The New Machine Age Implications for HR Professionals Dr. Paul Golding, Associate Professor & Dean

Transcription

1 The Human Resource Management Association of Jamaica Conference 35 T heme: Transfor ming O rgani zations Executing C reative People Strategy The New Machine Age Implications for HR Professionals Dr. Paul Golding, Associate Professor & Dean College of Business and Management, University of Technology, Jamaica

2 Human Resources Management Defined: The organizational function that deals with recruiting, managing developing and motivating people, including providing functional and specialized support systems for employee engagement and managing systems to foster regulatory compliance with employee and human rights standards (Strandberg Consulting 2009).

3 The First Wave: Three Phases not necessarily distinct: 1. Automation: computerizing processes to speed up existing task, improve efficiency 2. Rationalization: improves efficiency 3. Business Process Re-engineering: eliminate repetitive, paper intensive task, significantly reduce cost and improve product/service quality

4 The First Wave: Three Phases has resulted in the following: Human Resources Information Systems (HRIS) ehrm Cost Decrease Increase efficiency Communication and collaboration Competency Management Knowledge management e-learning Virtual recruitment Self service Teleworking

5 New Wave: Paradigm Shift: Threatens the nature and role of HR in the Organization Factors influencing the rapid Change Disruptive innovations are creating new industries and business models and destroying old ones.

6 We are living in a time of astonishing progress in digital technologies.

7 Let me introduce you to BIG-E

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9 Factory Use of Robotics Banking Healthcare Creative Industry Cattle Farming (Milking a cow)

10 Self-Driving Cars

11 Voice Recognition College of Business and Management, University of Technology, Jamaica

12 IBM Supercomputer Watson beats Jeopardy Champions College of Business and Management, University of Technology, Jamaica

13 3D Printing FOOTWEAR FLATWARE CLOTHING FOOD College of Business and Management, University of Technology, Jamaica

14 College of Business and Management, University of Technology, Jamaica

15 Online Dating Sites

16 Internet of Things/Internet of Everything Where are we going? College of Business and Management, University of Technology, Jamaica

17 Wearables Worn on the wrist or on clothing, wearable devices can track your physical activity, energy expenditure and even tell you about how you're sleeping. These devices are the latest technology to take the world by storm, with predictions that there will be more 68.1 million of them sold by the end of this year. By 2018, the wearables industry is projected to be worth $50 billion.

18 Demographic Trends Aging Population Fitter Population Older staff in workforce

19 Demographics Population Trends: Under 4 209, Under , , , , and over 217, Total 2,697,983 2,607,634 Source: STATIN

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21 So what s in the future of the Workplace?

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23 3. Business Process Reengineering: eliminate repetitive, paper intensive task, significantly reduce cost and improve product/service quality New Business Models: The First Wave: Three Phases not necessarily distinct: 1. Automation: computerizing processes to speed up existing task, improve efficiency 2. Rationalization: improves efficiency

24 New Business Models: Work Exchange Sites

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39 Consequences Major shift in management practices to accommodate rapid change Workers will require flexibility, autonomy and varied challenges in return for working on short-term contractual basis Shift away from the thinking that we learn one profession, have one job and stay in it for years

40 Consequences Many of the roles and job titles of tomorrow will be ones we ve not even thought of yet Workforces become more diverse and people work longer; traditional career models may soon be a thing of the past.

41 If you know the technological implications that exist, how can this be leveraged for HR success?

42 Implications for HR: Perception/reality of HR being a passive, service-oriented function will have to change Talent Attraction: Technology provides the solution to finding and evaluating contractors as suppliers of key skills. Commercial terms are offered for a specific task. A company s reputation within networks and online recruitment markets is crucial in attracting talent Issues How to identify and attract the contract staff needed to meet different objectives How to verify the authenticity of the data being used to select staff How to effectively non-owned resource Legal relationship between company and contract staff

43 Implications for HR: Reward and performance: Contract-based pay for projects is the norm. Results-based or buy-in contracts are also common. Negotiation skills are vital. People are expected to have their own brands and sell their skills to those who need them

44 Implications for HR: Learning and development: Individuals develop their own skills. Professional guilds will re-emerge and certify skills alongside online references and performance rankings.

45 Implications for HR: Role of HR: Will HR focus on sourcing contractors and negotiating the contracts, along with performance management and project economics? Role of Technology in Managing People: Creating virtual collaboration.

46 Maximizing Impact for HR Excellence Action for Future Skills Change your mind-set regarding the nature of work. Take greater personal responsibility for acquiring and continuously updating skills. Be open to and take advantage of new and different approaches to learning. College of Business and Management, University of Technology, Jamaica

47 Maximizing Impact for HR Excellence Action for Future Skills Be willing to jump across specialist knowledge boundaries. Focus on development of key skills and attributes that will be at a premium in future (resilience, adaptability, resourcefulness, enterprise cognitive skills, core business skills). Integrate tech tools into routine. Traditional duties expanded. College of Business and Management, University of Technology, Jamaica

48 Is HR Ready? The effectiveness with which your organisation plans people management for the long-term will be critical to its long-term viability, ensuring you have the right people, with the right skills, in the right places to realise your evolving goals. Think too much in the short-term and you may find yourself on the back foot, unable to catch up with sudden shifts in your marketplace. (PwC 2014)

49 Is HR Ready: How will the definition of HRM Change? The effectiveness with which your organisation How will the function change? plans people management for the long-term will be critical to its long-term viability, ensuring you have the right people, with the right skills, in the right places to realise your evolving goals. Think too much in the short-term and you may find yourself on the back foot, unable to catch up with sudden shifts in your marketplace. (PwC 2014)

50 Stay on top of tech trends to increase your potential and to maintain competitiveness and Human Resource excellence. College of Business and Management, University of Technology, Jamaica