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How Artificial Intelligence is disrupting and revolutionizing African HRM practices

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How artificial intelligence is disrupting and revolutionizing african hrm practices (Talent Acquisition; HRM Operating model and Learning and Development): Presentation at IPMZ Annual Convention

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How Artificial Intelligence is disrupting and revolutionizing African HRM practices

  1. 1. HOW ARTIFICIAL INTELLIGENCE (AI) IS DISRUPTING AND REVOLUTIONIZING AFRICAN HRM PRACTICES AND HRM’S RESPONSE CHARLES COTTER PhD, MBA, B.A (Hons), B.A www.slideshare.net/CharlesCotter IPMZ ANNUAL CONVENTION VICTORIA FALLS, ZIMBABWE 11 JULY 2019
  2. 2. PRESENTATION OVERVIEW • HRM DISRUPTION AND IT’S IMPLICATIONS –THE ALIBABA WAY (VIDEO CLIP) • THE AI REVOLUTION IN AFRICAN HRM – TA, L&D AND SPA • APPLYING THE COLLABORATIVE INTELLIGENCE ARCHITECTURE OF FUTURE WORKPLACES MODEL • STRATEGIC PERFORMANCE ADVISOR (SPA) – 4 PIVOTAL ROLES • EVIDENCE-BASED HRM – THE 7- POINT AFRICAN HRM TRANSFORMATION
  3. 3. PRESENTATION OVERVIEW • THE BUSINESS CASE FOR AI IN AFRICAN TALENT ACQUISITION • 10 WAYS IN WHICH AI IS REVOLUTIONIZING AND DISRUPTING AFRICAN TALENT ACQUISITION PRACTICES • 6 HIGH PRIORITY STRATEGIC AFRICAN L&D OBJECTIVES • THE FUTURE OF AFRICAN L&D • THE BUSINESS CASE FOR AI IN AFRICAN L&D PRACTICES • THE FUTURE OF HRM – ALI BABA OR THE 40 THIEVES?
  4. 4. HRM DISRUPTION - JUST 60 ROBOTS RUN THIS ALIBABA WAREHOUSE IN CHINA (WEF) • https://econ.video/2018/08/12/world-economic- forum-alibabas-automation/ • THE FUTURE OF HRM - ALI BABA OR THE 40 THIEVES? 4
  5. 5. IMPLICATIONS FOR HRM • Robots have increased productivity by 300% • Humans pack and dispatch orders • Robots are physically superior to humans (carry 500kg’s) • Robots are self-directed (laser system to avoid crashes) • Robots are autonomous (self charging) • Robots now perform 70% of the work in the warehouse • Is this the future of online shopping and deliveries? 5
  6. 6. FUTURE OF WORK “There are really three themes that’ll shape the future of talent, 1. Artificial Intelligence and automation, 2. the skills gap and 3. the rise of independent work.” (Jeff Weiner, CEO LinkedIn)
  7. 7. STRATEGICALLY CAPITALIZING ON AI – APPLING THE 3 A’s (MEISTER, 2018)
  8. 8. THE AI REVOLUTION IN AFRICAN HRM • AI HAS BEEN MOST INFLUENTIAL IN THE FOLLOWING THREE HRM VALUE CHAIN FUNCTIONS: ❑HR OPERATING MODEL/STRATEGIC PERFORMANCE ADVISOR ❑TALENT ACQUISITION ❑LEARNING AND DEVELOPMENT
  9. 9. 6 HIGH PRIORITY STRATEGIC HRM OBJECTIVES AND RELATED ROLES • #1: Attract, acquire and select top talent - promote a competent and competitive workforce i.e. quality of hire; Role: Cognitive and Intelligent Talent Broker • #2: Transform to a digitally-enabled HRM operating model and design an automated Knowledge Management System; Role: Strategic Performance Advisor (SPA) • #3: Future-proof the organization, by developing a measurement culture and generating real-time predictive business analytics and –intelligence; Role: Digital Futurist and –Analyst • #4: Develop an agile High Performance Organization (HIPO) culture and a high level of employee engagement; Role: Behavioural Economist • #5: Mainstream HRM into core business processes, by offering business valued solutions to key organizational problems Role: Innovative solutions architect • #6: Develop a HRM Governance framework, processes, principles and promote an ethical organizational culture, espousing and enacting core company values. Role: Advocate, Custodian and Steward of governance and ethics
  10. 10. BUSINESS INTELLIGENCE (Level 3 of strategic HRM maturity – transformational) HRM STRATEGY (Level 4 of strategic HRM maturity – strategic) HRM GOVERNANCE (Level 1 of strategic HRM maturity – traditional) WORKPLACE ADVOCACY (Level 2 of strategic HRM maturity – transactional) STRATEGIC PERFORMANCE ADVISOR (Cotter, 2019) STRATEGIC TRANSACTIONAL CURRENT FUTURE-FOCUSED FRAMEWORK PREDICTIVE ANALTYTICS
  11. 11. STRATEGIC PERFORMANCE ADVISOR (SPA) – 4 PIVOTAL POINTS (COTTER, 2019) • HRM Strategy (e.g. embedding HR strategy into business strategy; the use of strategy maps; adopting a strategic mindset and applying strategic management principles and processes) - strategic/future-focused; • Business Intelligence (e.g. competitive predictive HR metrics and analytics; future- proofing the business model; creating HIPO; applying evidence-based HRM; knowledge management and trouble-shooting solutions architects) strategic/current; • Workplace Advocacy (e.g. Employee engagement; employee voice; employee retention; succession planning; creating a workplace culture of ambassadors; mainstreaming HRM and future-fit employees) - transactional/future-focused and • HRM Governance (e.g. HR policies and procedures; HR/people risk management, compliance with ethics and King IV corporate governance principles and -Human Capital reporting and HR Auditing) - transactional/current.
  12. 12. 7-POINT HRM TRANSFORMATION (COTTER PhD, 11 JANUARY 2019) • "In order to be feasible, to prosper professionally in 2019 and to be future-fit, HRM will have to exchange the currency in which they trade from old notes to noteworthy, Industry 4.0 and business relevant denominations and value. Specifically, this change translates from: • 1. feelings to facts; • from 2. anecdotal to analytical; • from 3. hindsight to foresight; • from a 4. business tributary to mainstream; • from 5. intuition to intelligence;
  13. 13. 7-POINT HRM TRANSFORMATION (COTTER PhD, 11 JANUARY 2019) • "In order to be feasible, to prosper professionally in 2019 and to be future-fit, HRM will have to exchange the currency in which they trade from old notes to noteworthy, Industry 4.0 and business relevant denominations and value. Specifically, this change translates from: • from 6. best practice (imitation) to next practice (innovation) and ultimately, • from 7. a cost to a profit centre. • Generally, this 7-point transformation means an upgrade to Evidence-based HRM."
  14. 14. TRANSFORMING FROM DATA TO (STRATEGIC BUSINESS) IMPACT
  15. 15. THE CHANGING FACE OF RECRUITMENT
  16. 16. AGREE OR DISAGREE? WHY?
  17. 17. THE FUTURE OF HRM • Transform from recruitment to Talent Acquisition: ❑Acquire talent faster ❑Acquire better quality talent ❑Acquire talent more intelligently (smarter) • Q1: So how strategic is HRM? • SPA Diagnostic survey: https://www.surveymonkey.com/r/BXRKRXG • Q2: Is AI the solution – the driver/accelerator of change?
  18. 18. OVERALL SURVEY FINDINGS (COTTER, 2019) HRM/L&D Value chain process Number of respondents (N) Mean Score Relative Difficulty ranking Standard deviation Level of Strategic Maturity #1: Strategic Performance Advisor (SPA) 267 62.0% 8 17% Level 2 (Transactional)
  19. 19. HOW HAS RECRUITMENT CHANGED? (COTTER, 2017) • Savvy, future-focused recruiters have transitioned from face-to-face recruitment to facilitating the interface between people and technology, which is at the coalface of business strategy. • Smart recruiters have to transform to “behavioural economists.” • Next level (future-fit) recruitment in the Gig Economy? • The employment landscape has changed from “talent wars” – battlefield to a “talent economics” – trading floor.
  20. 20. NEXT LEVEL (FUTURE-FIT) RECRUITMENT (COTTER, 2017) • The Strategic Recruiter • The Social Recruiter • The Analytical Recruiter • The Cognitive/Intelligent Recruiter
  21. 21. DELOITTE’S HCM TRENDS 2017 – THE RISE OF THE COGNITIVE RECRUITER • Leveraging new technologies—from social to cognitive • Evolution toward cognitive capabilities that build on mobile and cloud technologies, as well as social networks e.g. LinkedIn. • The more innovative ideas and solutions are centered around cognitive technologies such as artificial intelligence (AI), machine-to-machine learning, robotic process automation, natural language processing, predictive algorithms and self-learning. • Chatbots are becoming popular, including the recently launched Olivia, which guides candidates through an application process with sequenced questions.
  22. 22. DELOITTE’S HCM TRENDS 2017 – THE RISE OF THE COGNITIVE RECRUITER • IBM’s AI pioneer, Watson, is now moving into the space with three new technologies: ❑ A machine learning platform that ranks the priority of open requisitions; ❑ Social listening for an organization’s and competitors’ publicly available reviews on Glassdoor, Twitter, and newsfeeds and ❑ A tool that matches candidates to jobs through a “fit score” based on career experiences and skills. • These technologies take pre-existing social data and information and then apply advanced cognitive capabilities to deliver actionable analysis.
  23. 23. THE BUSINESS CASE FOR AI IN TALENT ACQUISITION • A.I. is empowering recruiters today to become smarter and more efficient by reinventing the hiring process. • #1: Machines as matchmakers • #2: Using AI to reduce unconscious bias • #3: Liberating employers to focus on the human side of hiring • #4: Improved Candidate Experience • #5: Faster Time to hire - AI streamlines the recruiting process by automating high-volume and often time-consuming tasks
  24. 24. THE BUSINESS CASE FOR AI IN TALENT ACQUISITION • #6: Superior engagement with passive candidates • #7: Balancing recruitment risk • #8: Improved quality of hire • #9: Real-time skill-set testing and evaluation • #10: Measure the impact of new hires over time
  25. 25. 10 WAYS IN WHICH AI IS REVOLUTIONIZING TALENT ACQUISITION PRACTICES • #1: SOURCING OF CANDIDATES • #2: PROGRAMMATIC JOB ADVERTISING • #3: CANDIDATE OUTREACH • #4: CANDIDATE EXPERIENCE AND RELATIONSHIP BUILDING (JOB SHOPPERS) • #5: AI-POWERED ASSISTANTS (CHATBOTS) AND MACHINE LEARNING ASSISTING APPLICATION
  26. 26. AGREE OR DISAGREE? WHY?
  27. 27. 10 WAYS IN WHICH AI IS REVOLUTIONIZING TALENT ACQUISITION PRACTICES • #6: PROMOTING EFFICIENCY • #7: CV SCREENING • #8: DEEPER AND RICHER CANDIDATE INSIGHTS • #9: ELIMINATING UNCONSCIOUS HUMAN BIAS BY MEANS OF PREDICTIVE ANALYTICS • #10: ADVANCED COMPETENCY TESTING
  28. 28. DELOITTE HUMAN CAPITAL TRENDS (2019)
  29. 29. AGREE OR DISAGREE? WHY?
  30. 30. 6 HIGH PRIORITY STRATEGIC L&D OBJECTIVES • #1: Develop a competent and competitive workforce, through targeted and sustainable skills development programmes; • #2: Craft a Strategic Learning Value Proposition (LVP), based on the provision of just-in-time, business-valued learning solutions; • #3: Future-proof the organization, by developing a L&D measurement culture and generating real-time, predictive business analytics and –intelligence; • #4: Design a digital, 4-G Knowledge Management System (KMS) and promote a knowledge sharing and skills transfer learning ecosystem; • #5: Develop an agile and innovative High Impact Learning Organization (HILO) culture and • #6: Mainstream L&D into core business processes and systems, by transforming to a Strategic Learning Partner (SLP).
  31. 31. THE FUTURE OF L&D • Strategic goal: To transform to be a Strategic Learning Partner (role) - Strategic objective: Refer to the 6 strategic L&D objectives • Q1: So how strategic is L&D? • SLP Diagnostic survey: https://www.surveymonkey.com/r/VW6NC5W • Transform from training to L&D navigation: ❑ Learn more intelligently (smarter) ❑ Learn more economically ❑ Learn with impact ❑ Learn faster • Q2: Is AI the solution – the driver/accelerator of change?
  32. 32. OVERALL SURVEY FINDINGS (COTTER, 2019) HRM/L&D Value chain process Number of respondents (N) Mean Score Relative Difficulty ranking Standard deviation Level of Strategic Maturity #6: Strategic Learning Partner (SLP) 154 64.6% 10 14% Level 3 (Transformational)* *Rounded up
  33. 33. THE FUTURE OF LEARNING • Companies are finding that AI is allowing them to succeed more than their competitors that don’t use AI. • AI is a driver of the future of learning and the disruption of digital learning.
  34. 34. THE FUTURE OF LEARNING AND DEVELOPMENT (COTTER, 2018) • #1: Transition from e-learning to mobile (m)-learning • #2: More video-based, on-demand micro-learning • #3: Learners taking more ownership and responsibility for their learning • #4: More use of Virtual Reality in the traditional learning space • #5: Technology-enabled and digital learning devices – the rise of Augmented Learning • #6: Transition from training facilitators to Learning Navigators
  35. 35. THE FUTURE OF LEARNING AND DEVELOPMENT (COTTER, 2018) • #7: Less focus on learning content and more focus on the learner experience • #8: Less focus on learner assessment and qualifications and more focus on holistic application and transfer of learning • #9: Less formal training and more focus on social and experiential learning (refer to the 70-20-10 model of learning) • #10: Transition from books to MOOC’s • #11: Transition from digital learning to Intelligent learning • #12: Use of a Strategic L&D Scorecard and adoption and implementation of the Strategic L&D Conceptual Framework (Cotter, 2017).
  36. 36. THE BUSINESS CASE FOR AI IN L&D • #1: Personalization - More individualized learning experiences (Lx) - AI creates immersive, engaging and meaningful experiences, not lessons e.g. Google's AlphaGo • #2: Gap Analysis - AI emphasizes areas that need improvement and provides recursive feedback for such improvement • #3: Acceleration - With machine learning, the ability of employees to move from novice to expert will be fast-tracked, collapsing the development timeline from years to months. • #4: Assessment - AI creates intuitive, intelligent tests and quizzes. AI will also make it possible to assess and recommend tailored learning solutions quickly. • #5: Accessibility and Multiple Learning Interfaces (MLI) – AI creates smarter learning interfaces for employees e.g. 3D, virtual reality and simulation. AI is an enabler of learning on-demand and curates and recommends learning content just as needed.
  37. 37. THE BUSINESS CASE FOR AI IN L&D • #6: Optimization of comprehension and retention - AI will also begin to be used as virtual mentors more to increase the number of experiential learning employees are put through to ensure their comprehension and retention of the learning material is effective. Feedback loops and ongoing, automated performance support provide reinforcement and practice that can extend skills development. • #7: Trouble shooting and Adaptation - Learning and Teaching software is adaptive to relationships, abstract concepts, real-world use and individual learning related requirements of a learner. The benefit of AI comes from its ability to evaluate, learn and adopt a dynamic strategy – AI solves problems that baffle most humans. • #8: Productivity and Flexibility - By using online training modules, employees can remain at their desks and still engage the material thoroughly. The flexibility allows them to choose a time where they won’t be preoccupied with work commitments that can all serve as a learning distraction. AI allows managers to provide more training at a significantly lower cost. • #9: Accuracy of Measurement - AI measures employee engagement more effectively and compares the results to determine if the program is doing its intended job. • #10: Business Intelligence and Predictive Analytics – AI creates more detailed reports on training effectiveness and ROI.
  38. 38. FUTURE-FOCUSED AFRICAN L&D QUESTIONS • QUESTION 1: COULD AI TRAIN HUMANS? ❑ YES, Just like human tutors can do, intelligent tutoring systems are able to understand the style of learning preferred by students. They are also able to gauge the amount of knowledge that a learner already has. ❑ All this data and analysis is being used to deliver instructions and support that is created specifically for that learner. • QUESTION 2: COULD AI REPLACE TRAINERS? ❑ no way that going online completely is going to solve all the problems with corporate education now - the human factor would always be important. Technology would never drive trainers completely out of the fray. ❑ A more likely scenario, would be trainers, skilled in the ways of using technology, driving the usage of AI based on the needs of their learners. ❑ TRAINERS WILL BECOME LEARNING NAVIGATORS ❑ AUGMENTED LEARNING • Counterpoint: Refer to the link: https://www.linkedin.com/pulse/5-reasons-why-virtual-reality-related- devices-unlikely-charles-cotter/ 47
  39. 39. CONCLUSION – ALI BABA OR THE 40 THIEVES? • Key points • Summary • Question and Answer session
  40. 40. ALTERNATIVE VIDEO CLIPS • https://www.bbc.com/news/av/technology-43292047/burger-flipping-robot- begins-first-shift (CALI GROUP - Burger-flipping robot begins first shift – BBC news) • https://www.youtube.com/watch?v=vZ9tZW5qo-o • https://www.youtube.com/watch?v=ndHbwMCDS-g (A Japanese insurance company is replacing 34 workers with Artificial Intelligence – WEF) https://www.youtube.com/watch?v=ZQYc_eZsD0A (Walmart's: shelf-scanning robots to patrol the aisles)
  41. 41. CONTACT DETAILS

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