Index

Note: Page numbers followed by f indicates figures.

Added value, 19, 35, 76, 114, 117–118

Aging workforce, 11–12

Airtasker study, 15, 18

Algorithm, definition of, 7

Apple, 7

Artificial intelligence (AI)

algorithm, 3–4, 7

case studies, 6–10

cognitive engagement, 6

cognitive insight, 5–6

deep neural network, 4f

development steps, 2f

historical development of, 1–4

impact of, 79–80, 80f

mathematical neuron, 3f

and performance appraisal systems, 57f

process automation, 5

process map before, 85f

and productivity, 57

productivity components, 73f

significant factors of, 2–3

types of, 4–6

Asymmetrical organizations, 47, 47f

Audience analysis, 82

Automation, 5, 14, 101

Axiom, 2

Basic income. See Universal basic income (UBI)

Basic Income Earth Network (BIEN), 13

Basic income guarantee, 14

Bauckhage, C., 123

Big Data, 2, 8

Big Five, 96, 97

Bonus schemes, 103–104, 104f

Bonus systems, automation of, 101

Bradford formula scores, 71f, 102

Cognitive engagement, 6

Cognitive insight, 5–6

Cognitive learning, 2–3, 98

Compensation, 23, 79

Competency

analysis and problem-solving, 62–63

communicating and influencing, 63

competency framework, concept of, 58–60

competency standards, setting, 65, 65f

competency unit, 60, 61

definition of, 59

delivering results and quality, 62

example of, 59–60

ingredients, understanding, 58–60

key points about, 65

leadership, 64

organizational efficiency, processes added to, 58f

organizational requirement of, 60

structure of, 61f

Competency-based training

training evaluation for, 83–84

training needs analysis for, 82–83

Competency score, 102

Connectivity, 79

Content analysis, 82

Core skills, definition of, 41

Costa and McCrae (1985), 97–98

Cost–benefit analysis, 82

Creativity, 32–33

Crédit Mutuel, case study, 8

Culture, 30

Deep learning, 2, 3, 5, 93–95, 99, 100

Depression, 105

Digital footprint, 93, 94–95, 94f

Downsizing, 52

Employee standard unit cost (ESUC), 112–113

Employment numbers

aging workforce, 11–12

fewer hours of work, 13

massive impact for, 11–15, 12f

universal basic income, 13–14

Environment analysis, 82

EPI Eysenk Personality Inventory, 96

Facebook, 7

FACE principle, 32, 115

Five-factor approach. See Five-factor model (FFM)

Five-factor model (FFM), 97, 98

5 FORCES, 27

Formulas

formula 6, cost of performance appraisal, 113–114

formula 10, days worked, 111–112, 111f

formula 5, ESUC for days worked, 112–113

formula 8, HR and training ROI, 114

formula 9, people need to run organization, 115

Fox Bots, 6

Fox Conn, 5

Front-end analysis, 81

Generation X, 50, 104–106, 109

Generation Y, 50, 104–106, 109

Generation Z, 12, 86, 104–106, 109

Google, 49

Google Tenser Flow, 7

Homeworking, 15

employee, 17–18

employer, 16–17

facts, 15–16

Hopper Bonus scheme, 67

HR strategic action, 31–43

basic concept of, 35

creativity, 32–33

deliverables, 40–42

dependencies, 42–43

overview of, 31–32

process of, 35–37

risks, 42

scope of, 39

6 S model, 33–34, 34f

strategic action plans, background to, 37–38

training program directed towards product areas, 39–40

HR strategic schema, use of, 25–31

actions, 30

alignment, 30

future requirements, 28

HR strategic map, 26f

overview of, 25–27

performance/competence and reliability, 29–30

planning, 29

reengineering, 28

strategic input, 27–28

survey, 31

trends, 29

workforce planning and trends, 29

HR strategy, need for, 19–25

HR role at critical levels, 20f

HR strategic schema, use of, 24–25

mission statement, 21–23

operating plan or business plan, 24

strategy, 23–24

timelines for, 25

vision, 20f

Human resources (HR)

artificial intelligence, introduction of, 108–109

employee numbers, impact on, 19f

employment numbers, massive impact for, 11–15

end-to-end working process, 43–44

future of employment, 109

getting to grips with employees, 109

homeworking, massive impact of, 15–18

internal HR consultants, 108–109

massive change, 12f

reality, 11

role at critical levels, 20f

skillset required for, 107–108

strategic action, 31–43

strategic approval, 31

strategic mix, 31

strategic schema, use of, 25–31

strategy, need for, 19–25

traditional to AI focused, 107–109

iGen. See Generation Z

iGen Workforce (2017), 104, 105f

Intelligence, 51

Job analysis, 82

retention, 30

security, 30

Key performance indicators, 115–116

Knowledge-based tests, 92, 92f

Korean Air, case study, 9–10

Media analysis, 82

Microsoft, 7

Millennials, 104

MILLER model, 27–28

Miller/Sporlein model, 33–34, 34f

Monte Carlo–type simulator, 72

Motivation, 77

NASA, 5

NEO, 96

NEOAC, 96, 97

NEO-PI, 98

Neuro networks, 3

Norm group, 91

OCEAN, 96, 97

Organizational design (OD)

asymmetrical organizations, 47, 47f

delayering, 52

downsizing, 52

founding companies using form of, 48–49

future of, 49

people-centric organizations, 47–50, 48f

ratios, 50–51

rightsizing, 52–55

symmetrical organizations, 46, 46f

traditional organizations, history of, 45–46

types of, 46–50

Paradigm shifts, 1, 6, 100, 107–109

Pay and rewards

bonus schemes, 103–104, 104f

competency score, 102

employee categories, 101

Generation X, Y and Z, 104–106, 105f

pay and bonus systems, automation of, 101

performance measurement, 102

reliability, 102–103

target scores, presetting, 103f

transparent reward system, 101

People-centric organizations, 47–50, 48f

Performance appraisal, 72–74

cost of, 113–114

individual benefits, 79

as motivational tool, 77–79

organizational benefits, 78

severe defect in, 74–77

standards, 68f

Performance-based training, 84–85f, 84–86

Performance data

gathering, 68

managed workforce, 67

measurement and automation of, 66–68

objectives and stretch targets, setting of, 67–68

performance expectations, 66

performance standards, setting, 65f

self-motivated staff, 67

Performance measurement, 102

Personality profiling, 95–98

need for, 95–96

profilers for use, 96–98

progress of, 96

Person-based tests, 92f, 93

PEST analysis, 27

Poor performers, 53–55, 101, 106, 109

Prime Working Days (PWD), 53–55

Process automation, 5

Process maps

business, 118–122, 121f

Swimlane chart, 119, 119f

symbols representing stages, 120, 120f

Process re-engineering, 28, 52

Productivity dashboard

added value, 117–118

overview of, 115–116, 116f

productivity indicators, 116

staff satisfaction, 116–117

Productivity indicators, 116

Productivity measurement, 57

Profiling information, 99

Psychological tests, 91

Psychometric test

knowledge-based tests, 92, 92f

overview of, 91–94, 92f

Person-based tests, 92f, 93

Quantum Computers, 7

Rearview mirror effect, 74–75

Recruitment processes

advertisement using essentials and desirables, writing, 89

digital footprint, 94–95, 94f

gathering information, 88

interview, 100–101

interview arrangements, 100

personality profiling, 95–98

prewritten interview questions, 89

process approach, 87–88, 87f

rechecking prewritten questions, 100

short-listing, 90

testing, 90–94

Reengineering, 28

Reliability, 69–72

Bradford formula scores, 71f

definition of, 69

measurement of, 70

poor, cost of, 72

Reliability, 102–103

Return on Investment (ROI), 30, 83, 84, 86

Rightsizing, 52–55

Robots, 6, 14

Self-thinking, 3

6 S model, 33–34, 34f

SMART process, 78

Staff satisfaction, 116–117

Strategic action plan

deliverables, 38

dependencies, 39

example of, 37–38

overview of, 37–38

plan, 38

risks of, 38

scope of, 38

sign off, 39

sign on, 39

Strategic Action Plans (SAPS), 44

Strategic input, 27–28

Supervision, 51

Swimlane chart, 119, 119f

Symmetrical organizations, 46, 46f

Talented, 54

Target scores, presetting, 103f

Task analysis, 82

Tenser Flow, 7

Traditional organizations, history of, 45–46

Training evaluation, automation of, 83–84

Training needs analysis (TNA)

audience analysis, 82

automation of, 82–83

competency approach, 83f

content analysis, 82

cost–benefit analysis, 82

environment analysis, 82

job analysis, 82

media analysis, 82

old approach, 81–82

performance gaps, 81

task analysis, 82

Transparent reward system, 101

Triple W Objective Setting^©, 35–37

Unemployment, 106

Universal basic income (UBI), 13–14

Woodside, case study, 8

Workforce planning, 29, 52, 106, 113–115, 117, 118

WORKING from HOME, 29

World Wide Web, 50