{"id":39277,"date":"2025-01-31T11:06:39","date_gmt":"2025-01-31T10:06:39","guid":{"rendered":"https:\/\/www.sloneek.com\/?post_type=blog&p=39277"},"modified":"2026-08-13T12:40:20","modified_gmt":"2026-08-13T10:40:20","slug":"hr-profesie-ktore-ai-ahradi-2025","status":"publish","type":"blog","link":"https:\/\/www.sloneek.com\/sk\/blog\/hr-profesie-ktore-ai-ahradi-2025\/","title":{"rendered":"HR profesie, ktor\u00e9 AI (ne)nahrad\u00ed \u2013 2026"},"content":{"rendered":"\n

Zadajte si do Googlu k\u013e\u00fa\u010dov\u00e9 slov\u00e1 \u201ektor\u00e9 poz\u00edcie nahrad\u00ed AI\u201c a zobrazia sa v\u00e1m stovky odkazov. Ale ako je to s poz\u00edciami, ktor\u00e9 patria v\u00fdlu\u010dne personalistike? Op\u00fdtali sme sa skupiny na\u0161ich HR expertov a vytvorili rebr\u00ed\u010dek poz\u00edci\u00ed a kompetenci\u00ed, ktor\u00e9 v tomto roku AI zmen\u00ed alebo posunie o poriadny kus dopredu.<\/p>\n\n\n\n

Je va\u0161a poz\u00edcia nahradite\u013en\u00e1 AI?<\/h2>\n\n\n\n

Ur\u010di\u0165, \u010di je va\u0161a poz\u00edcia nahradite\u013en\u00e1 AI alebo ju AI transformuje, je pomerne jednoduch\u00e9. Prv\u00e9 v rade s\u00fa kompetencie<\/a>, ktor\u00e9 je mo\u017en\u00e9 \u013eahko automatizova\u0165 \u2013 to znamen\u00e1, \u017ee ich mo\u017eno previes\u0165 do digit\u00e1lneho prostredia a n\u00e1sledne s nimi pracova\u0165 v starostlivo doladen\u00fdch algoritmoch.<\/p>\n\n\n\n

Vysk\u00fa\u0161ajte si to sami a ohodno\u0165te jednotliv\u00e9 krit\u00e9ri\u00e1 na \u0161k\u00e1le od jednej do piatich.<\/p>\n\n\n\n

Krit\u00e9rium<\/th>Popis<\/th>Sk\u00f3re (1-5)<\/th><\/tr><\/thead>
Rutinn\u00e9 vs. nerutinn\u00e9 \u00falohy<\/strong><\/td>Miera, do akej s\u00fa \u00falohy opakuj\u00face sa a predv\u00eddate\u013en\u00e9 (vy\u0161\u0161ie sk\u00f3re) alebo vy\u017eaduj\u00fa variabilitu a prisp\u00f4sobivos\u0165 (ni\u017e\u0161ie sk\u00f3re).<\/td><\/td><\/tr>
Kognit\u00edvna komplexnos\u0165<\/strong><\/td>\u00darove\u0148 rozhodovania, kreativity a komplexn\u00e9ho myslenia potrebn\u00e1 na v\u00fdkon pr\u00e1ce. Ako \u013eahko sa d\u00e1 pr\u00e1ca vykon\u00e1va\u0165 bez nich? (\u010d\u00edm \u013eah\u0161ie, t\u00fdm vy\u0161\u0161ie sk\u00f3re).<\/td><\/td><\/tr>
Soci\u00e1lna interakcia<\/strong><\/td>Potreba medzi\u013eudskej komunik\u00e1cie, empatie a vyjedn\u00e1vania. Ako \u013eahko sa d\u00e1 pr\u00e1ca vykon\u00e1va\u0165 bez nich? (\u010d\u00edm \u013eah\u0161ie, t\u00fdm vy\u0161\u0161ie sk\u00f3re).<\/td><\/td><\/tr>
Pr\u00e1vne a etick\u00e9 bari\u00e9ry<\/strong><\/td>Existencia legislat\u00edvnych alebo etick\u00fdch obmedzen\u00ed br\u00e1niacich automatiz\u00e1cii danej poz\u00edcie (siln\u00e9 bari\u00e9ry = ni\u017e\u0161ie sk\u00f3re).<\/td><\/td><\/tr>
Nutnos\u0165 \u013eudsk\u00e9ho \u00fasudku<\/strong><\/td>Miera, do akej je pre v\u00fdkon pr\u00e1ce nevyhnutn\u00fd \u013eudsk\u00fd \u00fasudok a rozhodovanie v nejednozna\u010dn\u00fdch situ\u00e1ci\u00e1ch (vy\u0161\u0161ia potreba = ni\u017e\u0161ie sk\u00f3re).<\/td><\/td><\/tr>
Adaptabilita na zmeny<\/strong><\/td>Schopnos\u0165 pracovn\u00edka prisp\u00f4sobi\u0165 sa nov\u00fdm podmienkam a technol\u00f3gi\u00e1m (vy\u0161\u0161ia adaptabilita = ni\u017e\u0161ie sk\u00f3re).<\/td><\/td><\/tr>
Citlivos\u0165 na \u013eudsk\u00fd faktor<\/strong><\/td>Miera, do akej pr\u00e1ca vy\u017eaduje porozumenie \u013eudsk\u00fdm em\u00f3ci\u00e1m a spr\u00e1vaniu (vy\u0161\u0161ia citlivos\u0165 = ni\u017e\u0161ie sk\u00f3re).<\/td><\/td><\/tr>
D\u00f4le\u017eitos\u0165 \u013eudskej kreativity<\/strong><\/td>Potreba origin\u00e1lnych n\u00e1padov a inov\u00e1ci\u00ed v danej poz\u00edcii (vy\u0161\u0161ia potreba = ni\u017e\u0161ie sk\u00f3re).<\/td><\/td><\/tr>
Fyzick\u00e1 n\u00e1ro\u010dnos\u0165<\/strong><\/td>Zahr\u0148uje pr\u00e1ca manu\u00e1lne \u00falohy, ktor\u00e9 m\u00f4\u017eu by\u0165 automatizovan\u00e9 (vy\u0161\u0161ie sk\u00f3re), alebo vy\u017eaduje jemn\u00fa motoriku a \u013eudsk\u00fd dotyk (ni\u017e\u0161ie sk\u00f3re)?<\/td><\/td><\/tr>
Dostupnos\u0165 AI technol\u00f3gi\u00ed<\/strong><\/td>Miera, do akej s\u00fa dostupn\u00e9 technol\u00f3gie schopn\u00e9 nahradi\u0165 dan\u00fa kompetenciu \u010di poz\u00edciu (vy\u0161\u0161ia dostupnos\u0165 = vy\u0161\u0161ie sk\u00f3re).<\/td><\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n

Ako na to?<\/strong><\/p>\n\n\n\n

    \n
  1. Ohodnotenie krit\u00e9ri\u00ed<\/strong>: Pre ka\u017ed\u00e9 krit\u00e9rium prira\u010fte sk\u00f3re od 1 do 5, kde 1 znamen\u00e1 n\u00edzku mieru pr\u00edtomnosti dan\u00e9ho faktora a 5 vysok\u00fa.<\/li>\n\n\n\n
  2. V\u00fdpo\u010det celkov\u00e9ho sk\u00f3re<\/strong>: Vypo\u010d\u00edtajte priemern\u00e9 sk\u00f3re prv\u00fdch 9 odpoved\u00ed.<\/li>\n\n\n\n
  3. Celkov\u00e9 sk\u00f3re 1-2<\/strong>: N\u00edzke riziko nahradenia AI; v\u00fdznam poz\u00edcie pravdepodobne posiln\u00ed.<\/li>\n\n\n\n
  4. Celkov\u00e9 sk\u00f3re 2-4<\/strong>: \u010cas\u0165 kompetenci\u00ed bude mo\u017en\u00e9 nahradi\u0165.<\/li>\n\n\n\n
  5. Celkov\u00e9 sk\u00f3re 4-5<\/strong>: Vysok\u00e9 riziko nahradenia AI; poz\u00edcia je v\u00fdrazne ohrozen\u00e1 automatiz\u00e1ciou.<\/li>\n\n\n\n
  6. Ako r\u00fdchlo sa d\u00e1 zmena vykona\u0165?<\/strong> Na to napovie posledn\u00e1 odpove\u010f \u2013 ak u\u017e existuj\u00fa dostupn\u00e9 AI n\u00e1stroje, zmena pr\u00edde \u010doskoro.<\/li>\n<\/ol>\n\n\n\n

    Ktor\u00e9 profesie zanikaj\u00fa alebo ich AI men\u00ed<\/strong><\/h2>\n\n\n\n

    \u010cas\u0165 poz\u00edci\u00ed zanikne, ak sa ich kompetencie skladaj\u00fa iba z \u00fakonov, ktor\u00e9 m\u00f4\u017ee AI nahradi\u0165. \u010cas\u0165 sa bude musie\u0165 transformova\u0165. Tak \u010di onak, je potrebn\u00e9 sa na zmenu pozera\u0165 ako na pr\u00edle\u017eitos\u0165, ktor\u00e1 va\u0161u pr\u00e1cu zprofesionalizuje a u\u013eah\u010d\u00ed.<\/p>\n\n\n\n

    Administrat\u00edvni pracovn\u00edci v HR:<\/strong> Rutinn\u00e9 \u00falohy, ako je spr\u00e1va \u00fadajov o zamestnancoch, pl\u00e1novanie \u0161kolen\u00ed alebo spracovanie doch\u00e1dzky, m\u00f4\u017eu by\u0165 automatizovan\u00e9 pomocou AI n\u00e1strojov<\/a>, \u010do zni\u017euje potrebu manu\u00e1lnej pr\u00e1ce.<\/p>\n\n\n\n

    Vieme to sami. V\u010faka Sloneekovi m\u00f4\u017eu personalisti robi\u0165 d\u00f4le\u017eit\u00e9 veci<\/a>, ktor\u00e9 ich nap\u013a\u0148aj\u00fa, a tie nekreat\u00edvne necha\u0165 strojom.<\/p>\n\n\n\n

    Juniorn\u00ed n\u00e1bor\u00e1ri:<\/strong> AI m\u00f4\u017ee vykon\u00e1va\u0165 predbe\u017en\u00fd v\u00fdber kandid\u00e1tov anal\u00fdzou \u017eivotopisov a motiva\u010dn\u00fdch listov, \u010do zr\u00fdch\u013euje n\u00e1borov\u00fd proces a zni\u017euje potrebu \u013eudsk\u00e9ho z\u00e1sahu v po\u010diato\u010dn\u00fdch f\u00e1zach.<\/p>\n\n\n\n

    AI u\u017e dnes v r\u00e1mci prescreeningu dok\u00e1\u017ee vies\u0165 z\u00e1kladn\u00fd rozhovor a zis\u0165ova\u0165 dodato\u010dn\u00e9 inform\u00e1cie o kandid\u00e1tovi. Alebo aspo\u0148 pripravi\u0165 ot\u00e1zky a odpor\u00fa\u010dania. Celkov\u00e9 rozhodnutie v\u0161ak mus\u00ed by\u0165 v\u017edy podlo\u017een\u00e9 \u013eudskou kontrolou a intu\u00edciou. Necha\u0165 v\u00fdber iba na AI rozhodne nejde.<\/p>\n\n\n\n

    Juniorn\u00ed \u0161pecialisti na \u0161kolenie a rozvoj:<\/strong> Najm\u00e4 vo ve\u013ek\u00fdch firm\u00e1ch so \u0161tandardizovan\u00fdmi procesmi vzdel\u00e1vania sa v mnoh\u00fdch pr\u00edpadoch zo \u0161pecialistov na \u0161kolenie a rozvoj stali len \u201epos\u00fava\u010di \u0161kat\u00fa\u013e\u201c, ktor\u00ed vytv\u00e1raj\u00fa pre jednotliv\u00e9 poz\u00edcie zodpovedaj\u00face portf\u00f3li\u00e1 a zabezpe\u010duj\u00fa administrat\u00edvu okolo.<\/p>\n\n\n\n

    Len\u017ee dnes u\u017e m\u00f4\u017ee portf\u00f3li\u00e1 jednoducho mixova\u0165 AI pod\u013ea kompeten\u010dn\u00e9ho modelu. To umo\u017e\u0148uje efekt\u00edvnej\u0161\u00ed a cielenej\u0161\u00ed rozvoj zamestnancov.<\/p>\n\n\n\n

    \u010co zatia\u013e AI nahradi\u0165 nedok\u00e1\u017ee, je pripravi\u0165 dobr\u00fd program, z ktor\u00e9ho bude n\u00e1sledne \u010derpa\u0165. Pr\u00e1ve tu je naopak nedostatok \u013eudsk\u00fdch mozgov.<\/p>\n\n\n\n

    HR analytici:<\/strong> Anal\u00fdza \u00fadajov o zamestnancoch, ako je sledovanie v\u00fdkonu alebo predikcia fluktu\u00e1cie<\/a>, patrila e\u0161te pred p\u00e1r rokmi medzi zlat\u00e9 discipl\u00edny HR. A teraz je v\u0161etko inak \u2013 z\u00e1kladn\u00fa analytiku m\u00f4\u017eu efekt\u00edvne vykon\u00e1va\u0165 AI syst\u00e9my. Teda za predpokladu, \u017ee ste dobre digitalizovali a m\u00e1te spr\u00e1vne nastaven\u00fd tok d\u00e1t. Preto\u017ee tu plat\u00ed: \u201ezl\u00e9 d\u00e1ta dnu, zl\u00e9 d\u00e1ta von\u201c.<\/p>\n\n\n\n

    \u0160pecialisti na spracovanie a v\u00fdpo\u010det miezd a finan\u010dn\u00fdch benefitov:<\/strong> Tu s\u00edce trochu vstupujeme na \u00fazemie mzdov\u00fdch \u00fa\u010dtovn\u00edkov a finan\u010dn\u00e9ho oddelenia, ale opr\u00e1vnene. Automatizovan\u00e9 syst\u00e9my m\u00f4\u017eu u\u017e ve\u013emi skoro pomerne presne odhadova\u0165 zodpovedaj\u00facu v\u00fd\u0161ku mzdy pre vami navrhnut\u00fa poz\u00edciu. Rovnako tak dok\u00e1\u017eu pracova\u0165 s pr\u00edslu\u0161nou model\u00e1ciou mzdy alebo napr\u00edklad v\u00fdpo\u010dtom benefitov.<\/p>\n\n\n\n

    \"Sloneek<\/a><\/figure>\n\n\n\n

    Profesie v HR, ktor\u00e9 vznikn\u00fa v\u010faka AI<\/h2>\n\n\n\n

    Rade poz\u00edci\u00ed naopak AI prinesie v\u00fdrazne vy\u0161\u0161iu relevanciu, ne\u017e maj\u00fa doposia\u013e. Ur\u010dit\u00fdm paradoxom je, \u017ee \u010dasto p\u00f4jde o poz\u00edcie, ktor\u00e9 boli dlhodobo ozna\u010dovan\u00e9 za \u201eneprodukt\u00edvne\u201c alebo \u201epr\u00edli\u0161 teoretick\u00e9\u201c. Ich pr\u00ednos v\u0161ak teraz bude nespochybnite\u013en\u00fd a \u00faspe\u0161nos\u0165 AI modelov na nich bude \u010dasto st\u00e1\u0165 aj pada\u0165.<\/p>\n\n\n\n

    HR strat\u00e9govia:<\/strong> Jasn\u00e9, trochu sa skr\u00fdvame za to, \u017ee HR strat\u00e9g m\u00f4\u017ee by\u0165 prakticky ktoko\u013evek, kto tvor\u00ed \u201eHR strat\u00e9gie\u201c. Pre\u010do ho teda zara\u010fujeme do tohto zoznamu? Z n\u00e1\u0161ho poh\u013eadu porastie potreba odborn\u00edkov, ktor\u00ed dok\u00e1\u017eu na z\u00e1klade dlhodobej praxe pl\u00e1nova\u0165 a riadi\u0165 tie najz\u00e1sadnej\u0161ie zmeny v organiz\u00e1ci\u00e1ch. Pracova\u0165 s\u00fabe\u017ene hne\u010f s nieko\u013ek\u00fdmi modelmi a pomocou AI n\u00e1strojov z\u00edskava\u0165 vstupy na to, aby zistili, ktor\u00fd je ten najvhodnej\u0161\u00ed.<\/p>\n\n\n\n

    T\u00e1 najv\u00e4\u010d\u0161ia high-level strat\u00e9gia sa aj tak z d\u00e1t ned\u00e1 vy\u010d\u00edta\u0165. D\u00e1ta posl\u00fa\u017eia ako k\u013e\u00fa\u010dov\u00e9 vstupy, ale rozhodnutie mus\u00ed urobi\u0165 konkr\u00e9tny \u010dlovek s ve\u013emi hlbokou v\u00edziou.<\/p>\n\n\n\n

    \u0160pecialisti na \u013eudsk\u00e9 vz\u0165ahy a well-being:<\/strong> Aj ke\u010f AI dok\u00e1\u017ee spracov\u00e1va\u0165 \u00fadaje o spokojnosti zamestnancov, s em\u00f3ciami zatia\u013e pracova\u0165 nevie. Softov\u00e9 poz\u00edcie, ako s\u00fa napr\u00edklad happiness mana\u017e\u00e9ri, za\u017eij\u00fa svoj n\u00e1vrat. \u013dudsk\u00fd pr\u00edstup k rie\u0161eniu konfliktov, podpore du\u0161evn\u00e9ho zdravia \u010di budovaniu pozit\u00edvneho pracovn\u00e9ho prostredia zost\u00e1va nenahradite\u013en\u00fd. A dokonca rastie na v\u00fdzname, preto\u017ee \u013eudsk\u00fd faktor sa z mnoh\u00fdch biznisov vytr\u00e1ca viac a viac.<\/p>\n\n\n\n

    Odborn\u00edci na kyberbezpe\u010dnos\u0165, legislat\u00edvu a etiku v HR:<\/strong> S rast\u00facim vyu\u017eit\u00edm AI v HR<\/a> vznikne aj mno\u017estvo rizikov\u00fdch oblast\u00ed. Po prv\u00fdkr\u00e1t sa pravdepodobne za\u010dne objavova\u0165 riziko AI phishingu, ktor\u00fd bude napr\u00edklad \u201e\u0165aha\u0165\u201c citliv\u00e9 \u00fadaje, na ktor\u00e9 s\u00fa \u013eudia<\/a> zvyknut\u00ed pri pr\u00e1ci s AI syst\u00e9mami. Vyu\u017eitie AI z\u00e1rove\u0148 prinesie nov\u00e9 ot\u00e1zky v oblasti legislat\u00edvy a vzniku celej rady \u0161ed\u00fdch z\u00f3n, ktor\u00e9 zatia\u013e nemaj\u00fa svoje precedensy.<\/p>\n\n\n\n

    A v neposlednom rade bude v procesoch potrebn\u00e9 zabezpe\u010di\u0165, aby boli AI technol\u00f3gie vyu\u017e\u00edvan\u00e9 eticky a bez predsudkov \u2013 to je v\u00fdzva pre korpor\u00e1tnych sociol\u00f3gov a etikov.<\/p>\n\n\n\n

    Talent mana\u017e\u00e9ri:<\/strong> \u010c\u00edm viac budeme s \u013eu\u010fmi pracova\u0165 prostredn\u00edctvom ich digit\u00e1lnych dvoj\u010diat, t\u00fdm viac porastie v\u00fdznam kontaktnej a vz\u0165ahovej pr\u00e1ce s nimi. Napr\u00edklad identifik\u00e1cia, rozvoj a udr\u017eanie k\u013e\u00fa\u010dov\u00fdch talentov vy\u017eaduje hlbok\u00e9 porozumenie \u013eudsk\u00fdm schopnostiam a potenci\u00e1lu. A to AI zatia\u013e plne nahradi\u0165 nedok\u00e1\u017ee.<\/p>\n\n\n\n

    Talent mana\u017e\u00e9ri sa tak stan\u00fa jednou z \u010fal\u0161\u00edch poz\u00edci\u00ed, ktor\u00e1 sa mus\u00ed profesionalizova\u0165. Na jednej strane sa bud\u00fa o AI intenz\u00edvne opiera\u0165, na druhej strane sa pre umel\u00fa inteligenciu ich poznatky z trhu stan\u00fa d\u00f4le\u017eit\u00fdm vstupom na \u010fal\u0161ie u\u010denie.<\/p>\n\n\n\n

    Konzultanti pre organiza\u010dn\u00fd rozvoj a change management:<\/strong> A ver\u00edme e\u0161te v \u010fal\u0161iu poz\u00edciu. Nez\u00e1visl\u00fdch konzultantov, ktor\u00ed bud\u00fa firm\u00e1m pom\u00e1ha\u0165 s organiza\u010dn\u00fdm rozvojom a riaden\u00edm zmien. Aj oni bud\u00fa ma\u0165 \u201eAI vietor\u201c v chrbte, ktor\u00fd bude \u010derpa\u0165 zo sk\u00fasenost\u00ed z cel\u00e9ho pracovn\u00e9ho prostredia.<\/p>\n\n\n\n

    Bud\u00fa v\u0161ak \u010deli\u0165 tak komplexn\u00fdm v\u00fdzvam, \u017ee ich \u00faloha zatia\u013e zostane nenahradite\u013en\u00e1. Bud\u00fa pom\u00e1ha\u0165 firm\u00e1m prisp\u00f4sobi\u0165 sa zmen\u00e1m, optimalizova\u0165 procesy a zlep\u0161ova\u0165 organiza\u010dn\u00fa \u0161trukt\u00faru. Mimo in\u00e9 aj v oblasti implement\u00e1cie AI.<\/p>\n\n\n\n

    Bud\u00facnos\u0165 je v hybridnej AI \u2013 a potrebuje aj v\u00e1s<\/span><\/p>\n\n\n\n

    AI je s\u00edce <\/span>k\u013e\u00fa\u010dov\u00fdm partnerom v na\u0161ej ka\u017edodennej pr\u00e1ci, ale bez \u013eud\u00ed sa nezaob\u00edde<\/strong>. Ak prijmeme, \u017ee AI zvl\u00e1dne rutinn\u00e9 \u00falohy r\u00fdchlej\u0161ie a presnej\u0161ie, pochop\u00edme, \u017ee na\u0161a rola je inde \u2013 v strategickom rozhodovan\u00ed, pr\u00e1ci s \u013eu\u010fmi \u010di budovan\u00ed firemnej kult\u00fary.<\/span><\/p>\n\n\n\n

    Nech u\u017e AI prinesie ak\u00e9ko\u013evek zmeny, t\u00ed, ktor\u00ed sa prisp\u00f4sobia a bud\u00fa ju vyu\u017e\u00edva\u0165 ako n\u00e1stroj, zostan\u00fa nepostr\u00e1date\u013en\u00ed.<\/p>\n","protected":false},"featured_media":39153,"template":"","meta":{"_acf_changed":false,"_acf":"","inline_featured_image":false,"footnotes":""},"class_list":["post-39277","blog","type-blog","status-publish","has-post-thumbnail","hentry","blog_categories-ai-sk"],"acf":[],"yoast_head":"\nAko AI men\u00ed HR: Nahradite\u013en\u00e9 poz\u00edcie aj nov\u00e9 pr\u00edle\u017eitosti | Sloneek<\/title>\n<meta name=\"description\" content=\"Ktor\u00e9 HR poz\u00edcie AI nahrad\u00ed a ktor\u00e9 posiln\u00ed? ???? 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