How Machine Learning is Revolutionizing Digital Enterprises

How Machine Learning is Revolutionizing Digital Enterprises

According to the prediction of IDC Futurescapes, two-thirds of Global 2000 Enterprises CEOs will center their corporate strategy on digital transformation. A major part of the strategy should include machine-learning (ML) solutions. The implementation of these solutions could change how these enterprises view customer value and internal operating model today.

If you want to stay ahead of the game, then you cannot afford to wait for that to happen. Your digital business needs to move towards automation now while ML technology is developing rapidly. Machine learning algorithms learn from huge amounts of structured and unstructured data, e.g. text, images, video, voice, body language, and facial expressions. By that it opens a new dimension for machines with limitless applications from healthcare systems to video games and self-driving cars.

In short, ML will connect intelligently people, business and things. It will enable completely new interaction scenarios between customers and companies and eventually allow a true intelligent enterprise. To realize the applications that are possible due to ML fully, we need to build a modern business environment. However, this will only be achieved, if businesses can understand the distinction between Artificial Intelligence (AI) and Machine Learning (ML).

Understanding the Distinction Between ML and AI

Machines that could fully replicate or even surpass all humans’ cognitive functions are still a dream of Science Fiction stories, Machine Learning is the reality behind AI and it is available today. ML mimics how the human cognitive system functions and solves problems based on that functioning. It can analyze data that is beyond human capabilities. The ML data analysis is based on the patterns it can identity in Big Data. It can make UX immersive and efficient while also being able to respond with human-like emotions. By learning from data instead of being programmed explicitly, computers can now deal with challenges previously reserved to the human. They now beat us at games like chess, go and poker; they can recognize images more accurately, transcribe spoken words more precisely, and are capable of translating over a hundred languages.

ML Technology and Applications for Life and Business

In order for us to comprehend the range of applications that will be possible due to ML technology, let us look at some examples available currently:

  • Amazon Echo, Google Home:
  • Digital assistants: Apple’s Siri, SAP’s upcoming Copilot

Both types of devices provide an interactive experience for the users due to Natural Language Processing technology. With ML in the picture, this experience might be taken to new heights, i.e., chatbots. Initially, they will be a part of the apps mentioned above but it is predicted that they could make text and GUI interfaces obsolete!

ML technology does not force the user to learn how it can be operated but adapts itself to the user. It will become much more than give birth to a new interface; it will lead to the formation of enterprise AI.

The limitless ways in which ML can be applied include provision of completely customized healthcare. It will be able to anticipate the customer’s needs due to their shopping history. It can make it possible for the HR to recruit the right candidate for each job without bias and automate payments in the finance sector.

Unprecedented Business Benefits via ML

Business processes will become automated and evolve with the increasing use of ML due to the benefits associated with it. Customers can use the technology to pick the best results and thus, reach decisions faster. As the business environment changes, so will the advanced machines as they constantly update and adapt themselves. ML will also help businesses arrive on innovations and keep growing by providing the right kind of business products/services and basing their decisions on a business model with the best outcome.

ML technology is able to develop insights that are beyond human capabilities based on the patterns it derives from Big Data. As a result, businesses would be able to act at the right time and take advantage of sales opportunities, converting them into closed deals. With the whole operation optimized and automated, the rate at which a business grows will accelerate. Moreover, the business process will achieve more at a lesser cost. ML will lead businesses into environs with minimal human error and stronger cybersecurity.

ML Use Cases

The following three examples show how ML can be applied to an enterprise model that utilizes Natural Language Processing:

  • Support Ticket Classification

Consider the case where tickets from different media channels (email, social websites etc.) needs to be forwarded to the right specialist for the topic. The immense volume of support tickets makes the task lengthy and time consuming. If ML were to be applied to this situation, it could be useful in classifying them into different categories.

API and micro-service integration could mean that the ticket could be automatically categorized. If the number of correctly categorized tickets is high enough, a ML algorithm can route the ticket directly to the next service agent without the need of a support agent.

  •  Recruiting

The job of prioritizing incoming applications for positions with hundreds of applicants can also be slow and time consuming. If automated via ML, the HR can let the machine predict candidate suitability by providing it with a job description and the candidate’s CV. A definite pattern would be visible in the CVs of suitable candidates, such as the right length, experience, absence of typos, etc. Automation of the process will be more likely to provide the right candidate for the job.

  • Marketing 

ML will help build logo and brand recognition for businesses in the following two ways:

  1. With the use of a brand intelligence app, the identification of logos in event sponsorship videos or TV can lead to marketing ROI calculations.
  2. Stay up to date on the customer’s transactions and use that behavior to predict how to maintain customer loyalty and find the best way to retain them.

How Enterprises Can Get Started Implementing Machine Learning

Businesses can step into the new age of ML and begin implementing the technique by letting the machines use Big Data derived from various sources, e.g. images, documents, IoT devices etc to learn. While these machines can automate lengthy and repetitive tasks, they can also be used to predict the outcome for new data. The first step in implementation of ML for a business should be to educate themselves about its nature and the range of its applications. A free openSAP course can help make that possible.

Another step that can bring a business closer to ML implementation is data preparation in complex landscapes. The era of information silos is over and there is an imperative need for businesses to gather data from various sources, such as customers, partners, and suppliers. The algorithms must then be provided open access to that data so they can learn and evolve. The Chief Data Officer of the company can oversee the ML integration process.

To start with completely new use cases for Machine Learning is not easy and requires a good understanding of the subject and having the right level of expertise in the company. A better starting point for many companies would be to rely on ML solutions already integrated into standard software. By that it will connect seamless with the existing business process and immediately start to create value.

Lastly, businesses should start gathering the components necessary for building AI products. Among the requirements would be a cloud platform capable of handling high data volume that is derived from multiple sources. The relevant people are as important to this step as are the technology and processes. After all, they would be the ones who will be testing the latest digital and ML technologies.

If you want more information on SAP Machine Learning, then go here to subscribe to the webinar on Enabling the intelligent Enterprise with Machine Learning.

The presenters include Dr. Markus Noga: VP Machine Learning Innovation Center Network, SAP SE. You can follow him on Twitter. Ronald van Loon is the other presenter for the webinar. Mr. van Loon is counted among the Top 10 Big Data expert and is an IoT Influencer. You can also follow him on Twitter.


Source: How Machine Learning is Revolutionizing Digital Enterprises | Ronald van Loon | Pulse | LinkedIn

How Conversation Bridges the Gap Between Job Description and Job Seeker

How Conversation Bridges the Gap Between Job Description and Job Seeker

Written by Bailey Newlan, Content & Growth Marketer at Wade & Wendy.

From Ambiguity to Clarity, Through Conversation

Resumes, social profiles and job boards are two-dimensional tools used to present four-dimensional individuals. Each is incapable of communicating your whole story. You are more than a string of keywords and you are more than the templated “Experience” section on LinkedIn.

When people are boxed into these two-dimensional frames, valuable context is lost, leading to a series of frustrating interactions between job seeker and hiring manager. On average, it takes 52 days to fill an open position — a drawn out process wrought with miscommunication and missed opportunities.

How do you communicate the abstract in one bullet or less?

For any given bullet point on a resume, there are a hundred ways to say it. For example:

  • Used Java to build features for a platform
  • Supported a platform with Java
  • Chose Java to build a platform on

Each effectively showcases experience with Java. But, what is a job seeker’s relationship to Java and how does that exhibit what they can really do? Yes, the Java requirement is met, but what kind of person is best-suited for the role? The keyword “Java” falls short of showing how a job applicant and the job itself fit together. This form of static representation is fundamentally limited due to the job seeker’s inability to provide context around their skills, passions, motivations and career goals.

How can you land your dream job when using vague language to apply to an equally vague job description?

Job descriptions are two-dimensional and fall short of providing job seekers clarity around a position. To cast a wide net, job descriptions are often written with vague requirements — carefully crafted with generic keywords, so as not to discourage anyone from applying. Naturally, this results in unclear expectations. Another issue arises when goals and needs shift, yet the job description remains the same. Unfortunately, this kind of moving target is all too common.

This widening chasm between what a job description says and what hiring managers are really looking for in an applicant causes job seekers to create vague resumes and profiles to ensure they will not be overlooked.

By summing oneself up in a string of bullet points, laden with just the right keywords, context is lost and true understanding is clouded. Having to position yourself to meet a set of vague requirements, neutralizes the magic of you.

What can we do about this?

On both sides of the hiring process, there are fundamental flaws. Only by bridging the information gap that presently exists between hiring managers and job seekers, can we:

  1. Facilitate better understanding of a job outside of its description
  2. Better understand a job seeker outside of his or her resume

This is best achieved through conversation. Flowing dialogue and follow-up questions are effective mechanisms for drilling down and extracting the “Why” and the “Who are you really?” Going past the resume and job description allows both job seekers and hiring managers to make better decisions. We must go beyond the two-dimensional modes of expression. We must find clarity. We need better conversations.

About the Author:

Bailey Newlan, Content & Growth Marketer at Wade & Wendy

Bailey Newlan is the Content & Growth Marketer at Wade & Wendy, a New York City-based startup on a mission to make hiring more human. Wade & Wendy’s artificially intelligent chatbot personalities bring clarity and simplicity to the hiring process. Wade is an always-on career guide for job seekers, while Wendy assists hiring managers throughout the recruitment process. To connect, reach out to Bailey via LinkedIn, Twitter or Medium.


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Is AI Really A Threat To Jobs?

Artificial Intelligence | The HR Tech Weekly®

Has the future obliteration of jobs by automation been over-exaggerated? At the end of last year Bank of England Governor Mark Carney warned that up to 50% of UK jobs could be wiped out by automation. A recent report suggests that so far the AI-jobs apocalypse has yet to materialise.

Recent research from the Chartered Institute of Ergonomics and Human Factors (CIEHF) together with CV-Library found that two thirds of businesses had not yet witnessed job losses due to automation. Over a third believed that automation had actually increased the number of jobs available.

This is a view broadly supported by Deloitte. In 2015, it highlighted the benefits of automation and its ability to create better quality jobs by removing tedious and dull work which increases the potential for errors due to boredom and distractions. Its research also noted that as a result of automation:

  • 3.5 million low risk jobs have been created since 2001, compared to 800,000 high risk jobs lost.
  • Each new low-risk job pays a salary £10,000 higher than the high risk job it replaced.

This does not alleviate concerns over automation. The CIPD’s Employee Outlook Survey also notes that nearly a quarter of employees are concerned that their job – or parts of it – may be automated within the next five years. Similarly, PwC’s UK Economic Outlook predicts that 30% jobs in the UK are at risk from automation by the early 2030s. Like Deloitte, however, it notes that the nature of available jobs will change. Sectors at highest risk of job losses through automation include transport, manufacturing, and wholesale and retail. Education and health and social work and education are at the lowest risk of being replaced.

Ongoing resistance to AI

The CIEHF/CV Library survey reports a ‘resistance’ among employees to automation as employers are failing to communicate its benefits effectively and HR remains one of the most reluctant to positively embrace automation within talent management strategies. Deloitte’s 2017 Human Capital Trends Survey found that progress towards people analytics in the last year remains stubbornly slow. This is perhaps unsurprising as nearly half of recruitment professionals are still not using applicant tracking software in hiring processes.

HR must first acknowledge the advantages of automation in recruitment to communicate its benefits more effectively. In hiring processes, this means the automation of mundane procedures, including personalised e-mails to job applicants, effective, streamlined screening to reduce unconscious bias and insights into key hiring metrics that impact your ability to hire. It also enables hiring teams to create a more effective onboarding processes to improve retention of new hires.

But why is HR so reluctant to embrace technology?

An article in the Harvard Business Review suggests that the resistance to AI is twofold. To accept and take advantage of automation, consumers must trust both in the technology and in the business delivering the innovation. In recruitment that means HR must have confidence in the supplier of recruitment software and its ability to deliver benefits to its hiring process.

The article also highlights three key points which are essential to gaining that confidence:

Cognitive compatibility : In other words, make it easy to understand. The more complex the nature of the technology, the less likely consumers are to trust its ability achieve desired goals. For HR, that goal is to streamline hiring processes to ensure not only faster hiring but a better quality of hire.

Trialability : A trial of potential new technology helps to understand the benefits and reduce any reluctance to embrace technology.

Usability : To encourage buy-in among tech-resistant hiring teams, technology, especially HR software, must be easy to use.

Recruitment software aside, as companies continue to invest in technology it is vital to maintain employee buy-in and foster trust by investing in upskilling employees to equip them to use digital skills in the workplace. The UK faces a significant digital skills crisis in addition to a wider talent shortage but employers are failing to invest in the necessary training to equip employees with vital skills. Training and development is essential for businesses that wish to not only retain but to continue to attract talent to their brand. It will also go some way to overcoming ‘resistance’ to technology in the workplace.

Ethical concerns

Overcoming ethical concerns is an issue that HR must consider in the future.

The EU[1] has proposed the creation of a European agency to provide technical, ethical and regulatory advice on robotics and AI, including the consideration of a minimum income to compensate people replaced by robots and a ‘kill switch’ for malfunctioning AI systems. A similar concern was recently expressed by the International Bar Association which warned that AI could ultimately lead to the introduction of legislation for quotas of human workers in the future[2].

While the debate over the benefits of AI at work continues, there is no doubt about the struggle that employers face to hire and retain qualified candidates. HR software is HR’s first step towards embracing the benefits of automation and creating more effective talent management strategies.

[1] MEPs vote on robots' legal status - and if a kill switch is required

[2] Rise of robotics will upend laws and lead to human job quotas, study says

A version of this article first appeared on Advorto’s website.

 

4 Ways Technology Is Changing Recruiting

4 Ways Technology Is Changing Recruiting

VR

Interest in HR tech has never been higher. According to CB Insights, there were over 350 deals and approximately $1.96B invested in HR tech startups in 2016 alone.

Today’s workplaces are being transformed by technology. HR tech specifically is automating and streamlining manual HR practices to become more efficient, cost-effective, and high-performing.

Here are four promising applications of technology that are helping to solve the biggest challenges in recruiting and hiring.

AI for recruiting

Industry statistics estimate 75 percent of resumes received for a role are screened out. This adds up to the hundreds of hours a recruiter wastes reading unqualified resumes per year.

As one of recruiting’s biggest bottlenecks, resume screening is in dire need of better tools to help recruiters manage their time more effectively.

This is why AI for recruiting is the biggest topic in HR tech right now. AI and recruiting are a natural fit because AI requires a lot of data to learn and large companies often have millions of resumes in their ATS.

Recruiting software that uses artificial intelligence can automate the screening process by learning the experience, skills, and qualifications required for the job and then shortlisting, ranking, and grading new candidates who match the requirements (e.g., from A to D).

This type of AI recruiting software can also be used to source candidates from external databases such as Indeed and CareerBuilder or find previous candidates in your existing ATS database by applying the same learning ability to match candidates to an open req.

By automating the manual processes of resume screening and candidate matching, companies who use AI recruiting software have reduced their screening costs by 75%.

Automation for candidate scheduling and outreach

According to SHRM, the average time to fill is 41 days. With LinkedIn reporting hiring volume is up 11% this year but only 26% of recruiting teams growing in headcount, interest in recruitment automation is only getting get stronger.

Today more than ever, finding top talent will depend on a recruiter’s ability to intelligently automate their workflow.

Recruitment automation can enhance a human recruiter’s capabilities in multiple ways. Low hanging fruit include automating your candidate outreach with tools that allow you to auto-email and auto-text interview requests to candidates your screening tool identifies as good matches (e.g., all candidates graded as an A).

These outreach automation tools help recruiters reduce their time to fill by integrating with major email and calendar providers and automatically finding time slots when the candidate and the interviewer are all free to meet.

VR for job testing and training

Another technology getting a lot of attention is Virtual reality (VR). VR is a realistic simulation of a three-dimensional environment that you control with your body movements.

A survey by Universum found that while 3% of people use VR currently, about 30% think that it will transform their workplace in the next ten years.

The most promising applications for VR in HR are candidate testing and training. Employers can use VR technology to create more realistic job tests to assess a candidate’s skills and personality. For example, a realistic simulation that tests a candidate’s social skills and problem solving abilities when dealing with an unhappy customer.

A survey by Korn Ferry found that 39% of employers state new hires leave within their first year because the role was not what they expected. VR could be an intriguing tool to help reduce employee turnover by provide candidates with a more realistic preview of what a day on the job would look like and get a better sense of the company culture.

The same technology can be used during new hires’ onboarding and training process. High-stakes environments such as hospital trauma bays are already employing VR technology to train residents.  

Wearable tech for engagement and productivity

According to Deloitte, one of 2017’s biggest HR trends is employee engagement. To help improve engagement and productivity, employers are starting to use wearable tech that tracks employees’ behaviors to learn more about how they communicate and interact at work.

Wearable tech such as digital employee badges are being used by companies such as as Microsoft and the Boston Consulting Group to track employees’ physical office movements, who they talk to, and the amount of time they spend talking to others.

These types of wearable tech collects data to provide employers insights to help optimize their physical office spaces, understand their employees’ communication styles, and manage team dynamics. The hope is these insights can help managers identify their employees’ needs and re-organize teams for better collaboration.

In the future, wearable tech may be used in the recruiting process to provide insights into a candidate’s personality and emotions during a pre-screen or interview.

About the Author:

Ji-A Min, Head Data Scientist at Ideal

Ji-A Min is the Head Data Scientist at Ideal, software that uses artificial intelligence (AI) to automate time-consuming, repetitive tasks and quickly move top candidates through the recruiting funnel.

Ideal’s AI can instantly screen and shortlist new candidates, uncover strong past candidates that are a great fit for a new role, and initiate candidate contact – all within your existing ATS. Learn more at Ideal.com.

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HR Technology Tools Evolve to Handle Feedback, Performance and Agility

HR Tech MENA Summit returns for third edition in Dubai

Annual HR Tech MENA Summit 2017 Main Image

Dubai, 13 April, 2017 — HR Technology is fast developing. Year-on-year the trends, and market requirements keep developers busy. Driven by natural workplace changes and inspired by vastly different work ethics amongst new working demographics, HR Technology is continuously evolving from its traditional core of payroll, employee record management and recruitment.

Lorna Daly, Halogen Software
Lorna Daly, Regional Director, EMEA, Halogen Software

“People and their expectations of work are changing all over the world and it is happening quickly,” noted Ms. Lorna Daly, Regional Director, EMEA, Halogen Software who is a Gold Sponsor of the 3rd annual HR Tech Summit organized by QnA International. “We know that if people can give and receive feedback on an ongoing basis, they can feel good about what they do, and would be encouraged to bring their best effort forward, so they can give more to their customers, organizations and communities,” continued Ms. Daly.

Ongoing performance reviews, frequent and timely feedback is a new HR trend sweeping across many organizations across the globe. The need for almost immediate feedback stems from the multigenerational workforce, and the changing nature of work. “It comes down to something very fundamental; people want to feel a connection and a purpose to their organisation, that their contribution is valued and impactful,” stressed Ms. Daly.

To meet this new HR demands, organisations need to employ the new technological trends becoming available in the market place. In addition to traditional services of HR software, and cloud-based services, technological tools built for agility and for specialized purposes such as continuous performance management, frequent feedback, data analysis and learning tools will soon become an absolute must for the continued evolution of an organization.

However, Ms. Daly cautions on the blind application of these new HR technology tools, suggesting that organizations should “First recognise if the organisation is culturally ready to make the shift from traditional to ongoing performance management. Second, company leaders must be ready to act as role models for the rest of the staff. Culturally ready organizations are those which champion flexibility and adaptability to refine processes through the constant collection of feedback on new processes. This feedback loop ensures employees are supported.”

“Keeping up with technology developments affecting HR is becoming a tough task. The managerial processes for human resources across the globe is in a state of fluidity. Especially in the UAE and GCC which will see two new shifts with the onboarding of nationalization and VAT policies in the coming years, the importance of employing and using the appropriate tools for HR functions cannot be stressed more. Knowing the challenging changes ahead, we have planned the 3rd annual HR Tech Summit to provide in-depth discussions and ultimately provide a platform HR and IT Leaders to analyse the HR technology tools available, their uses, and whether or not they should be adapted and when adapted how it will impact the organizations in the region,” commented Sidh N.C., Director, QnA International.

On the trend of nationalization in the UAE and GCC, Ms. Daly said, “There is a great opportunity for business and HR leaders in the GCC to maximise the potential that exists in their respective region. In order to do this, organisations need to understand the existing skill sets of local nationals, continuously support the development of essential skills, and help with the career progression of local nationals into leadership positions. This effort will help organisations become an attractive destination for GCC citizens seeking employment and help shape the economic destiny of the region.”

Halogen Software will be actively taking part in the by-invite only premier summit which attracted over 150 C-level and senior level HR and IT personnel from government, state, public, and private organizations in 2016. “HR Tech MENA provides a terrific opportunity to connect with some of the world’s most thoughtful HR and business leaders. The partnership has opened the door to connect with very successful companies and has given us the opportunity to learn more about the emerging global trends and priorities in HR,” commented Ms. Daly on the importance of sponsoring, participating, and attending the 3rd annual HR Tech Summit.

The Summit will be held from 16-17 May 2017 at The Westin Dubai, Al Habtoor City, Dubai.

About HR Tech MENA

HR Tech Mena

Technology today has revolutionized every step of our lives and Human Resources is no different. The influence of technology on our evolution is paramount to making it imperative for HR to keep abreast with newest developments.

Today, HR is en route to becoming smart HR. Concepts such as Artificial Intelligence, big data, cloud, social workforce, mobility and gamification are key buzzwords and every organization is keen to embrace to help them in tackling the key issues of talent acquisition, talent management, change management, business performance and employee engagement.

The HR Tech Summit is the only initiative that brings together HR as well as IT professionals from across the Middle East and leading solution providers on a singular platform discussing the newest trends, ideas and disruptions over a period of two days exclusively dedicated to and focused on HR Technology.

About Halogen Software

Halogen Software

Halogen Software offers a cloud-based talent management suite that reinforces and drives higher employee performance across all talent programmes — whether that is performance management, learning and development, succession planning, recruiting and onboarding, or compensation. With over 2,100 customers worldwide, Halogen Software has been recognized as a market leader by major business analysts and has garnered the highest customer satisfaction ratings in the industry. Halogen Software’s powerful, yet simple-to-use solutions, which also include industry-vertical editions, are used by organisations that want to build a world-class workforce that is aligned, inspired and focused on delivering exceptional results. For more information, visit: http://www.halogensoftware.com/ae Subscribe to Halogen Software’s TalentSpace blog: http://www.halogensoftware.com/blog/ or follow Halogen Software on Twitter: http://twitter.com/HalogenSoftware.

Organiser: About QnA International

QnA International

QnA International creates and delivers business learning and development exchange platforms through B2B conferences, bespoke events and trainings. The company also has an expertise in outsourced sponsorship sales and key account management.

Website: www.qnainternational.com

Why HR Pros Need to Embrace Automation

Why HR Pros Need to Embrace Automation

Written by Gaurav Mirchandani, CEO and Founder at One Paper Lane.

Main Image

Everyone wants to get more done in less time, but too often employees rely on manual processes that limit efficiency and diminish engagement.

While productivity tips such as those based around nutrition or resting are helpful, HR professionals can really create value for their organizations by implementing automation tools in both their own department as well as advocating for employees in other departments to have the tools they need to do their jobs more efficiently. No amount of brain food can change the fact that filling out paperwork by hand, for example, takes more time than using a digital platform fill in the repetitive parts automatically. And adopting automation technology helps in several ways.

For example, the time-saving aspects of automation enable HR pros to then spend their time more valuably such as meeting one-on-one with employees to discuss career development goals, or simply freeing up other employees’ time on HR-related tasks so that they can then spend more time on their core job responsibilities. Yet as it stands, the lack of automation of repetitive tasks like office supply requests or contract approvals is costing U.S. companies an average of over $13,000 per employee per year, according to a study by Samanage.

Additionally, automation can also directly improve employee experience through the elimination of boring, repetitive tasks, thereby helping HR pros achieve their goals such as boosting employee retention.

So in order to help employees across an organization, HR professionals need to embrace automation technology that already exists and prepare for the advent of more developments in this area.

To get on board with automation, follow these three tips:

1) Question Roadblocks

Question Roadblocks

If your organization isn’t already embracing automation, question why that’s the case by talking with employees at all levels. Roadblocks could take the shape of managers fearing the cost or junior employees fearing that automation would replace their jobs. Whatever the roadblock may be, ask questions to discover the truth and know what needs a solution.

For example, if employees think they don’t need automated accounting software, ask why that’s the case. If they think they can do as good a job manually as any automation tool, question whether they’ve made mistakes that have caused them to have to spend more time fixing the errors. This does not need to be done in a belittling way, but rather in a way that helps employees understand how they can work alongside automation tools to more efficiently complete their work and focus on the value that they bring.

In fact, an MIT study found that manufacturing workers actually preferred to have a robot decide how to allocate work rather than the other way around. So once employees start working with automation tools, they might start to get over prior roadblocks and become more efficient and satisfied. 

2) Dive Into Detail

Image 3

Develop a list of tasks that drain time, ideally using data that shows how much time goes into various outcomes. If you don’t know where your organization’s inefficiencies lie, then you won’t know what to improve.

And if you don’t yet have the data needed to take a deep dive, there are digital and even automated time trackers that can help employees see where their time goes so that they can work together with managers to develop a plan that focuses more on high-value activities.

3) Research Technology

Research Technology

With detail on time inefficiencies, your organization can start to find actual solutions to these problems. Many of the most common issues already have some sort of automated tool that can remedy the problem, so it’s important to do some research to find the technologies that can help.

For example, if employees spend too much time on paperwork, whether it’s filling out HR forms or scrambling to find and organize contracts and invoices, businesses can use automated document management tools. Or if they’re spending too much time on scheduling, they can turn to artificial intelligence (AI)-enabled virtual assistants.

By following these three steps, HR pros can start to automate tasks that do not add value, and the human side of HR can be utilized even more by building relationships with employees, rather than spending so much time checking off tasks.

Plus, by adding pieces of automation now, your organization will be more prepared as the future of work shifts more towards these types of tools. Working with AI solutions will become more natural for your company, so you won’t have to play catch up, and instead you can attract and retain talent with a company that has its eyes on the future.

About the Author:

Gaurav Mirchandani, CEO and Founder at One Paper Lane

Gaurav Mirchandani, Chief Executive Officer and Founder at One Paper Lane.

Gaurav is a forward thinking tech entrepreneur with experience in investing and building start ups in US and Asia.

One Paper Lane is a SaaS enabled digital platform helping companies of all sizes to automate business processes, providing the freedom of a digital paperless office.

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Emerging Talent: The Trends, Challenges and Opportunities at TLCon

Emerging Talent. Our Speakers

Emerging Talent is not void of the many changes taken place over the past year. Plugging the skill gaps with EU workers is under threat from Brexit however does the apprenticeships levy pose to fix that issue? Are graduate schemes at risk? As young people look for more than just a good salary from work, is retention becoming more difficult? Can we do anything about it?

On the 27th April, talentleadersconnect. will be hosting for the second time, TLCon: Emerging Talent that will give 70 Head of early careers, HRD’s, graduate recruitment, apprenticeships and talent acquisition professionals the opportunity to learn, share and network around a theme that is getting more and more important each year. The agenda will have case studies, research and thought leadership from the likes of L’Oreal, Cognizant, Centrica, LaunchPad, The Chemistry Group plus more.

We’ll be starting off the day with research from the Graduate Recruitment team from L’Oreal on the graduate talent population and their expectations and career priorities. Within this same event, Bright Network have carried out research of their own on this topic which should provide a good comparison of the results. Furthermore they’ve been implementing some really great initiatives to gamify how they attract and retain candidates. They’ve told us a little bit on this and we were stoked at the ideas. We’re sure you will be too once you hear it!

We then dive deep into AI and Machine Learning. Don’t worry, there won’t be a whole bunch of code put on slides however we will be looking at an overview of the trends and how this affects your work in recruitment and HR. Will Hamilton from LaunchPad will guide us through the latest innovations in what will be a very futuristic presentation.

We continue to trailblaze into the future by looking at Apprenticeships in the New World. It’s no doubt, there’s a lot of division between viewing the apprenticeship levy as a tax or investment and Erica Farmer, Apprenticeships and L&D programme lead for Centrica is best placed to fill us in on the benefits; she represents Centrica at the National Apprenticeships Service’s lead employer Apprenticeship Ambassador Network.

After our time travel into the future, we go back to student recruitment 101. You may be excited about all the new tools and changes that will affect how you go about graduate recruitment but “You can’t harvest fruit from the trees you haven’t planted yet.” Brian Sinclair, Head of Student Recruitment for Cognizant will give you practical advice on everything, from requirements gathering to pipeline reporting with some useful templates and tools to help explain and position best practice with key internal stakeholders.

There’ll be a buffet lunch and plenty of time to network with your peers around all these topics so join us on the 27th April with your complimentary ticket at TLCon: Emerging Talent.

Useful Information:

Date: 27th April 2017, 8:15am to 1:30pm

Venue: Foyles Bookstore, 107 Charing Cross Road, WC2H 0DT

Theme: Emerging Talent

Contacts: Edie Kalman, Events Manager, edie@talentleadersconnect.com

Twitter: @TLCon_

Hashtag: #TLCon

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Enhance Engagement and Retention with People Analytics

Enhance Engagement and Retention with People Analytics

Employee Group

An organization that provides top wages and benefits loses a great employee to a competitor for no apparent reason. We can’t stop employees from leaving unless we have a plan to make them stay.

“Retention is the single most important thing for growth” – Alex Shultz (VP Growth, Facebook)

What is the biggest and most intractable restraint to growth faced by companies doing business today? For many organizations, it’s the lack of appropriate talent. The reason: As more organizations have expanded their operations, the need for talent has skyrocketed. But there isn’t enough skilled labor to fill the demand. As a result, one risks losing the talent to other organizations. And with so many companies drawing on a limited talent pool, the competition is fierce.

Glassdoor’s statistical analysis reveals top three factors that matter most for employee retention.

  • Company culture
  • Employee salary
  • Stagnating for long periods of time in the same job

By examining the survey responses of more than 100,000 employees in numerous organizations, Gallup also discovered common themes among the reasons employees chose to remain with a company or to leave it. The reasons employees chose to stay with a company included the following:

  • I feel my job is important to the company.
  • My supervisor cares about me and gives me regular feedback.
  • I know my job expectations.
  • My opinions count.
  • I have opportunity to do my best work every day.
  • My career development is encouraged.

All the above reasons are part of what is often known is “engagement”. Organizations, or teams with high levels of employee engagement score high in most if not all of these. Higher engagement levels not only significantly affect employee retention, productivity and loyalty, but are also a key link to customer satisfaction, company reputation and overall stakeholder value.

OWEN Analytics, who is are providing AI-based people solutions have developed a robust and comprehensive methodology to measure and enhance retention. They run quick pulse surveys that are a combination of “ME” questions (My opinions count), and “WE” questions (I would like to appreciate the following individuals for helping me in my day-to-day work). Open feedback questions are interspersed as well to understand sentiment and key issues.

This helps understand engagement drivers not only from an individual employee perspective, but also from a team dynamics perspective. After all, our engagement with the organization is actually our engagement with the people in the organization – hence understanding those relationships is critical in better understanding attrition. This is the science of ONA (Organization Network Analysis). The example below illustrates how ONA can be used to understand team dynamics in a pharmaceutical sales organization.

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Clearly, the more cohesive teams have better performance and lower attrition.

Now that we have looked at engagement comprehensively, we need to look at what other factors drive employee turnover, as shown below:

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As per Deloitte, moving beyond the analysis of employee engagement and retention, analytics and AI have come together, giving companies a much more detailed view of management and operational issues to improve operational performance.

Exploring People Analytics

People Analytics, a discipline that started as a small technical group that analyzed engagement and retention, has now gone mainstream as per Deloitte. Organizations are redesigning their technical analytics groups to build out digitally powered enterprise analytics solutions.

OWEN Analytics specializes in helping organizations improve retention using AI driven techniques. As per OWEN, “Machine learning predictions can be sufficiently accurate and thus very effective in enabling targeted interventions for retaining high risk employees. However, using such techniques requires significant expertise in developing predictive models and experience in interpreting the outputs.

HR leaders and aspiring analysts needn’t be disheartened though. One can start with some very simple analyses using nothing more than basic Excel and develop reasonably good retention strategies” Read their blog here: Manage attrition using simple analytics.

OWEN uses a systematic retention approach to understand, predict and drive necessary actions.

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Predictive models are developed using various Machine Learning algorithms (e.g. Decision Trees, Random Forests, Logistic Regression, Support Vector Machines and Artificial Neural Networks) and best fit algorithm based on the accuracy and business context selected to predict flight risk.

Once the predictions are drivers are available, simple action planning templates to develop and track interventions are used to retain high potential employees.

Retention Challenge

The retention challenge is the result of increasing job mobility in the global knowledge economy where workers average six employers over the course of a career, coupled with the baby boomer retirement “brain drain” and a smaller generation of workers entering their prime working age during this time. It is occurring in all types of organizations across all management levels. This study empirically investigates whether the impact of an organization’s strategic orientation toward knowledge management, the learning culture it supports, and specific human resource practices impact knowledge worker retention and organization performance.

The Eight Elements of the High-Retention Organization as per SAS Institute

  • Clear Sense of Direction and Purpose
  • Caring Management
  • Flexible Benefits and Schedule Adapted to the Needs of the Individual
  • Open Communication
  • A Charged Work Environment
  • Performance Management
  • Recognition and Reward
  • Training and Development

As per Asia – Pacific Journal of Research, preventing turnover is a wise step to implement because it saves money, time, and effort. The company should spend a considerable effort and time to prevent turnover. It is better for an organization to keep experienced and productive employees than to hire new ones. It should invest in its employees through training programs, creating a good hiring process, and engrain them with strong organizational vision. To effectively solve turnover problems, every company needs to address the causes of the turnover. The causes of turnover might not be the same for every company. Below are the most common and affecting factors for preventing turnover.

It’s no more a secret that People Analytics plays a vital role for organizations in dealing with challenges of employee engagement and retention.

About the Authors:

Soumyasanto Sen — Blogger, Speaker and Evangelist in HR Technologies. Engaging with OWEN Analytics.

Professional Advisor, Consultant, Investor in HR Tech. Having 12+ years of experience focusing on Strategies, People Analytics, Cloud, UX, Security, Integration and Entrepreneurship in Digital HR Transformation.

Tej Mehta — Founder & CEO of OWEN Analytics.

Entrepreneur, advisor, student of social sciences. Founded i-Cube as an intersection of analytics and social sciences. Previously, as Vice President with Seabury Group, led strategy and operational transformation programs across several clients in the airline and aerospace industries. Aeronautical engineer, MBA from University of Southern California.


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AI

Why and How to Improve Your Candidate Experience with AI

Why and How to Improve Your Candidate Experience with AI

An organization’s candidate experience is directly associated with their employer brand. Failing to attend to your employer brand can be detrimental to your organization. Nearly 60% of candidates have had a poor candidate experience, and 72% of those candidates shared that experience online or with someone directly.

The power that word-of-mouth holds in this day and age is exponential compared to any other marketing tool as 92% of consumers believe recommendations from friends and family over all forms of advertising. Cleaning up your employer brand, once negative word-of-mouth has spread, is harder than it may seem. How can you ensure a good candidate experience every time and in turn ensure a good employer brand? Artificial intelligence may be the answer:

Avoiding the ATS Black Hole

What is the ATS black hole? This is the phenomenon many candidates experience when they submit an application or resume online and have no way of knowing if it was received. It leaves potential candidates in the dark because they don’t know whether to expect a call or forget about the opportunity altogether. How can you avoid the ATS black hole for your candidates?

Many corporate recruiters already have more to do than they can handle, and responding to all applications can seem next to impossible. This is where artificial intelligence comes in. AI can be used in the recruitment process by integrating with an ATS and notifying candidates when their application has been received. It can help set guidelines of when, or if, they’ll receive a response. No one will slip through the cracks (even those not qualified for the position).

The communication shouldn’t stop there. 65% of candidates say they either never or rarely receive employer notice of the decision made on their application. With the use of AI, once a job posting has been filled and closed, candidates who were not offered the position will be automatically notified and given other open positions within the organization for which they may be better suited. This improves their experience (and job search) and reduces your recruitment team’s workload by moving applicants into a more appropriate funnel. Using AI in your talent acquisition process broadens your talent funnel without burning out your recruiters.

Guide the Way

93% of job seekers cited unclear application instructions as the primary cause of a bad candidate experience. Unclear application instructions can result in candidate delays submitting resumes or no submission at all.

A CareerBuilder survey found that 40% of candidates feel the application process has become increasingly difficult. With the guide of a chatbot, applicants will sail through the process. They receive direction and clarification in an instant rather than waiting for a recruiter to respond back to them when, or if, they have time.

Using a chatbot also provides advantages to the recruitment team as the chatbot can use the feedback from the candidate and apply it to the selection process. The recruitment team can then easily see how each candidate ranks from the applicants selected by the platform.

Provide a Two-Way Street for Communication

Time and time again, we’ve heard that communication is a two-way street. Yet many candidates feel the application process is strictly one-way and they’re the ones doing all the talking. 60% of applicants say “better communication throughout and after the application process,” would have the most positive impact.

Using AI, recruiters would be able to provide the communication so many candidates are looking for. Having a chatbot integrated into the recruiting process would allow candidates to ask relevant questions throughout the application process. A chatbot will also provide a faster and more efficient way to respond with meaningful answers from the recruitment team.

Creating a positive candidate experience is no doubt a crucial part of investing in your employer brand. Implementing artificial intelligence will give you the edge you need within your hiring process and have candidates lining up to apply for the positions at your company without fear they’ll be disappointed, overlooked or simply forgotten.

About the Author:

Noel Webb, co-founder and CEO of Karen.ai

Noel Webb is co-founder and CEO of Karen.ai (Your Cognitive Recruiting Assistant), the latest project from his role as Director of Product Innovation at Innosphere. A veteran of business development and out-of-the-box thinking, Noel has been a leader in his roles over the years for several companies, including Bam Digital, SpeakFeel and Agnition.


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HR's Aversion To AI Will Affect Its Ability To Hire

HR’s Aversion To AI Will Affect Its Ability To Hire

Artificial Intelligence

Successful hiring should be based on evidence based decisions supported by technology and automation but HR remains slow to respond. PwC’s 20th Global CEO Survey found that nearly half (47%) of UK CEOs are failing to address the impact AI and automation will have on their businesses (compared to 31% globally and just 19% in Germany). As 83% of UK CEOs rank access to skills as their number one barrier to business success in the next 12 months, this needs to change.

Why the reluctance to engage?

HR has often demonstrated a wariness of data and more recently automation and AI, exacerbated by recent headlines including:

  • Fukoku Mutual Life Insurance in Japan announced its intention to automate the jobs of over 30 employees, replacing them with IBM’s Watson Explorer. According to the Nomura Research Institute, half of all jobs in Japan could be performed by robots by 2035.
  • A similar scenario was projected in the UK, with the prospect of 15 million jobs being eradicated by AI, shortly after an announcement that outsourcing specialist Capita was replacing 2,000 of its employees with automation.
  • The world’s largest hedge fund, Bridgewater Associates intends to automate three-quarters of its hiring decisions over the next five years. The company is building a robotic recruitment platform to remove ‘emotional volatility’ from business decision.

How AI and automation empower HR

AI and automation offer a number of benefits for HR:

Talent pipeline : In its simplest form automation identifies issues in your talent pipeline, such as, qualified candidates abandoning a prolonged application process. Algorithms are also used to reveal factors which improve employee engagement and identify leadership potential. This is relevant in a week when a Robert Half survey found that that half of all candidates for management level roles don’t possess leadership skills.

More effective candidate selection : HR has historically relied on standard but limited candidate selection criteria, such as interview performance or an emphasis on technical skills or qualifications but that isn’t sufficient to predict a quality hire. Broader, evidence based HR is needed to support effective candidate selection, which algorithms in your recruitment software offer.

Potential flight risks : Combined with predictive analytics, algorithms can also predict potential flight risks in your organisation. With an expected talent exodus in 2017 understanding why your high achievers leave is critical. Typical ‘prompts’ include birthdays (especially milestones) and work anniversaries but your own recruitment metrics will provide more insight.

Reduction in bias : Automation and AI help to eradicate unconscious bias. This is exemplified by the tendency to hire so-called ‘brogrammers’ across the US’s Silicon Valley, fuelling the image of a male dominated tech culture. Closer scrutiny revealed that the majority attended elite schools and secured their jobs through friends or the tech fraternity. AI start-up Tara.ai aims to change that bias. Tara removes information relating to age, gender, previous employment, education and race to assess candidates based on the quality of their work – analysing and ranking programmers’ code – rather than their personal connections or background. Selecting specific criteria within your applicant tracking software helps to achieve the same results.

Technology needs the human touch

Should HR be wary? Algorithms in the hiring process have been proven to make better hiring decisions than humans but the role of HR, while shifting, is integral to the future of AI.

The following strategies can help to make the vital transition to evaluating the benefits of AI and automation in hiring:

  • Technology is only as effective as the information gathered. Inputting bad data will produce poor quality results. The quality of your data is vital.
  • When posting open jobs, understand the precise skills you need from your new hire. A candidate persona improves recruitment success for either high volume or stand-alone critical positions.
  • Algorithm or AI averse hiring teams can begin with automated recruitment software that streamlines the hiring process and analyses the common patterns revealed in your recruitment metrics. Start by focusing on just one specific area. With qualified candidates in short supply, time to hire is one of the most important metrics your business can measure and allows HR to evaluate the effectiveness of automated recruitment systems.
  • Create a structured interview process supported by online tests during screening to assess cognitive ability, conscientious and leadership.
  • Final decisions on candidate selection should be collaborative and supported by relevant data gathered during the hiring process. The CIPD found that, in organisations that use HR analytics, a quarter of senior leaders are not being given access to HR data to make effective business decisions. Without data, your ability to attract and hire high achievers is restricted.

HR technology should be simple to use, easy to engage with and produce data which informs and drives talent acquisition strategies.

Introducing a ‘kill switch’?

While AI and automation are now unavoidable, justifiable concerns exist over its growing impact on the workplace. In response to these concerns, the European Commission’s Legal Affairs Committee is seeking the creation of a European agency to provide technical, ethnical and regulatory advice on robotics and AI within the EU. Its proposal recommends:

  • A voluntary code of conduct related to AI.
  • A ‘kill switch’ in all AI systems to ensure they can be automatically deactivated in the event of a malfunction.
  • Consideration of a minimum income to compensate people who have been replaced by robots in the workplace.
  • A new status of ‘electronic persons’ for autonomous robots.
  • Reassurance that the use of robots does not engender ‘fear of physical or psychological harm’, while maintaining privacy, human dignity and safety.

HR is a long way from dealing with those issues on a daily basis but employers must begin now to address the impact of AI and automation in the working environment to remain competitive and meet future business goals.


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