The robots aren't coming, they're here—jumping off the pages of science fiction into the workplace, disrupting jobs and changing the environment. Automation, AI, machine learning and other technologies allow humans to work on high-value tasks, which can significantly boost productivity, reduce errors and waste, and promote employee engagement . But what are the ethical traps that organizations and individuals face? How can HR lead the way?
- A crash course in the future of work.
- Good versus evil outcomes from AI and other technologies.
- What HR must do to keep the human in HR.
HR technology is not going away; in fact, it might be the most sought-after HR competency right now. Gone are the days when HR could just sit back and let the IT or finance departments select which technologies we use. Senior leadership now expects HR to be well schooled in the technology being used currently, and to keep up with technology that the organization will need to lead its people practices into the future. This session explains what you need to know, what you don’t need to know, and what you should be keeping your eye on in the fast-moving HR tech landscape.
- Which HR technologies will have the most impact on the HR function in the future.
- How to control a HR tech demo to get the most out of it in the least amount of time.
- What HR tech vendors don’t want you to know about their products and pricing.
Many HR professionals are afraid of technology, but we shouldn't be. Even those of us with limited knowledge in this area or who are working in small to nonexistent HR departments can use technology to our advantage, making not only our lives easier, but also the lives of our managers and employees. Be inspired by the example of a 500-employee, 35-location wholesale distribution company that transformed its HR functions with new technology and just two (and a half) team members.
- How to find hidden money in existing contracts to pay for technology upgrades.
- How to leverage your broker relationship for maximum value.
- How to source and select potential technology vendors.
- How to convince the C-suite of the need for new technology.
The future workforce will consist of three segments: traditional, agile, and AI “workers.” The latter two are the faster-growing by far—driven by employee preference, financial pressure, and the ability to pivot at moment's notice. Within the next few years, 40 percent of a business’s workforce should be agile: deployable at any time. Companies need to effectively utilize agile workers, delivering experience to them in exchange for output; in return, the employer will have a group of employees willing to have another work experience with them in the future. Companies can use a more demand-based employment model, contracting with workers who possess the skills for the task at hand as well as an agile, results-first mentality. HR leaders should rethink and redesign their employment models to ensure business sustainability, helping hiring managers see how companies’ needs can be met by non-full-time employees.
- Understand why and how to make AI, robotics and automation a true employee segment, using it as a scalable means of handling entire tasks and interactions (and anticipating more than small efficiency gains).
- Uncover which functions are prime for agile workers—even core functions capable of being completed as tasks and projects by contractors or AI, rather than by full- or part-time dedicated employees—and model an ideal employee/function mix based on the outputs your company needs.
- Learn how to set up an infrastructure for agile workers, starting with the hiring and evaluation processes, and break with the traditional way of evaluating employees; longevity and promotions can't be the mechanism by which people are judged for a job.
- Find out how to tap into the existing pool of agile talent, and cultivate a talent network based on resources that employers have been leveraging for years (such as alumni networks, reverse-mentoring and referrals).
- Gain insight into how to sell the agile workforce to management and talent acquisition, since it's a lucrative relationship for both; employees can benefit in terms of finances, diversity and work-life balance.
- Lay the foundation for an agile workforce model that leverages artificial intelligence (AI), project-based, and full-time employees.
With more and more HR technology providers spotlighting artificial intelligence (AI) to automate HR tasks, what skills will be necessary in the workplace of tomorrow for delivering value as an HR leader? Insights from research and interviews with executives inform the answer to this question, pinpointing the key competencies that HR leaders should prioritize.
- Identify the skills and competencies necessary for HR leaders to succeed in an automated workplace.
- Examine some of the key developments impacting HR technology.
- Recognize how AI is enabling HR to become more human, not less.
As AI finds its way into the workplace, HR needs to take on a leadership role in pioneering how its use will transform every aspect of the employee lifecycle (including candidate screening and sourcing, new-hire onboarding, employee engagement, career development, performance management, internal talent mobility, coaching and more). Early-adopter HR leaders are deploying AI across a range of HR solutions and realizing sizable business results for their organizations. The latest research conducted among 600 heads of HR reveals the many benefits and barriers of AI inside the enterprise. Discover the new HR job roles, skills and training programs that utilize AI, and learn a new framework for developing your AI strategy and assembling your team to create a shared vision. The presentation conclydes with a call to action for HR to be a change agent and catalyst, preparing the organization for the new world of work.
- The fundamentals of AI, machine learning and deep learning, and their many workplace applications.
- HR case studies detailing how HR pioneers across industries and company sizes are utilizing AI to enhance the candidate and employee experience.
- An examination of the AI technology landscape, profiling HR solutions organized by function, plus the criteria for making the build-versus-buy decision.
- A five-step strategic framework to get started using AI for HR, including creating urgency, identifying a business problem that AI can solve, assembling a cross-functional team of stakeholders, and developing AI proofs of concepts to leverage for HR.
- A discussion of the new job roles emerging over the next decade, making use of both technical and human skills, as AI is integrated across the workplace.
Technology can help free you from “administrivia” so you can focus on strategic goals. Discover why technology is important to HR. Learn how to use a seven-step framework to select the right technical solution, then how to write an effective business case to justify the investment to decision-makers. Analyze the structure of a business case, explore your needs to support HR, and learn how to calculate return on investment (ROI) to support your case.
- How to develop a business case to propose a change within the organization.
- How to evaluate the ROI of a proposed solution.
- How to effectively communicate a business proposal to key stakeholders.