The document discusses how emerging technologies like wearable devices, the Internet of Things, data analytics, and robots will impact the future of work and the role of HR professionals. It outlines opportunities for HR to use new sources of data from technologies to improve health and wellness programs, workforce planning, production, customer service, and talent management. While these changes will make some professionals uncomfortable, they also open up new ways for HR to help organizations and better understand and manage their workforce.
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HR Technology In the Era of Drones, Robots, and Infinite Data
1.
2. Donât Fear the Future
HR Technology in the Era of Drones, Robots,
and Infinite Data
Steve Boese August 2014
3. Presenter Info
â˘âŻ Steve Boese
â˘âŻ Co-Chair HR Technology Conference
â˘âŻ HR Exec Magazine Technology Editor
â˘âŻ Co-Host of HR Happy Hour Show and Podcast
â˘âŻ Co-organizer HRevolution
â˘âŻ Blogger at Steveâs HR Tech
â˘âŻ Your New Best Friend
4. There are two ways to think about the future.
One
 way
 is
 to
 plan
 for
 a
 future
 that
 will
 be
Â
Â
only
 incrementally
 different
 and
 almost
Â
Â
indistinguishable
 from
 the
 present.
Â
Â
The
 better,
 (and
 more
 interesting)
 way
 is
 to
Â
envision
 a
 future
 that
 will
 be
 almost
Â
unrecognizable
 from
 today.
Â
Â
âThe
 future
 will
 be
 new
 enough
 that
 we
 will
Â
Â
be
 uncomfortable,
 we
 will
 be
 unprepared.â
Â
6. So what does this rapid acceleration in technology
innovation mean for the HR/Talent professional?
It
 means
 new
 ways
 of
 working,
 new
 sources
 of
 talent,
 and
Â
increasingly,
 new
 technologies
 that
 will
 make
 us,
Â
Â
at
 times,
 uncomfortable
Â
Â
Today,
 weâll
 discuss
 how
 some
 of
 these
 future
 technology
Â
trends
 and
 how
 they
 might
 help
 shape
 work
 and
 workplaces.
Â
Â
And
 by
 the
 end
 of
 the
 talk
 you
 will
 think
 I
 am
 crazy,
Â
Â
or
 that
 I
 just
 might
 be
 the
 sanest
 person
 you
 know
Â
7. 1.⯠Wearable
 technology
Â
2.⯠The
 Internet
 of
 Things
Â
3.⯠In
 Data
 We
 Trust
Â
4.⯠Making
 peace
 with
 the
 robots
Â
5.⯠Wrap-Ââup,
 Q&A
Â
Agenda
15. âWearâ is your opportunity in HR?
â˘âŻ Health
 and
 Wellness
 â
 Augmenta,on
 and
 expansion
 of
 organiza,onal
Â
wellness
 ini,a,ves.
 Manage
 challenges,
 track
 success
 against
 goals.
Â
Prove
 your
 âBiggest
 Loserâ
 jam
 is
 working.
Â
â˘âŻ Workforce
 planning
 and
 alignment
 â
 Ability
 to
 track
 responsiveness,
Â
fa,gue
 levels,
 outside
 s,mulus
 and
 then
 provide
 insight
 to
 make
Â
staďŹng
 plans
 and
 adjustments
Â
â˘âŻ Produc7on
 â
 Beam
 real
 ,me
 video
 from
 customer
 sites
 to
 HQ
 and
Â
team
 members
 for
 review
 and
 assistance.
 Crowdsource
 solu,ons.
Â
â˘âŻ Customer
 service
 â
 Facial
 recogni,on
 tech
 and
 insight
 to
 provide
Â
personalized
 service,
 tailored
 responses,
 and
 customer
 history.
Â
Movement
 trackers
 like
 iBeacon
 to
 alert
 staďŹ
 on
 customer
 movement,
Â
tendencies
Â
â˘âŻ Talent
 Management
 ââGlassâ
 applica,ons
 for
 interviewing,
 delivering
Â
learning
 content,
 and
 in
 onboarding
 apps.
 Huge
 poten,al
 here.
Â
20. â˘âŻ Connect GPS, vehicle sensors,
delivery statuses to transmit
route, driving, and performance
data to HQ
â˘âŻ Identify potential and emerging
issues with fatigue, stress, or
undetermined performance
problems
â˘âŻ Incorporate talent management
and coaching and mentoring
elements
â˘âŻ Compare data pre and post
interventions to assess
effectiveness
Example: The IoT at work
24. Where your data resides
Traditional sources of
HR/Talent Data:
HRIS, ATS, Talent Systems,
EE files, resume DBs, Excel files,
piles of paper on someoneâs
deskâŚ
Where new data actually
resides today:
Social networks, smartphones,
cloud storage services, personally
activated cloud productivity
services, with third partiesâŚ
26. Turn Data into Opportunity
â˘âŻ Hiring: Data science applied to
finding which candidates are best
fits and most likely to succeed
â˘âŻ Performance: Use data on historic
trends, employee profiles,
managerial impact to predict
performance
â˘âŻ Compensation: Data to determine
which compensation levers have
the most business/talent impact
â˘âŻ Retention: Flight risk identification
and suggested remedial actions
â˘âŻ Productivity: Quantify and track
success of new employees
33. â˘âŻ Industrial: Smarter, more flexible,
and cheaper robots like Baxter
â˘âŻ Healthcare: Companions for
elderly and sick, assistants for
human healthcare workers
â˘âŻ Service: Automated servers,
bartenders, cashiers, cooks, gas
station attendantsâŚ
â˘âŻ Agricultural: Tractors, pickers,
herding, fertilizing
â˘âŻ Knowledge work: Financial
advice, research, accounts,
customer service, telemarketing
The Robot in the next cube
34.
35. The Robot Opportunity
â˘âŻ First: Understand how/where/why
automation makes business sense
for your organization
â˘âŻ Next: Assess the ability and
applicability of increased automation
for your company scenarios
â˘âŻ Then: Step back to evaluate
workplace readiness and acceptance
of robot or other automation
technology
â˘âŻ Remember: Some theories suggest
the most productive outcome is
humans and robots working together
37. Wearables â You simply canât underestimate the impact that wearables can
have, especially for front line and field workers. Think about augmenting worker
capability and improving customer service.
IoE â As machines connect to the internet, communicate with each other, and
change how humans interact with them, ability to improve people performance
will be significantly enhanced. Think about how machine data can mashup with
people data to make better business decisions
Data â Every job in HR is going to become at least some kind of a data analysis
job. Since you will have more data than ever, think about what critical business
questions need to be answered. Think what could you do if you had the answer
toâŚ
Robotsâ While they seem kind of distant, allow yourself to think about a
workplace with much more robot/human interaction. Where could automation
make your company better, faster, and where is the technology heading?
That will enthuse or confuse
38. One last thingâŚ
The challenge is how do you
get your HR organization and
your leaders to think about
technology and people with a
slightly longer view.