HR Analytics and AI Club - d2mh74gfprt4e1.cloudfront.net file*Process areas specifically related to foundational activities related to ... Civil Service Global HR Design Future State

HR Analytics and AI Club

AI in the Workplace2nd April 2019

2

Government’s Global HR Design: Reimagining HR

April 2019

[email protected]

Global HR Design: Setting the standard for future focused, technology enabled and user centric HR services in Government

Zoe Vince

Head of HR Technology, Strategy and Innovation, Civil Service HR

mailto:[email protected]

3

Cloud HR Technology

Introduction

4

Civil Service Global HR Design

Shifting focus to a modern HR Operating Model

5


Aligning the HR Taxonomy to the Employee LifecycleAttracting and retaining talent and experience through social sourcing and seamless recruiting.

This covers:

• End-to-end Recruitment (Executive, Specialist, Volume, Apprentice)

• Fast Track and Fast Stream end-to-end Recruitment

• Onboarding

Building career paths and structuring learning & development in a way that develops breadth of experience.

This covers:

• Learning & Development

• Talent & Succession (SLS, FLS, Fast Stream, Fast Track)

• Apprentices

Managing the workforce in a way that drives flexibility.

This covers:

• Performance Management

• Absence, Health & Wellbeing

• Employee Engagement

• Industrial Relations

• Global Mobility

• Employee Changes

• Contingent Workforce Management

Implementing streamlined exit processes with fluid hand-offs:

This covers:

• Leaving

Driving positive employee experience through excellent HR service provision, reporting and analytics.

This covers:

• Reporting

• Employee Contact

• Data & Knowledge Management

• Service Management

Rewarding high performance and providing employee benefits.

This covers:

• Compensation

• Benefits

• Payroll

• Time Recording

6


Future State HR Taxonomy (1/3)

HR1

People Strategy &

Planning

Input to Business

Planning

Provide HR Insights

& Analytics

Business Supply &

Demand Capture

Develop Talent

Strategy

Develop Policies &

Procedures

Develop Org

Effectiveness

Strategy

Develop Reward

Strategy

Manage

Organisational

Design

Develop Capability &

Learning Strategy

Strategic Workforce

Planning

Develop HR

Strategy &

Governance

Develop

Performance

StrategyHR1-01

Human Resources

Strategic Planning

Develop Change

Management

Frameworks

Deliver

Organisational

Change

Define OD Tools &

Approaches

HR1-02

People & Workforce

HR1-03

Manage Organisational

Development (OD)

Design

Organisational

Competencies

HR3

Joining Work

Close Job

Description

Attract & Source

Candidates

Create/Edit Job

Description

Manage Candidate

Pool

Design Recruitment

Processes, Tools &

Programmes

HR3-01

Recruitment

(Executive,

Specialist, Volume,

Apprentice)**Manage Job Offer /

Contract

Conduct Pre-

Employment Checks

Screen Candidate Select Candidate

Manage No ShowsManage New Hire Manage OnboardingHR3-03

Onboarding

HR2

Managing

Organisation &

Positions*

Manage Job/Job

Families

Manage

Organisational

Structures

Manage Locations

HR2-01

Manage

Organisation*

Create PositionHR2-02

Manage Positions*

Man

ag

e H

um

an

Reso

urc

es

Level 2 Level 3 Level 4Level 1

Manage Job Offer

Withdrawal/Candidat

e Withdrawal

Develop Resourcing

Strategy

HR3-01-02

Create/Edit Job Close PositionUpdate Position

Create/ Update

Candidate Profile

HR3-02

Recruitment

(Fast Track,

Fast Stream)

Source Candidates

Security Vetting

Induction

Develop Vendor

Procurement &

Relationship

*Process areas specifically related to foundational activities related to organisation and position management, including setting up organisational structures, job families and positions in the system. **Includes both Internal and External Recruitment and all Statutory/regulatory principles

Screen & Select

Candidates

Bidding for Fast

Track, Fast Stream

Offer & Contract

Management

Develop

Engagement

Strategy

Develop Diversity &

Inclusion Strategy

Reinstatement

Pre-Employment

Checks

7




HR4

Building the

Workforce

HR5

Managing the

Workforce

Man

ag

e H

um

an

Reso

urc

es

HR4-01

Learning &

Development

Deliver Learning

Evaluate Learning

Delivery and Impact

Conduct Capability

& Learning Needs

Analysis

Manage Enrolments

and Completion

Update Learning

Curriculum

Develop Learning

Content

Manage

Cancellations

Manage Off-

Catalogue Requests

Develop

Apprentices

Design Learning

Processes, Tools &

Programmes

HR4-02

Talent & Succession

[SLS, FLS, Fast

Stream, FastTrack,

HDPS, IDP]

Design Talent

Processes, Tools &

Schemes

Manage Succession

Plan

Conduct Talent

Review & Identify

Talent

Manage Talent Pool

/ Network

Manage Talent

SchemesManage Internships

Mentoring

& Outreach

*Includes both setting organisational and individual objectives.

HR5-02

Absence, Health &

Wellbeing

Record Long Term

Sickness Absence

Record Short Term

Sickness

Manage Leave of

Absence

Manage Flexible

WorkingAdminister Leave

Administer

Occupational Health

Referral

Manage Return to

Work

Create, Develop and

Refresh Objectives*

Design Performance

Processes & Tools

Create & Manage

Development Plans

Conduct

Performance

Reviews

Manage

Performance

Improvement

HR5-01

Manage

Performance

Manage Probation

Period

Change Employee

Personal Data

Change Work

Schedules

Change

Employment Status

Administer Mass

Data Changes

Manage

Personnel

Files

Admin. Promotion,

Demotion & Lateral

Moves

HR5-03

Employee Changes

Manage Talent

Moderation

Manage Start of

Loans

Manage

Secondments

Manage End of

LoansExtend Loans Manage Relocation

Request / Renew

Work Permit / Visa

End Contingent

Worker Contract

Contract Contingent

Worker

Manage TUPE &

COSoP

HR5-04

Global Mobility

HR5-05

Contingent & Other

Types of Workers

OGD Transfers

Manage Loan /

Secondment

Changes

HR5-06

Employee

Engagement

Manage Collective

Agreements

Understand Legal &

Reg. Environment

HR5-07

Industrial Relations

Engage & Consult

Unions

Design Engagement

Process, Tools &

Programmes

Manage

Grievance and

Dispute

HR5-08

Conduct & Discipline

Manage

Competencies

Manage Discipline

and Conduct

Manage Poor

Performance

Develop Employee

Wellbeing Initiatives

Manage Employee

Engagement

Activities

Manage Employee

Surveys

Manage Fee Paid &

Seasonal Workers

Engage & Consult

Workers’ Councils

Manage Appeals

Manage Reserve

Commitments

Manage Formal

Whistleblowing

Arrangements

Manage Political

Activity and

Appointments

8



HR8-01

Manage Reporting*

HR8-02

Manage Employee

Contact

HR8-03

Manage Data &

Knowledge

Management

HR8-04

Manage Service

Man

ag

e H

um

an

Reso

urc

es


HR8

Managing Service

Receive & Resolve

HR Queries

Manage Continuous

Improvement

Manage Employee

Complaints

Manage Escalations

/Exceptions

Manage Ad-Hoc

Reporting

Requests

Maintain/Update

Report Catalogue &

Schedule

Manage Statutory

& Parliamentary

Reporting

Manage HR

Information

& Knowledge

Manage Regulatory

Compliance

Manage Customer

Satisfaction Survey

Manage Service

Change Request

Maintain Systems &

Configuration

Manage Critical

Issue Resolution

Manage Vendors

(Operational Mgt)

HR7-01

Exiting

Manage Voluntary

Leaving

Manage

Redundancy

Manage Involuntary

Exit

Manage Death In

Service

Conduct Exit

Interview &

Communications

Manage Exit

ComplianceHR7

Leaving Work

HR6

Rewarding the

Workforce

*Assumption that specific reporting requirements will be captured throughout the global process design across all taxonomy areas where appropriate.

HR6-01

Manage

Compensation

HR6-02

Manage Benefits

HR6-03

Manage Payroll

Manage Off Cycle

Compensation Changes

& One time Payments

Gather Industry

Comp Comparisons

Post Payroll To

General LedgerProcess Payroll

Gather Industry

Benefit Comparisons

Manage Pension,

Benefit Enrolment &

Amendments

Design Benefits

Processes, Tools &

Programmes

Manage Exception/

Escalation Payments

Manage Third Party

Payroll

Manage Payroll

Reports

Manage Allowances

Manage Annual

Compensation

Review

Notify Employee of

Compensation

Process Benefit

Costs

Tax Year End

Activities

Design

Compensation Plans

Analyse & Evaluate

Jobs

Collect Payroll Data

HR6-04

Manage Time

Record Employee

Time Data

Manage

Projects/Change

Activity

Manage Outside

Business

Appointments

Manage

Redeployment

Manage Formal

Voluntary Exits

9

Rewarding the workforce:

Applying for benefits i.e. season ticket loans

Understanding the total reward package

Managing the workforce:

Monitoring your performance

Staying healthy in the workplace

Joining work:

Applying for a role in the Civil Service

Building the workforce:

Looking for development opportunities

Completing professional training

1

2

3

5

Employee JourneyPerform & DevelopSeek & Explore

Joining work:

Induction

First day/week at work

Building the workforce:

Identifying talent/high potential


Reporting and managing sensitive issues

Trade Union representation

6


Moving to another department

Managing data and your personal information

9

Leaving Work:

Leaving the Civil Service

10

7

4

Managing Service: Accessing and interacting with HR Operations.

8

Rewarding the workforce:

Managing your pension

Focusing on the Employee Journey:

User Centred Design

“I am ill and not well enough to work”

“I found a role online I’d like to apply for”

“A member of my team has left and I

need to fill their role”

“I’m becoming a manager for the first

time and I’m not sure where to start”

“I want to explore learning opportunities relevant to my role”

“I have been asked to mentor a colleague”

“One of my employees is struggling

with their performance”

“My employee isn’t on track to pass their probation”

“We’re having a baby”

“I’m changing roles internally”

“I will be retiring in a few years and what to

know what my pensions options are”

“I have a query about my remaining

holiday allowance”

“An employee has been promoted

by moving into my team”

“I have a sensitive issue and

want to raise a grievance”

“I’m handing in my resignation”

Focusing on the Employee Journey:

User Centred Design

11

Civil Service Global HR Design User Journeys

12


13


14

15

Cognitive TechnologiesAnd what about robotics?

Robotics Cognitive Automation Artificial Intelligence

Mimics human actions Augments human judgement Mimics human intelligence

People:

• Common sense

• Morals

• Imagination

• Compassion

• Abstraction

Robots:

• Capacity

• Locate knowledge

• Identify patterns

• Eliminate bias

• Understand natural

language

16

Cognitive TechnologiesAnd what about robotics?

One bot costs up to £15,000 and does the work of 2-4 administrators

Automation will change every job category by at least 25%

Estimated jobs affected by automation:

UK - 35%

US - 47%

China - 77%

As HR chat bots give way to Virtual Assistants, interactions with HR will

fundamentally change.

17


Shifting focus to a modern HR Operating Model

18

Any Questions?

© 2017 Cognizant

CFOWMichael Cook, Cognizant’s Centre for the Future of Work

The Automated Rules for Work

CityHR, 2nd April 2019

© 2017 Cognizant20

© 2017 Cognizant21

© 2017 Cognizant22

© 2017 Cognizant23

© 2017 Cognizant, confidential and not for distribution

Companies are competing on code.

The data and information that

surrounds all of us

25

© 2018 Cognizant26

These companies have mastered software

© 2017 Cognizant27

Artificial Intelligence

© 2017 Cognizant28

Artificial intelligence

will be the greatest

story of our time.

© 2017 Cognizant29

Why are People so concerned about AI?

© 2017 Cognizant, confidential and not for distribution © 2019 Cognizant, confidential and not for distribution

OK, but what about something you can’t “brute force?”

GO Vs. THE NEW MACHINE

After two moves…

Chess: 400 next possible moves

Go: 130,000 next possible moves

Maximum legal game positions

(19 X 19 board)

2.08 X 10170

Atoms in the measurable universe

1 X 1080

“The number of possible positions on a Go board exceeds the number of atoms in the universe.”


AI GoLee Sedol Vs. Alpha Go 2016

GOMillennia of human

instinct

2,500 years

Vs.

2 years


100 - 0


Smart Software Accelerates across industry

33

8 / 10

99.6% vs. 82%2 Hrs. vs. 2 Wks.

© 2017 Cognizant

EXCITEMENT

Technical wonder

Art of the Possible

FEAR

Layoffs

Company Structures

Industries of the Future

“Capitalist Dream or Labor Nightmare?”

How do you see the Future of Work?

© 2018 Cognizant

75%75%

A Capitalist’s DreamBetter, Faster, Cheaper Automation provides a once-in-three-

generations opportunity for

a.) radically lowering the cost of operations,

b.) boosting the speed, and

c.) raising insight and meaning.

Six-sigma, BPR, enterprise computing all

pale greatly with the coming impact of

automation. This is a true industrial

revolution.

With the economic rewards so high, and the

competitive pressures so large, not

implementing automation at scale is

management malfeasance.

© 2017 Cognizant36

Work is digitizing, careers are shifting to work that matters

© 2017 Cognizant37

© 2017 Cognizant

“So, what do you do when machines do everything?”

© 2018 Cognizant

75%75%

What To Do When Machines Do Everything

• Authors: Center for the Future of Work

• Publisher: Wiley

• Book Published 2017

• www.whenmachinesdoeverything.com

http://www.whenmachinesdoeverything.com/

© 2018 Cognizant

Jobs and the new machine

75%

Replaced Enhanced Invented

13%12% 75%


Edwin Budding

invents the

lawnmower in

Gloucestershire in

1827

The Budding Effect

© 2017 Cognizant, confidential and not for distribution

The Budding Effect:

…has led to the creation of a

£350 billion

sports industry which would be difficult to

have envisioned in 1827.

It’s a stunning lack of imagination to think

today’s technology advances won’t have a

large-scale Budding Effect.


Electricity gave us:

• Telecommunications

• The Movie Industry

• Radio

• Television

• The Transistor

Railways gave us:

• Open markets

• Commodity mining

• Electricity.

The Budding Effect:

creating – simultaneously

– the obvious and the

unimaginable.

If history holds, the digital

revolution will drive the

largest Budding effect

yet…creating large

industries by 2045 that

we don’t foresee in 2019

The Budding Effect

© 2017 Cognizant

“OK, what exactly ARE the numerous jobs that will come to pass?”

© 2017 Cognizant

© 2017 Cognizant © 2019 Cognizant, confidential and not for distribution

CoCoaching

CnConnecting

CaCaring

Molecule of the future: 3 “Cs”


CoCoaching


CaCaring


CnConnecting


© 2017 Cognizant, confidential and not for distribution 51

Ultimately we are optimists

Thank you

© 2018 Cognizant52

Activity: Over to YouDefining the Jobs of the Future

The aim of this task is to use creative thinking to

propose a new Job of the Future, by considering

economic, political, demographic, societal,

cultural, business and technology trends, and

then drawing implications from them.

The ask: Come up with a job description for a brand

new Job of the Future. Think about:

1. The skills required

2. Behavioural characteristics

3. Tracking success (think beyond KPIs!)

Activity Example: Defining the Jobs of the Future

Skills

• Neuroscience, Robotics (mechanical design, control, robotic vision), Human-robot interaction, Machine learning, Social robots.

Behavioural characteristics

• Empathy

• Transparency and trustworthiness

• Purpose orientated

• Commercially minded.

Tracking Success

• Measure revenue creation/ output/ value creation of teams allocated to Man-Machine Manager

• Retention rates of augmented employees.

cityhr.co.uk @CityHRAssoc City HR Association

Andrea Eccles, Chief Executive,

City HR Association

[email protected]

Cindy Mahoney, Head of Talent Management,

City HR Association

[email protected]

Sam Bailey, Operations Manager, City HR Association

[email protected]

W

HR Analytics and AI Club - d2mh74gfprt4e1.cloudfront.net file*Process areas specifically related to foundational activities related to ... Civil Service Global HR Design Future State

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