Rapid advances in technology—from the distributed computing reality of the Internet of Things (IoT) to artificial intelligence (AI) to increasing workforce fluidity (as described in our 2017 Trends Blog)—are combining to reshape today’s workplaces.
In addition, there are some broad cultural trends that are impacting HR technology, pushing us well beyond the automation of traditional manual tasks and redesigning performance management processes, to rethinking the way we manage employees.
First, AI is everywhere, but not without its challenges (for example, machines learning from biased data)—so its newest incarnation will have to be focused on not just mastering the science of AI, but also on the art of collecting better, more accurate data. Cloud-based AI, machine learning, natural language processing, image recognition, and virtual reality experiences have already been changing the dynamic among people, work, and communication—and we’re going to see more application of these technologies in the workplace in 2018 and beyond.
Second, hyper-personalization—from designing your unique, one-of-a-kind Nikes, to M&Ms with personalized messages, to online shoppers for clothes and groceries that remember your preferences and customize recommendations for you—is coming to employee management in 2018, and HR must help its managers lead with a higher degree of personalization and understanding of each of its direct reports.
And, finally, with technological advancement comes the risk of becoming removed from the “messy” human work of fostering belonging and shared purpose for our teams. Creating and maintaining an inclusive culture requires knowing a lot about people, empathizing with them, and sustaining that commitment long term. Current diversity and inclusion (D&I) efforts need to be redefined and updated to bring ongoing positive change for people organizations.
With this in mind, I believe there are three pivotal trends that must be of interest to HR and senior business leaders in 2018, each interconnecting with the others to transform the near-term future of work.
Megatrend #1: People-First Artificial Intelligence: Machine Learning and Human Intuition Combine Forces
In 2018, businesses will migrate from AI focused on automating tasks formerly performed by people to more complex AI technology that augments and amplifies human intelligence and capability. This next evolution of AI underlines the assistive role of the technology to enhance human performance, by allowing people to scale and undertake more rather than replacing human skills and experiences. The application of AI in the world of HCM reinforces the role of human intelligence in solving problems individually and collectively.
People-first AI means organizations and managers using machine learning to better understand what motivates employees, how to more effectively recruit and retain talent, and how to improve on the employee experience at work by using both their own skills and knowledge combined with the near-instantaneous analytical power of AI. This type of AI supplements the work that HR and managers already do, rather than replacing replacing them—for example, by alerting managers to increasingly negative sentiment in employee feedback from one particular office that may have a morale issue, or by suggesting ways to reword a job posting to be more inclusive.
Megatrend #2: Hyper-personalization: Individualized Leadership Replaces “One-Size-Fits-All” Management
An astonishing 95% of people want to feel whole at work—free to be their authentically unique selves. Prior corporate leadership models frequently embraced a rigid, hierarchical “command and control” structure based on an employee’s perceived skills and capabilities, or encouraged managers to manage everyone on their team in the same way in order to be perceived as fair and equitable. Today’s workers prefer a culture in which leaders seek to develop the whole person, with a deep understanding that one-size-fits-all management is not an effective approach—and that different people need different styles of management to best motivate them. Some employees prefer public recognition and others prefer a private thank you or a handwritten note. Some employees thrive in complete autonomy while other employees work best when they receive confirmation from a manager or co-worker on each step of a project.
This obligation to lead and develop the whole person at work requires that leaders understand the needs, motivations, concerns, challenges, and goals of people in many dimensions. Leaders must nurture the cognitive and emotional development of people, beyond the typical physical-wellness offerings of many organizations, to help their people achieve meaningful, purposeful, and productive work and careers. The most effective managers will be able to flex and adapt their personal management styles to the individuals they manage in order to help their employees put forth their best effort and succeed at work.
Megatrend #3: Humanizing Work: Breakthrough Diversity, Equity, and Inclusion for the Modern Age
A workforce culture in which all people can feel they belong and be themselves—and one that taps into the most powerful combinations of talent and experience—requires a broader consideration of the tapestry of human diversity, and a mind shift from compliance-driven D&I models. Many organizations recognize that human diversity generates unique perspectives that foster greater innovation, sustainability, and cultural competence. But today’s D&I must go farther than categorizing and measuring to more broadly recruit for differences in opinion, experience, lifestyle, and background, and to also ensure concrete actions and follow-through to drive progress.
Rather than consider D&I merely as a must-do initiative or a socially responsible action to become an employer of choice, modern diversity, equity, and inclusion will apply advances in virtual technologies and neuroscience that allow organizations to move beyond the talk and numbers, to evaluate and overcome unconscious bias in the entire work experience—from recruiting to performance management to pay equity—to help companies create workplaces that are truly inclusive beyond traditional categories of diversity. Impactful diversity, equity, and inclusion effort requires attention on individual, team, and company levels—not just looking at an organization as a collective whole, but analyzing and assisting the company at all levels and providing concrete guidance beyond just static reporting—to result in better business performance.
These three Megatrends—people-first AI; individualized leadership; and diversity, equity, and inclusion—intersect in powerful ways. For instance, people-first AI is an enabler to leadership that is tailored to every person individually, allowing leaders to break out of the one-size-fits-all approach to development, and ensuring employees remain engaged in their work, feel good about their place in the organization, are physically and emotionally healthy, and are able to collaborate freely, openly, and confidently.
People-first AI also empowers leaders and organizations to gain an entirely new understanding of people and how their diverse perspectives come together to solve business problems. This new technology is poised to help organizations create more innovative and effective teams, as well as understand and respond to the needs of their diverse customers.