by Content Manager | 7 Jul 2025 | business strategy, Corporate Training, Digital Transformation, Human resources, Leadership
Recruitment, training, generational shifts, soft skills, digitalization… The challenges are many, but Human Resources today have the opportunity to reinvent their strategic role. In Switzerland, this transformation is already underway — and it often begins with constructive self-reflection. A better-equipped, more conscious HR function can become a decisive lever for organizational growth.
An HR Role in Full Redefinition
For a long time, HR was seen as a support service — ensuring administrative processes and compliance with labor laws. Today, that model is reaching its limits. Current challenges go far beyond compliance: it’s about building a culture, supporting transformation, and bringing a vision to life through talent.
In Switzerland, faced with a shortage of qualified labor, digital transformation, and evolving social expectations, HR must become strategic partners. This requires a new posture: more proactive, more influential, and more connected to human realities.
Recruiting in the Era of Invisible Skills
Recruiting today means navigating uncertainty. Career paths are no longer linear, experiences go beyond resumes, and behavioral competencies often outweigh technical skills.
But how do you detect emotional intelligence, adaptability, or resilience in an interview? How do you avoid confirmation bias? Many recruiters feel alone facing these issues.
A structured approach — based on observation, role plays, and the right questions — helps secure hires while respecting each candidate’s uniqueness. This expertise doesn’t come by chance: it’s developed through practical, directly applicable training.
Teaching Is No Longer Improvised
Technical knowledge alone is no longer enough. In a constantly changing world, effective knowledge transfer is a strategic challenge — to quickly onboard new employees, retain critical know-how, and support internal change.
Yet many experts are suddenly made trainers without pedagogical tools or guidance. The result: uninspiring training sessions where attention drops quickly and real impact is hard to measure.
Learning to become a trainer means acquiring concrete methods to structure a session, engage an audience, and assess learning outcomes. It also requires a mindset shift: more learner-focused, more impact-oriented. In a learning culture, this is a powerful lever for Swiss HR teams.
Generations Y and Z: Challenge or Opportunity?
Intergenerational dialogue can be tricky in the workplace. Younger employees expect flexibility, feedback, autonomy, and purpose. Older colleagues value stability, expertise, and long-term loyalty. Each often thinks the other “doesn’t understand the world of work.”
Rather than oppose these views, we can build an inclusive culture that values complementarities. But this requires deep insight into generational behaviors, needs, and motivational drivers.
Targeted training can help decode these differences, adapt management styles, and foster trust. After all, every generation seeks recognition and usefulness — just in different ways.
Can Digital Tools Support the Human?
HR automation is progressing rapidly: AI-powered sourcing, digital onboarding, performance platforms, LMS for training… These tools are not neutral. Poorly used, they dehumanize; properly integrated, they free time for what really matters.
Yet many HR professionals are still poorly supported in adopting these solutions — or they experience them top-down, through a technocratic lens.
Learning about HR digitalization doesn’t mean becoming a technician. It means understanding the stakes behind the tools, choosing the right ones, and integrating them into a people-centered strategic vision. In Switzerland, where management culture still values human connection, this hybridization is crucial.
Equipping HR Is Equipping the Business
HR training is not an end in itself — it’s a lever for transformation. It gives professionals the tools to navigate uncertainty, better understand the people they support, and contribute actively to business strategy.
In Switzerland, companies that invest in upskilling their HR teams also invest in the sustainability of their culture, the quality of their recruitment, and the smoothness of their internal transitions.
by Swissnova | 26 May 2025 | Artificial Intelligence, Corporate Culture, Corporate Training, Digital Transformation, Management & Leadership
Artificial intelligence is reshaping business: why training is no longer optional ?
Artificial intelligence is not a technological revolution on the horizon. It is already here, quietly transforming practices, tools, and professions — sometimes before decision-makers have had time to step back. It is disrupting skill hierarchies, redefining the notion of human added value, and reshuffling the cards of leadership.
Yet in most organizations, the response to this transformation remains largely technical. Solutions are implemented. Tools are tested. But the essential is often overlooked: educating, creating a shared culture, offering support.
And this is not just an issue for developers. AI affects marketing, HR, finance, strategy, middle management… Training becomes a condition for operational clarity, organizational agility, and intellectual sovereignty.
The companies that will survive are not those who adopt AI the fastest, but those who truly understand what it changes — and adapt their skills accordingly.
The blind spots of inaction: what is at stake for companies that don’t support their teams?
Adopting AI without training is like giving a Formula 1 car to an untrained driver: you may go fast, but you don’t know where or how to stop.
Here’s what we observe on the ground in companies moving blindly forward:
- Poor use of tools: illusory time savings, loss of control, lack of critical thinking. The tool performs, but the disengaged human delegates without understanding.
- Flawed managerial judgments: trend-driven strategies, over-equipped but under-analyzed decisions. Without a strong framework, even top leadership loses its bearings.
- Ethical deficits: AI replicates data biases. If no one sees them, discriminatory practices are validated.
- Legal and compliance risks: GDPR, confidentiality, algorithmic responsibility… Training is also protection.
- Demotivation and resistance to change: fear replaces understanding. AI becomes a source of tension instead of a driver for transformation.
Training is not a “nice-to-have.” It’s organizational insurance in the face of systemic shock.
What AI training for which profiles? Building a 21st-century business culture
If we agree that training is essential, the next question is: who should be trained, in what, and how?
AI now affects all employees, regardless of hierarchy or function. Beyond professional use, it also shapes our daily lives: how we manage information, relate to work, perceive truth, and navigate digital autonomy. Training in AI also means reinforcing each person’s employability and autonomy in a changing world.
- Executives: strategy and governance
They must understand AI’s impact on business models, value chains, and the role of humans. It’s not about coding — it’s about leading with clarity.
- Managers: use cases and team support
Middle management is key to transformation. They must learn to identify the right tools, create dialogue, and provide reassurance without holding back progress.
- Operational roles: autonomy and frameworks
Tools exist, but without training, usage is often erratic. We need to teach critical skills, ethical reflexes, and concrete best practices.
- Employees from all backgrounds: digital culture and civic literacy
Understanding AI isn’t just about optimizing work. It’s also about talking about it, using it wisely, and integrating it into everyday life. Digital inclusion is a social issue as much as an HR opportunity.
A company ready for AI isn’t one that bought the latest software. It’s an organization where every level understands its role in relation to the machine.
Rather than following the current tech enthusiasm, we must take a step back. The challenge of AI isn’t just technical — it’s about shared understanding, the ability to make sense of complex and ambiguous systems.
It’s no longer enough to follow the movement — we must bring mastery, critical distance, and human responsibility to it.
Artificial intelligence is first and foremost a question of organizational culture, not just a technical decision. It’s not a topic for experts alone, but a cross-cutting, societal, and sustainable challenge.
Training today means building a company that can dialogue with its time — staying an actor, not a spectator, of the transformation.
Training, workshops, coaching, simulations: every company has its own path — but all must begin drawing it. So that technology serves culture, and not the other way around.
Want to start the conversation in your organization? Let’s talk.
