies and human talent management. Therefore, an effective Human Resources plan must merge traditional skills with emerging digital competencies. It is essential to create work environments that favor continuous training and career development, which in turn will allow employees to evolve at the pace that technology dictates. In addition, HR guidelines must be flexible enough to manage talent that can operate in multiple modalities: in-person, remote, and by projects, for example.
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