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Artifi cial Intelligence, Robotics and
Automation: Today, HR greatly revolves
around data, such as workforce assessments,
optimization of work fl ow, screening and talent
tracking. With AI, robotics and automation,
these can now be managed through predictive
analysis and automation. HR professionals
can henceforth let the machines complete the
administrative tasks and can themselves focus
more on putting the human back in human
resources.
Virtual and Augmented Reality: In
today’s world both the recruiter and the
prospective candidate know each other very
well even before meeting! The websites,
applications, social platforms, chatbots etc have
hastened the process of recruitment and now
the interviewer can really focus on assessing
the candidate precisely on the required
specifi cations & competencies. VR and AR will
make a real difference by streamlining systems,
building engagement matrix and recruiting
smarter, simpler, and faster.
Personalization of Services:
Organizations have already started investing
in learning platforms to help employees
quickly locate content, register for a class
or locate another subject matter expert. It
helps in detecting behavior patterns, discover
correlations in behavior among employees
and improve the employee experience. As the
similarities start to be recognized, employees
can then be segmented. This segmentation
enables HR leaders to effectively deliver
relevant content to employees, which, in turn,
leads to greater engagement.
The New Leadership Style: The profi le
and competencies of business leaders is
undergoing a disruptive change, to which,
HR will have to rise to the occasion to work on
newer competencies & attributes and provide
business with leadership to excel in today’s
VUCA world. HR has a huge responsibility in
training a new team of upcoming leaders and
needs to ensure an effective workplace with
proper succession planning, so that, there is
a smooth transition from the baby-boomer
leadership to the millennial generation.
Organizations have already started investing
in learning platforms to help employees
quickly locate content, register for a class or
locate another subject matter expert.
Most importantly, in the new world of
work, HR will need to fi nd a way that allows
to predict the kind of capabilities we need in
order to get our business plans successfully
implemented; to do this HR will have to work
very closely with business and functions like
R&D, production, fi nance, supply chain and
sales & marketing. Once we know the kind of
capabilities we need and technology adoption
rates, it will be upon HR to do research and
identify where these skills can be sourced and
made ready to business whenever required.
To summarize, we need to stop refi ning
concepts for HR that were designed for the
world of today and yesterday. The world of
tomorrow is going to be so much different that
these current concepts will be misaligned as
per futuristic demands and if we keep refi ning
them, our profession will become increasingly
irrelevant. This is a forgone conclusion that all
business organizations and their HR functions
are undergoing unprecedented change, the
rate of which is only going to increase with
time. The choice is ours whether we want to
follow the curve, be ahead of the curve with
a strong change appetite or just become a
spectator to this change. The last option, to
my mind, is going to be a sure shot recipe for
disaster. P & M
Vol. 10 Issue 3 • MARCH 2019, Delhi NCR |
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