For all the talk about the “future of work,” most companies still manage people the way they did a century ago: with opinions, checklists, and annual reviews. HR may run on laptops and cloud dashboards, but beneath the surface it’s still an analog machine. Performance is assessed through 180° or 360° feedback, manager impressions, and static CVs. These are not real standards — they’re rituals of subjectivity. Imagine if software teams managed code this way. No Git. No logs. Just asking the team lead once a year, “Do you think the code is good?” That’s how we run our human capital today. The Problem With Opinion-Based Management Manager bias distorts careers. Promotions often reflect politics more than performance.
Feedback lags behind reality. Annual reviews are like measuring traffic once a year and calling it data.
CVs freeze people in time. A résumé is a snapshot, not a system of truth. Manager bias distorts careers. Promotions often reflect politics more than performance. Manager bias distorts careers. Feedback lags behind reality. Annual reviews are like measuring traffic once a year and calling it data. Feedback lags behind reality. CVs freeze people in time. A résumé is a snapshot, not a system of truth. CVs freeze people in time. When people are evaluated as static records and subjective impressions, companies lose sight of their most valuable resource: the live skills and evolving goals of their workforce. Toward a Digital Standard What we need is a Digital HR Standard: an open, interoperable protocol for managing people based on real behavior and real goals, not opinions. Digital HR Standard At its core are three layers: Digital Profiles
A living record of each employee — skills, decisions, behaviors, and growth. Not a résumé, but a version-controlled profile that evolves with every project and challenge.


Personal Goals
Every person has ambitions: to lead, to specialize, or to stabilize. These goals must be captured alongside skills to design meaningful career paths.


Organizational Opportunities
Roles, projects, and learning paths mapped dynamically to profiles and goals. Careers stop being ladders and become networks of possibilities. Digital Profiles
A living record of each employee — skills, decisions, behaviors, and growth. Not a résumé, but a version-controlled profile that evolves with every project and challenge. Digital Profiles A living record of each employee — skills, decisions, behaviors, and growth. Not a résumé, but a version-controlled profile that evolves with every project and challenge. Personal Goals
Every person has ambitions: to lead, to specialize, or to stabilize. These goals must be captured alongside skills to design meaningful career paths. Personal Goals Every person has ambitions: to lead, to specialize, or to stabilize. These goals must be captured alongside skills to design meaningful career paths. Organizational Opportunities
Roles, projects, and learning paths mapped dynamically to profiles and goals. Careers stop being ladders and become networks of possibilities. Organizational Opportunities Roles, projects, and learning paths mapped dynamically to profiles and goals. Careers stop being ladders and become networks of possibilities. When these three elements converge, management stops being guesswork. It becomes a transparent system where decisions are rooted in data and aligned with human intent. Digital Reputation: The Trust Ledger of Work Every interaction leaves a trace. Did you finish that project? Mentor a junior? Handle a conflict well? These signals form a digital reputation: a distributed trust ledger of work. digital reputation This isn’t about surveillance. It’s about fairness. Reputation accrues through actions, not job titles. Over time, it becomes the true measure of credibility inside and outside a company. Think of it as the difference between “having a diploma” and “having a GitHub.” The former is a certificate. The latter is a living record of what you can actually do. Why Now Technology finally allows us to automate what used to be invisible: AI can analyze team dynamics and suggest growth paths.
Digital profiles can be portable across roles, companies, even industries.
Gen Z expects live feedback loops, not dusty review forms. AI can analyze team dynamics and suggest growth paths. Digital profiles can be portable across roles, companies, even industries. Gen Z expects live feedback loops, not dusty review forms. Just as the internet needed TCP/IP to become a universal system, the workforce now needs a Digital HR Standard — a protocol that makes talent transparent, portable, and verifiable. The Vision A world where: Employees own their digital profiles, just as they own their bank accounts.
Companies design careers around people’s real goals, not abstract job descriptions.
Reputation flows across borders, enabling trust between strangers in seconds.
Growth is tracked like fitness: a continuous journey, not a one-time exam. Employees own their digital profiles, just as they own their bank accounts. own their digital profiles Companies design careers around people’s real goals, not abstract job descriptions. around people’s real goals Reputation flows across borders, enabling trust between strangers in seconds. Growth is tracked like fitness: a continuous journey, not a one-time exam. This is not a utopia. It is infrastructure. Just as we built operating systems for computers, we now need one for human development. Final Thought Survival in business is no longer enough. The companies that thrive will be those that turn human potential into a measurable, evolving asset. To do that, we need to retire analog evaluations and adopt a Digital HR Standard. Because the future of work won’t run on opinions. It will run on digital truth. Digital HR Standard

This story contains new, firsthand information uncovered by the writer.

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The Digital HR Standard: Why It’s Time to Retire Analog Evaluations

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