IMPRESSIONS JAN 2019
INTERESTING FACTS ABOUT HR
HOW ARTIFICIAL INTELLIGENCE IS AFFECTING HUMAN RESOURCES
ALL ABOUT Â HUMAN RESOURCE CROSSWORD PUZZLE ON HR TERMINOLOGIES
“HOPE SMILES FROM THE THRESHOLD OF THE YEAR TO COME, WHISPERING 'IT WILL BE HAPPIER'...” ― ALFRED LORD TENNYSON
HOW ARTIFICIAL INTELLIGENCE IS AFFECTING HUMAN RESOURCES (SHIVANI KUMWAT- IIM ROHTAK)
recent decade, the importance of Artificial Intelligence has increased in folds in our lives. It all started with the movie A.I. Artificial intelligence where the idea of artificial intelligence is brought to the masses. Now AI has evolved to make objects behave as humans do. Artificial
LAICIFITRA
By the time we entered the
intelligence is nowadays the life
ECNEGILELETNI
in virtually every major industry
starting from healthcare to advertising to transportation, finance, legal, education, etc and to make things even more interesting, it is inside our workplaces too. Even though the traditional Human Resources (HR) work has experienced numerous changes over the years however but the automation of process even in the field of HR has made the corporate houses around the world realize that things can be done in an easier even in the domain of Human Resources.
IMPRESSIONS ( JAN 2019)
Now, lies the question, Is AI going to replace humans from Human Resources? The answer is simple and straight, all the routine processes in Human Resources which can be automated like resume screening, etc. will be replaced by AI and those who need continuous involvement of human emotions by bundling and unbundling will be difficult to replace with the present technologies available. This paradigm shift will be a reality check for the HR professionals, but it is seen and is projected to happen shortly. But it’s a small wonder, then, that the majority see AI as offering the potential to revolutionize key HR responsibilities, such as recruiting, performance evaluation and education. Jeanne Meister stated in one of her articles, “The Future of Work: The Intersection of Artificial Intelligence and Human Resources,“ how HR leaders will need to begin experimenting with all facets of AI to deliver value to their organizations.” According to her, HR leaders are beginning to pilot AI to deliver greater value to the organization by using, for example, chatbots for recruiting, employee services, employee development, and coaching.
The prospects of implementation of AI in HR are firstly, in recruitment wherein the whole process can be easily simplified by automating the initial screening process, making the training sessions more human and personalised without the actual use of human teaching, by helping the process to be made error-free, by providing the user interface and chatbots to use AI and converse more like humans, by reducing human bias in numerous processes. It will help speed up the learning process for the induction of recruits as AI based standard coaching will make induction simpler and faster, to develop talent and leadership, etc. Hence, this will transform the way HR has been functioning till date and can act as a catalyst for future paradigm shifts. It is believed that 38% of the enterprises have already implemented AI based practices in the workplaces while the rest 62% are expecting to start using it in a full-fledged way by 2021. According to Deloitte, as many as 33% of employees hope their jobs will become augmented by AI in the next few years. Also, a survey by IBM HR professionals resulted into 46% of HR
professionals believe AI is transforming the talent acquisition process at a great pace and will soon be automated whereas 49% are said to think AI is also bound to change the payroll and benefits administration. Although, AI has provided a whole new scope of economies of scale and has earned many accolades at the same time it has faced criticism too as it will result in the lay off of many HR professionals and will consume employment. With every step towards there are many obstacles which need to be looked at as there are lives associated with it. To live a simple future without biases in recruitment we need such processed and accept the paradigm shift.
Computer-based intelligence likewise has a large degree in enhancing conventional enlisting forms; introducing virtual assistants for recruiters is one such way in which recruitment can become less time-consuming.
IMPRESSIONS
JANURARY 2019
BY: Aarushi Chowdhary (IM Rohtak)
Cr o Q ssw ue st ord io n
Humane Resource Terminologies
ACROSS 1. A pay structure that consolidates a large number of narrower pay grades into fewer broad bands with wider salary range 6. A complaint brought by one party to an employment contract against another party. 8. Employment compensation other than wages or salary 9. Compensation for past economic loss 10. Depicts pay rates currently being paid for each job within a pay grade in relation with the rankings awarded to each job duri 12. Any employment position which requires 40 or more hours of work per week 13. Compensation for estimated future economic loss 14. A system for training, educating, or otherwise preparing employees for more responsible, higher paying positions of employmen 15. otion that people are motivated by a desire for fairness
DOWN 2. A chronological compilation of applicants for employment or promotion 3. The proportion of applicants or candidates who are hired, promoted, or otherwise selected for a particular position 4. The removal of hierarchical layers in an organisation 5. Any activity performed to achieve the objectives of the job 7. The process of introducing a new employee into the organisation 11. Describes changes in the work force resulting from voluntary or involuntary resignations
Cr os A sw ns w ord er
Humane Resource Terminologies
ACROSS 1. A pay structure that consolidates a large number of narrower pay grades into fewer broad bands with wider salary range (broadbanding) 6. A complaint brought by one party to an employment contract against another party. (grievance) 8. Employment compensation other than wages or salary ( fringe benefits) 9. Compensation for past economic loss ( back pay) 10. Depicts pay rates currently being paid for each job within a pay grade in relation with the rankings awarded to each job duri (wage curve) 12. Any employment position which requires 40 or more hours of work per week (full-time position) 13. Compensation for estimated future economic loss (front pay) 14. A system for training, educating, or otherwise preparing employees for more responsible, higher paying positions of employmen (upward mobility) 15. option that people are motivated by a desire for fairness (equity theory)
DOWN 2. A chronological compilation of applicants for employment or promotion (applicant flow log ) 3. The proportion of applicants or candidates who are hired, promoted, or otherwise selected for a particular position (selection rate) 4. The removal of hierarchical layers in an organisation ( delayering) 5. Any activity performed to achieve the objectives of the job (work behaviour) 7. The process of introducing a new employee into the organisation (induction) 11. Describes changes in the work force resulting from voluntary or involuntary resignations (turnover)
Source: Peoplematters.com
HR OUTLOOK 2019
IMPRESSIONS | JANUARY 2019