人力资源正在引领向Chatbot 2.0时代转型
人力资源部门是企业聊天机器人的早期采用者之一，使用它们可以更有效地与员工交流互动。员工可以不用向他们的人力资源负责人询问一些基本问题，例如“什么时候是发薪日？”或“我今年剩下多少假期？”他们可以问聊天机器人。支持聊天机器人的机器学习使用户能够使用自然语言命令进行虚拟对话——他们提出一个简单的问题，并在需要时获得简单的答案。现在，这些功能正在不断发展。我们正处于Chatbot 2.0时代的风口浪尖，人工智能（AI）实际上了解了员工的角色和需求，并在用户提出问题之前提供信息。
从招聘到员工培训、建立更好的员工关系，这种演变将提高聊天机器人的胜任能力，从而减轻人力资源专员们所承担的大量耗时耗力的工作。
问题的关键是获得分析和使用HR收集的不断增长的虚拟数据库的能力，这也是推动人力资源专业人士采用聊天机器人和其他人工智能技术的原因。德勤（Deloitte）咨询公司Bersin的研究发现，近40％的公司在人力资源部门使用人工智能。
“人力资源是人工智能的一个很好的发展领域，因为许多人力资源实践都是'亲力亲为'，具有文化性质，可以更好地处理数据，”该公司负责人兼创始人乔希·贝尔辛补充道。
考虑聊天机器人为招聘流程节省下时间并提高了效率，人力资源部门将回答招聘人员的问题，安排和举行初步面试，以及背景调查的责任转移给聊天机器人。如果初次面试进展顺利，人力资源专员将接管安排后续的电话或面对面访谈，并进行评估。
随着人工智能变得越来越强大，人力资源聊天机器人正在重新定义企业员工的体验。 人力资源的人工智能机器人将简化和个性化人力资源流程 -——招聘，入职，常见问题解答，员工培训，员工福利，年度审核等。聊天机器人将进行访谈，分析招聘人员的答案，然后分析数据进行预测新员工的可能表现，并就是否应该继续通过招聘渠道提出建议。人力资源部门不需要涉及这个过程，直到聊天机器人创建一份准备进行最后一轮面试的高素质候选人名单。
员工培训计划是人力资源部门整合聊天机器人的另一个核心职责，通常是与其他业务部门携手合作。科勒（Kohler）印度的销售和人力资源团队最近推出了一个销售培训机器人，科勒的团队成员可以通过Facebook Messenger应用程序访问该机器人。如今，它还提供按需产品信息和培训。越多员工使用它，人工智能将越快“学习”个别员工，从而能够更加主动地分享内容。例如，聊天机器人将管理和评估各个销售人员的培训需求。如果发现一名员工正在努力学习特定课程，它将提供有用的信息，而不会强迫员工及其经理安排会议。
当您想到聊天机器人时，您记得的第一件事可能是您最近一次向Siri或Google智能助理询问驾驶路线，或您在智能手机上与您最喜欢的品牌进行的最后互动。自然语言处理（NLP）技术使公司鼓励他们的客户以一种既方便又个性化的方式与他们互动。
您希望为您的员工（也就是您的内部客户）创建相同的体验，尤其是那些已经习惯于全天候访问信息的千禧一代。随着我们进入Chatbot 2.0时代，支持AI的聊天机器人将变得更智能，更强大，使人力资源专业人员可以花更少的时间收集和评估数据，并有更多时间采取行动。
注：以上内容由AI翻译，观点仅供参考。
原文链接：HR is Leading the Transition to Chatbot 2.0 Era
AI
2018年09月06日
AI
YC 路演企业服务项目 Leena 人工智能的HR助理这个项目我们之前报道过，点击这里就好了
不多说
http://www.hrtechchina.com/22861.html
Leena AI
假如你在一家大公司工作，当你想了解休假、医保等问题时，你会发邮件或打电话联系HR，等待答复，而Leena AI通过构建HR智能聊天助手实时回答员工的提问来改变这种状况。它是目前唯一一款由人工智能平台驱动的HR虚拟助理，经12,000家企业上千万的会话数据训练而成，拥有出色的自然语言处理能力。
https://www.leena.ai/
有关智能自动化将如何改变人力资源功能的见解Insights On How Intelligent Automation Will Change The HR Function文/ Darren Burton
文章导读：
麦肯锡全球研究所(McKinsey Global Institute)最近的一项研究发现，60%的职业至少有30%的构成工作可以实现自动化，而全球3%至14%的劳动力将需要转换职业类别。
智能自动化将以各种方式直接影响人力资源——从它在组织中需要扮演的角色，提供的服务，到与人力资源相关的工作实际完成的方式。
影响：
更深入地研究如何使员工的表现最佳化。
自动化可以消除重复性的任务，解放员工工作日的部分工作。这引发了一系列潜在的问题:
员工应该如何利用剩余的时间?
组织如何向员工提供处理不同任务所需的技能?
员工的表现是否应该有不同的评价?
当基础任务现在由智能系统处理时，员工如何“学习基础知识”?
根据IA技能计划未来。
搞清楚开发、培训和维护智能自动化系统所需的技能，然后借用这些技能的最佳方式，在市场上做出区别。智能自动化技术还将有助于建立一种价值主张，能够吸引合适的人才，以满足公司当前和未来的需求。
让领导做好管理转型的准备。
领导除了平衡市场和短期预期的交付，他们还需要为个人和职业转型的团队成员提供指导。设定现实的期望，让人们参与变革过程，帮助个人适应数字化和人力劳动的世界。
英语原文：
As a business executive and HR leader, it’s hard to keep track of all the predictions associated with the future of intelligent automation. For example, a recent study by the McKinsey Global Institute identified that 60 percent of occupations have at least 30 percent of constituent work activities that could be automated, and that three to fourteen percent of the global workforce will need to switch occupational categories. These studies make a series of assumptions regarding the types of jobs that will be automated, the pace at which automation will occur, and the various governmental policies that will help or hinder the adoption of these types of technologies.
In today’s market, intelligent automation skills are at a premium.ISTOCK
Regardless of exact magnitude of the change, it’s pretty clear that intelligent automation is going to directly impact HR in a variety of ways—from the role it needs to play within an organization, to the services it needs to provide, to the way HR-related work actually gets accomplished. Within KPMG, as we continue to work with clients in this space and look to transform our own internal HR capability, it is safe to say that HR will play a central role in helping the organization do a few key things:
Dig deeper into how to best enable employee performance.
As much of our early experience has demonstrated, automation can eliminate repetitive tasks and potentially free up a portion of a worker’s overall day. This, of course, raises a whole range of potential questions: What should employees do with the remainder of their time? How do we provide them with the skills needed to handle different tasks? Should their performance be assessed differently? How do they “learn the basics” when basic-level tasks are now handled by an intelligent system? These are precisely the types of questions that the HR professional of the future must be able to help business leaders answer so that they can design jobs and shift roles to make the most of employees’ skills and capabilities.
Plan for a future dependent on IA skills.
In today’s market, intelligent automation skills are at a premium. As one New York Times article joked, “Salaries are spiraling so fast that some joke the tech industry needs a National Football League-style salary cap on A.I. specialists.” Figuring out the skills that are needed to develop, train, and maintain intelligent automation systems and then determining the best way to either build, buy, or borrow those skills can make the difference between spending too much or too little in this marketplace. It will also help in building a value proposition that can attract the right talent to meet a company’s current and future needs.
Prepare leaders to manage the transformation.
The opportunities offered by intelligent automation are equaled by the potential magnitude of change executives will face as they come to terms with significant shifts in their industries and business models. In addition to balancing marketplace shifts with delivery on short-term expectations, they will need to provide guidance to team members who may be going through their own personal and professional transformations. The need to set realistic expectations, involve people in the change process, and help individuals adjust to a world of digital and human labor will test the capabilities of even seasoned change leaders.
Interested in learning more about people challenges associated with intelligent automation? KPMG partners Mark Spears, Robert Bolton, and David Brown have authored two important perspectives, “Rise of the Humans” and “Rise of the Humans 2,” that provide useful insights into the topic.
Human-Centered A.I. is the Future of Talent Management
Will A.I. eliminate my job?
It’s a clickbait title most of us are now familiar with.
In recent years we’ve been met with a wave of articles and soundbites — ranging from the realistic to apocalyptic — speculating as to whether A.I. will replace human jobs, take over the world, or otherwise render Us insignificant.
Tesla CEO Elon Musk has even gone so far as to suggest that the volume of jobs that will be lost due to automation will create the need for a universal basic income.
A fear of new technology, and of the impact that that technology will have upon the job market is not new.
Technological developments that arose during the Industrial Revolution created public fear of mass unemployment (a fear that ultimately proved to be unfounded given the large number of new jobs these technologies created).
Yet the narratives have never felt quite so existential before this moment.
So what is different about A.I. that has so captured the public interest, and it seems, fear?
It seems to lie in the idea that intelligent machines will not seek to supplement aspects of our existence, but rather, replace us entirely.
Computer Scientist Subhash Kak advocates for this idea with respect to the job market in his think piece for NBC News (a piece, it is worth noting, entitled “Will robots take your job?”). The reason A.I presents a greater threat to society as we know it, he argues, is “today’s A.I. technology aims to replacethe human mind,” not simply to make industries more efficient (my emphasis).
It would be naive to ignore the reality of Kak’s argument with respect to tasks requiring learning and judgement. A.I. is already replacing human decision-making in industries such as transportation and manufacturing.
But are all applications of A.I. really aiming to replace the human mind in the workplace? And should they?
There are other views — and other technological frameworks — to be had here.
“Human-Centered A.I.”
In opposition to A.I.’s “takeover” rhetoric exists a school of thought that explicitly acknowledges the benefit of partnership between humans and intelligent machines.
Fei-Fei Li, director of the Stanford Artificial Intelligence Lab, calls this approach “human-centered A.I.” — a framework for guiding the development of intelligent machines by human concerns.
At a high level, the goals of human-centered A.I. are as follows:
A.I. should aim to enhance human thought rather than replace it
A.I. should encompass the more nuanced and contextual aspects of human intellect, aided by outside fields such as psychology and sociology
The development of A.I. technology should be guided by a concern for its effect on humans
There are a number of cross-industry applications of A.I. that can be viewed within this partnership framework.
Take, for example, the development of robots used to reduce costs, time, and human-error during surgery, allowing doctors to focus on the more nuanced aspects of the surgical process. Or, developments of A.I. in agriculture, such as Blue River Technology’s “see and spray” technique for applying herbicide only where needed, saving farmers money on herbicide and delivering a more sustainable product to consumers.
But perhaps even more in contrast to the fear of a robot taking one’s job, is the increasing extent to which A.I. is being applied the field of talent management.
That is to say, A.I. is being used to actually improve the workplace and the worker experience, rather than replace the worker.
A.I. as a Tool for Improving the Workplace
In the past several years, we have seen an emergence of companies applying A.I. to problems in talent management. From Paradox.AI’s Olivia, to Beameryand Textio, its fair to say that A.I. is on HR’s radar in a way that it wasn’t 5 years ago.
What’s interesting about this trend is that unlike other industries with a stronghold in A.I., talent management has until recently been viewed almost exclusively as a “fuzzier” aspect of the business. It is an industry built on relationships, human connections, and emotional intelligence, and yet, it is being improved with A.I.
To be fair, up until now a majority of A.I. solutions for talent management have focused on the more tedious and error-prone tasks around candidate sourcing and evaluation (tedious + error-prone = a perfect opportunity for automation).
But there are also opportunities for A.I. to improve the post-hire aspects of the employee experience, and human-centric A.I. is the key.
As the marketing world has known for years, A.I. provides a unique opportunity for scaling a personalized experience. Why would you show me the same thing as everyone else, when I’m more likely to convert if you show me exactly what I want?
The same principles can be applied to the post-hire employee experience.
Employees have different skills sets and motivators. If my employer places me in an environment that is optimized for my skills and motivators, I’ll stay. If not, I’ll move on.
As the progression towards a digital workplace continues, companies also have more data about their human capital than ever before — who they are talking to, what they eat, when they’re online every day. WeWork is basing their business model around this data.
Human-centered A.I. can unleash this data to help talent leaders create a more personalized employee experience. It is in “fuzzier” domains like talent management where human-centered A.I. shines, not just for ethical reasons, but because it provides the best user experience.
At Cultivate, for example, we apply human-centered A.I. to personalize the leadership development experience for managers. Using digital communication data as a proxy for leadership behavior, we analyze and predict how managers’ actions are affecting their team, and offer suggestions for how to improve.
At no point do we attempt to stand in as a replacement for a manager, or a talent leader. Rather, like a real-life leadership coach, Cultivate offers tips and suggestions that a manager can choose to take, or not.
This is the kind of personal experience employees expect from their talent leaders, scaled with A.I. And it doesn’t need to stop at learning and development. A.I. also has high-potential to impact other aspects of the employee experience, from interviewing and on-boarding to performance reviews and off-boarding.
Looking Forward
There is no doubt that A.I. is changing the world — and the job market — as we know it.
Industries will be disrupted. Jobs will be lost, new jobs will be created, some jobs will never be replaced.
Ethical dilemmas will be raised. They already are.
The degree of difference between aspects of human intellect and intelligent machines will become smaller.
However, with careful consideration for A.I. design that creates a sense of partnership between humans and intelligent machines, A.I. isn’t a force to be feared in the workplace, but embraced.
作者：玛格丽特托马兹祖克
About Cultivate
Cultivate helps companies leverage their digital communication data with A.I. to extract important organizational learning and unleash leadership potential.
For more information on what we are doing at Cultivate, check out our website.
英文也比较简单理解，就不翻译了~
AI
AI
AI
AI
AI
AI
AI
AI
AI
AI
扫一扫 加微信
hrtechchina
