Future of work and the role of HR in a disruptive age
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The document discusses the role of HR in a disruptive age of future of work. It notes that by 2020, customer interactions will be managed without humans and chatbots will save businesses over $8 billion annually. It also discusses how technologies like robotic process automation and artificial intelligence will impact jobs and the need for HR to focus on strategic issues rather than mundane tasks. The document advocates for HR to transform towards a co-agile operating model, co-create future practices, simplify processes, focus on future workforce capabilities, and inculcate human values to prepare for the changing nature of work.
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Future of work and the role of HR in a disruptive age
- 1. The Role of HR in a Disruptive Age Future of Work:
- 2. WonderWhy?
- 3. What is the future of work mean to you? What would you have been doing if you are not here now?
- 4. KnownSubject
- 5. WhereamI? Either I or You Complacent Comfort Stretch Explore Discovery Age 56-60 Age 46-55 Age 40-45 Age 31-39 Age 23-30
- 6. I don’t know 70% You don’t know BlindSpot I know You know 30%
- 7. HaveaDeal 85% By 2020, customer Interaction will be managed without the need for human $8Bn By 2022 chatbot will help business save over $8billion /annum especially in banking & healthcare 49% Prefer social messaging instead of phone calls The list will go on and on….. The US Department of Labour estimated that today’s high school graduates expect to have how many job before they turn 40 years old a) 1-3 jobs b) 3-5 jobs c) 5-8 jobs d) 8-10 jobs e) 10-14 jobs How much time everyday does the average person spend on email and work- related issues during their holiday? a) zero b) 15-30 min c) 30-60 min d) 60-90 min e) 90-120 min 8
- 8. Technologies that demand people to reimagined the current way of work New ways /approaches of carrying out and delivering work activities Let’sPlayGame
- 10. FutureTechnology
- 13. Volatile Uncertain Complexity Ambiguity WayForward
- 16. Is HRin the Driveror the Passenger’s seat HR Practitioners StateofMind
- 17. DisruptiontoHR Cloud Solutions Operating Model Mobility Analytics Artificial Intelligence Digitization / Robotic Process Automation Blockchain
- 18. Robotic Process Automation Artificial Intelligence Digitalization Digitization Recap on terminology
- 19. It is a “software robot” that automates structured/standard business processes. It is just like one of your employees. Releases people from mundane routines and allow to focus on value added human skills. Advantage 1 Robotic Process Automation
- 20. 1 AI is the ability of a computer/machine think and learn. AI can help you in making decision more efficiently by understanding and providing best intervention based on the multiple data touchpoints. Advantage Artificial Intelligence
- 21. 1 Benefits of RPA
- 22. Demand Sense of Urgency Employee Centered Work Environment Demand in Future Skills Readiness Beyond Employee Experience Changing Operating model DAT is Continuously changing Demand for New Work Culture Challenge Current Work Practices Aspiration for a Growth Mindset ImpacttoHR
- 23. IsMyJobImpacted? Fast Food Legal Clerk Teachers Own Job Nurse Construction Insurance Processors Software Engineer
- 24. 70% Not impacted
- 25. Reality 6x new jobs created for every job loss Loss is higher than creation Creation is higher than loss
- 27. FutureofWork • Transparent • Flat • Competitive • On Demand • Individual Freedom • LargerWorkforce • Merit based Pay
- 29. 50% of current activities are technically automatable 60% of job have more than 30% of technically automatable activities Source McKinsey 2018
- 31. Lead Empathize Create Judge Train Explain Sustain Amplify Interact Embody Transact Iterate Predict Adapt Human Complement Machines AI Gives Human Superpowers Human & Machine Hybrid Activities H MHuman Activity Only Machine Activity Only Human+Machine Paul Daugherty, James Wilson,Accenture, Pew Research Center Increasing Importance Decreasing ImportanceInterim Importance Work Nature
- 35. Do we Really need HR Department
- 37. 20% 10% People & CultureProcess Tools Where Do HR Need to Focus ?
- 38. The way HR teams deliver their service will change over the next few years, as the more repetitive tasks can be fulfilled by computers, robots etc. As HR moves away from the more mundane and time-consuming tasks associated with day-to-day people management to focus on wider strategic people issues, the HR team itself becomes more valuable to the organization, and more critical to its success. Future of HR
- 39. Source: KPMGResearch Enhanced Workforce Solutions is driving the future of HR Operating Models • The Ulrich model concept for HR has been around for 20 years but many organizations continue to experience challenges in its operationalization • Advances in Technology such as Cloud HR, Self Service and mobile have introduced significant changes to prevalent HR OperatingModels • The pace and scale of change will only become faster and more dramatic with the convergence of robotic and cognitive technologies • Despite focused effortsto improve, most HR functions still need to make a fundamental shift to truly align with organization expectations and business strategy. © 2016 KPMG Advisory Services Private Limited, an Indian Partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 41 EvolutionofHR OperatingModel
- 40. THANK YOU Roles of HR in a Disruptive Age Transform towards CoAgile Co-Create Future HR Practices Simplify Operating Model Resource Segmentation Future Workforce Capability Readiness Inculcate Human Values 1 2 3 4 5 6
- 42. Choose one word and share the meaning to the rest of us! SpeedBreak
- 45. Embrace Future Skills • Socio Emotional • Active Listening • Critical Thinking • Problem Solving • Decision Making • Relationship Building • Ethics • Social Perceptiveness • Creativity/Innovation • Curiosity • Imagination/Visualization • Storytelling • Cross-Cultural Sensitivity • Influencing & Leadership • Talent Capability Enabler • Business Strategic vision • Customer Oriented • Organization & Program Management • Data Management, Analytics & Commercial • Transformation & Change Management High impact sustainable HR operating model in the age of disruption McKinsey
- 47. • Get end-users involved in redesign • Ensure HR processes support strategy • Identify key ‘implementation gaps’ – address underpinning issues, remove barriers • Apply agile project management disciplines to HR delivery • Simplify HR policies, especially performance management • Go mobile + social (SoCoMo) • Recruit, develop and nurture agile managers and team leaders with the necessary mix of technical, people, and agility skills who can synchronize teams • Help source and/or develop agile teams DesignAgileHR OperatingModel
- 48. ThingstoFocus
- 49. Recommendations
- 50. Measures
- 51. Future of work is excitingbecause it leads the HRians to be more human…….
- 52. Digitalization Digitization Soul Searching…….. ! Post your answer on “HR Collaborative ”
- 53. 55 Employee Engagement CoAgile Operating Model Employee Experience Talent Analytics & Intelligence Organization Design & Transformation Future Capabilities Building Digital HR ThankYou Guna Seelan Rethinam Ph.D grethinam@gmail.com +971501114047 Whatapps: HR Collaborative UAE