独家
科技、千禧一代和零工经济将如何淘汰人力资源
人力资源转型目前正处于起步阶段。但企业很快就会被迫适应，那些不适应的企业将失去潜在员工的青睐。
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BSNL周五在一份监管文件中表示，该公司已经授予了“地面电信塔、基础设施即服务提供商(IaaSP)的供应、基础设施的安装和后续的运维合同，为期5年，可延长至印度4G饱和项目下未覆盖村庄的5年”。
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是人力资源（人力资源)遇到麻烦了?技术会取代人力资源吗?人工智能(AI)、机器学习和自动化会改变它的功能吗——从招聘到管理?在特斯拉跑车在太空中飞驰的时候，很难预测技术的影响。但有迹象表明，未来的职场中，人力资源将不再是原来的样子。
人力资源转型目前正处于起步阶段。但企业很快就会被迫适应，那些不适应的企业将失去潜在员工的青睐。《ET》杂志采访的十几位印度顶级人力资源从业者表示，技术正在取得进展，但人力资源还没有被淘汰。
迈克尔Bazigos埃森哲战略公司(Accenture Strategy)的总经理兼全球人才和组织分析的领导者表示:“人力资源需要比过去更快地变革。许多人力资源主管都认识到这一点。随着科技和大数据的到来，整个重点是利用对员工重要的基于经验的时刻，而不是拥有一个非常功能性的、政策驱动的观点。”
以下是人力资源正在发生变化的一些迹象。40多岁的员工认为，HR只是他们在加入或离开一个组织时必须处理的一个部门。它列出了绩效评估、休假政策、内部职位空缺和工作场所庆祝活动的流程。没有持续的参与;这种连接更具事务性。在过去的几年里，事务性人力资源的这一部分已经被打乱了。
在全景这家总部位于班加罗尔的IT服务公司推出了一款名为Ask Dexter的应用程序，它是公司管理2.2万多名员工的关键。这款基于云计算的内部聊天机器人开发于两年前，正在执行许多人力资源职能:它可以解决员工有关休假和公司政策的查询。它处理技术支持查询，并提供跨公司层次结构各级员工赞赏的简单方法。这还不是全部。它专门概述了空缺职位，以及未来将创造的工作岗位，以及每个职位的首选技能。
惠普业务部门总裁Elango R表示，这提高了用户体验，提高了员工的工作效率。
动态聊天机器人是公司人力资源实践中发生的基本变化之一。这一趋势将会加速。
亲爱的AI，我正在寻找机会……
人力资源咨询公司PeopleStrong用数字解释了这一点。近80%的服务台工作、55-60%的传统招聘人员工作和近20%的人力资源合规工作都受到了自动化的影响。政府联合创始人潘卡吉•班萨尔表示，如果政府继续专注于数字化议程，几乎50%的人力资源合规工作将实现自动化。没有多少人力资源从业人员承认这一点，但技术正在几个领域迅速取代人力，包括招聘。许多人认为这是一个机会，让人力资源将自己重塑为一个对业务至关重要的功能，一个理想的角色，它被认为是发挥作用，但并不经常为人所知。
组织行为学和战略人力资本教授钱德拉塞卡•斯里帕达解释道，印度商学院(ISB):“所有人力资源职能都有两个方面:事务性和转型性。人力资源的“转型”部分肯定会幸存下来;而我们在机器人中发现了一种新的奴隶，可以做事务性工作——尽管更加智能。”
需要招聘。人工智能在分析和筛选简历方面比人类做得更好。同样，人力资源的所有部分——薪酬和福利、绩效管理、人才识别、领导力发展、员工关系——现在都包括了机器学习和自动化。
许多新时代的公司正在利用人工智能进行招聘，并在此基础上创建成功的商业模式。成立三年的初创公司Belong。Co，展示了如何。它利用人工智能为公司挑选潜在候选人。这被称为外向招聘，这有助于招聘被动的候选人。
该公司联合创始人里沙伯·考尔(Rishabh Kaul)举了一些正在承接新项目的IT服务公司的例子。“他们通常的人才库对这类企业没有用处。此外，他们还在努力阻止人才流失到初创公司。这对我们来说是一个巨大的机会。”属于。公司帮助招聘中高级职位。属于。该公司声称，它定期招聘年薪超过1000万卢比的职位，客户遍及各个行业，尤其是那些被打乱的行业。考尔说，包括雇员离职后离职计划在内，最高的工资已经超过了100万美元(6500万卢比)。
他说，在早期阶段，技术在寻找合适的人才方面发挥着关键作用。一旦求职者对这个职位感兴趣，公司就可以让他们的人力资源部门来和他们谈判。“技术是一种辅助手段，企业可以个性化地雇佣它。它还没有完全取代人的部分，”他说。至少现在还没有。属于。Co有超过100家公司在其平台上寻找人才。
它是众多改变传统招聘惯例的公司之一。专家表示，公司一定会使用这些先进的方法来招聘，而像Belong这样的初创公司。Co将与公司的人才招聘部门合作。这将导致更精简的招聘部门，更关注文化契合度、价值观和其他更软但更关键的人才方面。
全球领先的搜索公司光辉国际(Korn/Ferry International)印度董事长纳夫尼特•辛格(Navnit Singh)表示，搜索公司的后端是自动化的，高度受技术驱动。“招聘市场出现了很多混乱。大规模的招聘是由人工智能驱动的，直到中等水平。”
除此之外，自动化也开始影响CEO的招聘，否则，这是由一对一的互动驱动的。
今年1月，当耶鲁大学(Yale University)的“幸福”课程开始开放注册时，发生了一件非同寻常的事情。据《纽约时报》报道，短短几天内，这门课程就成为了最受欢迎的课程，有近四分之一的耶鲁研究生注册了这门课程。该课程教授学生冥想和感恩，以及如何变得快乐。对于20多岁的年轻人来说，这是一个意想不到的选择?也许不是。
如何快乐可能是即将进入职场的年轻一代的首要任务之一。自从千禧一代加入职场以来，企业一直被迫改变运作方式。公司正在从千禧一代身上学习如何管理他们，并正在调整以应对意外情况。公司首席人才官SV Nathan表示，千禧一代活在当下，需要即时反馈和满足。德勤．
像科技排毒经理这样的新角色很快就会成为现实(**见Next Frontier)．此外，技术正在实现以前不可能实现的实践。例如，量身定制的人力资源。印孚瑟斯执行副总裁兼人力资源主管理查德•洛博(Richard Lobo)表示，有了数据和分析，人力资源部门将有能力细化到每个员工的层面。这可能是管理千禧一代的关键。
在印孚瑟斯，包括薪酬、福利、培训和职业发展在内的许多决定都是为每个员工量身定制的。洛博补充说，对技术的日益关注意味着人力资源将把重点转移到职业咨询以及创建和维持再培训项目等领域。
苏格兰皇家银行(Royal Bank of Scotland)国际中心MD-HR Anuranjita Kumar表示，虽然日常重复性工作将被机器取代，但人力资源将不得不比以往任何时候都更加进化，朝着最大限度发挥个人潜力的咨询职能发展，而不是将他们束缚在绩效框架和指导方针上。库马尔说，未来的劳动力将需要自己的人力资源或职业关系经理，类似于财务顾问(*见个性化HR)．
斯里帕达表示，在这个被称为“第二次机器时代”的下一个阶段，许多现有的人力资源角色需要被重塑。其中一个潜在的角色是“劳动力规划师”，负责计划机器人的招聘和部署。未来的人力资源经理还将学会与自由职业者和零工打交道，因为越来越多的技术人才将寻求建立在自主性和灵活性基础上的就业模式。
“千禧一代想要自助服务。他们想把所有东西都放在应用程序上。这不是让人力资源消失，而是转变。术语正在从人力资源人员转变为员工体验官。”
实时评估
在过去的五年里，许多公司从年度绩效评估转变为半年甚至季度评估。思科在2015年放弃了基于钟形曲线的评估，该公司每周进行一次评估。每周五，经理们都会收到一个提示，要求他们与被报告者谈谈自己这一周是如何度过的。
不久前，思科有一个年度绩效评估周期。在过去三年里，该公司已改为每周评估一次。思科印度人力资源总监克里斯蒂安•巴里奥斯(Christian Barrios)表示:“我们将年度评估周期分为52周，52个冲刺，而不是马拉松式的年度评估周期。南亚区域合作联盟．
虽然年轻一代已推动思科(Cisco)等机构缩短评估周期，但科技正让机构更容易适应。“我们的业务在六个月内发生了很多变化。管理绩效的最佳时机就是现在。当一名员工知道她的团队领导对她工作的看法时，意外就会降到最低。”巴里奥斯说。
就德勤而言，它已经转向了定期的业绩快照(对某个项目或一个季度的评估)，并依赖于“每周检查”。内森表示:“随着千禧一代占大多数，他们中的许多人都希望得到反馈和指导，评估将不再是一年一度的活动。这将是持续的评估，以及与经理们的‘接触点’，一种寻求反馈的方式。”
PeopleStrong公司的班萨尔说，在新系统中，个人的表现数据将随时对他或她开放。随着零工经济成为一种常态，推动人们前进的将不是晋升，而是公平的薪酬和工作选择。
人力资源的功能会失效吗?BigBasket人力资源主管哈里•TN表示:“受到威胁的不是职位职能，而是那些执行重复性和结构化任务的人，除非他们能重新掌握技能，否则他们会受到威胁。”内森指出，人力资源在某些领域需要更少的人。“在运营和日常事务方面，这一数字将会下降。所有其他领域的人力资源专业人员的数量将增加更大的价值，因为他们不会被运营事务所困。工作质量将会提高。”
一些人，比如前首席学习官阿比吉特•巴杜里Wipro，都很乐观。“人们希望得到帮助他们改进的反馈。机器可以提供实时数据。但一位出色的经理可以激励员工，激发他们的潜能。机器做不到这一点。”
根据IDFC银行的集团CHRO NS Rajan的说法，人力资源的角色是由公司的成熟度来定义的。认为人力资源管理是人力资源部门的责任是错误的。它必须由商业领袖推动，人力资源所做的任何事情都必须反映业务需求。
未来的人力资源从业者需要忘却和学习。他们需要拥抱新技术，而不是害怕它们。他们需要利用技术颠覆来节省时间和精力，以实现更新更好的目的。人力资源的功能可以被重新想象，超越机器所能做的。
*个性化的人力资源
在不远的将来，人力资源将成为员工特定的，而不是组织特定的。当技术接管了整个组织的基本职能时，员工将不断尝试获得领域技能和管理技能组合，以在工作中保持相关性。这将由职业顾问和教练来完成。人力资源作为一项职能将变得与组织无关，并针对个人。苏格兰皇家银行(Royal Bank of Scotland)人力资源总经理Anuranjita Kumar说:“这将是一位了解我个人抱负和需求的人力资源经理，并相应地适应我目前的环境，通过不断提供关于成长和发展的建议，让我为未来做好准备。”未来的劳动力将需要自己的人力资源或职业关系经理，类似于财务顾问。
* *下一个前沿
印度商学院(Indian School of Business)教授钱德拉塞卡•斯里帕达(Chandrasekhar Sripada)博士预测，将出现一种新的人力资源职位:机器疲劳和技术排毒经理。他们将举办上瘾训练营，将千禧一代从电子产品/技术滥用或依赖的威胁中解放出来。“我们将看到许多新的人力资源角色处于人机交叉的位置，需要更强的专注力，情商还有平静，他说。
人力资源转型目前正处于起步阶段。但企业很快就会被迫适应，那些不适应的企业将失去潜在员工的青睐。《ET》杂志采访的十几位印度顶级人力资源从业者表示，技术正在取得进展，但人力资源还没有被淘汰。
迈克尔Bazigos埃森哲战略公司(Accenture Strategy)的总经理兼全球人才和组织分析的领导者表示:“人力资源需要比过去更快地变革。许多人力资源主管都认识到这一点。随着科技和大数据的到来，整个重点是利用对员工重要的基于经验的时刻，而不是拥有一个非常功能性的、政策驱动的观点。”
在全景这家总部位于班加罗尔的IT服务公司推出了一款名为Ask Dexter的应用程序，它是公司管理2.2万多名员工的关键。这款基于云计算的内部聊天机器人开发于两年前，正在执行许多人力资源职能:它可以解决员工有关休假和公司政策的查询。它处理技术支持查询，并提供跨公司层次结构各级员工赞赏的简单方法。这还不是全部。它专门概述了空缺职位，以及未来将创造的工作岗位，以及每个职位的首选技能。
惠普业务部门总裁Elango R表示，这提高了用户体验，提高了员工的工作效率。
动态聊天机器人是公司人力资源实践中发生的基本变化之一。这一趋势将会加速。
亲爱的AI，我正在寻找机会……
人力资源咨询公司PeopleStrong用数字解释了这一点。近80%的服务台工作、55-60%的传统招聘人员工作和近20%的人力资源合规工作都受到了自动化的影响。政府联合创始人潘卡吉•班萨尔表示，如果政府继续专注于数字化议程，几乎50%的人力资源合规工作将实现自动化。没有多少人力资源从业人员承认这一点，但技术正在几个领域迅速取代人力，包括招聘。许多人认为这是一个机会，让人力资源将自己重塑为一个对业务至关重要的功能，一个理想的角色，它被认为是发挥作用，但并不经常为人所知。
组织行为学和战略人力资本教授钱德拉塞卡•斯里帕达解释道，印度商学院(ISB):“所有人力资源职能都有两个方面:事务性和转型性。人力资源的“转型”部分肯定会幸存下来;而我们在机器人中发现了一种新的奴隶，可以做事务性工作——尽管更加智能。”
需要招聘。人工智能在分析和筛选简历方面比人类做得更好。同样，人力资源的所有部分——薪酬和福利、绩效管理、人才识别、领导力发展、员工关系——现在都包括了机器学习和自动化。
许多新时代的公司正在利用人工智能进行招聘，并在此基础上创建成功的商业模式。成立三年的初创公司Belong。Co，展示了如何。它利用人工智能为公司挑选潜在候选人。这被称为外向招聘，这有助于招聘被动的候选人。
该公司联合创始人里沙伯·考尔(Rishabh Kaul)举了一些正在承接新项目的IT服务公司的例子。“他们通常的人才库对这类企业没有用处。此外，他们还在努力阻止人才流失到初创公司。这对我们来说是一个巨大的机会。”属于。公司帮助招聘中高级职位。属于。该公司声称，它定期招聘年薪超过1000万卢比的职位，客户遍及各个行业，尤其是那些被打乱的行业。考尔说，包括雇员离职后离职计划在内，最高的工资已经超过了100万美元(6500万卢比)。
他说，在早期阶段，技术在寻找合适的人才方面发挥着关键作用。一旦求职者对这个职位感兴趣，公司就可以让他们的人力资源部门来和他们谈判。“技术是一种辅助手段，企业可以个性化地雇佣它。它还没有完全取代人的部分，”他说。至少现在还没有。属于。Co有超过100家公司在其平台上寻找人才。
它是众多改变传统招聘惯例的公司之一。专家表示，公司一定会使用这些先进的方法来招聘，而像Belong这样的初创公司。Co将与公司的人才招聘部门合作。这将导致更精简的招聘部门，更关注文化契合度、价值观和其他更软但更关键的人才方面。
全球领先的搜索公司光辉国际(Korn/Ferry International)印度董事长纳夫尼特•辛格(Navnit Singh)表示，搜索公司的后端是自动化的，高度受技术驱动。“招聘市场出现了很多混乱。大规模的招聘是由人工智能驱动的，直到中等水平。”
除此之外，自动化也开始影响CEO的招聘，否则，这是由一对一的互动驱动的。
今年1月，当耶鲁大学(Yale University)的“幸福”课程开始开放注册时，发生了一件非同寻常的事情。据《纽约时报》报道，短短几天内，这门课程就成为了最受欢迎的课程，有近四分之一的耶鲁研究生注册了这门课程。该课程教授学生冥想和感恩，以及如何变得快乐。对于20多岁的年轻人来说，这是一个意想不到的选择?也许不是。
如何快乐可能是即将进入职场的年轻一代的首要任务之一。自从千禧一代加入职场以来，企业一直被迫改变运作方式。公司正在从千禧一代身上学习如何管理他们，并正在调整以应对意外情况。公司首席人才官SV Nathan表示，千禧一代活在当下，需要即时反馈和满足。德勤．
像科技排毒经理这样的新角色很快就会成为现实(**见Next Frontier)．此外，技术正在实现以前不可能实现的实践。例如，量身定制的人力资源。印孚瑟斯执行副总裁兼人力资源主管理查德•洛博(Richard Lobo)表示，有了数据和分析，人力资源部门将有能力细化到每个员工的层面。这可能是管理千禧一代的关键。
在印孚瑟斯，包括薪酬、福利、培训和职业发展在内的许多决定都是为每个员工量身定制的。洛博补充说，对技术的日益关注意味着人力资源将把重点转移到职业咨询以及创建和维持再培训项目等领域。
苏格兰皇家银行(Royal Bank of Scotland)国际中心MD-HR Anuranjita Kumar表示，虽然日常重复性工作将被机器取代，但人力资源将不得不比以往任何时候都更加进化，朝着最大限度发挥个人潜力的咨询职能发展，而不是将他们束缚在绩效框架和指导方针上。库马尔说，未来的劳动力将需要自己的人力资源或职业关系经理，类似于财务顾问(*见个性化HR)．
斯里帕达表示，在这个被称为“第二次机器时代”的下一个阶段，许多现有的人力资源角色需要被重塑。其中一个潜在的角色是“劳动力规划师”，负责计划机器人的招聘和部署。未来的人力资源经理还将学会与自由职业者和零工打交道，因为越来越多的技术人才将寻求建立在自主性和灵活性基础上的就业模式。
“千禧一代想要自助服务。他们想把所有东西都放在应用程序上。这不是让人力资源消失，而是转变。术语正在从人力资源人员转变为员工体验官。”
实时评估
在过去的五年里，许多公司从年度绩效评估转变为半年甚至季度评估。思科在2015年放弃了基于钟形曲线的评估，该公司每周进行一次评估。每周五，经理们都会收到一个提示，要求他们与被报告者谈谈自己这一周是如何度过的。
不久前，思科有一个年度绩效评估周期。在过去三年里，该公司已改为每周评估一次。思科印度人力资源总监克里斯蒂安•巴里奥斯(Christian Barrios)表示:“我们将年度评估周期分为52周，52个冲刺，而不是马拉松式的年度评估周期。南亚区域合作联盟．
虽然年轻一代已推动思科(Cisco)等机构缩短评估周期，但科技正让机构更容易适应。“我们的业务在六个月内发生了很多变化。管理绩效的最佳时机就是现在。当一名员工知道她的团队领导对她工作的看法时，意外就会降到最低。”巴里奥斯说。
就德勤而言，它已经转向了定期的业绩快照(对某个项目或一个季度的评估)，并依赖于“每周检查”。内森表示:“随着千禧一代占大多数，他们中的许多人都希望得到反馈和指导，评估将不再是一年一度的活动。这将是持续的评估，以及与经理们的‘接触点’，一种寻求反馈的方式。”
PeopleStrong公司的班萨尔说，在新系统中，个人的表现数据将随时对他或她开放。随着零工经济成为一种常态，推动人们前进的将不是晋升，而是公平的薪酬和工作选择。
人力资源的功能会失效吗?BigBasket人力资源主管哈里•TN表示:“受到威胁的不是职位职能，而是那些执行重复性和结构化任务的人，除非他们能重新掌握技能，否则他们会受到威胁。”内森指出，人力资源在某些领域需要更少的人。“在运营和日常事务方面，这一数字将会下降。所有其他领域的人力资源专业人员的数量将增加更大的价值，因为他们不会被运营事务所困。工作质量将会提高。”
一些人，比如前首席学习官阿比吉特•巴杜里Wipro，都很乐观。“人们希望得到帮助他们改进的反馈。机器可以提供实时数据。但一位出色的经理可以激励员工，激发他们的潜能。机器做不到这一点。”
根据IDFC银行的集团CHRO NS Rajan的说法，人力资源的角色是由公司的成熟度来定义的。认为人力资源管理是人力资源部门的责任是错误的。它必须由商业领袖推动，人力资源所做的任何事情都必须反映业务需求。
未来的人力资源从业者需要忘却和学习。他们需要拥抱新技术，而不是害怕它们。他们需要利用技术颠覆来节省时间和精力，以实现更新更好的目的。人力资源的功能可以被重新想象，超越机器所能做的。
*个性化的人力资源
在不远的将来，人力资源将成为员工特定的，而不是组织特定的。当技术接管了整个组织的基本职能时，员工将不断尝试获得领域技能和管理技能组合，以在工作中保持相关性。这将由职业顾问和教练来完成。人力资源作为一项职能将变得与组织无关，并针对个人。苏格兰皇家银行(Royal Bank of Scotland)人力资源总经理Anuranjita Kumar说:“这将是一位了解我个人抱负和需求的人力资源经理，并相应地适应我目前的环境，通过不断提供关于成长和发展的建议，让我为未来做好准备。”未来的劳动力将需要自己的人力资源或职业关系经理，类似于财务顾问。
* *下一个前沿
印度商学院(Indian School of Business)教授钱德拉塞卡•斯里帕达(Chandrasekhar Sripada)博士预测，将出现一种新的人力资源职位:机器疲劳和技术排毒经理。他们将举办上瘾训练营，将千禧一代从电子产品/技术滥用或依赖的威胁中解放出来。“我们将看到许多新的人力资源角色处于人机交叉的位置，需要更强的专注力，情商还有平静，他说。
Is human resources<\/a> (HR<\/a>) in trouble? Will technology replace people in HR? Will artificial intelligence (AI), machine learning and automation change how it functions \u2014 from hiring to managing people? At a time when a Tesla Roadster is hurtling through space, it is difficult to predict the effect of technology. But there are indications that workplace will fast-forward to a future where HR will cease to be what it is.
The transformation of HR is at a nascent stage now. But organisations will soon be forced to adapt and those who do not will lose favour with potential employees. More than a dozen of India\u2019s top HR practitioners that ET Magazine spoke to say technology is making inroads but HR is not obsolete yet.
Michael Bazigos<\/a>, MD & global leader for talent and organisational analytics, Accenture Strategy, says: \u201cThere is a need for HR to change faster than it did in the past. Many HR leaders are cognizant of this. With technology and big data coming into play, the whole focus is on using experience-based moments that matter for employees, rather than having a very functional, policy-driven view.\u201d
The transformation of HR is at a nascent stage now. But organisations will soon be forced to adapt and those who do not will lose favour with potential employees. More than a dozen of India\u2019s top HR practitioners that ET Magazine spoke to say technology is making inroads but HR is not obsolete yet.
Michael Bazigos<\/a>, MD & global leader for talent and organisational analytics, Accenture Strategy, says: \u201cThere is a need for HR to change faster than it did in the past. Many HR leaders are cognizant of this. With technology and big data coming into play, the whole focus is on using experience-based moments that matter for employees, rather than having a very functional, policy-driven view.\u201d
<\/div><\/div>Here are a few indications of how HR is changing. Employees in their 40s perceive HR as just a department they have to deal with at the time of joining or leaving an organisation. It lays out processes for performance appraisal, leave policies, internal job openings and celebrations at workplace. There isn\u2019t a constant engagement; the connect is more transactional. Over the past few years, this part of transactional HR has been disrupted.
![\"How](\"https:\/\/st.etb2bimg.com\/Themes\/Release\/images\/responsive\/ettelecom-default.jpg\")
<\/figure>
<\/figure>
At Mphasis<\/a>, a Bengaluru-based IT services company, an app called Ask Dexter is key to managing its 22,000-plus employees. The internal, cloud-based chatbot, developed two years back, is doing many HR functions: it resolves employee queries related to leave and company policies. It fields technical support queries and provides simple ways of employee appreciation across all levels of corporate hierarchy. That\u2019s not all. It specialises in giving an overview of openings, and jobs that will be created in the future along with the preferred skills for each.
According to Elango R, president, HP Business Unit, Mphasis, this has resulted in an enhanced user experience and improved productivity at the employees\u2019 end.
A dynamic chatbot is one of the basic changes happening in how companies practise HR. This is set to accelerate.
<\/figure><\/figure>At Mphasis<\/a>, a Bengaluru-based IT services company, an app called Ask Dexter is key to managing its 22,000-plus employees. The internal, cloud-based chatbot, developed two years back, is doing many HR functions: it resolves employee queries related to leave and company policies. It fields technical support queries and provides simple ways of employee appreciation across all levels of corporate hierarchy. That\u2019s not all. It specialises in giving an overview of openings, and jobs that will be created in the future along with the preferred skills for each.
According to Elango R, president, HP Business Unit, Mphasis, this has resulted in an enhanced user experience and improved productivity at the employees\u2019 end.
A dynamic chatbot is one of the basic changes happening in how companies practise HR. This is set to accelerate.
<\/div><\/div><\/figure>
Dear AI, I Am Looking for Opportunities...<\/strong>
HR consultancy PeopleStrong explains it in numbers. Almost 80% of help desk, 55-60% of traditional recruiter\u2019s job and almost 20% of HR compliance work has been impacted due to automation. Almost 50% of HR compliance work will be automated if the government continues with its focus on digital agenda, says cofounder Pankaj Bansal. Not many HR practitioners admit to this, but technology is fast replacing humans in several areas, including hiring. Many see this as an opportunity for HR to reinvent itself as a function critical to business, a role it is ideally perceived to play, but has not been known to very often.
Explains Chandrasekhar Sripada, professor, organisational behaviour and strategic human capital, Indian School of Business<\/a> (ISB): \u201cAll HR functions have two aspects: transactional and transformational. The \u2018transformational\u2019 parts of HR will definitely survive; while we find a new slave in robots to do the transactional work \u2014 albeit more intelligently.\u201d
Take recruitment. AI can help in parsing and screening CVs far better than humans. Similarly, all parts of HR \u2014 compensation and benefits, performance management, talent identification, leadership development, employee relations \u2014 now include machine learning and automation.
A host of new-age companies are using AI in hiring and creating successful business models out of this. A threeyear-old startup, Belong.co, shows how. It uses AI to cherry-pick potential candidates for companies. Called outbound hiring, this helps in hiring passive candidates.
Its cofounder Rishabh Kaul cites the example of IT services companies that are taking on new projects. \u201cTheir usual talent pool is not useful for such businesses. Plus, they are trying to stop losing talent to startups. It\u2019s a big opportunity for us.\u201d Belong.co helps in hiring for mid-to-senior levels. Belong.co claims it regularly hires for posts with annual pay packages of Rs 1 crore-plus and has clients across sectors, especially those getting disrupted. The highest salary, including ESOPs, has been to the north of $1 million (Rs 6.5 crore), says Kaul.
He says technology plays a critical role in finding the right talent in early stages. Once the person is excited about the role, companies can have their HR come in to negotiate. \u201cTechnology is an aid, which can be personalised by companies to hire. It hasn\u2019t replaced the people part completely,\u201d he says. At least not yet. Belong.co has over 100 companies scouting for talent on its platform.
It is among a bunch of firms changing traditional recruitment practices. Experts say that companies are bound to use these advanced methods to hire, and startups such as Belong. co will work in tandem with talent acquisition departments at companies. This will result in leaner hiring departments that are focused more on cultural fit, values and other softer yet critical aspects of talent.
The back-end at search firms is automated and highly tech-driven, according to Navnit Singh, India chairman of leading global search firm Korn\/Ferry International. \u201cThere is a lot of disruption in the hiring market. The mass scale of hiring is driven by artificial intelligence up until middle level,\u201d he says.
Beyond that, automation has begun to impact CEO hiring as well, which is otherwise driven by one-on-one interaction.
HR Goes Bespoke Something extraordinary happened when Yale University opened registrations for its course in happiness in January. In a matter of days, it became the most popular course with nearly one-fourth of Yale graduate students enrolled for it, the New York Times reported. The course teaches students meditation and gratitude, and how to be happy. An unexpected choice for 20-somethings? Perhaps not.
How to be happy could be one of the top priorities for the younger generation that will soon enter the workforce. Ever since the millennials joined the workforce, organisations have been forced to change the way they function. Companies are taking cues from millennials on how to manage them, and are adjusting to expect the unexpected. Millennials live in the here and the now, and need instant feedback and gratification, says SV Nathan, chief talent officer, Deloitte<\/a>.
New roles like tech detox managers will soon become a reality (**See Next Frontier)<\/strong>. Plus, technology is enabling practices that were not possible earlier. For instance, tailor-made HR. With data and analytics, HR will have the ability to be granular, at the level of individual employee, says Richard Lobo, executive vice-president and HR head, Infosys. This could be the key to managing millennials.
At Infosys, many decisions, including on compensation, benefits, training and career movements, are being tailored for individual employees. The growing focus on technology means HR will shift its focus to areas like career counselling and creating and sustaining reskilling programmes, Lobo adds.
While daily, repetitive work will be taken over by machines, HR will have to evolve more than ever, towards an advisory function that maximises individual potential rather than bind them to performance frameworks and guidelines, says Anuranjita Kumar, MD-HR, International Hubs, Royal Bank of Scotland. Future workforce will need their own HR or career relationship managers akin to financial advisors, Kumar says (*See Personalised HR)<\/strong>.
In this next phase, called the \u201csecond machine age\u201d, many of the current HR roles need to be reinvented, says Sripada. One potential role is \u201cworkforce planner\u201d who will plan the hiring and deployment of robots. The future HR manager will also learn to deal with free agents and gig workers as more and more skilled people will seek employment models founded on autonomy and flexibility.
\u201cMillennials want self-service. They want everything on an app. It\u2019s not making HR defunct but transform. The terminology is changing from HR personnel to employee experience officers,\u201d says Bazigos.
Evaluating in Real Time<\/strong>
In the last five years, many companies moved from annual performance appraisals to half-yearly or even quarterly assessment. At Cisco, which gave up bell curvebased appraisals in 2015, assessment happens on a weekly basis. Every Friday, a prompt goes out to managers to have a conversation with their reportees on how their week went by.
Not so long back, Cisco had an annual performance appraisal cycle. In the last three years, the company has moved to weekly appraisals. \u201cInstead of having a marathon in the form of an annual appraisal cycle, we have divided this into 52 weeks, 52 sprints,\u201d says Christian Barrios, director, human resource, Cisco India & SAARC<\/a>.
While a younger generation has pushed organisations like Cisco to move to shorter cycles of appraisal, technology is making it easier for organisations to adapt. \u201cA lot changes in our business in six months. The best time to manage performance is right now. When an employee knows what her team leader thinks about her work, it minimises surprises,\u201d says Barrios.
For its part, Deloitte has moved to periodic performance snapshots (assessment for a certain project or for a quarter), and relies on \u201cweekly check-ins\u201d. Says Nathan: \u201cWith the millennials as a majority, many of whom want feedback and coaching in the moment, appraisals will no longer be an annual event. It will be continuous assessment, and \u2018touch points\u2019 with managers, a way of seeking feedback.\u201d
In the new system, an individual\u2019s performance data will be available to him or her at all times, says Bansal of PeopleStrong. As gig economy becomes a norm, people will not be driven by promotion but by fair compensation and choice of work.
Will HR function become defunct? \u201cIt is not the function that is under threat but people performing repetitive and structured tasks who, unless they reskill, are under threat, says Hari TN, HR head, BigBasket. Nathan points out that HR will need fewer people in certain areas. \u201cThe number will come down in operations and routine matters. The number of HR professionals in all other areas will add greater value since they will not be bogged down by operational matters. The quality of jobs will increase.\u201d
Some like Abhijit Bhaduri, former chief learning officer at Wipro<\/a>, are optimistic. \u201cPeople want feedback that helps them improve. Machines can provide real-time data. But a terrific manager can be an inspiration who can motivate people to realise their potential. Machines cannot do that.\u201d
According to NS Rajan, group CHRO of IDFC Bank, HR\u00a1\u00a6s role is defined by the maturity of the company. It\u00a6s a fallacy that human resources management is the responsibility of the HR department. It has to be driven by business leaders, and anything that HR does has to reflect the business needs.
Future HR practitioners will need to unlearn and learn. They need to embrace new technologies, and not fear them. They need to take advantage of tech disruption to save time and energy for newer and better purposes. The HR function could then be re-imagined to rise above what mere machines can do.
*Personalised HR<\/strong>
In the not-so-distant future, HR will become employee-specific rather than organisation-specific. When technology takes over basic functions across organisations, employees will constantly try to acquire portfolio of domain skills and management skills, to stay relevant at work. This will be done by career consultants and coaches. HR as a function will then become organisation-agnostic and individual-specific. \u201cIt will be an HR that understands my personal aspirations and needs, and accordingly navigates my current environment, keeping me future-ready through constant advice on growth and development,\u201d says Anuranjita Kumar, MD, HR, Royal Bank of Scotland. Future workforce will need their own HR or career relationship mangers akin to financial advisors.<\/em>
**Next Frontier<\/strong>
Dr Chandrasekhar Sripada, professor of Indian School of Business, predicts the emergence of a new HR role: Machine fatigue and tech detox manager. They will run deaddiction camps to free millennials from the menace of gadget\/tech abuse or dependence. \u201cWe will see many new HR roles at the intersection of man and machine, demanding greater mindfulness, emotional intelligence<\/a> and equanimity, he says.<\/em>
<\/div><\/div>
<\/figure>Dear AI, I Am Looking for Opportunities...<\/strong>
HR consultancy PeopleStrong explains it in numbers. Almost 80% of help desk, 55-60% of traditional recruiter\u2019s job and almost 20% of HR compliance work has been impacted due to automation. Almost 50% of HR compliance work will be automated if the government continues with its focus on digital agenda, says cofounder Pankaj Bansal. Not many HR practitioners admit to this, but technology is fast replacing humans in several areas, including hiring. Many see this as an opportunity for HR to reinvent itself as a function critical to business, a role it is ideally perceived to play, but has not been known to very often.
Explains Chandrasekhar Sripada, professor, organisational behaviour and strategic human capital, Indian School of Business<\/a> (ISB): \u201cAll HR functions have two aspects: transactional and transformational. The \u2018transformational\u2019 parts of HR will definitely survive; while we find a new slave in robots to do the transactional work \u2014 albeit more intelligently.\u201d
Take recruitment. AI can help in parsing and screening CVs far better than humans. Similarly, all parts of HR \u2014 compensation and benefits, performance management, talent identification, leadership development, employee relations \u2014 now include machine learning and automation.
A host of new-age companies are using AI in hiring and creating successful business models out of this. A threeyear-old startup, Belong.co, shows how. It uses AI to cherry-pick potential candidates for companies. Called outbound hiring, this helps in hiring passive candidates.
Its cofounder Rishabh Kaul cites the example of IT services companies that are taking on new projects. \u201cTheir usual talent pool is not useful for such businesses. Plus, they are trying to stop losing talent to startups. It\u2019s a big opportunity for us.\u201d Belong.co helps in hiring for mid-to-senior levels. Belong.co claims it regularly hires for posts with annual pay packages of Rs 1 crore-plus and has clients across sectors, especially those getting disrupted. The highest salary, including ESOPs, has been to the north of $1 million (Rs 6.5 crore), says Kaul.
He says technology plays a critical role in finding the right talent in early stages. Once the person is excited about the role, companies can have their HR come in to negotiate. \u201cTechnology is an aid, which can be personalised by companies to hire. It hasn\u2019t replaced the people part completely,\u201d he says. At least not yet. Belong.co has over 100 companies scouting for talent on its platform.
It is among a bunch of firms changing traditional recruitment practices. Experts say that companies are bound to use these advanced methods to hire, and startups such as Belong. co will work in tandem with talent acquisition departments at companies. This will result in leaner hiring departments that are focused more on cultural fit, values and other softer yet critical aspects of talent.
The back-end at search firms is automated and highly tech-driven, according to Navnit Singh, India chairman of leading global search firm Korn\/Ferry International. \u201cThere is a lot of disruption in the hiring market. The mass scale of hiring is driven by artificial intelligence up until middle level,\u201d he says.
Beyond that, automation has begun to impact CEO hiring as well, which is otherwise driven by one-on-one interaction.
HR Goes Bespoke Something extraordinary happened when Yale University opened registrations for its course in happiness in January. In a matter of days, it became the most popular course with nearly one-fourth of Yale graduate students enrolled for it, the New York Times reported. The course teaches students meditation and gratitude, and how to be happy. An unexpected choice for 20-somethings? Perhaps not.
How to be happy could be one of the top priorities for the younger generation that will soon enter the workforce. Ever since the millennials joined the workforce, organisations have been forced to change the way they function. Companies are taking cues from millennials on how to manage them, and are adjusting to expect the unexpected. Millennials live in the here and the now, and need instant feedback and gratification, says SV Nathan, chief talent officer, Deloitte<\/a>.
New roles like tech detox managers will soon become a reality (**See Next Frontier)<\/strong>. Plus, technology is enabling practices that were not possible earlier. For instance, tailor-made HR. With data and analytics, HR will have the ability to be granular, at the level of individual employee, says Richard Lobo, executive vice-president and HR head, Infosys. This could be the key to managing millennials.
At Infosys, many decisions, including on compensation, benefits, training and career movements, are being tailored for individual employees. The growing focus on technology means HR will shift its focus to areas like career counselling and creating and sustaining reskilling programmes, Lobo adds.
While daily, repetitive work will be taken over by machines, HR will have to evolve more than ever, towards an advisory function that maximises individual potential rather than bind them to performance frameworks and guidelines, says Anuranjita Kumar, MD-HR, International Hubs, Royal Bank of Scotland. Future workforce will need their own HR or career relationship managers akin to financial advisors, Kumar says (*See Personalised HR)<\/strong>.
In this next phase, called the \u201csecond machine age\u201d, many of the current HR roles need to be reinvented, says Sripada. One potential role is \u201cworkforce planner\u201d who will plan the hiring and deployment of robots. The future HR manager will also learn to deal with free agents and gig workers as more and more skilled people will seek employment models founded on autonomy and flexibility.
\u201cMillennials want self-service. They want everything on an app. It\u2019s not making HR defunct but transform. The terminology is changing from HR personnel to employee experience officers,\u201d says Bazigos.
Evaluating in Real Time<\/strong>
In the last five years, many companies moved from annual performance appraisals to half-yearly or even quarterly assessment. At Cisco, which gave up bell curvebased appraisals in 2015, assessment happens on a weekly basis. Every Friday, a prompt goes out to managers to have a conversation with their reportees on how their week went by.
Not so long back, Cisco had an annual performance appraisal cycle. In the last three years, the company has moved to weekly appraisals. \u201cInstead of having a marathon in the form of an annual appraisal cycle, we have divided this into 52 weeks, 52 sprints,\u201d says Christian Barrios, director, human resource, Cisco India & SAARC<\/a>.
While a younger generation has pushed organisations like Cisco to move to shorter cycles of appraisal, technology is making it easier for organisations to adapt. \u201cA lot changes in our business in six months. The best time to manage performance is right now. When an employee knows what her team leader thinks about her work, it minimises surprises,\u201d says Barrios.
For its part, Deloitte has moved to periodic performance snapshots (assessment for a certain project or for a quarter), and relies on \u201cweekly check-ins\u201d. Says Nathan: \u201cWith the millennials as a majority, many of whom want feedback and coaching in the moment, appraisals will no longer be an annual event. It will be continuous assessment, and \u2018touch points\u2019 with managers, a way of seeking feedback.\u201d
In the new system, an individual\u2019s performance data will be available to him or her at all times, says Bansal of PeopleStrong. As gig economy becomes a norm, people will not be driven by promotion but by fair compensation and choice of work.
Will HR function become defunct? \u201cIt is not the function that is under threat but people performing repetitive and structured tasks who, unless they reskill, are under threat, says Hari TN, HR head, BigBasket. Nathan points out that HR will need fewer people in certain areas. \u201cThe number will come down in operations and routine matters. The number of HR professionals in all other areas will add greater value since they will not be bogged down by operational matters. The quality of jobs will increase.\u201d
Some like Abhijit Bhaduri, former chief learning officer at Wipro<\/a>, are optimistic. \u201cPeople want feedback that helps them improve. Machines can provide real-time data. But a terrific manager can be an inspiration who can motivate people to realise their potential. Machines cannot do that.\u201d
According to NS Rajan, group CHRO of IDFC Bank, HR\u00a1\u00a6s role is defined by the maturity of the company. It\u00a6s a fallacy that human resources management is the responsibility of the HR department. It has to be driven by business leaders, and anything that HR does has to reflect the business needs.
Future HR practitioners will need to unlearn and learn. They need to embrace new technologies, and not fear them. They need to take advantage of tech disruption to save time and energy for newer and better purposes. The HR function could then be re-imagined to rise above what mere machines can do.
*Personalised HR<\/strong>
In the not-so-distant future, HR will become employee-specific rather than organisation-specific. When technology takes over basic functions across organisations, employees will constantly try to acquire portfolio of domain skills and management skills, to stay relevant at work. This will be done by career consultants and coaches. HR as a function will then become organisation-agnostic and individual-specific. \u201cIt will be an HR that understands my personal aspirations and needs, and accordingly navigates my current environment, keeping me future-ready through constant advice on growth and development,\u201d says Anuranjita Kumar, MD, HR, Royal Bank of Scotland. Future workforce will need their own HR or career relationship mangers akin to financial advisors.<\/em>
**Next Frontier<\/strong>
Dr Chandrasekhar Sripada, professor of Indian School of Business, predicts the emergence of a new HR role: Machine fatigue and tech detox manager. They will run deaddiction camps to free millennials from the menace of gadget\/tech abuse or dependence. \u201cWe will see many new HR roles at the intersection of man and machine, demanding greater mindfulness, emotional intelligence<\/a> and equanimity, he says.<\/em>
<\/div><\/div>
Follow and connect with us on Twitter<\/a>, Facebook<\/a>, Linkedin<\/a>, Youtube<\/a><\/div>","NumberOfSentences":{"minfo":"128.0","minfoseo":"128-0"},"AutomatedReadabilityIndex":{"minfo":"14.0","minfoseo":"14-0"},"LastPublishMilliTime":{"minfo":"1520785501849","minfoseo":"1520785501849"},"ReadabilityGradeLevel":{"minfo":"College","minfoseo":"college"},"GadgetsMarkedReviewed":{"minfo":"0","minfoseo":"0"},"HashCode":{"minfo":"1771481511","minfoseo":"1771481511"},"ETPersonName":{"minfo":"Spotlight","minfoseo":"spotlight"},"latestnewsflag":{"minfo":"1.0","minfoseo":"1-0"},"canonicalURL":{"minfo":"https:\/\/economictimes.indiatimes.com\/jobs\/how-technology-millennials-and-gig-economy-will-make-hr-obsolete\/articleshow\/63248817.cms","minfoseo":"https\/economictimes-indiatimes-com\/jobs\/how-technology-millennials-and-gig-economy-will-make-hr-obsolete\/articleshow\/63248817-cms"},"NumberOfCharacters":{"minfo":"13061.0","minfoseo":"13061-0"},"NumberOfWords":{"minfo":"2016.0","minfoseo":"2016-0"},"key":{"0":{"keyid":"67723","value":"HR","smid":"0","keynameseo":"HR","keytype":"","keycount":"totalcount","weightage":"100"},"1":{"keyid":"6393327","value":"Human Resources","smid":"0","keynameseo":"Human-Resources","keytype":"","keycount":"totalcount","weightage":"80"},"2":{"keyid":"10862","value":"Wipro","smid":"0","keynameseo":"Wipro","keytype":"","keycount":"totalcount","weightage":"20"},"3":{"keyid":"8470","value":"SAARC","smid":"0","keynameseo":"SAARC","keytype":"","keycount":"totalcount","weightage":"20"},"4":{"keyid":"46598","value":"MphasiS","smid":"0","keynameseo":"MphasiS","keytype":"","keycount":"totalcount","weightage":"20"},"5":{"keyid":"6257796","value":"michael bazigos","smid":"0","keynameseo":"michael-bazigos","keytype":"","keycount":"totalcount","weightage":"20"},"6":{"keyid":"6357275","value":"Indian School of Business","smid":"0","keynameseo":"Indian-School-of-Business","keytype":"","keycount":"totalcount","weightage":"20"},"8":{"keyid":"464954","value":"emotional intelligence","smid":"0","keynameseo":"emotional-intelligence","keytype":"","keycount":"totalcount","weightage":"20"},"9":{"keyid":"6358918","value":"Deloitte","smid":"0","keynameseo":"Deloitte","keytype":"","keycount":"totalcount","weightage":"20"}},"authorsplit":{"author":{"artau":"Saumya Bhattacharya","aunameseo":"saumya-bhattacharya","artauid":"479218164","artauemail":"saumya.bhattacharya@timesgroup.com","auFullName":"Saumya Bhattacharya","pubname":"ET","designame":"Senior Editor","audetailsxml":{"authordetails":"I lead the Careers and HR vertical in The Economic Times that reports on the gamut of the workplace: jobs market, people practices, salaries, diversity, boards, corporate governance, and millennials among others. I started writing about workplaces in 2007. It has been a fascinating journey to report the trends about how corporate India works. From the advent of crore-plus salaries to the war for talent in campuses; from capturing the complex demography and diversity at work, to now reporting on how technology is disrupting the workplace, there's never a dull moment in this beat. For my work, I have been twice awarded the Ramnath Goenka Award for Excellence in Journalism. 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Singh","url_seo":"build-long-term-relationships-at-the-workplace-mobikwiks-bipin-preet-singh"},"49054280":{"msid":"49054280","stname":"For HR managers, top priority is talent management","artsyn":"The survey shows 66 per cent of Indian HR leaders expect their workforce to increase over the next 12 months compared with 48 per cent globally.","seolocation":"for-hr-managers-top-priority-is-talent-management","seolocationalt":"For HR managers, top priority is talent management","url_seo":"for-hr-managers-top-priority-is-talent-management"},"48197650":{"msid":"48197650","stname":"The Reluctant Retiree: Why successful CEOs are struggling with transitioning into retirement","artsyn":"Successful CEOs do not become so by accident. They sustain their leadership position because of their capabilities and commitment to work, often on 24x7 basis.","seolocation":"the-reluctant-retiree-why-successful-ceos-are-struggling-with-transitioning-into-retirement","seolocationalt":"The Reluctant Retiree: Why successful CEOs are struggling with transitioning into retirement","url_seo":"the-reluctant-retiree-why-successful-ceos-are-struggling-with-transitioning-into-retirement"},"48153677":{"msid":"48153677","stname":"Reimagining Human Resource in a changing world: HR goes the whole mile to keep millennials happy","artsyn":"As HR goes through a period of transition, Nasscom has put together a report titled \u2018Reimagining HR in a Changing world \u2014 2015\u2019 highlighting the strongest trends and drivers in the days ahead.","seolocation":"reimagining-human-resource-in-a-changing-world-hr-goes-the-whole-mile-to-keep-millennials-happy","seolocationalt":"Reimagining Human Resource in a changing world: HR goes the whole mile to keep millennials happy","url_seo":"reimagining-human-resource-in-a-changing-world-hr-goes-the-whole-mile-to-keep-millennials-happy"},"47968195":{"msid":"47968195","stname":"Vodafone's Ramchandran replaces Shashikant at Aditya Birla Group","artsyn":"Vodafone's HR head, Ashok Ramchandran is set to join the Aditya Birla Group as group executive president, HR.","seolocation":"vodafones-ramchandran-replaces-shashikant-at-aditya-birla-group","seolocationalt":"Vodafone's Ramchandran replaces Shashikant at Aditya Birla Group","url_seo":"vodafones-ramchandran-replaces-shashikant-at-aditya-birla-group"},"47913451":{"msid":"47913451","stname":"Vodafone India names new HR head","artsyn":"The statement added that he contributed significantly to building performance culture, HR & functional depth in the organisation, and lead the charge to being recognised repeatedly as among the \u201cBest Employers\u201d in India.","seolocation":"vodafone-india-names-new-hr-head","seolocationalt":"Vodafone India names new HR head","url_seo":"vodafone-india-names-new-hr-head"}}}}" data-news-images="[{"msid":"63248833","msname":"","msnameseo":"whats-changing","mediatype":"1","artdate":"2018-03-10 21:13:55.0","caption":""},{"msid":"63248851","msname":"","msnameseo":"whats-changing","mediatype":"1","artdate":"2018-03-10 21:13:55.0","caption":""},{"msid":"63248875","msname":"","msnameseo":"wanted-not-wanted","mediatype":"1","artdate":"2018-03-10 21:17:03.0","caption":""}]" data-newsletter-by="0" data-newsletter-date="a" data-hasbottomcarousel="" data-alldetailsopen="0" data-multipleanalyticshit="" data-deeplink="https://ettelecom.app.link?$deeplink_path=" data-socialshareformat="default">
