Versori Voices: Albert Loyola 🗣️

Welcome to Versori Voices – our weekly series spotlighting fresh perspectives and real-world innovation. Each edition delivers practical insights, strategic thinking, and a behind-the-scenes look at how impact is made, straight from the people driving change.

This week we are spotlighting Albert Loyola, Senior consulting executive with over 15+ years of global human capital consulting experience and AI and HR technology industry advisor delivering insights (100+) to CEOs, CHROs and the C-Suite on technology, workforce and workplace.

Q: What’s one HR tech trend people are underestimating that has potential to transform enterprise operations?

A: In my view, one HR tech trend people are underestimating (to certain extend) that has the potential to transform enterprise operations is the rise of immerse learning and skilling platforms driven by AI and emerging technologies (e.g., digital twins) To increase operational excellence, organisations need to have a clear visibility of skills with operational goals and a clear alignment between workforce with business processes. However, many companies still rely on manual skill assessment and competency models to identify skill gaps and training needed. With AI-powered skills intelligence platforms, they can analyse work patterns, develop learning content, track learning style, and even communication patterns to create dynamic, real-time maps of organisational capabilities and insights on emerging roles and skills. They can identify skill gaps before they become critical, suggest internal mobility paths that weren't obvious before, and predict which teams have the skills to take on new initiatives. Skill technology is constantly evolving; however, the transformative potential lies in turning talent management from reactive to predictive and connect talent to business value.

Q: What’s a core insight you've gained about aligning HR strategy with business outcomes?

A: HR needs to have a clear picture how the company makes money and align people, culture, and operational structures to maximise value. HR needs to be a data-driven function to inform the business how talent can accelerate growth and profitability. Furthermore, to keep up with the level of AI innovation. HR professionals need to be fluent on AI and data. AI skills will allow them to drive and participate on AI projects across the enterprise. Every technology transformation is a talent transformation and HR needs to be involved.

Q: How do you ensure that strategic decisions remain human centred yet future ready?

A: Here are some key considerations:

1. Create a holistic plan: Start small and experiment. Don’t try to boil the ocean. Deliver quick wins and prioritise use cases with a roadmap to scale.
2. Lead with the experience: Design solutions based on user journeys. Pilot, gather feedback and improve.
3. It only works when data is trusted: Assess data readiness, develop a data strategy and invest in data infrastructure.
4. Build partnerships and establish trust: Partner with IT, legal, compliance, business leaders and employees to build trust and credibility.

5. Governance and Accountability: Establishing clear governance frameworks and accountability structures ensures that ethical guidelines are followed. This includes setting up ethical AI review committees and providing ethics-based training for employees
6. Human Oversight: While AI can assist in decision-making, human oversight is essential to interpret AI recommendations and make final decisions, especially in complex or sensitive situations

Q: How is visionary leadership evolving in the context of HR and digital transformation?

A: As Salesforce CEO Marc Benioff mentioned in Davos early this year, “today’s CEOs are the last to manage all-human workforces”. We entering in an era where human intelligence is amplified and knowledge is democratised. This requires a new generation of CHROs that not only will drive enterprise change but also orchestrate the new human + AI collaboration working closely with IT, legal, compliance and finance to define the roadmap to reinvent organisations and how employees will work with intelligent systems to unlock real business value.

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