HR Intelligent Automation Journey

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🚨 As we hear from Davos 2024, this is a year of disruption where organizations are going to start adopting and scaling Gen AI tools and initiatives. However, to unlock the fuel-value of Gen AI requires more than just deploying technology and starting to think about organizational AI readiness, leadership, talent and skills.

In the last few years, we have seen the evolution of AI in human capital with an explosion of HR Tech vendors and investments and moving from Q&A chatbots to RPA, to systems that are available to recruit faster, recommend learning and mobility, predict, recommend and unlock talent and skill insights.

Gen AI in Human Capital

We are arriving to an era where Gen AI is rewiring the way to do business, how people can be more productive with Copilots and new ways to attract, develop and engage talent. However, these new capabilities bring challenges and concerns around AI compliance/copyrights and the development a new set of responsible AI practices. HR Tech architecture and talent data models will need to be revisited.

💡Gen AI is evolving rapidly creating new opportunities in terms of products, services and talent. I see the HR technology ecosystem evolving either with new vendors powered by their own foundational models and/or with a hybrid approach or reinventing service offerings to create a sustainable path to scale.

🚀 For example, a change management copilot (or any type of human capital copilot) could be an “add-on” in addition to consulting services/offerings and help clients to enable adoption. It can be built internally or partner with a Gen AI platform to deploy it faster and securely.

Rewiring HR Tech Alliances

💡What is your superpower to build a partnership and alliances capability to thrive in the market you want to lead? HR Tech vendors need to elevate relationships with cloud, service integrators, and professional services players for market expansion and revenue growth. Yet, this requires us to reinvent the way we operate, and GTM.

🚀For example, you need a different type of talent to drive, nurture and evolve partner relationships and operate more like professional service organization than just a technology enabler.

Focus on what you are great at.

Key themes to cover as HR organizations start this journey:

Set priorities: How are you aligning business strategy, use-cases, and talent to achieve desired outcomes?

Readiness: How Gen AI could affect the organization and the people?

Accountability: How are we going to operate and make decisions?

Leadership: Are business leaders committed to invest, promote and participate in new skilling and AI efforts?

Mindset: how can corporate culture promote or block the adoption of use of Gen AI?

Talent: What new talent management practices and operating model will we need?

The one pager below describes the evolution of HR Intelligent Automation.

Did I miss anything?

I welcome further conversations on how these insights might resonate with your organization.

Note: All views expressed in this article do not represent the opinions of any entity whatsoever with which I have been, am now, or will be affiliated. My opinions are my own.

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Albert Loyola

Artificial Intelligence | Employee Experience| HR Transformation| Advisor| Speaker

Albert brings global market research experience  to help executives harness intelligent technologies, reinvent HR, re-skilling and employee experience across NAR, APAC, LATAM and EMEA regions.

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