Will HR be replaced by chatbots and machines? The answer is nuanced. The machines are not good at understanding shades of emotions, sarcasm, humor etc. Machines are good at doing “mindless” repetitive tasks. These are the tasks that humans can do without giving it any thought. Routine, repetitive tasks that machines can be trained to do more efficiently than humans will be done by machines. But jobs that depend on social skills and involve complex human interactions will stay with humans. Those who learn to work WITH machines will thrive. HR will certainly need to learn to work with robots who will be part of every workforce. But that is not all. HR will need to be reimagined...
Can industry bodies like CII and NASSCOM play a different role in building a common talent pool? What if every fresh entrant into the workforce is employed not by an organization but by an industry body (eg Nasscom employs all software engineers who have base level and undifferentiated skills). The member companies can farm out the work to be done by this pool. Think of it like work being allocated to a secretarial pool. What if...?
The Digital Transformation Playbook talks of the five domains which need to be transformed if the organizations have to succeed in the digital world – how the businesses view customers, their competition, how they leverage data, innovate and create value for customers. 1) customers are part of a network, 2) competition comes from platforms more than products, 3) data is a strategic asset, 4) innovation is driven by small experiments and scaling, 5) value is dynamic and adaptable. That makes these 5 areas very different from what they have been traditionally. This shift is hard for leaders in the analog world to fathom.My review of The Digital Transformation Playbook by David Rogers
I have heard of many people who use only their gut to evaluate a candidate. Remember by tossing a coin to make a hiring decision, there is fifty percent chance of the candidate being very successful - statistically speaking. By studying the successful hires made by the C-Suite of a top organization they were horrified to discover that their successful hiring record was far below the coin toss method. How did this happen? They had never tracked the leaders' skills in interviewing. Leaders were using their own heuristics to choose candidates. When the new hire turned out to be a poor performer, they blamed the candidate and never for a minute stopped to think that the decision to hire that person was theirs.
Pursuing an unusual goal is not the sign of having a jagged resume. It is usually an accomplishment that makes you wonder, what motivated the person to take up the challenge. It usually is something that brings out the desire in a person to persist despite setbacks and hardships. The person may finally not even have succeeded. But it is quality of persistence that a jagged resume will show far more effectively than a regular resume.
