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Article
Publication date: 10 August 2020

Placide Poba-Nzaou, Malatsi Galani and Anicet Tchibozo

This study aims to contribute to the old debate about the need for transformation of human resource (HR) professionals and HR services. It proposes the advent of people analytics…

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Abstract

Purpose

This study aims to contribute to the old debate about the need for transformation of human resource (HR) professionals and HR services. It proposes the advent of people analytics as an unprecedented opportunity to support this transformation toward a more strategic positioning.

Design/methodology/approach

This paper carried out a review of the use or willingness to use analytics by HR professionals.

Findings

Although HR professionals have been able to transform themselves over the years from a posture largely dominated by the administrative role, to one that includes compliance, the transformation remains insufficient considering the challenges faced by organizations. The advent of the fourth industrial revolution has put people back at the center of organizations’ concerns, but HR seems to be neither equipped nor ready to seize this unprecedented opportunity to play a more strategic role.

Originality/value

Transforming human resource management to fit Industry 4.0 is not a necessity, but a matter of survival for HR professionals.

Details

Strategic HR Review, vol. 19 no. 6
Type: Research Article
ISSN: 1475-4398

Keywords

Article
Publication date: 20 May 2021

Placide Poba-Nzaou, Malatsi Galani, Sylvestre Uwizeyemungu and Arnela Ceric

This paper aims to explore the impacts of artificial intelligence (AI) on jobs.

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Abstract

Purpose

This paper aims to explore the impacts of artificial intelligence (AI) on jobs.

Design/methodology/approach

The authors followed rapid review guidelines. The authors collected industry and government reports published prior and up to August 2017 in Google and Google Scholar using combination of key words: “job automation” or “work automation” with technology keywords: “artificial intelligence,” “machine learning,” etc. In total, 11 were included in this research.

Findings

The use of AI technologies will impact jobs in the near future as some job tasks are automated. AI is likely to substitute both, routine and nonroutine tasks. It is expected that humans and robots would work together in ways never imaginable. Changes in employability skills are expected. Because of the magnitude of these impacts on jobs, consulted reports call for concerted solutions that go beyond organizations’ and industry’s boundaries to include other relevant stakeholders. Moreover, organizations will have to rethink their human resource (HR) function to realign its expertise to the reality of AI.

Practical implications

In this context, the HR function will have to understand the dynamics that generate the impacts of these technologies in a workplace, to anticipate changes and actively contribute to creating an organizational environment that will facilitate the collaboration between human workers and complex digital agents, while ensuring compliance with labor and employment laws and supporting strategic organizational objectives.

Originality/value

This paper contributes to the debate on ongoing concerns by providing a synthesis of relevant professional literature.

Details

Strategic HR Review, vol. 20 no. 2
Type: Research Article
ISSN: 1475-4398

Keywords

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