XVI Meeting on Human Resources Management in Central Banking

Summary

CEMLA and Banco Central do Brasil held the XVI Meeting on Human Resources Management in Central Banking, bringing together HR leaders from central banks in Latin America, the Caribbean, and Europe, as well as representatives from regional organizations and the private sector. The agenda was structured around three main areas: work governance, capability development, and leadership and artificial intelligence applied to human resources. A common message throughout the meeting was that the institutional strength of central banks depends on their people, and that technology should enhance their work and professional judgment rather than replace them.

Day 1. Work Governance and Capability Development

The first day focused on changes in the organization of work and the capabilities central banks need in the context of digital transformation.

Regarding hybrid work, participants shared experiences with different on-site and remote work models and how these have evolved in response to factors such as workplace climate, productivity, collaboration, and institutional culture. The discussion showed that the challenge is no longer choosing between on-site and remote work, but rather finding the right balance between flexibility, cohesion, and institutional culture.

In the area of capability development, participants presented different strategies for strengthening staff skills in digital technologies, data, and artificial intelligence. The experiences shared included learning paths and academies, training with internal and external experts, communities of practice, programs to support the adoption of new tools, and activities designed to foster innovation and applied learning.

The first day also addressed knowledge management and generational transition, with experiences aimed at facilitating knowledge transfer and strengthening collaboration across generations. These included reverse mentoring programs, mechanisms to leverage the experience of senior talent, and measures to support the transition to retirement while preserving institutional knowledge.

Day 2. Artificial Intelligence and Leadership

The second day focused on the application of artificial intelligence to human resources management and the strengthening of institutional leadership.

Regarding artificial intelligence, participants discussed experiences in the governance, automation, and adoption of AI technologies in human resources, as well as their use to support workforce planning, employee inquiries, learning, internal mobility, and other people-management processes. The discussion underscored the importance of quality data, clear governance, mechanisms to prevent bias, and maintaining human involvement and decision-making in sensitive processes.

In the session on leadership, participants shared models aimed at defining and strengthening the behaviors expected of those in leadership positions. The experiences illustrated different ways of embedding these competencies into institutional processes through assessment tools and mechanisms that link leadership to performance and cultural transformation.

The meeting concluded with a closed-door session of Human Resources Directors, designed to provide a space for direct peer-to-peer exchange. Overall, the discussions highlighted the importance of continuous learning, collaboration across generations, the responsible use of artificial intelligence, and strengthening the strategic role of human resources within central banks.