Grupo SPEC brought together a group of professionals in the fields of human resources, business management, and regulatory compliance in a roundtable focused on the main challenges companies face and the trends that will shape people management in 2027.
The gathering focused on a transforming work environment, in which the evolution of digital timekeeping continues to generate uncertainty, especially ahead of the upcoming November 29 general elections. In this context, companies face the challenge of anticipating possible regulatory changes while also addressing other challenges related to new work models, the incorporation of artificial intelligence, and increasing demands for transparency and regulatory compliance.
Digital timekeeping, productivity and new ways of working
One of the main axes of the debate has been the evolution of timekeeping and its role in organizing work. Participants have addressed regulatory uncertainty and the challenges posed by digitalization, as well as the possibilities of using information about working time to improve team management.
In the words of Marcelo Dos Reis, CEO of Grupo SPEC, “time recording is a legal obligation, but it should also be an opportunity for companies. It shouldn’t be limited to complying with the regulation, but become a tool that allows improving time management and productivity.”
The round table also highlighted the relationship between time and productivity, the balance between monitoring the workday and scheduling flexibility, and the importance of team wellbeing and the right to digital detox.
According to Dos Reis “the productivity used to be associated with being physically in the workplace. Today we know that a person can be in the office and not productive, while another person can work from anywhere and be highly efficient.”
Artificial intelligence and people management
The incorporation of artificial intelligence into business processes has occupied another block of the session. The experts analyzed how these tools are transforming people management and what challenges they pose for organizations. “AI can free HR departments from tasks like reviewing 300 résumés and allow them to focus on what really adds value: delivering a strong onboarding, supporting professional development, and helping employees stop feeling invisible,” highlighted Elena Lucas, specializing in career guidance.
Among the issues addressed were team training, data protection, intellectual property, and the added value of professional work. The importance of setting internal criteria to ensure responsible use of these technologies was also discussed.
In this sense, Elena warned that “before adopting AI, companies must have clear processes and ensure their teams have the necessary competencies. It is not enough to introduce a technological tool if workers do not understand the value it brings or how to use it.”
Talent, flexibility and new work expectations
The transformation of work models formed another focal point of the gathering. Participants reflected on the evolution of the hybrid model, the role of the office, and the factors that influence attracting and retaining talent.
The discussion helped highlight the need to balance organizational needs with expectations for flexibility, professional development, and employee wellbeing.
According to Cristina Alonso, Director of People Management and Development at Synergie Spain, “not because a company offers more days of remote work does it mean it is more flexible. True flexibility is autonomy, trust, scheduling, and the ability to organize work. You can have many days of remote work and still work in a company with a completely rigid culture.”
The discussion emphasized the need to align the organizational needs of companies with the expectations for flexibility, professional development and wellbeing of workers.
Regarding talent retention, Cristina noted that “a company can attract professionals by offering a good salary or flexibility, but retaining them requires much more. Employees need to feel that they have opportunities for development, a career path, and leadership that meets their expectations.”
Transparency and compliance: new challenges for companies
The gathering also addressed the impact of obligations related to labor transparency, information to workers, and regulatory compliance.
For Montse Hernández, head of Legal-Mercantile and Human Capital at Martínez Comín, “companies face a cultural shift that goes far beyond meeting new regulations. Labor transparency is no longer just about informing on salaries and working conditions; it’s about identifying and correcting inequalities. The big challenge for 2027 will be to transform internal processes and ensure that regulatory compliance becomes part of the corporate culture.
In this regard, the speakers analyzed the challenges posed by regulatory changes in labor and wage transparency, along with other obligations related to equality, data protection, and digital disconnection. They also discussed the relationship between compliance and technological transformation, particularly in terms of governance and the responsible use of artificial intelligence.
