2020 Q2 Issue
An unusual thing happened on the way to finalizing this issue of WSR: the world changed, seemingly overnight, and more fundamentally and dramatically than we’ve seen in the past 100 years. The impact of the Coronavirus pandemic has been profound
“This virus is essentially malware aimed at the source code of humanity.” - Amy Webb, Quantitative Futurist On the last day of January, 2020, the average HR Information Technology professional in America was probably upbeat, working within a thriving economy,
HR Technology in the New Remote Work Environment – by Jessa Kilgore, HR Technology Practice Lead, NicemTech
Last year I spoke at the Garden State SHRM Conference on “Creating the New On-Line Experience for Your Workforce”, just months before the first COVID-19 case in China. Back then no one knew how the virus would significantly change the
A Perspective on Bringing AI to HR: Opportunities, Risks and a Recommended Path Forward – by Sheri L. Feinzig, Ph.D.
Artificial intelligence (AI) and machine learning (ML) have rapidly become an increasing presence in many aspects of society during the past several years, and HR is no exception. Hundreds of vendors have brought AI-enabled HR products to market, and many
Part 2 (Part 1 is contained in our Q1 2020 issue) We recently reached out to a few long time members of the IHRIM association (including one of the Founders, Sid Simon) to get their impressions of the many changes
Artificial Intelligence for Human Capital Management: “Not Ready For Prime Time?” – by Bob Greene, Ascentis
One of my all-time favorite old movies, now 52 years old, is “2001: A Space Odyssey.” Screenwriter/director Stanley Kubrick and book author Arthur C. Clarke were way ahead of their time, despite the incorrect prediction of the year when artificial
The Road to Economic Recovery: Human Capital in the Driver’s Seat – by Amy Armitage, Co-chair Human Capital Investment and Reporting Council (HC IRC)
If the coronavirus crisis is a uniquely human crisis, the most powerful driver in our economic recovery is what we do next with our human capital and people practices. Research and recent discussions from our Human Capital Investment and Reporting
THE BACK STORY – HR in the Time of COVID-19: (with apologies to Gabriel García Márquez, author of “Love in the Time of Cholera”) – by Katherine Jones, Ph.D.
The last “Back Story” column, titled “Managing Talent In – and Out – of Your Organization,” addressed layoff strategies, primarily addressed at professional, white collar environments. Timely yes, but in the relatively short time since the last edition of Workforce
The Age of Behavioral Analytics at Work: Using IT Metadata to Make Improved Business Decisions – by Philip Arkcoll
In today’s connected world, more and more people are reliant on digital tools1 for their daily tasks in nearly all facets of work. This includes communication tools like email and Slack, project management tools like JIRA, and collaborative tools like the
‘The purpose of Human Capital Management is to acquire, manage, and optimize the workforce that drives a modern business and powers the achievement of its mission and financial goals.’ Perhaps this sounds a little dull when reduced to this, yes?