Technology has been the driving force behind disruptive innovation in so many areas of industry.
New terms have been coined to describe such innovations, such as MedTech, EduTech, FinTech and AdTech, and the list continues to grow.
One “newcomer” is HRTech or human resources technology.
Almost all businesses require human capital to operate (except perhaps Elon Musk’s Gigafactory), so it would be naïve to believe that our legacy human resources processes can survive without any form of upgrade.
At this year's World Economic Forum in Davos, an interesting forecast made the headlines of the media: 7.1 million jobs will be eliminated by 2020 due to the proliferation of Robotics Process Automation (RPA) penetrating areas that Robotics had not been previously used. 2 million jobs will be created as a result of this permeation, leaving a net balance of 5.1 million jobs eliminated. How many of those jobs can potentially originate from HR and Payroll professionals? Is your organization ready for this kind of disruption?
The HR Department has undergone a tremendous transactional evolution in the last 20 years, with the introduction of Shared Services, Cloud Technologies, Business Process Outsourcing, Analytics and Data warehousing. If one was to step back and look at the timeline of this evolution, it would be hard to argue that all trends and actions were not precursory for the introduction of Automation and Artificial Intelligence (AI) in the workplace.
agine a world where everything is automated, individuals go about their business without ever having to speak to another person, and all of life’s needs are at one’s fingertips. This is what’s happening now, around the world as organizations look for ways to streamline processes using the latest technology.
Some may believe that things have become less human, but others say it’s a welcome change. Now, it’s being considered as an option to eliminate the lengthy and often inaccurate process of recruiting the best candidates.
Coming to a recruitment office near you – artificial intelligence
Technology in recruitment is nothing new. The truth is, artificial intelligence has been developing over many decades, and as each new piece of recruitment software gets integrated into our world, the process becomes somewhat less human.
In the last year, Oracle says it has invested $1 billion in HCM research and development (out of $5.3 billion in the cloud), and the deliverables and product roadmap indicate that level is continuing. Chris Leone, head of Oracle HCM Cloud, has had 2,000 HCM strategy people and engineers in his group for years. Release 12 of Oracle HCM Cloud in September delivered all the functionality that Chris previewed at Oracle HCM World in April. It has hundreds of new features, 80 percent of which were requested by customers. And the next round was previewed at Oracle Open World this fall. What's been delivered includes 116 country "localizations," a hierarchy of functionality that Oracle laid out for me for the first time. These are not necessarily unique to Oracle, just to my understanding of them. Perhaps yours, too, so the question "What countries does your system run in?" can now be asked with more specificity. Localization comes in four layers. The first, or Tier 0, simply consists of translations into a foreign language. This is obviously the easiest kind of localization and Oracle now offers 33 languages.
For years now, millennials have been challenging the prevalent status quo at the conventional workplace. While previous generations can be characterized as rarely questioning management, newer inductees into the workforce -who come with their own expectations, priorities and unique work ethic- are making senior managers and HR departments wake up and take notice. The need for ‘reinventing the HR wheel’ to adapt to a changing work culture has never been greater.
Startups, which are associated with a more informal culture, have become workplaces of choice for the self-motivated Generation Y, defined by their go-getter attitude and readiness to wear many hats- which leaves no room for mediocrity.
I recently had the opportunity to speak at the Singularity University Summit in San Francisco on The Future of Work. After months of research on the topic, reading dozens of books and articles on AI, robotics, and economics, I came to a simple conclusion: the future of work is already here. And we all have to deal with it. The Future of Work: Why Now? The phrase “Future of Work,” has become a buzz word. (I found 48 million Google hits on the phrase.) There are are suddenly hundreds of conferences, books, and articles on the topic, covering everything from artificial intelligence to robotics to income inequality and contingent labor. The reason for the interest is simple: we are in an economic cycle where jobs, as we know them, are rapidly changing. Here are just a few of the changes:
I’m super passionate about the importance of Brand Humanization, that mix of culture, community and corporation which can create magic for employees and shareholders, or signal trouble, not only in the ranks, but in the larger world of brand reputation. There is so much happening in this arena right now. It’s very cool really. On the one hand we have TOMS Shoes, the oh-so-hip shoe brand with a huge social network sustained by a very human brand with a cause. TOMS hits all the high notes in Brand Humanization. It leverages the power of social networks and attracts a growing community of consumers – brand advocates – who are continually energized by the brand’s charitable mission. TOMS fans trust the brand and its purpose;
World-class athletes track how far they run, how much weight they lift, how many calories they ingest, how much sleep they get, and even how much oxygen they consume. By measuring and monitoring these variables, athletes can optimize their performance, shave seconds off their time, and gain a competitive advantage on the field. And technology that collects information and offers quick feedback helps these athletes conserve energy, keep track of daily workouts, and determine their peak performance times.
Top-down hierarchies are out, creative and collaborative structures are in. This approach to management is starting to become a new norm in the startup world. But can we expect this trend to gain significant traction in the mainstream corporate realm anytime soon? Could the CEO go the way of the dodo? Innovation and disruption are the key ingredients for a successful fast-growth startup venture – as well as for any established enterprise wanting to keep pace in a quickly evolving competitive ecosystem. Today, even historically traditional organisations are starting to study the flexible structures found in startups in order to facilitate a capacity for change and nimbleness. Taken to its greatest extreme, the pursuit of an endlessly agile, flexible structure would theoretically result in abandoning traditional management hierarchies entirely.
We are living in a time of unprecedented change. This applies to politics – with the worrying rise of Donald Trump in the US and the EU in/out Referendum in the UK, to economics – in the wake of the financial crisis, to technology – where Moore’s Law has multiplied and is set to go into hyperdrive and to business - where digital is changing every single business model.
The impact to the world of work is already multifarious and set to reach epidemic proportions. It’s rare that a day goes past without the likes of Harvard Business Review, The Economist or Forbes declaring that humans are set to be imminently supplanted by robots in the workplace. Even if some of the most dramatic headlines are hyperbole, most of us would concede that the next 5-10 years are going to see work change beyond recognition to an extent perhaps not seen since the Industrial Revolution
As custodians of the people that work for their organisations, HR is right in the frontline. How should it face this onslaught?
A system and method for behavior influenced search ranking may include obtaining, via a network interface, a search term from a user device. An initial result including a first group of the user profiles may be generated based on user profiles from a social network in relation to the search term, the user profiles stored in a profile database. A rank of each of the first group of the user profiles may be determined based, at least in part, on interactions from a
Encourage delegates to be honest about where their organisation is in terms of People Analytics maturity. I personally use a five-point scale starting with Operational Reporting at its base, through Descriptive, Diagnostic, Predictive and finally Prescriptive Analytics.
In my experience most (not all, but most) will overestimate their organisation’s, capability – and this is an understandable defensive stance. My job as an educator is to validate or ever so gently challenge this ‘self declaration’ to establish the reality. The alternative is a genuine risk that you’ll pitch content at the wrong level.
It’s true what they say; growing maturity has everything to do with the acceptance of ‘not knowing’.
This article summarizes why the HR function needs a next stage of evolution. The approaches that we have developed and used over the last decades and no longer “fit for purpose” for a future that is going to be dramatically different. We will need to do a few things: Correct the mistakes in the HR models and approaches that are currently most prevalent Learn from the future (“not from the past”) Embrace technology in an unprecedented manner HR Transformations, the concept of substantially similar and the power of the cloud
For a couple of years, we have been talking about disruption, when we are actually looking for breakthrough ideas in the HR space. My discussion today is a call to action. To get there we need to move beyond just offering sexy ideas and put actionable programs to the test.
The HR community loves sexy ideas, aren’t we the folks who brought you the “unconference” just a few short years ago. Or should I say the “Talent” community brought it, because we don’t want the stigma of HR on us (that would be uncool). Let’s go back 9 or 10 years to the advent of blogs. HR folks were early entrants to social media and idea generation. Isn’t this site and a few others, many of which penned by some folks still writing here, the origin of changing HR for the better? Many of those blogs were crude, unedited and downright awesome. It was the wild wild west of social media. Great ideas and traction came out of this first evolution of blogs.
How about Marcus Buckingham two years ago igniting HR and businesses to stop the madness of elaborate annual reviews. An HBR feature article and a few appearances at HR conferences and it stuck. Regardless of your viewpoint, it inspired action and now hundreds of organizations are rethinking and reworking their performance processes.
Dit gaan robotics aan HR veranderen Welke banen die nu nog gedaan worden door HR-professionals worden straks gedaan door robots of software? Door Robotic Process Automation (RPA) verdwijnen in 2020 7,1 miljoen banen, die worden dan gedaan door robotics. Die robots zorgen ook weer voor 2 miljoen banen. Dit werd voorspeld tijdens het World Economic Forum in Davos in het begin van dit jaar. Het is te verwachten dat een een aantal van deze banen nu wordt gedaan HRM’ers, en dus straks verdwijnen of veranderen. ‘Met de huidige ontwikkelingen op het gebied van artificial intelligence kunnen op termijn bijna alle HR-taken worden geautomatiseerd. De werkelijke vraag wordt in welke tempo organisaties het aandurven bepaalde taken te automatiseren’, zegt directeur Andy Verstelle van HR2day. ‘HR zal onvermijdelijk worden blootgesteld aan een zekere mate van RPA en AI, op gebieden zoals recruiting, leren en ontwikkelen en payroll, plannen, talentmanagement en arbeidsvoorwaarden. Ik verwacht dat minimaal 40 procent van de HR-activiteiten kan worden geautomatiseerd.’ Een uitgeklede versie – zonder AI – van RPA is workflow automation, waarbij processen automatisch een proces doorlopen. Een voorbeeld: Als een nieuwe medewerker bij een bedrijf start, dan moet er heel wat geregeld worden: registratie in de personeelsadministratie, een werkplek, een inlog voor de verschillende systemen, en misschien ook een telefoon of een medewerkerspas.
While the legal parameters involved in using big data in HR are still in a formative stage, Mrkonich says, employers moving into big data or extending its use must ensure they have addressed and considered privacy concerns, and received appropriate consent from employees and job applicants. Another best practice Mrkonich cites is to carefully select any big-data vendor. Most of all, he says, HR should work with vendors that are clear about who is bearing specific risks and responsibilities. If, for instance, an employer is challenged on applicant-selection criteria based on an algorithm, will the vendor disclose the algorithm -- a potential trade secret -- in order to help an employer defend itself in a lawsuit? "Risks aside, this is going to be a dominant topic in HR as we move forward," he says. "The ship is sailing." If you factor in the generational shift in attitude toward work among younger employees, he adds, employers will need that equivalent of supply chain management to work for them. "The so-called 'Uberization' of the workforce is happening everywhere," Mrkonich says, noting that a 27-year-old may not want to work a predictable, standard, 40-hour week, because the weather is nice and he or she might want to go ride his or her mountain bike instead. Or he or she may want to go to a great concert during the week in another city, and will be willing to work on the weekend. "How do you manage that type of workforce without using big data?" Mrkonich says.
Four generations now occupy the American workforce, each bringing different ethics, values, work styles, and expectations. Though it can be a challenge for managers to juggle a team ranging in age from 18-70, it's important to remember the benefits of a multi-generation workforce that combines business savvy and new skillsets. According to the American Management Association, members of the silent generation (born 1925-1946) tend to be loyal, hard workers who value interpersonal communication skills; baby boomers (born 1946-1964) tend to be optimistic, distrustful of authority, and prioritize work over personal life; members of Generation X (born 1965-1980) are more likely to question authority and strive for work/life balance; and Millennials (born 1981-1997) tend to be team-centric and highly educated.
While it’s conventionally frowned upon to ask about vacation policy during a job interview process, when we’re with our friends celebrating the offer with drinks, the question comes up: “How much vacation do you get?” (I think that question comes from the same place in our brain that prompts us to say, “Let’s see the ring!” when engagements are announced.)Here’s the difference between that engagement ring and vacation time: The engagement ring is a nice to have. Vacation time for your employees is a must have. That is if you want physically healthy employees, with the stamina and innovative mental bandwidth to bring new ideas to a safe workplace and then act on them with confidence and a positive outlook. For that reason, vacation time should not be considered a perk. It should be considered a requirement.
Recruiters use resume parsing to create a far more convenient and efficient resume and application screening process. Resume parsing helps recruiters out in a huge way. This technology allows recruiters to electronically gather, store and organize the information contained in resumes or applications.
Once this information is obtained, it is easily searchable using keywords and phrases. As each resume is parsed, the program searches for these terms and words and brings the recruiters relevant resumes and applicants. So instead of looking through dozens or hundreds of resumes, this technology sorts and searches them for the recruiter.
Accelerating advancements in science and technology have set the foundation for massive shifts in the decades ahead, yet we continue to operate on a platform meant for a different time. This platform has hit a productivity wall, and a new emerging platform has changed the expectations of those we engage with. As they advance, these shifts will challenge our long held beliefs and intuition, while changing long standing business models across industries. In the face of this, organizations must unlearn what they know and embrace new ways of thinking. This is especially important in our approach to the workforce and the evolution of our management paradigm. How we lead the modern workforce will require change, and it starts with four crucial shifts: embrace a new way of working, move towards a collaborative management paradigm, value human characteristics, and plug into the emerging platform.
10 years ago, Genentech and Wegman’s were the top companies to work for. Facebook had just opened itself to anyone with a valid email address, including businesses. Email and IM were starting to overtake phone calls and meetings as the top form of business communication. Needless to say, a lot has changed since 2006, and the next decade will bring an equally dramatic transformation.
So take a few moments to stop worrying about today’s work and take a peek into the future — you don’t want to let these big trends sneak up on you!
A few years ago the talk in HR was about Big Data. Now, the talk is about Predictive Analytics. In both instances people had grabbed a popular and exciting topic from outside HR and claimed that this was the new big thing. In both instances the labelling probably gets in the way of understanding the real value that the core techniques provide. In both instances what’s hidden behind the labels is where the value is. In a recent podcast interview with Matt Alder I mentioned that size was never really the issue with Big Data in HR - the issue was always that the variety and quality of the data meant that HR analysts were dealing with data that wasn’t easy to analyse. When you hear quotes on the size of data increasing exponentially then it’s worth realising that a large amount of this is unstructured data - text, images, video, sound. The Big Data challenge for HR has always been how to deal with this unstructured and messy information. Size per se is less important.
Leaders of high-intensity, high-performing organizations are beginning to recognize the important effects of mindfulness, exercise, and sleep on the body—and the brain. Living in a fast-paced, digitally focused, hyperconnected world often means sacrificing the ability to step back and take a breath. In this episode of the McKinsey Podcast, McKinsey Publishing’s Lucia Rahilly taps principal Manish Chopra, specialist Els van der Helm, and author and McKinsey alumna Caroline Webb for their experience and expertise on the mind–body connection and why executives are increasingly taking notice.
We just finished our 9th annual research conference, IMPACT 2016, and I was once again inspired by the innovation, passion, and sharing among the 600 or so people who joined us. This year’s conference was entitled “Different by Design: The New Organization,” and we focused for three days on the many ways we are redesigning our companies in the digital world of work to be more agile, responsive, engaged, and performance-driven.
fabric500The metaphor I used to kick off the conference was a discussion about how companies are like a beautiful fabric: designed uniquely to fit together with colorful thread, enduring and flexible, strong yet soft, able to adapt to any external conditions.
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