Technology offers agility and personalized actions for plans, but it should only be complementary to essential dialogues between leaders and their teams.
*By Karina Couto
In today's corporate environment, marked by rapid technological transformations, the integration of Artificial Intelligence (AI) into career development processes has become a strategic tool for companies. In the context of the Individual Development Plan (IDP), the use of AI is already beginning to redefine the way employees are evaluated and how their careers are planned, bringing benefits to both companies and professionals. This analysis is based on two main pillars: OKRs (Objectives and Key Results) and Cultural Fit.
Based on the results of this assessment, leaders and employees can align expectations and design personalized IDPs, reflecting both the individual's needs and the demands of the business. The use of AI in this process brings a new level of efficiency. Based on the data collected, the technology suggests actions and directions that make sense for each employee's specific scenario, speeding up the process and bringing greater precision.
However, while AI offers agility and efficiency, it is complementary to the essential dialogues between leaders and their teams. The IDP suggested by AI does not in any way replace the leader's role in guiding, aligning expectations, challenging and guiding the employee towards continuous growth. Likewise, the employee continues to be the protagonist of his/her career, responsible for understanding his/her moment, challenging himself/herself and seeking evolution. AI serves as a support tool, optimizing the process without taking away responsibility from either side.
It is therefore important to highlight that a culture of continuous learning is essential to keep a company competitive in an environment of exponential change. The concept of “lifelong learning” – which consists of adapting our behaviors and knowledge to keep up with market changes – is more present than ever. It is no longer a matter of viewing learning as a project with a beginning, middle and end, but as a dynamic process that follows market changes and technological innovations. AI, by suggesting new development paths, helps this continuous learning to occur in a more structured and personalized way.
For this to happen effectively, it is essential that the learning culture within the organization is connected to the business strategy. Each employee must look at their career proactively, while the Human Resources (HR), Human and Organizational Development (HOD) and Corporate University (UC) areas play a vital role in offering resources that make sense in human and organizational development. More than ever, it is necessary for us to stay up to date and synchronized, connecting educational solutions with career opportunities and the company's growth in a continuous manner.
When it comes to learning, I consider myself an eternal learner. I believe that we all have the ability to improve what we already do well, but it is also essential to recognize that there are always opportunities to learn and relearn. To do this, it takes courage, willingness and discipline to always be open to new things. Each small step in this learning journey propels us towards even greater achievements, both personally and professionally, transforming challenges into paths for evolution and growth.
By embracing AI in career development processes, companies are not only improving their management practices, but also reinforcing an organizational culture focused on learning and constant evolution. Technological transformation, when well applied, is a powerful driver for the development of employees and the organization.
*Karina Couto, Human and Organizational Development Manager at Omie
Notice: The opinion presented in this article is the responsibility of its author and not of ABES - Brazilian Association of Software Companies
EN 
PT 
