Management of Artificial Resources
Now that we understand what Human Resources and Artificial Resources are, we can draw a direct analogy.
If the Human Resources Department (HRD) is responsible for managing people, the Artificial Resources Department (ARD) is responsible for managing agents.
This is the foundation.
Everything that the HRD does in relation to humans, the ARD does in relation to agents: recruit, select, structure, monitor, and improve.
But this analogy, by itself, is not sufficient.
The ARD goes beyond.
There are responsibilities that simply do not exist in the traditional HRD.
The reason is simple: today’s companies were built for people, not for Artificial Intelligence.
For this reason, the ARD not only manages agents, but also helps transform the company so that these agents can function fully.
The first major point is Knowledge Management.
Unlike humans, who carry knowledge with them, agents depend entirely on access to information.
If the company’s knowledge is disorganized, incomplete, or inaccessible, the agent’s performance is compromised.
It is not a matter of intelligence, but of access.
For this reason, the ARD takes on a role that does not normally belong to the HRD: capture, organize, and make usable the company’s knowledge.
Without this, the agents simply do not work well.
It is like putting a person in an environment where she does not understand the language: the capacity exists, but communication fails.
The second point is Internal Education.
Humans already know how to work with other humans, but they do not yet naturally know how to work with agents.
Therefore, the ARD also has the responsibility of preparing the company, teaching:
- What is AI
- How to use AI
- How to think with AI
- How to work with agents
This is not a technical programming role, but an operational one.
It is about making the company function in a model where humans and agents work together.
The third point is the Transformation to an AI First Model.
This is not a one-time project, but a continuous process.
The ARD acts as a change agent within the company, adjusting processes, redesigning flows, and adapting the way work is done.
Everything so that Artificial Intelligence stops being an isolated tool and becomes an integral part of the operation.
Furthermore, the ARD is also responsible for monitoring and auditing the use of AI in the company.
This includes ensuring that agents are aligned with the values and ethics of the organization, and that their use is in compliance with applicable regulations and laws.
It is important to emphasize that the ARD does not necessarily need to be a formal department.
Just as the HRD can begin informally, with the company owner hiring people, the ARD can also emerge in a distributed manner.
It can be part of the time of a manager, someone from the technology or operations area.
What matters is not the formal structure, but that the responsibilities exist and are fulfilled.
Over time and as the company evolves, this role tends to consolidate, and it may become a department, a dedicated area, or assume different formats.
But one thing is certain: if the company intends to work with agents in a serious manner, someone needs to take on this strategic role of Management of Artificial Resources.
After all, in the age of AI, the success of organizations will increasingly depend on how well they can integrate and leverage this new artificial workforce.
→ Next: 3.2.1 Recruitment and Onboarding of People vs Construction of Agents