13 People Analytics
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HR Needs Fewer Walls
HR’s job doesn’t stop at the door to the HR dept
Employees On The Balance Sheet
Is HR accounting the future?
Hiring Decisions
Does HR have any real say in who should get the job?
13 People Analytics
Get started!
HR Needs Fewer Walls
HR’s job doesn’t stop at the door to the HR dept
Employees On The Balance Sheet
Is HR accounting the future?
Hiring Decisions
Does HR have any real say in who should get the job?
Augmented and Virtual Reality, Big data, IoT, Artificial Intelligence… no doubt that technology has changed the face of business. Coming to Artificial Intelligence or AI, it’s being adopted by a growing number companies who want to gain a competitive edge. Do you think Artificial Intelligence (AI) can change the world of HR? Artificial intelligence itself has been around for decades. But, advances in machine learning, especially in the natural language processing that allows humans and bots to understand one another, have exploded over the last year.
Artificial intelligence will be a new frontier for the workplace. I believe this so strongly that I’ve founded an entire company around building intelligent assistants for office workers to extend their cognitive capabilities and help them be more productive. For office workers, whatever our roles, we’ll see significant shifts in the way we work over the next several years. AI scheduling assistants are a good first example, allowing every level of employee the time-saver of their own scheduler. Though the changes will impact every type of job—from sales, to engineering, to the executive team, one space where this will be particularly powerful is HR.
Why a list of 13? It’s prime. Need I say more to a math audience? Let’s Get to It Then…
As I visit offices these days, it’s not hard to notice that walls are coming down. Cubicle dividers have gone from 5 foot tall, fixed barriers between workers to what you might call “periscope” height where workers can pop up out of their seats and look across the floor to see what’s going on, who is there, who is busy. In some offices the walls are entirely gone, cubicles with names on them replaced by “hoteling” spaces where professionals grab a work station as needed, couches and teaming stations are placed around the office to encourage and increase collaboration, creativity and visibility.
Although globalization is not without its growing pains, the free movement of labor and capital remains a linchpin of the modern economy. Indeed, in a business climate where workers can choose to leave not just a company, but an entire country easier than ever before, organizations need to treat labor as investments and manage those concerns accordingly.
The reality is that the recruiting profession has much to do with why things operate the way they do in HR. Companies spent billions of dollars utilizing our services and there were /are too many people in the industry looking to turn a quick buck so now we have the HR Wall to block us from making the difference that the true professionals are on the planet to make.
In the madhouse rush of making organization and its people happy, efficient and valuable, HR managers conveniently sacrifice or should we put it as “forget” to benefit themselves. Training Human Resources as a department has more often than not assumed a lousy last spot on business priority as well as employee welfare. It is not a blame game but a matter of putting things in perspective both for the business owners and HR professionals alike.
Ask any company what they spend the most money on each year, and the answer you’re likely to get is, “Our workforce.” In fact, according to the Human Capital Management Institute, in most businesses, the overall cost of the workforce averages to approximately 70 percent of total operating costs. And with the price tag of each worker continuing to rise, more and more companies are turning to workforce management software in order to efficiently and effectively manage their ever-expanding teams.
Mission statements are often required by an organization’s articles of incorporation or charter, if not by accreditation or other industry standards. Proclamations of the vision and core values of the enterprise are also good practice. Although the right persons, inclusive of interested stakeholders, are required participants for developing strategies that transform and sustain your organization as a great place to learn, earn, and grow.