Predictions for 2017: Serving People with Emerging HR Technologies

February 22, 2017      By Cecile Alper-Leroux

Thriving in our rapidly changing and increasingly disrupted modern business environment will require organizations to both recognize major cultural shifts (see my blog post about Workforce Fluidity) while taking advantage of incredible new technologies.

In this post, I explore a few of the potentially most impactful emerging and maturing technologies that are gaining traction in the realm of HR and will transform how HR and business leaders serve employees in 2017 and the coming years. Note that, regardless of the technology, putting people first is a must in 2017, as your people grow increasingly comfortable explicitly telling you, their employers, about their expectations of working within your organizations.

Augmented Intelligence, Human-Machine Interfaces, and Ambient HR Enter the Scene

People-first, people-centered, inter-connected technology that augments us. 

I’m not a huge fan of the newest buzzword, AI (Artificial Intelligence). It has negative connotations, evoking the deadly HAL or marginally useful benevolent robots, as well as the idea that insights from AI are somehow “artificial” or less than true. I prefer the more apt “augmented intelligence,” which is simply technology that mimics (not replaces) human cognitive processes, augmenting and extending human thought processing capabilities in terms of speed and volume data crunching, even avoiding putting humans in harm’s way.

“Ambient HR” refers to a future in which the ability of HR professionals to listen to the voice of employees (VoE) is increased by using distributed data collection touch points (think Google or Amazon Dots). These future technologies will help us advance beyond today’s latest “text-to-meaning” advanced natural language processing and machine-learning algorithms to uncover not only what employees are saying, but also how they feel about topics such as people practices, work environment, and leadership. In essence, allowing HR and managers to be in more than one place at a time, learning about the sentiment and “health of the organization” through distributed data-collection interfaces that capture human interactions with each other and with their surroundings.

The aggregation of cognitive-capable distributed technology will transform HR from traditional, mechanical systems of management that rely on people to selectively provide feedback in the industrial economy to an even smarter, augmented, context-aware human ecosystem.

The true benefits of these technologies will become most apparent in its ability to extend what a human could realistically do, hear, and process. We will literally be able to be in more than one place at a time, gathering input about how people feel and measuring the emotional health of your team—something a single leader could not possibly physically accomplish! This actual (albeit virtual) contact, and the ensuing insight, is invaluable for workers who crave more frequent and open communication.

Today’s workers want their leaders and organizations to hear their concerns, be open to more communication in the context of their work, and provide greater purpose and meaning in their work. (Refer to our 2016 research for more on this topic.) Such smart technologies as augmented intelligence and distributed technology that extends beyond mobile in the cloud have unleashed extraordinary possibilities for people at work.

The Configurability Imperative Serves All People

Nimble, flexible solutions that support the way people really work.

People are increasingly rejecting the traditional binary constructs of self-identification and a new vernacular is taking hold in the popular culture that is making its way into the workplace. This makes system configurability an absolute must for modern organizations, who must accommodate new definitions of how employees identify themselves so people can be true to themselves at work, as they are in their lives outside of work.

Also, as teamwork replaces “command and control” workforce structures, new work paradigms are emerging that center on more fluid notions of work, jobs, and the people who perform them. Being able to come together as a working group, having the organization acknowledge that grouping, and even being able to reassemble the same combination of successful colleagues, becomes a work imperative beyond simply tagging an individual’s work-group affiliations for identification.

Finally, gig economy employees will make up more than 40 percent of the workforce by 2020. These workers will have more flexible and virtual work schedules—a necessity in a global workspace with 24/7 connectivity—and fill short-term assignments. Preparing organizations will require new, more extensible systems of helping manage people and work, bringing together knowledge of people and work systems—long silos of information in different technology solutions.

The Rise of Virtual and Augmented Reality Experiences

A “day in the life” gets real.

Wouldn’t we all love a crystal ball that we could look into to see what we are getting ourselves into? That is quickly becoming a reality—actually, a virtual reality.

Less than five years ago, virtual reality experiences were prohibitively expensive for organizations, other than gaming companies that could commercialize the experiences on a big scale. Today, creating a virtual reality experience is not only affordable for organizations (school districts are beginning to use virtual reality experiences to help elementary school children explore different careers), but it is an excellent way to connect with more tech-savvy candidates who want to be certain they are joining an organization that values technology (a recent study we conducted with  The Center for Generational Kinetics showed a third of U.S. workers would quit a job if their company used legacy technology).

If virtual reality changes how we see the entire world around us, augmented reality can change how we interact with it, blending reality and virtual reality seamlessly. Job candidates could be encouraged to see themselves in “their new office” while exchanging texts with future co-workers they are connected with on LinkedIn…all before they have accepted the job, helping to cement the deal.

So, why not share a virtually real “day in the life” of the work experience you offer your employees?! It could make all the difference in getting that key person to join your team.


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  1. Avatar Irwin Pollack on February 23, 2017 at 7:51 pm

    Dear Cecile;

    Good evening. I find your articles/blogs very well written and full of relevant information. I suppose that was the purpose of you taking the time to write them! LOL. I am not an employee of Ultimate Software, but I am very interested in subscribing to the blogs. I thought that was possible, but can not find feature to allow this. Is this possible? Thanks for your assistance. Regards, Irwin

    • Ultimate Software Ultimate Software on February 24, 2017 at 3:36 pm

      Thank you so much for your feedback, Irwin! Our subscription button should be finalized and on the site by the end of next week. We will add you as soon as it’s finished! In the meantime, feel free to use if you would like to add our blog to your RSS feed.

    • Avatar Cecile Alper-Leroux on February 25, 2017 at 12:48 pm

      Thank you for your comment Irwin… I’m always happy to discuss any of these ideas as I find this pushes the thinking and conversation further. Thanks for reading!

  2. Avatar Mary Brown on September 25, 2018 at 3:47 am

    If it’s hard for you to find Talent Management sites, then maybe I can help.

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