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.