![Machine learning is the reality behind artificial intelligence
Big Data (for example, business networks,
cloud applications, the Internet of Things)
Massive improvements in hardware
(graphics processing unit [GPU] and
multicore)
Deep learning algorithms
Computers learn from data without
being explicitly programmed.
Machines can see, read, listen,
understand, and interact.
What is machine learning?
Why now?](https://image.slidesharecdn.com/capabilitycafe-impactofaimlver0-170921043615/85/Impact-of-Artificial-Intelligence-Machine-Learning-on-Workforce-Capability-21-320.jpg)
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Impact of Artificial Intelligence/Machine Learning on Workforce Capability
The document discusses the impact of artificial intelligence and machine learning on workforce capability and the HR landscape. It emphasizes the importance of optimizing capability through contextual knowledge, technology, and skilled personnel to achieve desired business outcomes. Additionally, it outlines various trends, challenges, and scenarios for integrating AI into human resources, highlighting the need for strategic adaptation and continuous learning in organizations.
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Impact of Artificial Intelligence/Machine Learning on Workforce Capability
- 1. 1 Thur, 21st September2017 12-1 PM, Sydney Ways to participate: • Q&A Box - comment, whinge & share • Twitter Backchannel - @capabilitycafe #AI/ML Knowledge Sharing Better Practices Experienced Panel Impact of Artificial Intelligence/Machine Learning on Workforce Capability
- 2. Introductions Adslot ANZ Articulate Consulting BaxterHealthcare Bayer Blackboard BNZ Canon Australia Career BluePrint CBA Coca-Cola Amatil Cochlear Create LMS DEDJTR Deloitte DHS e3 Learning EY GPC AP Health Care Services Corporation Hoffman Consulting IAG IMC Improvising Careers Intouch Solutions LearnD LLN In-Sight Macquarie Bank Maddocks Maura Fay Learning Ray Greenwood Machine Learning Architect SAP Australia and New Zealand Prashanthi Sylada Global Transition and Organization Change Adviser Jeevan Joshi Producer & Founder CapabilityCafé /LearningCafe Consultant - LearnD News Corp NSW Department of Education Pernod Ricard Winemakers Prometheus Workplace Solutions Qantas QBE Qudos Bank Rio Tinto safe patient system group Ltd SMS Management & Technology South West TAFE Sponge Uk Squiz SUNCORP SWTAFE Telstra Thiess tna solutions University of Santo Tomas Ventia WBC Westpac 100+ 50+ Registrations Organisations
- 3. Blog Magazine Webinars UnConference Twitter Linkedin Facebook Coffee Catch Ups Workshops Community ofCapability Professionals with a focus on implementing ideas Building Capability L&D Human Resources Workforce Planning Capability Managers Change Managers Future of Work
- 4. Context Culture Tools Frameworks Business Results Competencies Learning Capability Management CAPABILITY MANAGEMENT Ver0.8 • L&D • Workforce Planning • Acquisition & Recruitment • Organisation Design • Leadership • Engagement • Rewards inc Perf Mgt • Operations • IT • Shared Services Our definition of Capability is the combination of Knowledge and skills + right tools + context that allow the results to be delivered. We believe that desired business results cannot be optimally achieved without optimising the three legs of Capability.
- 5. JEEVAN JOSHI Producer &Founder at CapabilityCafé & LearningCafe
- 13.
- 14. Context Culture Tools Frameworks Business Results Competencies Learning Capability Management CAPABILITY MANAGEMENT Ver0.8 Context will be relevant to people aspects Tools will accommodate AI
- 17. CapabilityCafe’s Take onBusiness Adoption InventionExperimentAdopt 0 2 4 6 Chatbots for Admin Rec Engines Acquisition Voice Assistants e.g. Alexa, Google Home Virtual Personal Assistants Hybrid Capability Frameworks Aug Reality/ Virtual Reality Rec Engines - Learning Aug Reality/ Virtual Reality Rec Engines - Learning Rec Engines Acquisition
- 18. 3 Scenarios People Experts supported by Technology #1Remain People Experts supported by Technology We keep doing what we are good at. Improve tech enablement #2 People Experts manage impact on AI on People We keep doing what we are good at and take impact of AI on people in our remit. Learn more about AI #3 Hybrid Experts Integrate People & AI Capabilities We look after capability whether it is delivered by people or AI. Needs new mindset and skills.
- 19. Intelligent machines willreplace teachers within 10 years – SirAnthony Sheldon We always overestimate the change that will occur in the next 2 years and underestimate the change that will occur in the next 10 – Bill Gates
- 20. Market Trends –Digital Transformation Emerging systems of intelligence By 2018, of enterprise and ISV development will include AI or ML 75% By 2019, APIs will be the primary mechanism to connect data, algorithms, and decision services Embedded Machine Learning, Analytics providing built-in guidance Artificial Intelligence & Machine Learning, IoT, Insights Source: IDC.
- 21. Machine learning isthe reality behind artificial intelligence Big Data (for example, business networks, cloud applications, the Internet of Things) Massive improvements in hardware (graphics processing unit [GPU] and multicore) Deep learning algorithms Computers learn from data without being explicitly programmed. Machines can see, read, listen, understand, and interact. What is machine learning? Why now?
- 22. connecting People, Thingsand BusinessesIntelligently Integration Mobile Collaboration Big Data Business Process Innovation Connected Data Design Thinking Microservices APIs Real-time Analytics Natural Language IoT NetworksMachine Learning Experiences
- 23. How enterprise datais transformed into business value From data to insights Input Machine learning Output Train model Prepare data Apply model Capture feedback Text Image Video Speech … and more Services (such as invoice processing and profile matching) …and more Applications
- 24. An intelligent cloudhelping HR drive better business outcomes through Machine learning vision for HR Insights and Predictions Automation of routine tasks Guidance and Suggestions
- 25. Transformation of HR– from Talent Management to People Management From transactional work focused on automation and integrating their talent practices in early 2000s, now HR is focused on people management concerns such as employee engagement, teamwork, innovation and collaboration. Transactional work Strategic Business Partner Source: HR Technology Disruptions: The HR Software Market Reinvents Itself, Bersin by Deloitte, Deloitte Consulting LLP/Josh Bersin, November 2016 Automated Talent Management Automate Integrated Talent Management Integrate Engagement / Fit / Culture / Analytics Engage Empowerment / Performance / Leadership Empower 1990s- 2000s 2004-2012 2012-2015 2016+ Systems of Automation Practice-driven solutions Systems of Engagement Data-driven solutions Talent Management: • Integrated processes & systems • Talent as core to HR & business agenda People Management: • Focus on: • Culture • Engagement • Environment • Leadership • Empowerment • Fit
- 26. The Rapid Evolutionof Corporate Learning e-Learning & Blended Learning Course Catalog Online University Instructional Design Kirkpatrick Self-study Online Learning LMS as e-Learning Platform Talent Management Learning Path Career track Blended Learning Social Learning Career-Focused Lots of Topics LMS as Talent Platform Continuous Learning Video, Self-Authored Mobile, YouTube 70-20-10 Taxonomies Learning On-Demand Embedded learning LMS as Experience Platform Digital Learning Microlearning Real- Time Video Courses Everywhere Design Thinking Learning Experience Consumerlike Always On LMS is Invisible, Data-Driven, Mobile Intelligent Learning Intelligent Personalized Machine- Driven Formats Philosophy Users Systems 2001 2005 2010 2017 2020 We are here shift to an employee centric Digital Learning experience, driven by intelligent, personalized and machine-driven learning recommendations. traditional e-Learning LMS based systems in the early 2000s Source: The Disruption of Digital Learning: 10 Things We Have Learned, Bersin by Deloitte, Deloitte Consulting LLP/Josh Bersin, November 2016
- 27. Challenges Keeping Workersfrom Gaining Critical Skills & Knowledge The Problem is Context, Not Content 68% 34% 32% 23% 16% 12% Frequent change of information makes it difficult to find the most current information Inconsistency of information formats of sources makes it difficult to use/comprehend new information Dynamic nature of job roles makes it difficult to find sufficiently targeted or relevant information Job roles of conditions make it difficult to access sources of information Overwhelming volume of information makes it difficult to notice and keep track of useful information Lack of effective tools( such as search) makes it difficult to find the most useful information Content is no longer the problem. The key is contextualization and recommending useful content to the knowledge worker. Source: 1. The Contextualization of Learning Content , Bersin by Deloitte, Deloitte Consulting LLP/Dani Johnson, 2016 2. Bersin by Deloitte, 2014
- 28. Organizations that embracelearning outperform their competition more likely to be first to market greater employee productivity better response to customer needs better at delivering “quality products” more prepared to meet future demand more likely to be market share leaders Bersin & Associates, 2012 26% 37% 58% 34% 17% 46%
- 29. However, there arebarriers to learning adoption Sources: The State of Learning Measurement, Bersin by Deloitte, 2015; The Starr Conspiracy Unit Enterprise Learning Buyer 2014; Association Talent Development State of the Industry 2014 onlyArchaic Complex Ineffective
- 30. Learning Recommender helps employeesstay competitive by connecting them with personalized learning beyond traditional course catalogues to fit their learning goals and situation. Learning Recommender Personalized learning recommendations Talent development to build a better workforce Make better use the vast amounts of relevant and current content available Connect employees with personalized learning Help organizations create a culture of learning
- 31. Flight Risk helpsidentify key drivers and risks of attrition for more informed decision making Flight Risk Predictor Determining who is at risk of leaving and why Address flight risk before employees leave Target programs towards attrition drivers Identify key drivers of attrition in the organization Predict likelihood of leaving
- 32. Conversational HR isa new way to interact with a true digital assistant. Conversational HR An enhanceduser experiencewith HR Systems Embedded within SuccessFactors Quick answers or deeper conversations to get things done Natural language interface Interact via social collaboration platforms such as Slack, Skype and Facebook
- 33. Talent Acquisition MLServices Job MatchingResume Matching Job Standardization Job Analyzer
- 34. Summary This is justthe beginning… Machines learn from available data – collaborative data networks If you can’t measure the result, you can’t improve the automation Where is the line between creating and optimizing?
- 35. PRASHANTHI SYLADA Global Transitionand Organization Change Adviser
- 36. “ Will weconsider it unthinkable not to use intelligent assistants to transform recruiting, HR service centers, and learning and development? I believe the answer is yes. HR leaders will need to begin experimenting with all facets of AI to deliver value to their organizations. As intelligent assistants become more widely used in our personal lives, we will expect to see similar usage in the workplace.” - Bernard Tyson CEO Kaiser Permanante
- 37. Intersection of AIand Human Resources
- 38. Intersection of AIand Human Resources : Administrative Expert Transformative Employee Experience Mobile, Website, Facebook, WeChat, iMessage etc. Virtual, Greater Connectivity, Consistent Employee Experience HR Operations, Recruitment, Talent Development HR as an Administrative Expert Transactional Role of HR Demonstrate deep knowledge of labor laws Implement all requirements from changing legislation Builds and Maintains Employee Policies Introduce HRIS solutions and eliminates data entry Addresses Employee queries around policies and benefits
- 39. Case Study :Chat Bot Mya is an A.I. recruiting assistant that manages large candidate pools, giving FirstJob recruiters and hiring managers more time to focus on interviews and closing offers Mya can talk to thousands of candidates at once through SMS, Facebook, Skype, email, or chat Mya asks prescreen questions; responds to FAQs; delivers application progress updates; gives tips and guidance to candidates; alerts candidates when a position has been filled; and administers assessments and challenges Mya also provides useful information for recruiters and managers, ranking candidates from most qualified to least based on weighted factors like experience, recent activity, engagement, and other metrics According to FirstJob, Mya automates up to 75 percent of the qualifying and engagement process. As reported by Forbes, studies suggest that Mya improves recruiter efficiencyby 38 percent and increases candidate engagement by over 150 percent FirstJob: “Mya” FirstJob is an online-based recruiting firm that matches recent college graduates with entry-level jobs and internships by leveraging their existing social networks
- 41. Intersection of AIand Human Resources : Skills Required to Compete HR as a Change Agent Change Agent Strategic HR Role Responsible for Internal communications and Envisages and builds talent for future skills Facilitates Organization Change Redesigning the Work Place - Work design based on collaborative tasks as against collaborative roles - The integration of early artificial intelligence tools is also causing organizations to become more collaborative and team-oriented, as opposed to the traditional top-down hierarchal structures
- 42. AI is definitelynot eliminating jobs, it is eliminating tasks of jobs, and creating new jobs.” – Deloitte’s Human Capital Survey 2017 What is Next ? The Deloitte survey also found that 56% of respondents are already redesigning their HR programs to leverage digital and mobile tools, and 33% are utilizing some form of AI technology to deliver HR functions
- 43. Skills Needed toSucceed Practice 1: Leave Administration to AI Practice 2: Focus on Actionable Insights Practice 3: Treat Intelligent Machines as “Colleagues” – No need to race the machine Practice 4: Work Like a Designer Practice 5: Develop Social Skills and Networks
- 44. Skills Needed toSucceed Explore early. To navigate in an uncertain future, HR managers must experiment with AI and apply their insights to the next cycle of experiments. Adopt new key performance indicators to drive adoption. AI will bring new criteria for success: collaboration capabilities, information sharing, experimentation, learning and decision-making effectiveness, and the ability to reach beyond the organization for insights. Develop training and recruitment strategies for creativity, collaboration, empathy, and judgment skills. Those managers capable of assessing what the workforce of the future will look like can prepare themselves for the arrival of AI. They should view it as an opportunity to flourish.
- 45. LET US TALKTO THE PANEL AND YOU
- 46. www.capabilitycafe.com @capabilitycafe http://bit.ly/lcafefb blogs capability conversations free resources workshops UnConference2017 Sydney Melbourne Webinar recording, ebooks, capability frameworks Building Effective Employee Social Networks 46 Ideas@work Collaborations
- 47. Next Steps Join Special Interest Community Attend Workshops Attend UnConference Sydney CapabilityCafe LinkedInGroup Register interest www.capabilitycafe.com.au Register interest www.capabilitycafe.com.au