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Advanced Workplace Robots and Implications for Recruitment Strategies (Garry Mathiason)
 

Advanced Workplace Robots and Implications for Recruitment Strategies (Garry Mathiason)

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    Advanced Workplace Robots and Implications for Recruitment Strategies (Garry Mathiason) Advanced Workplace Robots and Implications for Recruitment Strategies (Garry Mathiason) Presentation Transcript

    • Wednesday, April 17, 2013Advanced Workplace Robots and Implications forRecruitment Strategies Garry G. Mathiason, Esq. Chairman of the Board Littler Mendelson, P.C.
    • During the next 50minutes, you are invited tojourney into the near future transformation of the workplace powered by Advanced Robotics and Artificial Intelligence.
    • This journey will lead topractical recommendations for recruiting strategies that can be implementedtoday, this week, throughout the year and the decade.
    • The Journey’s Five Destinations1. Advanced Robotics and AI Reshaping the Workplace and Employment.2. Sourcing Non-Human Talent and the Expanded Role of the Chief Talent Officer.3. The Changing Skill Shortage Challenge in the Robotized Workplace.4. Robotizing the Corporate Recruitment Team.5. Eight Practical Recommendations.
    • Journey One: Advanced Robotics/AI Revolutionizesthe Workplace and Employment
    • J-1: The Next Twelve Years  Robots have been a part of our culture for a century.  Why will what is happening during the next 12 years fundamentally change the recruiting industry, the practice of law, and almost every known profession?
    • J-1: Robotics Is The New Internet “Robotics is one of the few technologies that has the potential to have an impact as transformative as the Internet.”
    • By 2025 Robots Will Have Taken OverHalf The Jobs In the United States! Christie Nicholas, SmartPlanet, August 24, 2011
    • J-1: Robotics Defined  Automation has been part of human history since the beginning when man picked up a stick using it as a tool and inevitably a weapon.  Similarly there has been an intense debate regarding whether automation eliminates more jobs than it creates.  On January 13, 2013, 60 Minutes reported on the Robotics Revolution and contemporized the jobs debate.
    • 60 Minutes, March of the Machines, January 2013
    • J-1: Robotics in Healthcare  Evidence of this advance is not just in the immediate future, it is here now, especially in the field of medicine.  The Atlantic, March 2013.  The 60 Minutes Program Continued:
    • 60 Minutes, March of the Machines, January 2013
    • J-1: Robots and the Pharmacist Shortage  The role of robots in the pharmacy is actually an old story.  In 2003, a St. Louis Hospital started using robots to fill syringes because of labor shortages and lawsuits (errors).  3 million were filled with zero knownJanuary 10, 2008 errors.  2008 was declared the year of the I.V. Robot.  Today, no one could develop recruitment strategies for hospitals or pharmacies without a detailed August, 2008 knowledge of industry robots.
    • Da Vinci Robot “Arrives”  The ultimate sign that hospital robotics has reached the mainstream occurs when plaintiff attorneys take notice.  The Da Vinci robot has recently achieved this sign of “arriving.” Lawyers and Settlements.com, “Da Vinci Robot Injury: When the Scalpel is held by a Machine,” Gordon Gibb, April 13, 2013.
    • J-1: Alleged Da Vinci Robot Injury The legal attack focuses on the misuse of the new technology, not the technology itself. Insufficient training claimed. Unsupervised surgery too soon after initial training alleged. Plaintiff Argument: Cost of equipmentcausing robot to be used for surgerybeyond what it is qualified to perform.
    • “You Have Not Seen Anything Yet!”
    • 60 Minutes, March of the Machines, January 2013
    • J-1 Robotics in the Global Workplace
    • J-1:Robotics in the Global Workplace The New York Times, August 18, 2012 At the Philips Electronics At a sister factory here in the factory on the coast of Dutch countryside, 128 robotChina, hundreds of workers use arms do the same work with their hands and specialized yoga-like flexibility. Video tools to assemble electric cameras guide them through shavers. That is the old way. feats well beyond the capability of the most dexterous human. …All told, the factory here has several dozen workers per shift, about a tenth as many as the plant in the Chinese city of Zhuhai.
    • J-1: Robotics in the Global Workplace The New York Times, August 18, 2012 …robotics executives argue that even though blue-collar jobs will be lost, more efficient manufacturing will create skilled jobs in designing, operating and servicing the assembly lines, as well as significant numbers of other kinds of jobs in the communities where factories are. 20
    • J-1: Advanced Robotics/AIWhy is this promise ofrobotics more crediblethan the failed promises ofthe past?Exponential technologies
    • J-1: Advanced Robotics/AI Cloud Computing—Information Technology and Self Learning. Advanced Sensor Technology. Data Analytics (Big Data). Communications Decency Act of 1996, Section 230. Dropping cost of open source robotic platforms.
    • J-1: Rethink Robotics and Baxter  The affordable multipurpose robot has arrived.  Baxter is at work now across the globe.  Baxter is people-friendly and co-worker programmable.  The unit price is not $1 million, nor $500,000, it is $22,000.
    • J-1: Rethink Robotics and Baxter  FDL News Deck, March 27, 2013 “Technological Unemployment To Hit Service Sector,” D.S. Wright  Scott Eckert, CEO of Rethink Robotics “envisions something similar to Apple’s app store happening for Baxter. A spiffed- up version of the robot could soon be seen flipping burgers at McDonalds, folding t-shirts at Gap, or pouring coffee at Starbucks.”
    • J-1: Robotics/AI Are Arriving How real are the above reports and predictions? Participation in Singularity University’s March Executive Program. The Google Car will be on the market in 2015-16.
    • J-1: Robotics/AI Are Arriving San Francisco Chronicle, April 14, 2013. Xconomy/SRI Forum in Menlo Park. Change Forecast within this decade.
    • J-!: Robotics/AI Are Arriving Littler forming a Robotics Law Practice Group. The growth of technology is unstoppable, but overcoming legal roadblocks and side streets will reduce the trauma. Anticipating workforce changes is critical. Key legal Issues: Privacy, Health & Safety, Human Displacement, Age Discrimination, CollectiveBargaining WARNnotices, Severance Pay andreleases, and many more.
    • J-1: Robotics/AI Are Arriving January 2014 Report to the EU Parliament on Needed Regulations and Laws.
    • Journey Two: Sourcing Non- Human Talent and theExpanded Role of the Chief Talent Officer
    • J-2: Sourcing Non-Human Talent Whether the recruiting team supplies robots or not, knowing the state of the talent market and the applicable technologies is essential. Robotics is advancing in part because it offers solutions to talent challenges (e.g. the shortage of pharmacists and the needs of an aging population).
    • J-2: Sourcing Non-Human Talent Consider factors beyond a talent shortage: dangerous jobs often not serviceable by people (e.g. deep sea construction); human errors; dirty, dull and undesirable work. Consider telepresence robotics—a universe of personal assistants. Robotically enhanced humans (exoskeletons).
    • J-2: Role of the Chief Talent Officer  Chief Talent Officers come under a variety of titles performing the role of ensuring the organization has the necessary talent to successfully function. For start-up organizations, the CTO is often the CEO.  It is impossible for a CTO or CRO to carry out his or her duties without understanding the Robotics/AI revolution.  Decisions historically based on human talent now has a much more complex set of options.
    • J-2: Myths One and Two  Myth One: The organization does not want the involvement of the Chief Talent Officer (Vice President of Talent) in planning for technology needs or technology-related RIO decisions.  Myth Two: In deciding between proven robotic-based talent solutions and human talent, RIO is the key barometer.
    • Cultural Conditioning
    • 2011 Super Bowl Commerical
    • J-2: Myth Three  Myth Three: One cannot plan for the arrival of robotic systems that are unforeseen or distant. ─ The most clearly false myth of the three. ─ The arrival of the contingent workforce provides a win-win solution for needed current skills and future uncertainty. ─ See April, 2009, Littler Report on the Contingent Workforce, “The Emerging New Workforce”
    • Journey Three:The Changing Skill Shortage Challenge in the Robotized Workplace
    • J-3: The Growing Skill Shortage  Robotics/AI and other technologies have accentuated the existing shortage of skilled tech workers.  “By 2015, 60% of the new jobs being created will require skills only held by 20% of the population.” American Society for Training and Development, Forbes, January 20, 2011
    • J-3: The Growing Skill Shortage  76% of all U.S. jobs in 2015 will require highly skilled workers primarily in science, technology, engine ering or math. Id.  The formal education disconnect: Only 1/3 of college graduates have degrees in science, math, or engineering. Many are not U.S. citizens.
    • J-3: Immigration Solutions  For almost all U.S. employers, global solutions will be required to meet the change of the new economy.  The good news is that Congress appears to be responding to the need for skilled people.  A bipartisan bill was identified yesterday by the Gang of 8 covering comprehensive reform that includes H-1B visas and the STEM program.
    • J-3: Immigration Solutions“At the crux of the legislationis an effort to bridge the gap between Democrats, who strongly support and are seeking to protect family immigration, and Republicans, who are eagerto move immigration towarda system based on work skills that foreigners bring to the United States.“New York Times, April 12, 2013, A-18
    • Immigration Reform: A Framework for Change Senate bipartisan “Gang of 8” Selective Highlights of Proposed Bill (April 16, 2013): ─ H-IB Visas to increase from 65,000 to 110,000. ─ Can increase in future to 180,000 based on “High Skilled Jobs Index.” ─ 25,000 Visas for advanced degrees in TEAM. ─ New Fees greater that 30% H-1B’s&L-1’s ─ 2014 Maximum 75% of workforce H-1B&L-1’s (60% 2015; 50% 2016) ─ “E-Verify mandatory
    • J-3: Virtual Employment Blending technology with talent, massive resources are available through companies such as oDesk and Elance. The concept is sourcing talent worldwide and providing it to organizations normally under independent contract laws.
    • J-3: The Story of 3-D Robotics Chris Anderson is the CEO of 3-D Robotics, a company that produces drones (and received $5 million in funding in November, 2012). Anderson was the editor-in-chief of Wired Magazine with several best-selling books. He sponsored a website, DIY Drones. Through a YouTube video and the website, he discovered Jordi Muñoz.
    • J-3: D Robotics After several “virtual” interactions with Muñoz, he concluded he was the smartest person he had met regarding drone technology and drone potential. Anderson suggested they form a company. It was then he learned Muñoz was a nineteen-year-old from Tijuana, Mexico with little formal education.
    • J-3: 3-D Robotics Muñoz ran the business starting as a family operation, graduating to space in a Tijuana warehouse, and eventually having production facilities in both Mexico and San Diego. Anderson quit his position with Wired, and now full-time leads 3- D Robotics with his partner Muñoz, President of 3-D Robotics.
    • J-3: 3-D Robotics Takeaway: Drone technology is developing at a lightening pace, especially in agriculture. Non-traditional sources of talent appear to be increasingly critical in staffing technology-based organizations. Three-year-olds have a strong message to teach the world about the new role of technology.
    • Journey Four:Robotizing the Corporate Recruitment Team
    • J-4: Recruiting Is Changing  On February 23, 2011, Michael Moffa published a futuristic think piece entitled, “Dawn of the Robot Recruiter.” ww.recruiter.com  Two different workplace roles. ─ First, a robot would take our job. ─ Second, a robot would interview us for the next job.
    • J-4: Meet Sophie  On April 10, 2013, the hypothetical robot recruiter had become reality.  Sophie and her “human- like” robots Charles, Malinda, Betty, and Jack plus two yet unnamed robots are the product of NEC Corporation of Japan and La Trobe University Business School in Melbourne, Australia.
    • J-4: Meet Sophie  Sophie is already in trial interviews for sales jobs, asking 76 questions about selling.  She does more than just ask questions, she records emotional responses and facial expressions.  This “ emotional intelligence” is benchmarked against the organization’s best employees.  Professor Khosia says this is just the starting point regarding applications and services.  The Australian Financial Review, April 10, 2013 print edition.
    • J-4: Robot Recruiting Meets Employment Law Interviewing has many different legal requirements and landmines depending upon the country and laws involved. In the U.S., Sophie ensures that the questions can be reviewed in advance to meet legal requirements. OFCCP requirements can be automatically recorded. On the dark side, the emotional intelligence represents a potential legal landmine. The information requires testing for disparate impact regarding protected categories.
    • J-4: Robot Recruiting We can complain about the dehumanizing of theworkplace and robots out of control, but this is the future for both man and machine.
    • 60 Minutes, March of the Machines, January 2013
    • Journey Five: Eight Practical ComplianceRecommendations
    • J-5: Practical Recommendations1. Become Informed: Make a commitment to either become informed about robot talent or charge a member of your team to take on that duty for the recruiting division of your organization.2. Industry and Company Assessment: Reach out to other executives and departments to determine what is being planned or expected in your industry and organization regarding workplace robotics.
    • Practical Recommendations3. Strategic Plan Enhancement: Include workplace robotics in your strategic plan for the organization. How will changes provide a new talent resource and/or impact the need and availabilities to human talent?4. Become Known: Affirmatively engage the CEO and other key managers regarding workplace robotics and its expected impact on the organization and the existing employee.
    • Practical Recommendations5. In House Training: Review training and re-training opportunities and requirements for current employees. Explore legal protections that come from such efforts as well as valuable workplace flexibility. Use e-learning when possible.6. Flexible Workforce Expansion: Consider expanding your contingent and virtual workforce in anticipation of technological change. Review the Employment Law advantages and disadvantages of this change.7. Support Employer Organizations: Empower your employer associations, including ERE, to participate in the upcoming regulatory and legislative battles over workplace robotics.
    • Practical Recommendations8. Homework: Become a Member of Robotics Business Review and read at least one of the following treatises:  Race Against The Machine (Erik Brynjolfsson & Andrew McAfee, 2011),  The Singularity is Near (Ray Kurzweil, 2005),  Abundance: The Future Is Better Than You Think (Peter Diamandis & Steven Kotler, 2012).
    • Robotics in the Global Workplace The New York Times, August 18, 2012 “This is the future.” 61
    • GE Commercial, Robots on the Move, 2012
    • Robotics in the Global Workplace The New York Times, August 18, 2012 “This is the future.” 63
    • Questions?
    • THANK YOU Garry G. Mathiason, Esq. Chairman of the Board, Littler Mendelson, P.C.
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