Artificial Intelligence and Human Resources

Transcription

1 Artificial Intelligence and Human Resources I n f l u e n c i n g c u l t u r e, w o r k a n d l e a r n i n g S m a r t P r o z a n d K n o x D a l t o n & A s s o c i a t e s

2 One of you will be the winner O f t h i s t z u m i D r e a m V i s i o n V R h e a d s e t

3 A TYPICAL CONVERSATION AT WORK

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5 "As long as companies (sic) focus too much o f a t t e n t i o n o n m a n a g i n g f i n a n c i a l c a p i t a l t h e y w i l l d e v o t e t o o l i t t l e t o e n s u r i n g t h e b e s t u s e o f t r u l y s c a r e r e s o u r c e s t i m e, T A L E N T, a n d e n e r g y H B R M a r - Apr.2017 " N o t h a v i n g a n A r t i f i c i a l I n t e l l i g e n c e ( A I ) s t r a t e g y i s l i k e n o t h a v i n g a b u s i n e s s p l a n ; y o u c a n g e t b y, b u t y o u w i l l s o o n b e w a t c h i n g f r o m t h e b e n c h a n d t h e n y o u r couch." Tech- C I O " A n a r t i f i c i a l i n t e l l i g e n c e s t r a t e g y o r p l a n i s n o t a n o p t i o n f o r o r g a n i z a t i o n s w i t h d i v e r s e c o m m u n i t i e s, c l i e n t s a n d c u s t o m e r s. i t i s a n a b s o l u t e n e c e s s i t y " I t w i l l h a v e a h u g e e c o n o m i c i m p a c t b u t a l s o c h a n g e s o c i e t y, a n d i t ' s h a r d t o m a k e s t r o n g p r e d i c t i o n s, b u t c l e a r l y j o b m a r k e t s w i l l b e a f f e c t e d. Yoshua B e n g i o P r o f e s s o r - U o f M, C a n a d a R e s e a r c h C h a i r 5

6 AI- defined.. technology that appears to emulate human performance typically by learning and coming to its own conclusions. Gartner IT Consulting a branch of computer science dealing with the simulation of intelligent behavior in computers. The capability of a machine to imitate intelligent human behavior. Forbes.com the science and engineering of making intelligent machines". John McCarthy - Dartmouth Conference (1956) 6

7 History and evolution of AI Original term coined in s - Large industry and the military early adopters (cost prohibitive to consumers). Hollywood teases the world with science fiction robots, cyborgs and bionics. 1970s 80s - Business sector begins to introduce process automation with software applications Mid-1980s into the 90s - computers become available to consumers Apple, IBM, HP, Compaq, etc. 1990s - the arrival of the Internet with search engines, advertising, and links created universal access and sharing of information...but also led to nefarious activity, e.g. hacking, bullying, threats and a new field of expertise - cyber security. Technology (IT) beginning to become stand alone department 2000 emergence of handheld devices Rapid growth and volume of activity leads to creation of the cloud in 2015, and renewed focus on AI 7

8 AI in our lives W e e x i s t i n a w o r l d o f A I at t i m e s a d e e p a w a r e n e s s, a n d o t h e r s w h e n i t is b a r e l y n o t i c e a b l e Voice recognition Alexa, Siri Online purchases and retail Amazon, Wayfair Online quotes for insurance & autos - chat 'bots Online Adverts, Search Engines - links, pop-ups Expedia and TripAdvisor travel preferences GPS route options and opportunities Some health and wellness services pharmacy/supplements and lifestyle Online education course availability, deadlines Benefits processing, autonomous vehicles 8

9 Close to Reality 9

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11 How AI can help in our work place The ability to connect personally creates enormous opportunity to capture data to help us learn about the human element Harvard Business Review Nov AI helps with predicting attrition levels and retention risks, and managing employee databases Ability to significantly change learning and development processes and practices, and performance reviews Artificial intelligence processes and tools eliminate silos Assists by intuitively organizing what matters more than where AI eliminates biases in many areas including recruiting and hiring process (*) (*) Algorithms can have biases because they are developed by humans. In machine learning an algorithm may contain a bias, which may or may not be addressed as it evolves hence the desire, and need, for human intervention. 11

12 Organizational culture Next generation workforce very different views and values is your culture ready and preparing for Gen Z & Millennials? Organizational culture is defined as the underlying beliefs, assumptions, values and ways of interacting that contribute to the unique social and psychological environment of an organization...the tacit social order. Constantly evolving, and a blend of the past and the future performance and potential Too often relegated to secondary status after a change Fragile Our individuality is added to the collective Home to biases Today s cultures are more than the people technology is a cultural influence and very real phenomenon 12

13 Organizational culture (cont d) Human capital - #1 source of competitive advantage Human Resources Department - the (most) organizationally aware of the culture, and who understand the corporate interfaces Organizations are very busy AI helps reduce our regular repetitive 'busy-ness,' which affects the culture AI can be used to assess the culture and capture biases Expectations of work teams now include technology The final decision-makers human beings 13

14 Influencing our perspective Fear Job loss, uncertainty, pace of change, the unknown, technology, that the machine is learning us We keep things that frighten, or challenge us, at a distance As humans we have a need for control don t want be manipulated by machines or algorithms (HBR Jan-Feb 2017) Psychology the cognitive aspects Biases undermine and influence decisions and actions Cyber attacks, privacy and security, threats 14

15 What is AI good at? Analyzes huge volumes of data quickly, efficiently Automates repetitive, mundane and otherwise time-wasting tasks performed by people Frees up time for critical thinking, strategic issues Ignores hierarchies, control, reporting, power and politics Presents many options with reasonable predictability Has the capacity to learn about the user Removes biases from decisions (*) a n d n o t s o g o o d a t Political situations and strategy Issues of morale and compassion Managing across service areas Answering why 15

16 Thought and Industry Leadership Who is leading the thinking and development of artificial intelligence? Technology companies, e.g. Microsoft, IBM, NextIT, Google, Uber Sector leaders (top 100)- Healthcare, automobile, insurance, marketing, cybersecurity, HR Industry leaders Facebook, Amazon, Salesforce, Twitter Institutional researchers - artificial Intelligence, ethics, and collaborative cognition - working AI systems to help understand natural intelligence. Vector Institute in Toronto, MaRS 16

17 Domain - Traditional vs optimal Finance was the traditional home to IT as a transactional operation now we see CIOs and IT Departments AI is presumed to be 'owned' by IT/IS departments because of the technology AI is a tool and process that analyzes, compiles, predicts, and affects work, and by extension, relationships A traditional owner of a technology initiative may not be ready (capacity, resource limits).. but the customer is, as is the employee The Gen Z er expects a certain level of electronic sophistication and automation (including Artificial Intelligence) to be part of the workplace, environment and processes AI is a form of communicating and relationship building (HBR May 2018) An AI strategy is a truly collaborative opportunity and one that is best initiated by HR professionals (HBR Mar-Apr 2018) 17

18 Bridging HR and IT The significance and role of HR and IT in organizations has evolved and changed more than any other corporate service Both professions have, and will continue to, advance, develop and pioneer rapidly and significantly, again, more than any other corporate service A clear mutual dependence on one another already exists Both have influential, extensive and far-reaching ecosystems that are impactful and influential Bringing the two together via an AI bridge has enormous potential one that takes them on a journey as teammates 18

19 Learn and understand the technologies Work collaboratively with your CIO Have a conversation with your CAO and the E/SMT An Artificial Intelligence strategy Get AI on your list of strategic priorities (and keep it there) Look to highlight the value add, a cost-benefit analysis Leverage that AI is a marketing tool it creates opportunities for you and your clients/customers Build a cross-functional Innovation Team or Group with a collective governance model which helps to avoid the tendency to own which equals control Ask questions inside your organization speak to millennials and the seasoned What are the opportunities and risks, fears? Where are the bottlenecks? Is the organization ready, e.g. a digital strategy, HR strategy, org. culture profile? Leverage an achievable pilot project - but don t aim for the moon Do not limit imagination or creativity 19

20 let us leave you with a cool idea

21 Let us leave you with one idea

22 Contributing Partners Content Credit to Microsoft, Google, Youtube

23 THANK YOU Discussion Questions Observations Draw for the tzumi Dream Vision VR Head Set P e t e r S i m m o n s P r a s a n n a G u n a s e k e r a WWW. S M A R T P R O Z. C O M WWW. K N O X D A L T O N. C O M