The Cognizant Center for Future of Work and Future Workplace jointly embarked on a nine-month initiative to determine exactly what the future of HR will look like. We brought together the Future Workplace network of nearly 100 CHROs, CLOs, and VP’s of talent and workforce transformation to envision how HR’s role might evolve over the next 10 years.
Data literacy. Building analytics capabilities into their would allow HR to provide more accurate insights around everything from employee performance and retention to the engagement level of C-suite leaders.
HR Data Detective: This person would be responsible for synthesizing disparate data streams (such as employee surveys, learning management systems, and benefits portals) to help solve business problems. Equally comfortable with being “in the weeds” of big data as well as seeing and explaining “the big picture,” data detectives would gather and compile HR-pertinent insights to help improve employee performance and drive better results for the whole business.
Human-machine partnerships. As the use of robots in companies continues to increase, it has become apparent that there is a need for human-machine collaboration in the workforce. Judgment is typically easy for humans, but still hard for computers. Robots are exceptionally good at the “science” of a job, especially when reliance on computational capabilities, analysis and pattern recognition poses questions on the most appropriate action to take next based on all data available.
Humans are incredibly good at assessing situations, or the “art” of the job, and essentially asking, “What is the right thing to do in a given situation?” Sorting out the balance of the “art of the job” (for humans) vs. the “science of the job” (for bots) will result in the creation of new HR roles focused on how both can work together intuitively.
One new job that could be created is the Human-Machine Teaming Manager, a role that operates at the intersection between humans and machines and aims to create seamless collaborations. These managers would look for ways to increase cooperation rather than competition.
For instance, James Loo, Head of Human Resources at DBS Bank (Taiwan) sees a possible new job role, ChatBot Coach, responsible for creating a seamless a candidate experience. According to Loo, “A Chatbot Coach would work with the DBS Bank recruiting team, to train the chatbot to handle the routine tasks of screening candidates and answering frequently asked questions of candidates, while the human recruiters have more time to focus on strategic areas such as engaging with hiring managers to better understand the need for a new job and the changing needs of the business for new hires.”
All this to say, change is coming, and it’s best to get a head start. Companies that can anticipate their organization’s future HR roles are not only able to outperform competitors, they are also squarely positioning HR as a strategic business driver.