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Harbinger of good hope

Vidur Gupta |

Human resources is one of the most complex functions in today’s world, with complexity stemming from the fact that every person has his or her individualistic way in reacting to situations as each solution is unique to an organisation, team or individual. Virtualisation of workplaces and the ever changing technology is fuelling the increasing demand for additional skill sets, surmounting expectations on employee experience.

In such a fascinating yet disruptive scenario, cognitive computing is the new tool which could be leveraged to reinforce human capabilities and technological expertise, enabling better decisions. Cognitive computing is set to impact the vast amassment of HR functions, especially operations, talent acquisition (including on boarding) and development.

Their self learning capacity can take the faculties to place, helping organisations attract top talent from different pools. It can guide new employees’ access benefits, important contacts and information while on boarding. This computing can access data of existing employees and integrate it with industry requirements to provide personalised suggestions for training that will help develop their talents.

The magical aid does it all, under a limited timeframe. There are four separate ways that cognitive computing is affecting human resources:

Talent acquisition and on boarding:

The evolution from human based to cognitive-supplemented talent acquisition strengthens the functioning of recruitment across multiple dimensions. The perspective towards employer brand matures from passive to proactive as sourcing activities focus on targeted episodes. This in turn makes candidate selection more predictive, adding to personalisation of hiring process. Also, in terms of on boarding, cognition based technology come of great importance as it provides new employees with up-to-date guidance regarding access to benefits, key contacts and other important information, increasing the speed of providing fruitful results.

Human resources operations:

Complementing traditional HR operations with efficient integration of cognitive capabilities reinvigorates dead core processes, leading to improved decision making among HR professionals. Payroll administration, one of the most integral operations becomes more streamlined with compliance updates and reduced runtimes, while personnel administration gains greatly from intelligent mechanisation of an otherwise complicated data management. Existing shared service centre advisors are successively empowered by cognitive guidance, delivering even better employee experiences, in turn enhancing workforce analytics through scenario modelling.

Talent development and engagement:

This is a core area of focus for many HR leaders who recognise where, when and how the development familiarity enables powerful performances. Majority of the HR executives view the digital skill gap as a critical issue, and believe that cognitive solutions are well suited to address this challenge. A keen understanding on continuous learning being necessary to keep pace with the rapidly changing skills required for today’s workforce, has led to this change. The talent development journey from learning and skill development to employee feedback can also be enabled by cognitive systems, adding much directness to a time consuming task.

Skills management:

Cognitive computing creates a dynamic company skills map, leveraging employees’ resumes with existing reference documentation. This enables a 360 degree view of competencies within the organisation, including vision of skills by geography, seniority, internal/external split, etc, as well as data driven definition of training plans and personalised training recommendation. This revolutionises the skill set to provide a wider view of allotting the right talent to fill the needed gaps. The resulting consequences of cognitive technology has added a much needed boost to the erstwhile redundant sector and with time we can witness the progressive impacts of integration of the technology to its fullest extent. The writer is director, Spectrum Talent Management