The future of AI and HR

The future of AI and HR, AI is not the enemy of HR, but a tool. Tools don't force people to die, they only put people out of work who can't use them. So do you know how the future of AI and HR? The next step is to come with me to see it!

AI and the future of HR 1

First, "not a person" how far away is the era?

A few months ago, the area of the vegetable bird station followed the trend of self-service pickup and self-service mail, logistics employees only care about the parcel code on the shelves, as for how to send someone else twenty pounds of books from the highest level to take down, that is the customer's business. This makes me palpitate, anxious to find a front-end friends to inquire, this unmanned concept is "no one"? Or is it "not a person"? Front-end friends said, Mr. Ma is now promoting the temporary is "no one" - WHAT! In my opinion, "no one" is a quality problem, and "no one" is a technology problem. In my opinion, "no one" is the quality problem, " not a person" is the problem of science and technology. The quality problem is very nebulous, science and technology problems can be expected, so when can we realize the "not a person" era?

This is not, soon to AI?

AI is infinitely close to the human "not human". The young man asked what is the need to study human HR in the era of "not human"?

AI exists in the virtual world, want to completely replace people in the real world, at least the manufacturing industry needs another leap. This leap, not thirty years ago, the efficiency and volume of the leap, not ten years ago, industrial upgrading, but the design, production, precision of the entire process of highly upgraded. Look at the current manufacturing industry, we know that the era of "not people" is still far away. HR in the last five years, and even ten years, but also to manage people. Even if the future "is not a person" era, the world is still full of people, only the content of the work is different. Just like the textile workers in the "Drunken Night", in fact, and sitting in front of the computer to do drawings of the artisan is not the same, today's "computer in the hands of the world I have" of the modern luxury, but only a technological tool to give people the illusion.

The relationship between AI and human intelligence

Kodjie and Alpha Dog knocked on. How did a computer beat the human brain at an ancient game invented by humans? After all, humans have been playing Go for nearly a thousand years. That's the problem. Alpha Dog has stored thousands of years of human games, and its huge brain has thousands of years of experience from countless games played by countless players, while Ke Jie's human brain is necessarily limited in the number of games it can store. Alpha Dog can also measure the probability of the opponent's next move through the comparison of countless games and quickly come up with a countermeasure, which Ke Jie could not do. But this is not the AI's victory, it is precisely its failure. If there is no big data accumulated by chess players over the past thousand years, what does Alpha Dog take to measure? Alpha Dog's victory in the matchup is the victory of millions of Ke Jie. Its every acceleration, its every drop, shines with the wisdom of human chess players. So, without the continuous accumulation of human wisdom instilled, Alpha Dog can only play with the ancients. ai is not a flood beast, but just another great tool created by human beings for themselves. Humans are constantly creating and using tools, and it is foolish to pit AI against people.

Some say that AI will one day learn and create itself, and evolve rapidly independently of human intelligence. -ROBERT will rule the world. Real-world problems must be solved with the wisdom that emerges from real-world experiences.ROBERT and human beings comprise the real world, and the speed of ROBERT's data analysis may outperform human beings, but human intelligence never wins by speed, but by diversity. Diversity not only means that human intelligence is inexhaustible due to cultural differences, but also means that randomness and variation, that is, not according to common sense is the norm of human intelligence, which is what AI can not. Even if there is a kind of intelligence that is infinitely closer to human beings than human beings exists and develops, it is still in competition with human intelligence. The relationship between humans and AI is like the poles of a number, originating at the origin and intersecting at infinity. They seem to be the opposite of each other, but in fact they are complementary to each other.

Third, AI is not a crisis but an opportunity for HR

Socialized production is dismembered by technological tools and human needs from the inside to the outside into smaller operating units, and even individuals can participate in the production as independent operating units. There are many cases of outsourcing work units to participate in processes ranging from mining investments to personal finance, and firms and independent consultants are just different shells, with no difference in the nature of the business. Technology connects time and space in a way that is even more efficient than assembly line operations. This dismemberment does not only exist at the bottom of a single layer, but cuts across the entire social production process, and no industry is immune, including HR.

There is an invisible stratification between transactional and expert HR itself, and the Three Pillar Theory is the realization of this stratification within the enterprise. In the market situation described above, the three pillar theory can be further socialized. The executive BP stays in the organization, the SSC is given to a professional process company, and the COE is done by external experts. Transactional HR is a very large percentage of existing practitioners, and a lot of HR knowledge is still educating people to solve the underlying transactional problems, and once powerful AI is able to replace these jobs, these people and knowledge will be obsolete, giving rise to supreme trepidation. In fact, knowledge is constantly being eliminated. If you do not insist on learning, five years will become a new era of illiteracy, which has nothing to do with whether AI is produced.ERP makes managers unemployed? Financial software to make accounting extinction, EHR makes HR on the brink of death?AI is not the enemy of HR, but a tool. AI is not the enemy of HR, it is the tool. The tool will not force people to die, but will only make people who do not use the tool unemployed.

Looking to the future, AI can help BP to complete the grassroots affairs or consulting, powerful processors in the professional process companies used to analyze and summarize big data, design the most cost-effective path, and deal with the same kind of affairs in multiple companies at the same time. Provide data and staffing services for COE external experts.

Correspondingly`, HR will generate more visible business branches.

1, HR engaged in basic affairs within the enterprise is mainly committed to three points: process, legal, tools proficiency, on-site resilience, communication and coordination skills.

If AI enters mass production, in accordance with national conditions will inevitably be preloaded with common rules and processes. Financial, legal, financial, auditing and other regulations are relatively perfect, the industry of national interest bear the brunt, we can know in the design of the Golden Tax III ideas. The HR industry, which is keen on new concepts, is naturally not willing to lag behind. The management of basic HR affairs will shift from rough to standardized and refined, and the proficiency of theoretical knowledge, efficient tools and standard processes will determine whether HR can pass the new phase of assessment.

The difference between AI and people is that AI uses big data trends to make decisions, while people can adapt according to the situation on the spot. Of course, AI will be every human strain scene into the database, as the next decision-making reference, which is called the learning ability of AI. HR has a different experience of the reality of the micro-environment in which it is located and the machine, so only HR with rational and emotional sensitivity to the characteristics of the human being will be able to play a role in the future environment. This requires HR to strengthen the study and practice of psychology.

HR within the enterprise is a burning emotional intelligence positions, both service functions and management functions, in the face of up and down the left and right conflict of interest, personal emotions, every word should be considered again and again. Observation is the professional instinct, thinking ahead for the situation forced. This is exactly what AI can't do. AI has a strong knowledge store, and working with a strong partner requires a strong reserve of knowledge and capabilities.

2, the professional module of HR has two ways to go, one is to go to the professional SSC enterprises, engaged in process design and business agent work. The second is to further enhance the HR experts to go to external COE consulting firms.

In the past, the internal SSC center was like a housekeeping department, filling out forms, running processes, and sending and receiving information, which took up the largest workload of the HR department in the personnel management era. Now, there are still many enterprises to complete the process affairs as the HR department's biggest assessment index. The process efficiency of the enterprise determines the effectiveness of the management costs. SSC work outsourcing can greatly enhance the efficiency of the enterprise process and risk avoidance.

Nowadays, the most popular human resources outsourcing business is recruitment outsourcing, and I think recruitment outsourcing is a kind of pseudo-outsourcing. Today's information dissemination flattening and channel monomerization, seemingly contradictory, in fact, unified. Just as the way of survival of enterprises lies in a certain field of professional deep cultivation, as an important means of production of manpower must exist in a certain field, the depth of the enterprise itself in the field determines the effectiveness of recruitment, outsourcing companies in the industry in the deep cultivation and can not be on the effectiveness of the recruitment of how much to improve - to find people does not mean that people will come. Recruitment efficiency is directly proportional to the quality of the company itself and its ability to compete in the marketplace, not to the ability of the outsourcing company to tap into it.

To make complex things simple and simple things excellent is an important goal for SSC-type companies.The combination of SSC and AI greatly improves the efficiency of process affairs.What HR has to do in a professional SSC company is to design and amend the process according to the big data and their own experience, to provide guidance and support for the improvement of AI's efficiency and accurate service. This requires HR working in SSC to have experience in grassroots affairs from the concrete to the abstract, be highly sensitive to process efficiency and cost, and be able to propose professional solutions, which requires a group of professionals who can do things.

3, COE is the management brain of HR. It requires HR to have grassroots work experience, strong data analysis skills and the ability to innovate and develop. The key to selecting a COE lies in the abstract analysis of data, sensitivity to the macro labor market, and the ability to make effective solutions to real business problems.

Many HR want to reach this level in one step, and a COE expert needs at least ten years of professional work experience, with the ability to work y in one or more modules. With the involvement of AI, is it possible that this time can be shortened? No. AI will lead to higher barriers and streamlining across the industry, placing higher demands on COEs, many of whom may remain in BP or SSC forever. very different from the in-house COEs of the past, professional COE consultants have a much larger span of data research, a deeper vertical, a farther vision, and an eye on the industry, starting with the business.

Will we be faced with robotic HR?I don't think so soon. But the combination of AI and HR, this day, how far it will be, it is difficult to say. Industries are trying to data *** enjoyment and integration, one day HR data is also uploaded into the cloud, the six modules will be disrupted. The replacement of the basic bookkeeping accountant by AI is already on the horizon, and the layering of HR business will happen in the last three years.

In fact, many first-tier cities and individual consultants have given enterprises to do external HR department pilot. Many entrepreneurs have done the math on money-for-efficiency, and rather than fumble around for years on their own, they outsource to specialized companies or firms to build the framework and then do the internal filling. For innovative companies that can't afford to recruit high-end HR experts, it's more cost-effective to go to an outsourcing firm to crowdfund an efficient SSC and a COE panel of experts that never goes offline.

The city of Rome wasn't built in a day, and AI won't wipe out all positions in one fell swoop. When people are around, HR is around. If you don't want to make tech tools our enemy, you have to fully understand the significance of tech tools in HR, find your own position, master it, cooperate with it, and integrate it.

The future of AI and HR2

Oxford University predicts that in 2025, 47% of jobs will be replaced by robots, which means that half of the 500 HRs in this room will have their jobs replaced by robots.

In California, Google gives a set of data: when humans drive, the accident rate reaches 4.2 per million, while robots only 3.2. It is clear that robots drive safer than people.

Driverless, what do we do with human resources?

In the western United States, at IBM's Houston Theological Hospital, the Watson robot looks at X-rays 30 times faster than a doctor and with 99% accuracy, compared to a doctor's error rate of 20%, especially for breast cancer. Patients are sent to the operating table for nothing.

What do we do with human resources without doctors?

In New York, in the eastern part of the United States, there is a company that has just been founded only two years ago, focusing on intelligent investment, only robot management, providing 24 * 7 service, not blinking and not resting, and serving the community at every moment. This company was founded in 15 years, in the first year it was only $110 million, in the second year $500 million, now $50 billion, and by 20xx it will reach $250 billion in assets under management, and it will all be managed by robots.

Robots make more money than people, so what do we do with human resources?

50% of jobs will be replaced by robots in the future

What do we do in HR?

Tai Hongwei, the founder of Yungu Hui Business School and China's strongest brain of HR, made an in-depth analysis and reflection on "HR being subverted" on the site of the Human Resources Expo, which made a deep impression on Bei Bei.

He proposed a growth path for HR in the new era of AI and an AI triangular organizational change plan from four perspectives: trend, path, strategy and organization.

What the AI era is about are three paths: automation, data, and augmentation. In a future where 70% of decisions are made by robots, people need to do the work of approvals. hr needs to think outside of hr and leverage organizational innovation to bring the resources of the entire community to the table.

So what industries will be replaced?

Will HR be replaced?

Case study

I spent three years at Haier, helping Haier with strategic transformation. Then I received a very smart washing machine, and with every step, the robot reminded me of a phrase like:

"Your wife's red shirt can't be put in the wash with your white clothes."

"Your wife really likes this shirt."

It turns out that on the screen of the phone it shows that this shirt my wife has washed 14 times in two weeks, wearing it every day and washing it every day.

"This year's new models out, 30% off, do you want it?"

I bought three at once, my wife came back to praise me vigorously.

Robot, who knows my wife better than I do.

Also because of AI, sales are replaced by robots. Historically, Jingdong and Taobao will be replaced by such robots.

To summarize, Haier's transformation is a year and two years of exploration, workflow from modularization to unmanned production, black light factory, and finally the connected factory.

What is a connected factory?

User interaction, crowdsourced customization, order customization, production visibility, delivery visibility, trial experience ...... and so on

In other words, only when the washing machine is bought back does its value begin; for the company, the real winning model begins.

This is the future, and I call it M2C.

Artificial intelligence is so important, what does that mean?

1. Automation: unmanned factories, blacklight production

2. Data: washing machines collect data

3. Intellectualization: washing machines help with shopping

This is the first time in the history of mankind that robots have been redefined to: Reducing our mental work and working more meaningfully.

The challenge of innovation and transformation in the "smart era"

Haier's problem at the time was that it hadn't developed a single disruptive product in a year, and the leadership asked me to design the organizational structure. Through research, I found that spending more time on organizational structure would not solve the problem. Instead, I helped Haier build a platform like Hope - the Haier Development Collaboration Ecosystem.

Anyone can go to this platform, submit your creative program, and interact with Haier. Once the program is finalized, Haier immediately injected 75% of the capital, so that you become the boss, cooperation and transformation, and profit after the share. Every year this platform can incubate more than 200 products.

This is what every human resource needs to do, jumping out of human resources to solve the company's most fundamental problems. This platform, organizational innovation, will turn the world into Haier's HR department and will turn the world into an R&D department.

AI Triangle

Summarizing my five years of work experience in Haier, combined with the arrival of the era of artificial intelligence, I came up with an "AI triangle" theory. The future of HR should understand and learn the "AI triangle".

What is the AI triangle?

First you need to consider the relationship between product and platform.

Red Collar has not only made an intelligent production line, it is now into smart home, smart lamps, and in the future there is the possibility of entering the field of private customization and so on. It has thus turned a product company into a platform company, which is what future managers and HR need to consider.

The second is the human thought and machine thought. In the future, 70% of the decisions are made by robots, not people. Robots make decisions faster and see more. People only do the work of approval, freeing people, people make decisions, robots listen. At this point, you need to think about the question, in your organization is the person making the decision or the machine slowly replacing the person or helping the person to make decisions.

The last one, the most most most need to solve is the core and the masses. HR has recruited so many people and a lot of energy and time spent on training to develop a core group of people, but unfortunately these core people are basically biased. The bias is that past success is holding this company back. So where are the true multi-perspective people?

In the community! So, in this case, Haier addresses the core and the masses.

The future of business, then, lies in these three areas, and they are almost all things that HR needs to do.

The first is to consider whether your division is actually an organizational structure for making products or building platforms? The two are completely different. In the future, all companies that make products will slowly be affiliated with a platform company. Do you want to create a platform or do you want to join other platforms?

Furthermore, people think and tools think. What exactly is the decision-making mechanism? This is a process that HR needs to sort out.

But most of all, the most important thing that needs to be solved is how to balance the core power and social power, which is the biggest problem that HR needs to jump out of the manpower work to solve.

Therefore, I discussed with Mr. Yang (author of the book "The Yang Triangle of Organizational Capability"): the Yang Triangle of Organizational Capability should be transformed into the AI Triangle.