Alessandro Bonorino (CHRO da XP) | O RH como área de transformação | Rethinking People #1

Rethinking People é o podcast da Comp sobre quem está moldando as empresas na era da IA. Neste primeiro episódio, Filipe Ducas recebe Alessandro Bonorino, CHRO da XP, que trabalhou com ele na IBM anos atrás.

Bonorino começou como economista auditando grãos de café pelo Brasil e caiu no RH quase por acaso, pela porta da remuneração na IBM. De lá vieram mais de 30 anos: virou um dos executivos mais jovens da empresa aos 31, tocou RH na América Latina durante as crises da Argentina, Venezuela e Peru, passou pela China numa operação de 400 mil pessoas, liderou a transformação digital da BRF — onde criou a Flor, o agente de atendimento que hoje responde mais de um milhão de chamados por mês — e chegou à XP como CHRO.

A conversa volta sempre para a mesma tese: o papel do RH é melhorar o desempenho de pessoas, times e organizações, e isso não mudou em 30 anos. O que mudou foram as ferramentas. Bonorino fala de dado confiável (a "base única" que montou ainda nos anos 2000), de contratação de executivos e fit cultural, e do que a IA muda — e do que ela não muda — no trabalho de gente.

CAPÍTULOS
00:00 Abertura e o convidado
01:00 Da auditoria de grãos de café ao RH
04:30 IBM: a escola de gente e remuneração
07:25 Executivo aos 31 e as crises na América Latina
09:10 China e a operação global de 400 mil pessoas
15:30 Volta ao Brasil e a chegada na BRF
20:15 Flor: o agente de RH que atende 1 milhão de chamados por mês
27:40 Base única: a obsessão por dado confiável
32:15 De RH a VP de Transformação
34:40 Contratar sêniores: fit cultural e os primeiros 90 dias
38:55 IA no RH: hype ou ferramenta?
48:40 O novo perfil de liderança: julgamento, criatividade e conexão
56:25 Conselho para quem lidera RH: foco no cliente e independência
1:00:00 Ping-pong: respostas rápidas
1:02:05 O papel do RH em 2030

—
Rethinking People é um podcast da Comp, apresentado por Filipe Ducas.
Ouça também no Youtube: https://www.youtube.com/@RethinkingPeople
Conecte-se com a Comp: https://www.linkedin.com/company/comp-ai-native-hr/

Rethinking People é um podcast da Comp 

https://youtube.com/@rethinkingpeople

https://www.linkedin.com/company/comp-ai-native-hr/

Transcript

Abertura e o convidado

SPEAKER_00 0:07

Well people, this is Rethinking People, the podcast of Comp on conversations that are molding our presents in the year of the IA. And for mold, I'm sorry to come back in this episode to be a person who mold the person who I am, just the people who I am. And what we have in the market of innovation in human. I'll talk about the Brazil, I don't know. Also the world will tell the story of it. I'm very happy to receive it here. But after the power to him for present, I'll show you all these causes that don't LinkedIn. So here is a spoiler of quem pode served. He took auditoria,

Da auditoria de grãos de café ao RH

SPEAKER_00 1:00

viajava auditoria de grãos de café. There was a story that I don't know if it's in an episode of Joven, he vended the billions to participate as baladiness for a lot of people. And what he had in common is that he comes in an episode where the RH was formated for professional humans, and he is economist, so for this rumours, reinventing the RH. I'm Felipe Ducas, I'm co-founded, and I have an enormous convident Alessandro Bonorino, SATO. Bonorino, a prayer.

SPEAKER_01 1:45

Lucas, Liz for convident to us with you this podcast, this was very bad. I don't know my chef, I'm not exagering. I was in Comp with my design techniques. I said, I'm concerned with the number. This number is analysis sufficient. And the Felipe sempre spectacular.

SPEAKER_00 2:27

Feel a macro animal, absurd, passing three seminars. The Bonino cruise this with this. Bonino, chef, I'm saying if you're a Bonanino, I'll chat a chef. What about a little bit what was the time to RH, to audit grams of cafe and cry in a rascal?

SPEAKER_01 2:57

RH for me was a great surprise. If you wanted to mean you imagined in the area of resources for human, I'm prepared for students of economy to go to finance. And I beg a career in auditorium to pass for consultation. The IBM in Rio de Janeiro were one of the great to develop. And I said, I'll travel in the IBM in quite, but I enter an area and the area of RH, which had this connection with the aspects of finances, especially in an industry, an area that is services professional. And I entered for my passion for the area of gentlemen. A long of the career, many times, Bonorino, you can get a lot of finances, you have a perfect financial. Finance is very fascinating. Gente tinha a maior complexity. In that

IBM: a escola de gente e remuneração

SPEAKER_01 4:30

year, what was lider with remuneration, recursive humans, or the IBM was a person who was, who in a certain manner influenced both, who was the Antônio Carlos Conrado, the director of recursive humans. One of them is CFO by SAP, traveling in IBM, CFO, Gustavo Conrado. I had a profound admiration for the family and Conrado, because he really was a person who said, one day I'll be a director of RH parents with the world.

SPEAKER_00 5:07

What's the function? What was your trajectory?

SPEAKER_01 5:16

I saw all the people. I was doing reimburses of station and participation to result. In 1992, 1993. And part of that we had a vont to move, to simplificate the things, and I was going to receive opportunities. Some common status quo. Some concordant, move, but I've got this, nothing, paid. You went those stories, in reunion one, a reunion that I was convided, I went to a reunion, I was discussing provision. Provision was me, I'm analyst temporary, what is the job I had, but the provision was.

Executivo aos 31 e as crises na América Latina

SPEAKER_01 8:54

Exactly. It was a complex, and we had to get all this process of integration between the area of services of the IBM and the area of consultory of the PWC. 2005, Brazil,

China e a operação global de 400 mil pessoas

SPEAKER_01 9:10

2008, America Latina. 2010, I will in China with a responsibility for recruitment and selection of the IBM. For use these numbers, if you were who you convinced, has this story, the vigilant, but the position I had was a position of supply chain of the IBM, because the IBM is an services professional, they entered gentlemen, they fathered, programmed, and the volumetry was so great. The volumetry of contratation was 100 mil people in an hour, in terms of 2 million candidates in the world. If you have a project 60 years with 20 consultors, what are the funiles to enter 20 consultors in Polonia in 60 years? So we had all the methodology to look those questions in a moment interesting, which was a moment to transform the transformation digital in the world in a way more for. In 2010, our team was sent in LinkedIn. We were doing beta what the search, what is this, what the empresas. That's right. That's right.

SPEAKER_00 11:11

And I went over 2005, 2006, 17, I went to IBM. I don't know. I went one year that we went and said, In 2008 we were with 15 miles. In 2008, it was what we had. But I wonder that in that episode we had a model difference of the market of resources in various ways. Originally designed a David Urich rod in the IBM, so it was consolidated with a structure of attendance of needs that you want to structure. Say a little bit what was the idea of this volume of 10 people and machine.

SPEAKER_01 12:09

Lucas, I think we have a central, and the IBM was a school in the area of resources, in gentlemen, mutually. These were the opportunity to work with them, but I want to rapidly six, seven directors of RHERC are the IBM. But the IBM had this focus of using technology and to encar the area of gentlemen as fundamental in this focus on design, in melancholy performance of people. So the IBM did the opportunity to test it in the microcosmos that I gerencie at one time. So the power of the area de gente was a structure of services that the negotiation at potentialization of those people to have more results. So this clearly for me was a mark fundamental area of recursive humans. Exactly.

SPEAKER_00 14:01

And I came to China in 2008 with this enormous supply chain global, 400 miles.

SPEAKER_01 14:12

What was the I found four years as vice-president of recruitment in talent acquisition, all these other things. The direction was the Students of the years, but for questions I went to America Latina. I was president of one of the divisions, which is an Kindle, who was a services, outsourcing. And when I convocted the Students in definitive, I took a decision to go to the company for my experience in my global experience that the IBM had done for me, I've been working in various places. I said, Push, what you have to do with this, but I think I need to show the Brazil. I took a decision to have a work of coaching with people who are the LH was a

Volta ao Brasil e a chegada na BRF

SPEAKER_01 15:30

conclusion that I had to work in an global Brazil. And I went to the BRF in 2017.

SPEAKER_00 15:48

And this was gigantesque an technology, services, IBM, global, but an industry, a fusion with another mote. What was this?

SPEAKER_01 16:08

The experience of various places, basically, no maximum four years, it gives a resilience and an adaptability for you. So you appear with errors and asserts of how to go to a very strong. Application of conversation, construct points, enter what are the problems of negotiations to work. And one of the things I are super important in this process, and I find this in the XP also, is that in the final story, the area of gentlemen has this apple of potentialization, teams, organizations. No importer the industry you stay, the segment that you are, the people can be reconciled, be part. But in the story, independent of the industry, you are alive to melancholy individual, time and organizations, with the base of the human who is the ruidos and focus nisso, you brinco to the mundo. Nah, no mechanismo, na ferramenta, but not in essence.

SPEAKER_00 17:41

Interessante.

SPEAKER_01 17:57

I ask the client, to enter the negotiation, to escutar, I wanted to, because I'm fundamental. The focus in result, the process, the ferramen, don't have value. What does value is the result that produces. And most of these are the people, I passed this because I'm a producer, a gentleman passionate those products that created, not for the result that we have. And a long time, with errors and assists, I think that the important are the result. There are imploding processes and products that I was linked. But not trying to implode, not serve much. You and the team were legal, but it's served, we'll go to the process. So I would go to a casa nova, not take models pre-conceived, but with much connectivity to cross-check, cross-down. Let's see if it's different. If I commenced our BRF, shade of ideas novel, with team, construying, what was dinner for investment. I think, beleza, investment, we'll have a way to invest in technology, liberate recursos for administrative, focus on things more relevant. But for this, we'll see a transformation technology in the company.

SPEAKER_00 19:50

So we start in 2017.

SPEAKER_01 19:52

2017. And with feedbacks more variants, I context in other words. Feedback screen, Bononinus is look, but he made the IBM. Not necessarily this. And we had a party with a team of technology in the epoch, who had a case of transformation digital.

Flor: o agente de RH que atende 1 milhão de chamados por mês

SPEAKER_01 20:16

And we created a Florida. The Florida is an agent, it's an agent virtual who is famous on the WhatsApp that the BRF uses. And we made a job of this attainment, reducing the attendance person to person, and this attainment 24% and achieve to invest in other things. We'll put people on programs of engagement, programs of remuneration.

SPEAKER_00 20:44

And the paradigm of access to technology, the BRF, the people who campaign.

SPEAKER_01 20:50

That's it. When I started the BRF, the Florida was responding to one million chamber per year. Tinha, NUTs. But this process ajudes to the transformation and the area of gentlemen served in reference. So I was culminating the decision to pass in the area of technology. Teve o CSC, teve também, teve gestão, teve outras áreas ali que foram sendo agregadas. Na verdade, a HBM transformou em um despresidente de transformação, não um despresidente de gente.

SPEAKER_00 21:44

Exato. E como é que foi parar em RH e virou a transformação?

SPEAKER_01 21:50

Esse exemplo que a gente fez, na verdade, na época o CEO, o CEO, o Pedro Parente. Lorival, Luz, in conversa com eles, Bonolino, notam o que você fez, but the company. I think I'm the IBM, but I'm not a technology, I'm a cara de gente. I intend technology at 20 mil pairs of time. But I think in you, you can lead with gentlemen, if you have a vision of transformation, you will see this. And I do much support to a team of technology spectacular, my brass technology, Antonio Cisco. He said the desire to work for this transformation digital. And I concatenate that it has a sense, because transformation digital is about transformation, it's about the way we work. And I said to the team, it has no idea, because in the final time we have an area of transformation that is here for more individuals, teams, and the organization. Technology has the same problem that the area of gentlemen, so with another discipline, another level of concept.

SPEAKER_00 23:17

And for adoption of technology, a new form of work, we passed change management, and resistance. So whether people and result to use this.

SPEAKER_01 23:38

I think it was, because six years I've been here followed. The feedbacks that we had were feedback positive. The team of technology gave the feeling, because we were technically, the team technically was born, but it was a inspirational impact on the work. And the rotativity was always 10%, which the world of technology is vast. So you know that the team was effectively engaged. Obviously, we had the support of people competent, had the humanity to visit people who just had a cadence with me, I was the one. Marcelo Nóbrega, for one time, the area of RH Technologia and others. So I sent out the Salvador in the episode. Salvador, me contact aí o que eu não posso fazer foresteira. Salvador with generosity, me deu essas dicas.

SPEAKER_00 25:02

And internally, those executives had resistance?

SPEAKER_01 25:08

No, it was bastard support. My parents were bastards, because the area of gentlemen, in a certain manner, I replicate the area of technology. Majority of desempense and performance. So create a model, the prestar service and focus on client is very parecida. As disciplines, the service that I was entered are different. But the manner to entregate, it's similar. And as do que so, a gente connect on the area of gente to provocate the avances in technology, and vice-versa. The other discipline that was the CSC, so we said process, technology and people.

SPEAKER_00 26:52

And you were a person data-driven. I went in the episode of the IBM we had to enter from stagian. We had one, in the IBM, where the area was sure metrics of people. So we had an area of recruitment, we have 10. There were an area of remuneration, there were 10.537 collaborators in the same period. There were the areas of operations, we have 10.835 collaborators. I went to my phrase that we were like, and nobody says what collaborators a gentleman. And this was, what is this?

Base única: a obsessão por dado confiável

SPEAKER_00 27:46

Nothing is doing that, we'll consolidate a little bit, colour data, all that consultant. The dashboard that the world uses are key. But the insume principal are people, enough.

SPEAKER_01 29:10

So this font of dados, the dedicated time to an analise as profound possible to those recommendations correctly, I asked the essence of the time. Problem, analysis, solution, melody of disempense. But the data don't use, a discipline is a dado, it's a data warehouse unique, it's a discipline of design of various different. When we went, the systems were systems separate, so I had a project, the team of CSS in technologies discuted this, I sort of done a lot of empurra no one. Finances. Brinquei, but discipline, lucro é lucro. Dispesa é despesa. Gente, qual é o headcount? 53 interpretações. É o FTE, é o headcount da data tal, é o headcount, mas vamos fechar aqui o que é rotatividade. Qual é a rotatividade? Calcula pelo headcount médio, calcula pelo headcount of mês, calcula pela ponta, calcula. Gente, beleza? So we're going to create our glossary. And when I tell rotativity, you can see what you're telling. You don't want to say I feel one, they enter one, and we look at things differently and conclude things differently. So this discipline of glossary unique is important for what the people have taken the data, a conceptual conceptualization, and an order of what are the problems.

SPEAKER_00 31:16

Well, in problems, I imagine after the episode I was in 2020, we had a people of systems of BRF, with people of the CSC. We were at the episode, with six places, each one with a system different, one Excel. And we started to colour a system unique, which I think was the same that we had in the episode in the BRF. So I think it's a problem that the RH still inventory had various bases, various fonts. And with other platforms, other technology, I think the RH banan more. So the RedCount fellows conversation, there's a platform, contrast a ferramen here. And the BRF had a RP, almost robust, that came pretty much the world in ferraments and construction

De RH a VP de Transformação

SPEAKER_00 32:15

in the BRF, the area of people, technology, transformation, CSC, and what I put with the career, I think seven years were a time long, I thought three to four years no maximum I was a job.

SPEAKER_01 32:40

It's not that the BRF I took jobs. During the seven years, I agree, there was a movement of scope. But there was a moment that you tell me what is the problem. My team is solid, I had established things, and it would have been a vision different, a fresh air, and I commence a process of reflection of what time I can work in the BR. When we come to things, I appreciate the opportunity to the XP, and I'm saying, what's the one? I was in the 100 years, a BRF, I have the opportunity to be part of a negotiation in the joven adult, XP 25 years this year, and I brinkled that coincidentally I have 25 years as director of RH. This year I completely have 25 years from director of RH, 2001, I think 25 years I trained for the CHRO da XP. So the things confluenced, I'm trained for the XP to continue evolution and progressing a day.

SPEAKER_00 34:13

And this conviction this Mafra Bolanino, vent me.

SPEAKER_01 34:28

Obviously, with a Head Hunter.

Contratar sêniores: fit cultural e os primeiros 90 dias

SPEAKER_01 34:52

But it was a process super elaborate, super cautelated, for guarantee the assert, which is a very important when they were trying to executives seniors from the quantity, in my experience of recruitment in the IBM, centeness of executives at the end of the world, the quantity of contratation was easy. Exactly. Conscient or inconsciently, just or not. We went to a row to take a concierge to make in the world an executive, to guarantee that the car was a year one with a computer, with a cell limp, just a map of stakeholders. So this process was very important, and I should have in my ideas and my movement, because I appreciate it with experience and look at the experience to the others and analysis and the analysis that we had a long time with this thing.

SPEAKER_00 36:59

And the design of XP are more different from BRF, IBM.

SPEAKER_01 37:17

The XP, in essence, has the most design of whatever that is. Obviously, for the juventude, it has more structural because there were priorities, what such. So we have to use this of all.

SPEAKER_00 38:52

And if we look what we've been

IA no RH: hype ou ferramenta?

SPEAKER_00 38:55

in 2022, 23, with the advent of the chat GPT, intelligence artificial, the what accelerating this job, move this transformation. Is hype, is much hype, or in fact there's a ferrament? What are you doing this acceleration of technology?

SPEAKER_01 39:22

I think in the episode of the IBM I have those visits to clients to follow technology for gentlemen. Some were a focus of the IBM. And I had the power of visiting clients and following technology. One of the times I went to China to participate in an event in the Brazil, and I use a reference, I repeat this reference. But some time for the Wallerite, a flower department, therefore the areas of attendance, the call center, therefore the self-service, therefore, the applicatives, there was the workflow, which is evolution, and they had escapatory. IA has escapatory. Technology had a floor, we established intelligence artificial for carreas. And they travel and the progress que aquilo gera. No teu dia a dia. Hoje mesmo, I'm fazendo análise de um tema incentivos. Estou fazendo uma análise. Estão preparando aqueles books que você conhece que eu gosto de ver. Monte de análise. Qual é o assumption? Qual é a hipótese? A hipótese é que isso funciona e que isso não funciona. Dado. Funciona, não funciona? Mito ou verdade, mito ou verdade. 60 páginas de apresentação. Ah, meu Deus do céu, deixa eu respirar, fundo. Não estou perdendo nada nisso aqui. Vou lá, boto no copiloto e pergunto Faz um resumo pra mim, avalia se eu estou tocando no assunto A, B, C e D, me traz jurisprudência que você tenha conhecimento, que em base lado A, lado B, lado C, e faça suas recomendações. 30 secondes depois, um documento de quatro páginas com sumário lendo. Faz sentido, eu peguei tudo, isso aqui eu não tinha aviso. Me dá mais detalhes, eu não quero um documento de quatro, eu quero um documento de oito. Oito páginas. Então, você não tem, você tem que usar isso pra focar naquilo que é mais importante. O que é mais importante que a gente tem que fazer? É a criatividade, é dar a solution. Starting to melhorar, não é crunch data, não é ficar fazendo macro, não é.

SPEAKER_00 42:50

Context of negocio, context of negocio, comportamental, culture. O nome in this, more than a macro, accelerate, level, put a bottle and turn a cafe and how we have context for not just time, but what we draw both in the comp is amplified the capacity cognitive, and you can focus on what you can take a decision on the bus. If you're looking for the network, I have more ferments for this. But if you don't have a model mental, if you're part of the culture, we have a series of work. There are other students of the BCG that at particular platform gets 33% more productive in terms of ability, and 39% difficult to make decisions with quantity of pharmaceuticals.

SPEAKER_01 43:51

The phone is not the pharmaceutical in sea, it's what it will produce and what is essential, because people are passionate about the gadgets, right? Test this, test. It's a technology that resolves the problems more happy, too to make more information, get a joke, test hip, test potential solutions, and cuid with gentlemen. Send us to conversation, to talk about ideas, debate how we're the problems. And this is a very interesting, because my career I was questioned, but if I'm talking about this that was value aggravated, I think we have results, etc. He accompanied a career in lembrando all the stories, I was incurred in all of you to desafiar, the incômodo was too much with this and continue in this, sempre a barra, that in the decade of 1990, as a remuneration, I reclamed with the time. Analyst of recursive humans. No, I fique attending the telephonema because the person had duda, sei lá, okay, analysis. Cadê a analysis? You are here for attendance, but your travel. Five time sheet to what time you find responding doors. Peguei o time, the time, some of us followed. So I think in média three people tiring doors. Tirar does a computador not difficult? No, Manorino is difficult. What does when you quebra the computador? You live for alguien analysts of remuneration for resolve. No, they live for a call center. We're going to light the nos call center and pergunt. And we have a RH help in 2000. And what a gentleman? Follow, oh Khalil, grand parcel, director in the epoch of this area, said, Kalil, script, later. And there was a workflow. In fact, there are light and attend, in many of 10 seconds, the telephone, a response had to do that 30 seconds, NPS, the graphic of what they were going to do. So you colour technology disponible in the episode to get an efficient spectacular.

SPEAKER_00 47:15

But this is 26 years ago, what you feel in this way was What is your job? Analyst. What you analyze? Nothing. So you generated opportunity to living the time for a bandamental. At 26 years ago. So the concept is the same, it made it a lot of it.

SPEAKER_01 47:40

Nothing, not made the concept. The concept don't move nothing. The concept is a ferramental that is more dedicated more than sort of an analyst. I guess you might be a solutionista, because the time dedicated to analysis will diminish.

SPEAKER_00 48:24

And you know what the perfect such of leaders, specialists, with this access to IA, a form of working, to make gesture?

SPEAKER_01 48:39

I think

O novo perfil de liderança: julgamento, criatividade e conexão

SPEAKER_01 48:40

there will be a racial systemic system, the creativity and the capacity of connection with people will be a differential important. What is the set?

SPEAKER_00 50:03

And you tell the point that I have more data points, data points of relationships. So the inversion of what we imagine, if we can have more personal, human, for gain scale and get patrons different, visions different, we need to connect more. And this is a problem that I think in the Comp, like in the technology, the team uses the one who likes a product and a velocity so great, so great, so great that we don't have time to see what we are doing. But if a gentleman connected, I'm generating many agents, efficient operational, mental in theory, but in practice, if you don't connect those ponds, I perco it's fundamental.

SPEAKER_01 51:06

Pensa the empresa with 100 people, imagine if you have 100 people completely de manner individual, crime those parting do zero, because the potencialization will take um limite, está partindo do zero. Imagine if you consegue reutilizar o capital intellectual and compartilhar o capital intellectual, and you parte do zero. Todo mundo parte da experiencia ofers. The name of eficiency is completely different. Systems autonomous, systems biological. One manda signal for the other. Autonomous and independent. So cora, cérebro, you're not, deixa eu tocar my life. Cérebro and the cora are the time in contact with autonomy, but cérebro and independently, it might be mal, he's not cyber and many totally independent. So systems biology, autonomy, fellas of interdependent, not of independence. So this connection is fundamental. In consequence, racione critical and conscience, the instinct. What is the instinct? These people will have a difference more.

SPEAKER_00 53:25

So that's the phone in your video, I'm so zero.

SPEAKER_01 53:40

30%, 40% of the codes just are made for intelligence artificial. So you paraphrase and pencil, if you try isolating, there's gentlemen that will dare certain, but it's except. O cara descobriu um filão que ninguém está olhando. Because no final da history sempre tem alguém fazendo a mesma coisa que você está fazendo. There's muita gente do mundo. Imaginar que só I pensando in this problem is muita arrogância. There's more gentlemen in this. Olha o impacto que se tem. If you imagine 100 vetors of energy in cada um to the local. What's that for? Intuitively, it's more rapid, it's more efficient.

SPEAKER_00 55:08

Any perfect, no, not match with it, let's go down, let's sent out quiet, existir, right? It's a very good thing.

SPEAKER_01 55:18

Or for a period of time, because moments focused, I simply have. But the characteristic of you so much, because there's a you not sound the same. You have the most idea of the world, but in the final story, these guys were more rapid because they were working in you.

SPEAKER_00 55:45

And now in the Comp now with a Comp House, I convicted to a cafe, a gente created that many of the things that are products that a gente was certain in conversation with corredor. And I saw a box brilliant because a gente se conected. It's interesting.

Conselho para quem lidera RH: foco no cliente e independência

SPEAKER_00 56:38

What would be the idea for construct, get relevance into those organizations and try to negotiate?

SPEAKER_01 56:50

Focus in the client. Focus in your client to make sure the discipline of gentlemen. What is the problem of the car? My process is very bad. No. I think she approximates, but independence, there's a point important, independence. The tese of the client has reason is verdader. Because the client is a specialist in it. It would have reason the idea that he says, but not the solution. So you have to take independence for it, it's not to please, they're a guy free. But the result of him, educando, explicit, I'm saying not, if you feel this, I'm not sure.

SPEAKER_00 58:16

Exactly. There are the consequences of the audience. And there were nothing we were for him, but the response were very similar. When I say my AVP is effective, and the response was your client is free. So when we went on the RHES, the value of David professor, you are talking about a negotiation, are with work on the voice.

SPEAKER_01 59:04

And one of the lives, I don't know what the title is exactly this, but it was a child from outside in.

SPEAKER_00 59:29

What the David told us. He is embedded, he wants the network, it is a high agency, he wants the technology. So for a gentleman who is RH, we'll pick what the Dave had and jump with this connected with the client. And for a gentleman enter value,

Ping-pong: respostas rápidas

SPEAKER_00 1:00:00

so you need to look at outside, from there. Chef, I'm gonna say a ping pong with you. Perguntas and response rapid, what I'm the first person that is of green for you.

SPEAKER_01 1:00:30

Of course, ciume, vai reclamar.

SPEAKER_00 1:00:33

Depois a gente grava outra anda.

SPEAKER_01 1:00:37

Uma persona que foi fundamental in my view, sem dúvida nenhuma, a minha mãe, com o still dela de desafiar, de cobrar análise mais accurate as coisas when I was garoto, study, ruin, take study more, a barra dela alta, sem dúvida numa.

SPEAKER_00 1:01:08

Much, but I'm not sure. The second one a ferrament or service that you want?

SPEAKER_01 1:01:24

I wish much of the copiloto. I think the copilot is a ferramentas. Livro Talent Wing.

SPEAKER_00 1:01:39

Talent Win.

O papel do RH em 2030

SPEAKER_00 1:02:06

In one frase, qual é o papel do RH in 2030?

SPEAKER_01 1:02:12

Não vai mudar. Eu vou falar em inglês que é bonito. To enable. Em português seria habilitar. Pra mim, esse é o nosso papel. Fazer esse empoderamento, habilitar as pessoas, times e organizações, para atingirem o mais próximo do seu máximo potencial.

SPEAKER_00 1:02:37

Legal. Ou seja, não vai mudar. A gente estava falando de 26 anos atrás. Não mudar. A gente está jogando aqui mais pra frente.

SPEAKER_01 1:02:44

Ficar mais próximo de a gente, ser mais eficiente nesse trabalho.

SPEAKER_00 1:02:52

Legal. E essa pergunta aqui é muito importante pra gente também. Vou te colocar num spot light aqui. Quem que você indicaria como próximo convidado desse podcast aqui pra bater um papo?

SPEAKER_01 1:03:07

Essa aí você também me quebra, né? Eu acho que tem uma pessoa aqui super bacana para as conversas e os desafios que vocês estão falando, que é o próprio Salvador. Salvador, eu acho que é um nomásso, é um cara que tem my experience of consultoria, de RH, of technology. I ask a belly name for the design to pens from front.

SPEAKER_00 1:03:41

So I'll be a favor, five convicts for it.

SPEAKER_01 1:03:44

Salvador, estamos juntos aí, agora é tua vez. Vem pra cá.

SPEAKER_00 1:03:49

Muito chef, so do Frank agradecer the opportunity, the privilege of this moment. A gente já está idealizando bastante time, and you're the prime top. A gente vai continuar tendo vario. Vamos ver se o Salvador vem no próximo. But antes de encerrar, a gente quer um simbólico once, the troca. I gotta do a camiseta da Comp.

SPEAKER_01 1:04:24

Muito obrigado.

SPEAKER_00 1:04:25

Presenteado, camiseta da Comp.

SPEAKER_01 1:04:27

Ah, obrigado, Thiago. Legal. Muito lisonjeado. Gostei. É isso aí. Super empowered. Parabéns for the work that you've been doing. I feel very bad, inspired. I'm very organioso to you. I can see that all of the stories mark them, not combined nothing. Lembro de memory, but it's very bad. One of the things that I am organo in the world is the opportunity to work with people intelligent, forced, dedicated to you who are with the success we've had.

SPEAKER_00 1:05:17

I agree. That's an honor. This is the prime of those. If you go, compartent people. Then track, respond can you see conversation with them, what things in profit. But as the chef saw, it's different than what it was 25, 26, 30 years ago. So now we have more ferments, and the human features are the connection for the more product of this technology line, but that has to be used. So the next one.