hr-technologyJitender Panihar正在TD人力资源执行峰会上谈论未来的员工队伍。 我在本周的播客上谈到了人工智能将如何影响人力资源专业人员以及全球员工的角色:

以下是该对话的简略版本。帕尼哈尔说:

背景

我的职业生涯始于德勤(Deloitte)和普华永道(PricewaterhouseCoopers)等国内和国际咨询机构。之后,我决定成为另一个生态系统的一部分,领导人力资源开展健康和营养创业,healthkart.com。

我一直有创业野心,所以我自己探索各种选择。我与创始人和组织合作,在内部构建人力资源系统,同时在他们的产品和技术平台上传播和指导创业公司。

远离蓝筹生活方式

这取决于你作为个人,你的个性和你的思维过程。当我在PWC时,我在吉隆坡和新加坡工作,我开始与初创公司进行对话。

即使一切都很顺利,你也有抱负,如果你是一个想要带来最佳的班级变革,并希望将转型提升到另一个层次,并希望能够影响组织中人员生活的人,那就是你决定的时间,你回到基础。

如果你清楚自己的热情是什么,这不是一个困难的决定。这是有风险的,你周围的环境会以不同的方式破译这些决定,但你必须自己研究如何做出这些决定。

释放潜力

Unlocking-potential我看到了今天和未来劳动力将会是什么样的脱节 – 技术格局不断变化,新业务进入全球并在全球范围内运营。当他们展望未来以及他们设想未来的组织时,对员工意味着什么?

我们今天要经历的一些变化定义了我们明天的运作方式。随着技术的出现,我们的工作受到了影响。我们有虚拟环境和虚拟团队。

这对我来说意味着,作为一名员工,我的角色会产生影响,需要我提出不同的技能。

随着技术,人工智能机器学习和虚拟现实的出现,工作环境如何变化?当人类必须在与机器相同的环境中工作时会发生什么?周围有很多争议。我们会失去工作还是会变得多余?

未来的基石

计算机来了,然后www来了,现在我们正在谈论人工智能。基本趋势是一个非常明确的成功指标,不是您的技术升级,因为技术将不断变化。

“适应性和灵活性……是这一特殊变化的第一个组成部分”

成功的关键因素是您如何适应和学习这些新技术。适应性和灵活性是这一特定变化的第一个组成部分。我们能够进入新环境,成为环境的一部分的固有能力 – 您做得更快,做得更顺畅,定义了您的成功。

除了技术和技术技能之外,这些环境技能不仅对我们作为人力资源专业人员而且对一般员工至关重要。

印度有一家航空公司组织在人工智能方面做了大量工作。他们正在尝试使用人工智能收集大量的分析和数据,以了解他们的员工和人口统计数据,并了解已成为劳动力一部分的新一代。

这样他们就能够了解现有员工的需求和愿望,并帮助确定他们的需求并确定其优先顺序。他们正在研究员工经验,理解学习商数,并在今天创建学习框架,因为他们希望了解数据,以便他们能够为未来的工作做好准备。

他们正在利用学习应用程序和支持技术的移动应用程序,这些应用程序现在正由每位员工从其客户支持人员到工作人员,以及坐在售票柜台的人员使用。

管理变革

这是管理方案中的经典变化,而不仅仅是这种特殊技术。这取决于您作为一个组织如何管理变更。将会有员工无法理解,并且会有耐力且可能不安全的员工。

这取决于管理层如何传达这种变化,并且必须有一个非常明确的变革愿景。如果我打算使用这项技术,那么我需要有一个明确的变更案例,并将其传达给我的领导层,通过市政厅和对话级联到员工。

告诉他们你为什么要做你现在正在做的事情。在需要时让人们参与,然后制定实施计划以更改现有方案 – 如果需要更改流程或者需要更改工作和角色。这取决于何时发生变化,就会出现摩擦,但这就是人力资源专业人员的工作变得重要的地方 – 特别是在人工智能时代。

提升你的技能

HR-skill-set

人力资源是一个非常周期性的行业。每隔两三年,我们会谈论新技术和趋势,这就是我在过去11年的经历中所看到的。我们过去常常谈论人力资源分析,就像我们谈论人工智能一样。

在这方面仍然存在差异。

 

现在,我们正在谈论一个更全面的变革。由于新技术,只有人力资源职能发生了变化; 现在整个世界都在变化。在某个地方选择或偶然你必须为此做好准备。

人工智能并不是什么新鲜事,自20世纪50年代以来它一直存在,虽然很多人觉得这是最近的现象。但是现在有很多实际的应用和重要的工作,特别是在过去的两年里,已经进入了这个领域。

就人工智能和机器学习而言,人力资源技术领域是最活跃的领域,因为这是您看到大量用例的地方。这就是为什么每两周都会有很多有趣的初创公司出现。

“人力资源组织的能力需要提升”

当您走出市场吸引人才时,您如何解决员工体验问题?当您尝试从根本上和历史上捕获数据时,如何解决反馈问题组织无法管理数据?

我对HR理解和翻译AI的能力感到失望。人力资源组织的能力需要提升,谈论人工智能和实现这些技术是非常不同的。这不仅仅是了解人工智能,还包括明年和两年后需要展示的高等技能,如变革管理。

为成功做好准备

人力资源一直以来都是一个孤岛。当您作为人力资源人员考虑人工智能如何影响客户体验或改进销售团队时,这种乐趣就开始了。这是一个需要重新审视的学习和发展理念。有人必须能够将整个价值链从一个功能转换为组织功能,才能创建利用人和AI的用例。

在我们开始走这条道路之前,我与之合作过的人以及我所参与的生态系统需要得到解决。承认与实践真正的变化非常不同。我一直在说,我们越快意识到需要改变,就会定义我们将走向成功,走向灭亡!

“学习是领导力的第一个基础之一”

忘掉我们在过去10到40年间学到的很多东西是我们固有的能力。学习是领导力和人力资源专业人士的首要基础之一。我们需要意识到,然后我们需要掌握新技能。

改变必须从顶部开始。很容易专注于执行和培训人们掌握新技能并实施一些转换,但我认为它的关键来自顶层。这就是成败的地方。

Jitender Panihar is talking at the TD HR Executive Summit about the workforce of the future. I spoke to him on this week’s podcast about how AI will affect the role of HR professionals and indeed the global workforce:

Below is an abridged version of that conversation. Panihar speaks:

Background

My career started at consultancy organisations such as Deloitte and PricewaterhouseCoopers in both national and international stints. After that, I decided to be part of a different ecosystem, leading HR for a health and nutrition start-up, healthkart.com.

I always had entrepreneurial ambitions so I explored options on my own. I worked a lot with founders and organisations to build HR systems in-house while evangelising and mentoring startups on their product and tech platforms.

Moving away from the blue-chip lifestyle

This depends on you as an individual, your personality and your thought process. When I was at PWC, I was based in Kuala Lumpur and Singapore, and I started conversations with startups.

Even if everything is going great you have aspirations, and if you are someone who wants to bring best in class change and who wants to take transformation to another level, and wants to be able to impact the lives of the people in the organisation, that’s the time you decide and you go back to fundamentals.

It’s not a difficult decision if you’re clear in terms of what you’re passionate about. It’s risky and the environment around you will be deciphering these decisions a little differently, but you have to look at how to make those decisions yourself.

Unlocking potential

I’ve seen a disconnect between today and the future of what the workforce will look like—there’s a changing technological landscape, new businesses coming into the picture and operating models throughout the globe. What does it mean to the workforce when they look ahead and when they envisage organisations of the future?

There are several changes that we are going through today that define how we will function tomorrow. With the advent of technology, our work has been impacted. We have virtual environments and virtual teams.

What this means to me, as an employee, is there is an impact on my role which will need me to come up with different skills.

How has the work environment changed with the advent of technology, AI machine learning and virtual reality? What will happen when humans have to work in the same environment as machines? There’s a lot of controversy around it. Will we lose jobs or will we become redundant?

The building blocks of the future

Computers came, and then www came, and now we are talking about AI. The fundamental trend which is a very clear metric of success is not your technical upgrading because technology will keep on changing.

“Adaptability and flexibility… is the first building block of this particular change”

The defining success factor is how you adapt and learn those new technologies. Adaptability and flexibility is something which is the first building block of this particular change. Our inherent ability to be able to go to a new environment, to become a part of that environment – the faster you do that and the smoother you do that, defines your success.

More than technologies and technical skills, these environmental skills will be critical not only for us as HR professionals but employees in general.

There is an airline organisation in India that does a lot of work on artificial intelligence. They are trying to use AI to collect a lot of analytics and data to understand their employees and demographics and to understand the new generation which has become part of the workforce.

This is so that they can understand the needs and aspirations of the existing workforce, and help and prioritise their needs. They are working on employee experiences, understanding the learning quotients, and creating learning frameworks today because they want to understand the data so that they can ready the workforce for future gain.

They are leveraging learning applications and tech-enabled mobile applications which are being used by every single employee right now from their customer support officer to the crew, to somebody who sits at the ticketing counter.

Managing change

This is a classical change in management scenario, and it’s not just about this particular technology. It depends on how you as an organisation is trying to manage the change. There are going to be employees which will not have the understanding and there are going to be employees who are resistant and who may be insecure.

It depends on how the management communicates this change and there has to be a very clear vision for the change. If I intend to use this technology, then I need to have a clear case for change defined and communicated to my leadership, cascaded down to the employees through town halls and conversations.

Tell them why you are doing what you are doing right now. Involve people whenever they are needed and then make an implementation plan for changing the existing scenario—if processes need to be changed or if jobs and roles need to be changed. It depends whenever there is a change, there is going to be friction but that’s where the job of the HR professional becomes important—especially in the age of AI.

Upscaling your skillset

HR is a very cyclical industry. Every two or three years, we talk about new technology and trends and that’s what I’ve seen in my experience over the last 11 years. We used to talk about HR analytics in the same breath as we would talk about artificial intelligence.

There is still a difference in that context.

 

Now, we are talking about a more holistic change. Only an HR function was getting changed because of new technology; now the entire world is changing. Somewhere by choice or by chance you have to prepare for this.

AI is nothing new and it’s been around since the 1950s, although a lot of people feel like it’s a recent phenomenon. But now there are lots of practical applications and significant work, particularly in the last two years, that has gone into this.

The HR technology space is the most active space as far as artificial intelligence and machine learning is concerned because that’s where you see a lot of use cases. That’s why there are a lot of interesting startups coming up every fortnight.

“The capability of HR organisations needs to go up”

How do you solve an employee experience problem when you go out in the market to attract talent? How do solve feedback issues when you are trying to capture data fundamentally and historically the organisation has not been able to manage data?

I am disappointed by the ability of HR to comprehend and translate AI. The capability of HR organisations needs to go up and it’s very different to talk about AI and to be able to implement it those technologies. It’s not just about understanding artificial intelligence but the tertiary skills you need to demonstrate, such as change management, next year and two years from now.

Being equipped for success

HR has been traditionally functioning as a silo. The fun starts when you as an HR guy think about how AI can influence customer experiences or make improvements for the sales team. It’s a learning and development philosophy which will need to be relooked at. Someone has to be able to translate the entire value chain from one function to an organisational function is able to create use cases leveraging people and AI.

The people that I have worked with and the ecosystem that I have been a part of that needs to be addressed before we start to walk that path. Having an acknowledgement is very very different from practising the real change. I’m constantly saying that the faster we realise the need for change, will define we will be walking towards a success, or towards a doom!

“Unlearning is one of the first fundamentals of leadership”

It is our inherent ability to unlearn a lot of things we have learned in the last 10 to 40 years. Unlearning is one of the first fundamentals of leadership and for HR professionals. We need to realise and then we need to equip ourselves with new skills.

The change has to start at the top. It’s easy to focus on execution and training people on new skills and implement some of the transformations but I think the crux of it comes from the top. That’s where make or break happens.