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7 de cada 10 empleados teme quedarse obsoleto ante el avance de la IA_conclusiones del ODILO Elevate Talent Forum.

  • Expertos de ODILO, Telefónica, Iberdrola, Allfunds y MSD, señalan la importancia de hacer de la IA un aliado en los programas formativos, el fomento del pensamiento crítico y la toma de decisiones sobre los resultados que esta ofrece.
  • El éxito de la formación ya no se mide en horas de curso realizadas, sino en la aplicación práctica en el puesto de trabajo y en la creación de hábitos de aprendizaje diarios.

En una era en la que la IA puede dejar a un profesional desactualizado en seis meses, el FOBO está a la orden del día: el 66% de los empleados teme quedarse atrás, según un informe realizado por EY. Este dato evidencia que las empresas españolas se enfrentan a una crisis de talento sin precedentes. Para combatirla, los expertos y responsables de RRHH reunidos ayer en el ‘Elevate Talent Forum 2025: Learning ReEvolution’ señalaron que la única salida es redefinir la formación corporativa. Las claves de esta revolución son el aprendizaje continuo, el desarrollo de un criterio crítico para usar la IA y un nuevo liderazgo centrado en la influencia real para crear hábitos en los equipos.

El encuentro organizado por ODILO , edtech española que transforma la manera en que personas y organizaciones aprenden en un entorno digital único, con AWS, se llevó a cabo en el Nomad Museo Inmersivo de Madrid con el objetivo de analizar la evolución de la formación y la gestión del talento entre las compañías de nuestro país.

“El Foro Económico Mundial estima que el 44% de las habilidades profesionales clave cambiarán en los próximos cinco años, es evidente que nuestros modelos de formación, diseñados para la era industrial, han quedado obsoletos”, manifestó Sarah Harmon, directora general de ODILO, a lo que añadió que “la velocidad de la IA provoca que un profesional pueda quedar desactualizado en seis meses; mientras buscan reciclarse en plataformas no verificadas como YouTube o ChatGPT, perdemos el control de su desarrollo. La solución está en ir a la raíz: crear una cultura y un hábito de aprendizaje. Debemos superar el miedo al cambio integrando ‘micro-momentos’ formativos hiperpersonalizados directamente en el flujo de trabajo, asegurando que la tecnología se adapte al individuo, y no al revés, para fomentar un reciclaje constante y efectivo”.

Entre los puntos a tener en cuenta del evento, se expuso que el 37% de los trabajadores en España necesitará actualizar sus competencias antes de 2030 y la carrera profesional, actualmente, ya no se define por la experiencia, sino por las habilidades y la capacidad de adaptación. Según Iván López, VP Global Sales Corporate de ODILO, “la respuesta a este reto no es el aprendizaje tradicional, sino el ‘Aprendizaje Inteligente’: un modelo que utiliza la IA como un copiloto para ofrecer contenido hiperpersonalizado, dinámico y en formatos consumibles, priorizando la aplicación práctica sobre el certificado y reafirmando que el valor humano es el nuevo gran diferenciador.”

Construir una cultura de aprendizaje: del interés individual al valor corporativo

Las organizaciones han entendido que el aprendizaje no puede imponerse, sino que debe inspirarse al conjunto de los empleados. En un entorno como el actual, la cultura de aprendizaje se ha convertido en un factor estratégico para la competitividad y la atracción de talento. Ya no basta con ofrecer cursos o itinerarios formativos: las empresas buscan despertar la curiosidad, impulsar la colaboración y convertir el aprendizaje en una experiencia viva.

Los empleados quieren aprender de forma continua, pero sin sentir que la formación compite con su carga de trabajo o, incluso, su vida personal. De ahí que muchas compañías estén apostando por modelos más ágiles, personalizados y conectados con el día a día, en los que el aprendizaje se integra en la cultura, no se añade a ella.

En compañías como Telefónica, ese cambio ha comenzado desde dentro. La organización ha incorporado el aprendizaje en su mensaje cultural y en los propios valores de compañía, con campañas internas que invitan a “sembrar la curiosidad y el sentimiento de urgencia”, explica Lucía Crespo, Chief Learning Officer. Lejos de concebir la formación como un trámite, la empresa la ha incluido dentro del modelo de desempeño, de modo que los objetivos de aprendizaje son ya uno de los pilares de evaluación y crecimiento profesional.

Esta visión busca conectar el desarrollo de las personas con el plan estratégico de la compañía, fomentando un aprendizaje continuo y transversal que llegue a todos los niveles de la organización. “En Iberdrola, el aprendizaje se entiende como un proceso vivo, que va más allá de la formación tradicional. La formación no es la única manera de aprender: también se aprende a través de la experiencia, los proyectos o los encuentros con otros equipos”, resume Patricia Uchoa, responsable de Desarrollo y Cultura en Iberdrola.

Un paradigma que se ajusta en función del sector al que atiende. En el caso de Allfunds, en el sector financiero, la empresa ha desarrollado un ecosistema de aprendizaje propio que permite a toda la organización acceder a contenidos relevantes y aplicables, y donde “el manager es el catalizador de la cultura de este aprendizaje”, apunta Ofelia Nieto, HR Manager Talent & Development Corporate, destacando su papel clave en canalizar y fomentar el aprendizaje dentro de los equipos. En un sector altamente regulado, las certificaciones siguen siendo un elemento fundamental, y su valor se complementa con la formación continua.

“En MSD, cada persona lidera su propio desarrollo. Para fomentar una cultura de aprendizaje continuo, el liderazgo juega un papel esencial: guía la construcción de planes de desarrollo alineados con la estrategia de la compañía. Los gerentes acompañan activamente a sus equipos, adaptando el aprendizaje a sus necesidades, estilos y objetivos. Juntos, impulsamos una cultura basada en la aplicabilidad, la diversidad y el crecimiento profesional”, destaca Pablo García, Learning Director de MSD.

Todas las organizaciones coinciden en una misma premisa, y es que el aprendizaje solo funciona cuando deja de ser una obligación y se convierte en una experiencia de valor para los empleados.

La IA, un aliado en la capacitación y desarrollo formativo

Asimismo, los responsables coincidieron en que la Inteligencia Artificial es clave, no solo en la eficiencia del negocio, sino también en la implementación de los planes de desarrollo, el seguimiento del crecimiento y la formación continua de cada profesional: «Para nosotros resulta fundamental que el equipo más tecnológico se actualice de forma constante para no quedarse obsoleto», apunta Ofelia Nieto, de Allfunds.

«La IA nos permite crear productos concretos para áreas y roles con características específicas. Y además, es crucial para reducir los sesgos de un equipo tan multinacional y deslocalizado. En este punto, ODILO nos ayudó mucho, ya que tenemos managers overseas que han adoptado muy bien la herramienta que les facilita la innovación”, apunta Patricia Uchoa, de Iberdrola.

En el caso de Telefónica, Lucía Crespo ha señalado que «la adopción de la IA va mucho más allá de lo técnico. El valor no reside en saber escribir un ‘prompt’ o en cómo utilizar la herramienta. El punto diferencial es encontrar la aplicación en el día a día y hacer de la IA un refuerzo en el desarrollo de habilidades transversales como el pensamiento critico».

«Vivirnos y trabajamos en un ecosistema de IA. Para nosotros resulta fundamental apoyarse en esta tecnología para hacer que el equipo se implique con la cultura corporativa y, al mismo tiempo, reciba una formación personalizada, un plan de capacitación individual con base en un ‘framework’ predefinido. Así, conseguimos que tenga un impacto real en el día a día, haciendo que el empleado aplique lo aprendido», manifestó Pablo García (MSD).

Además, concluyeron que el impacto del aprendizaje continuo se mide a través de indicadores que reflejan su valor real en el día a día: desde la recurrencia, que muestra que la formación aporta valor cuando los empleados regresan, hasta la aplicación del conocimiento en el puesto de trabajo y el engagement survey, que capturan cómo se percibe y utiliza lo aprendido. También se utilizan métricas como el NPS y algoritmos que combinan distintos indicadores para analizar el retorno de la formación y su efecto en el compromiso de los equipos.

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