At work, artificial intelligence is coming into play
TECH FIX Incorporating technology in HR processes is ‘the need of the hour’ for organisations, helping them make quick decisions
Several large organisations around the world have started using data analytics, something that HR experts club with artificial intelligence, to manage people and power talent decisions more effectively. Instead of having human resource (HR) managers personally reviewing and evaluating resumes, companies are using technological screening tools to assess the true capabilities of candidates chosen from talent pools, ensuring that the person is a right fit for the job. It’s also called identifying potential accurately, going so far as to determine through psychological profiling whether the candidate will be interested in the job in the first place. Companies are also using technology to automate manual processes such as scheduling interviews and sending out job offers.
There have also been reports to suggest that corporates today are going to the extreme of investing in software that helps employees deal with pressure, anxiety, lack of sleep and stress. There exists a software in the HR domain that talks to the workforce, spots signs of sustained low mood and even connects staff with those who can render help. It apparently begins work when employees do, asks them how they are and even alerts managers to unnatural behaviour. What this perhaps leads up to is that it can detect if employees are planning to resign and help organisations either avert it or spot the next best talent in the pipeline.
While most HR experts agree that the use of artificial intelligence for talent management is a “reality”, “the need of the hour”, “a moment of truth”, something which enables quick insights and faster decision-making, others are of the opinion that it cannot replace common sense and will never be able to understand culture and assess a candidate’s fit with corporate culture. That’s an aspect which requires human intervention.
Data sciences are no longer a differentiator but a necessary tool for managing business planning and strategy. Artificial intelligence in HR processes plays a critical role in managing talent and people and can power talent decisions far more effectively, reducing risks and driving success in decision-making around talent management and organisational performance. These were the inputs from experts debating on the topic artificial intelligence for autonomous talent management at the recently concluded SHRM India conference held in Delhi.
“These are exciting times but it is ironical that the grey hair and experience of HR that earned credit for taking important decisions to some extent is being replaced by artificial intelligence,” Aquil Busrai, advisory board, SHRM India, said while opening the debate on the topic.
Organisations were at present using data, big data and instant data for making decisions.
“We may dislike the use of technology or resist it but we have to accept the fact that using technology to make decisions is quicker and more objective,” Busrai said.
Talent management processes had also undergone a change. “How we used to fill up positions is also different. Earlier, we would say here is the role, let’s find people for it. Now with large amount of data available, accurate data available, we say here is a role, can we find the right people to fill it? It is just the reverse but it is getting people to take quality decisions,” he added.
Today there was no choice left for HR but to invest in technology, Unmesh Pawar, global MD TA, Accenture said. “HR is all going to be about digital personalisation if you want to create that great experience for your customer who is your employee. Most organisations today are trying to figure out how to go digital and leverage the power of data analytics,” he said.
Accenture was using technology for what Pawar referred to as retention modelling. “We have used data to identify that if an individual has seen three supervisor changes in an 18-month period, there is great chance that that person is going to go.”
Data also helped the company identify that the 57th day was important for women who came back and rejoined work after maternity leave.
“We found that it is on the 57th day that they start contemplating resignation. Using that data we decided to increase the maternity leave by another two months which helped us hugely in retaining talent.”
Ruchita Bansal Sharma, head of talent India, Fidelity International, said,“Decisionmaking and remaining consistent is where machines can help you but HR still has to decide how they will align it with their business strategy.”