Human Signature

The future of total rewards is shaping up to be dramatically different from its current look and function. Artificial intelligence, workforce analytics, agile organizations, employee experience and more are just some of the changes in store. Artificial Intelligence - The interconnection of artificial intelligence (AI) and compensation marks a new age in total rewards theory. Machine-powered analytics can provide greater insight into the challenges of job matching and talent selection, which could lead to significantly improved recommendations and higher performance. Soon, AI will lead to "job descriptions that write themselves”. Survey-based data may not be replaced, however, we might be seeing real-time peer data which will help in better and faster pay decisions. Agile organization - Organizations are becoming more agile and flexible. Within a constantly evolving business climate, it is crucial for an organization to move quickly and effectively. With the ...

The next Evolution in HR Technology will be far more rebellious than the milder revolutions in the previous historical periods. No new technology since the dawn of the internet has captured the imagination like Blockchain and Chatbots. Imagine your TA team asks SIRI to find the next applicant for a certain role or ability of SIRI to do a compensation analysis based on your voice commands. Imagine you know for sure that each and every word written in a person’s resume is 100% correct and it’s next to impossible to counterfeit Resumes. Things are indeed moving ahead towards these directions. In fact, Recruit Technologies and Ascribe announced in April 2016, a strategic alliance to bring Blockchain Technology to the Human Resources industry to increase transparency and in turn address fraud in HR credentials. They are investigating the possibilities and practical uses of how Blockchain Technology can be applied to the human resources sector; they will begin by developing a...

                  Imagine a scenario, where algorithmic tools & programs being used to calculate the number of years a person will stick around in an organization or selecting a candidate without any interview rounds. And how about this one, appointing employees directly as VPs, CEO, MD etc. because the data says so, even though data parameters look completely illogical to human mind. This may include gene/DNA analysis. Primarily, till now HR’s have taken decision on biased data points which is based upon intuition or experience. Organizations are spending on well-intended, but mishandled retention tactics, such as raises, bonuses or promotions put in place by HR in an attempt to control attrition. When these strategies are applied without hard data to back them up, their results can be futile. Worse, money can be spent needlessly to retain people who are not actually at risk of leaving. HR never realized how much data they ...

Shared Services is a way of organizing administrative functions to optimize the delivery of cost‐effective, flexible, reliable services to all “customers”. According to Wikipedia: Shared Services refers to provision of a service by one part of an organization or group where that service had previously been found in more than one part of the organization or group.  Thus the funding and resourcing of the service is shared and the providing department effectively becomes an internal service provider. The key is the idea of 'sharing' within an organization or group. When transitioning to a HR shared services model, organizations should structure the shared services center (SSC) to most effectively meet business objectives. Multinational organizations should determine whether shared services are most effectively delivered through a number of centers based on business groups and regions, or through one global center. Further, while implementing SSCs, organizations s...