How HR leaders can prepare for the future of work: 5 strategies


Only 9% of chief human resources officers (CHROs) said their organization is prepared for the future of work, according to a Gartner press release. SEE: Special report: IT Jobs in 2020: A leader's guide (free PDF) (TechRepublic) Technology contributes significantly to the function of HR professionals, with 82% of HR leaders predicting their roles will be unrecognizable in 10 years, according to Sage's Changing the Face of HR report. HR roles are changing because technology is altering the way they work, particularly with artificial intelligence (AI), according to the release. With the integration of tech, HR professionals must also consider how they will use AI tools, how their employees will use the tools, and how this changes interactions in the workplace, said Brian Kropp, distinguished vice president of research at Gartner. "[The changes in HR] all comes down to a multitude of factors around the changing nature of work itself," added Paul Burrin, vice president of Sage People.

AI and skill development among the five areas HR leaders must address says Gartner. - The Global Recruiter


Only nine per cent of chief human resources officers (CHROs) agree that their organisation is prepared for the future of work, according to Gartner, Inc. To drive future performance – of the organisation, employees and the community at large – senior HR leaders must focus on five areas of work. Brian Kropp, chief of research for the Gartner HR practice said tackling the next phase of work involves planning for and leveraging the changes in the way work gets done over the next decade, influenced by social, generational and technological shifts. "Rather than looking at the various aspects of work, like AI, the gig economy and the multigenerational workforce, in silos, HR leaders should focus on the big picture of what the future of work can and should look like in their organisation," he said. Data is increasingly used to make work-related decisions in talent acquisition and management and even workplace design.

The new way your boss can tell if you're about to quit your job Produced by Advertising Publications


IBM wants to keep its employees from quitting. And it's using artificial intelligence to do it. In a recent CNBC interview, CEO Ginni Rometty said that thanks to AI, the tech and consulting giant can now predict with 95% accuracy which employees are likely to leave in the next six months. The "proactive retention" tool -- which IBM uses internally but is also selling to clients -- analyzes thousands of pieces of data and then nudges managers toward which employees may be on their way out, telling them to "do something now so it never enters their mind," Rometty said. IBM's efforts to use AI to learn which employees might quit is one of the more high-profile recent examples of the way data science, "deep learning" and "predictive analytics" are increasingly infiltrating the traditionally low-tech human-resources department, arming personnel chiefs with more rigorous tools and hard data around the tricky art of managing people.

What to expect in the workplace in 2017

Los Angeles Times

Like so many things for the year ahead, changes probably are coming to the workplace. We asked several human resources experts and employment lawyers what they think we'll be talking about regarding compensation, benefits and how bosses manage their people. It's long been a corporate rite of passage: the 2% or 3% annual merit raise. But human resources consultants say more companies are questioning whether the annual approach is best. For one, when spread out over a year, the small bumps are typically meager, barely registering in many workers' paychecks.

Important Soft Skills Of The Future - eLearning Industry


It would appear that the goal of every second headline on the topic of "the future of work" is to instill an inherent fear in workers regarding what is to come and concerning the status of their careers and their future AI coworkers. The message seems to be: "Robots are coming for your jobs and there isn't much you can do about it." The former portion of this message is somewhat true, automation is on the rise, which will cause many positions to be filled by high-speed, data-crunching technology. But the latter, rather uninspiring portion, is not true. Working humans are not doomed as long as the companies they work for recognize the skills of the future and focus on building and developing the areas robots cannot do well.