FORESIGHT : The Life of HR Function in 2040
[Article written on April 3, 2023, by Jeremy Lamri with the support of the Open AI GPT-4 algorithm for about 30%].
Imagine a world where HR functions are completely transformed by a powerful mix of futuristic technologies, in a successful transition where human relationships maintain their place in the daily lives of HR and workers.
Since 2020, our society has experienced major upheavals: the pandemic has popularized remote work, new generations’ expectations have changed employer branding, recruitment, and retention approaches, the metaverse has given rise to professional uses in virtual reality, and ChatGPT is about to revolutionize… everything related to work. Add to this the potential impact of blockchain, and you get a glimpse of what life might be like for HR in 2040. But don’t worry, we’re here to guide you through this futuristic odyssey of technological convergence, which we hope will be conscious and responsible.
WARNING: Unfortunately, I have noticed that reading such an article can cause strong emotions in some people, related to the place technology occupies here, and the gap proposed with the current reality. This prospective article is neither a perfect nor ideal vision of the future, but rather an oriented vision based on current technology advancements and uses. It should be seen as a kind of anthology, allowing multiple innovations to be reviewed in a single article.
Because it can never be said enough: YES, humans must remain at the heart of HR functions, companies, and society, and NO, machines should not replace humans in their most precious aspects. If, despite this clarification paragraph, it seems necessary for some to express their refusal to see such a future happen, I can only recommend that they make their feelings known to the technological players busy building it right now.
And thank you in advance for your kindness in your comments, as it’s a shame to advocate for humanity and forget how to address those same humans in a civilized manner :)
I. HR in 2040: A World of Technological Mutations
Let’s dive into the world of HR in 2040, where augmented reality (AR) glasses and virtual reality (VR) headsets will have replaced computer screens and smartphones, as if Marty McFly had traded his DeLorean for a futuristic drone. Physical offices will give way to virtual workspaces, where employees can customize their environment at will, creating a zen atmosphere with waterfalls and pandas, or a stimulating atmosphere with posters of inspiring quotes.
Meetings will be held in virtual rooms where collaborators’ avatars will meet, shaking hands via a haptic interface that simulates touch or exchanging animated emojis to express their emotions. Brainstorming sessions will take on a new dimension with interactive whiteboards where participants can draw, write, and share their ideas in real-time, as if they were all sitting around a table à la “Harry Potter.”
Job interviews will take place in virtual spaces where candidates can demonstrate their skills in real-time, like Jedi recruiters. Recruiters could, for example, simulate work situations to assess candidates’ responsiveness and adaptability, or organize virtual escape games to test their teamwork and problem-solving abilities.
The use of blockchain to secure employee data and streamline HR processes will be as common as watching cat videos on YouTube in 2020. Certifications, skills, and even performance evaluations will be recorded on “skill chains” that can be accessed as easily as clicking a hyperlink. Employers will be able to quickly verify the authenticity of diplomas and professional experiences, and freelancers will be able to create their own “blockchain CV” to simplify their procedures with clients.
Talent management will also be revolutionized by gamification and neuroscience. Serious games will be used to assess employees’ skills and motivations, while biometric sensors will provide data on their stress or engagement levels. HR managers will then be able to propose targeted actions to improve employee satisfaction and performance, such as offering virtual reality training to develop new skills, or implementing well-being programs tailored to individual needs.
Finally, the digitalization of HR processes will reduce the time spent on administrative tasks, leaving more time for employee support and business strategy. Chatbots and intelligent voice assistants will become HR’s new “colleagues,” answering employee questions, automating payroll processes, and managing training schedules. HR will thus be able to focus on its primary mission: developing human capital and contributing to the success of the company.
II. Generative Artificial Intelligence: The Swiss Army Knife of Future HR
Generative AI, the great-grandchild of our beloved ChatGPT, will become an invaluable ally for HR, a true Swiss Army knife capable of solving a multitude of issues. Recruitment will be proactive thanks to algorithms that can identify compatible candidates before they even apply, as long as they have declared themselves actively looking or searching.
Imagine a “Tinder for talents” where AIs act as professional matchmakers, finding the perfect match between candidates’ skills and companies’ needs. Resumes and cover letters will be replaced by automatically generated skill profiles, making job searches as easy as a game of “Candy Crush.”
AIs will also be able to generate personalized training and development paths for each employee, making GPEC or GEPP look like old Nokia 3310 phones. Generic and boring training sessions will be replaced by programs tailored to each individual’s specific needs, like a Netflix of professional development.
Annual performance reviews will be replaced by real-time performance tracking, using key performance indicators (KPIs) calculated by AIs. These artificial intelligences will also suggest corrective actions and advice to improve performance, acting as virtual coaches always available. Gone are the endless disputes about whether objectives have been met or not, and welcome to the era of transparency and collaboration between humans and machines.
Generative AI will also enable HR to manage talent more strategically. HR managers will be able to simulate different skill and career management scenarios, as if playing a futuristic chess game against an AI. They will be able to anticipate skill needs, career developments, and internal mobility opportunities to better align employees’ aspirations and company objectives.
In short, generative artificial intelligence will be a real game-changer for HR, offering innovative and personalized solutions for talent management. However, HR will have to maintain a balance between automation and the human aspect of their profession to ensure a virtuous and fruitful collaboration between humans and machines.
III. Ethical Challenges: Big Brother Within Companies?
With the rise of technologies and the proliferation of available data, employee surveillance becomes a real ethical headache for companies. On the one hand, it is necessary to protect sensitive information and ensure that employees comply with internal rules. On the other hand, it is essential to preserve their privacy and not stifle them with omnipresent control.
In this context, companies will need to learn to navigate between the terrible Charybdis and Scylla, finding the right balance between protecting their interests and respecting employees’ private spheres. This will involve establishing clear protocols for the use of personal data, limiting surveillance to strictly necessary aspects, and maintaining constant dialogue with employees.
To avoid abuses and guarantee the respect of employees’ privacy, companies will need to establish ethical charters and control mechanisms. These documents should define the fundamental principles that will guide the use of surveillance technologies and data collection, while ensuring respect for individuals’ fundamental rights.
These charters can be inspired by existing ethical principles, such as those proposed by the European Union in terms of personal data protection (GDPR), but will also need to take into account the specificities related to new technologies and HR challenges. For example, they could include provisions on transparency in the use of AI for recruitment, skill management, or performance evaluation.
Control mechanisms should ensure the effective implementation of these ethical principles. They can include internal and external audits, the establishment of dedicated ethics committees, or the appointment of a data protection officer within the company.
HR professionals will play a key role in defining ethical rules regarding employee surveillance and technology use. They must be the guardians of ethical principles and ensure that technologies are used responsibly and transparently.
Moreover, HR will be responsible for raising employee awareness of the ethical issues related to the use of technologies in the company. They can, for example, organize training sessions and workshops on best practices in personal data protection, privacy respect, and discrimination prevention related to AI use.
The ethical challenges related to technology will evolve constantly, driven by innovations and new trends. Companies and HR professionals must be able to anticipate these changes and adapt quickly to ensure responsible and ethical use of technologies.
This will involve constant technological and regulatory monitoring, as well as close collaboration with ethics and data protection experts. HR professionals will also need to be prepared to question their practices and innovate to find ethical solutions to the challenges posed by new technologies.
In conclusion, the ethical challenges related to the use of technology in HR functions will be numerous and complex in 2040. Companies will need to be extra vigilant to protect their employees’ privacy and prevent abuses while taking advantage of the benefits offered by technology to improve human resource management. HR professionals will play a central role in this process, being the guardians of ethical principles and raising employee awareness of the issues at stake.
IV. Mental Health: A Major Issue for the Future of HR
The rapid pace of technological change and new forms of work (remote work, virtual reality work, etc.) will impact employees’ mental health. HR professionals will need to be attentive to these issues and implement measures to prevent psychosocial risks and ensure well-being at work.
Future HR professionals will rely on data analysis tools and artificial intelligence to detect early signs of employee distress. For example, algorithms could analyze interactions between colleagues, connection times, or engagement levels to identify potentially struggling individuals. HR managers can then implement targeted support measures, like a superhero of prevention.
In a world where work increasingly takes place in virtual environments, it is essential to create spaces dedicated to employee well-being. HR professionals can offer “relaxation oases” in virtual reality, where colleagues can practice meditation, yoga, or relaxing activities like petting virtual cats or lying on a pixelated beach.
HR professionals can also implement psychological support chatbots capable of listening to employees, advising them, and directing them to appropriate resources. These chatbots can be available 24/7, providing unwavering support like a virtual friend always on hand. Additionally, personalized coaching programs can be offered to employees to help them develop resilience, emotional intelligence, and stress management skills.
HR professionals will need to create work environments that foster cohesion among employees, even remotely. Virtual events, augmented reality team-building workshops, or internal social platforms can be used to maintain connections and strengthen solidarity among colleagues, like a superhero team united against challenges.
Moreover, HR professionals will need to promote a work-life balance by implementing flexible policies, adapted work schedules, and solutions to manage parenting or caregiving constraints. Companies can also offer training on time management and burnout prevention, allowing employees to better balance their professional and personal responsibilities.
Above all, HR professionals will need to ensure that managers and employees are aware of and trained in mental health issues. Companies can implement training programs on recognizing signs of distress, how to respond to struggling colleagues, and available resources to support mental well-being. Managers can then be better prepared to support their teams, like a ship captain attentive to the health of their crew.
In the end, HR professionals will need to consider the challenges posed by technological transformations and new forms of work to preserve employees’ mental health. By developing innovative measures and promoting cohesion and support among colleagues, HR professionals can contribute to creating a healthy and fulfilling work environment where each employee can give their best.
Conclusion
The HR function in 2040 will undoubtedly be disrupted by technological advancements in areas such as blockchain, generative artificial intelligence, virtual and augmented reality. Challenges will be numerous, ranging from protecting employee privacy to preventing psychosocial risks while maintaining a balance between humans and technology.
However, the opportunities to create more agile, innovative, and human organizations are immense. With these technologies, HR professionals can rethink recruitment, training, and talent management processes while improving communication and collaboration within the company.
HR professionals will need to be creative and adaptable to leverage these technologies while preserving ethical values and employees’ mental health. They will need to be both visionary and pragmatic, anticipating changes in the world of work and supporting employees through this transformation. The future of HR is exciting, and although some projections may seem fanciful, remember that “reality often surpasses fiction.”
HR professionals will play a key role in shaping the future of work and contributing to the success of organizations. Writing the story of HR in 2040 will be a stimulating challenge, where innovation, ethics, and human considerations will be at the heart of concerns. After several decades of scarcity, the time has finally come for the HR function to embark on the adventure in which it can be the hero. To be continued?
[Article written on April 3, 2023, by Jeremy Lamri with the support of the Open AI GPT-4 algorithm for about 30%].
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