As in chess, the secret to effective HR management today is, at least in part, to anticipate scenarios. Managers must be attentive to the performance of employees until the moment they leave the organization. In the face of this, new technologies are paving the way for the talent management of the future. Big data, analytics and robotics already allow HR departments to design actions tailored to people in order to increase their performance, develop engagement and reach the complex mission of retaining them with better options. The seminar "Customer Experience 2017", organized by Raet, a company specialized in HR software and services, dealt with these topics. The event, held on Wednesday 10 and Thursday 11 at Sheraton Colonia, gathered about 200 people from the region.
Álvaro Capobianco - General Manager of Raet Latam
"There is no company that can continue working as it did five years ago because the world has changed," said Capobianco. With this criterion, the Dutch firm Raet first specialized in creating solutions in the cloud and for some time put the emphasis on Artificial Intelligence. This technology allows to identify behavioral patterns on which benefits, training or communications can be segmented according to each worker. Its trigger is "how could we apply marketing techniques for employees," Capobianco defined. The goal at the end of the road is to serve talent management and retention. For example, through predictive analytics it is possible to measure a person's chances of leaving a company. The platform crosses the worker's salary, performance and succession plan in the firm, which gives an algorithm that predicts the level of risk of departure. The key is anticipation.
Fernando Rivera - Shared Management HR Services Manager
At first glance, "'Terminator' can be terrifying," Rivera reflected on the impact of Artificial Intelligence and robotics on HR departments. The executive alluded in his speech to a study, based on interviews with 800 directors of the area in companies in the U.S. and Europe, which inquired about what tasks can be complemented, if not replaced by new technologies. 64% answered talent acquisition, 24% mentioned employeeengagement and 18% talent management. Rivera noted that "repetitive and transactional processes" will be the preserve of machines. But while "the arrival of technology is much faster and deeper in HR processes than we as professionals are prepared for," he said, citing the report, he said, "we shouldn't run scared" because of robots. He argued that there are roles, such as those requiring emotional intelligence, for which people have no substitute.
Luis María Cravino - Director of AO Consulting
"Information is the oil of the 21st century and analytics is the combustion engine," said Cravino, quoting Peter Sondergaard, head of research at Gartner. That's why, in the era of big data, "you have to leave intuition behind and start processing information," he stressed. One of the areas that invites this change is performance. Sending an employee to training just because of the boss's perception is a "mistake", especially when today it is possible to detect "patterns" that build correlations and anticipate results, warned the expert. With the right data and feedback, performance can be improved: Roger Federer went from breaking rackets in his beginnings, frustrated by his poor results, to become a tennis legend, he exemplified. The performance "has to have numbers, and the numbers are graphed from the digital revolution," Cravino said. "There cannot be a world of human resources that is not based on the digital revolution," he insisted.
Matías Ghidini - General Manager of Ghidini Rodil
While some companies are incorporating tools to be "predictive" and improve aspects of HR management, others "do not have what happened" before the departure of a collaborator, he said. The comment is based on a study by the consulting firm together with the IAE Business School, conducted between 2013 and 2016, based on the testimony of 30 large Argentine and multinational companies in that country. The research revealed, among other findings, that 20% of companies skip the step of conducting exit interviews and 60% do not apply tools to measure the alignment between the values of workers (or candidates for a vacancy) and the culture of the organization. This "cultural fit" is one of the critical aspects of turnover. As a reflection, Ghidini said that companies should ask themselves "if they have all the information about what happened at least enough to start making decisions and, then, if they have someone to analyze and interpret that".
Source: El País
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