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Founders Two Pence – The role of Human Touch to Unlock Talent-edge

Published on March 18, 2024

As outlined in Part 1 , tech is a true enabler for boundaryless hiring. To win the war for talent amidst local skill shortages, organizations are increasingly turning to on-demand skills & capabilities. As a result, we are seeing the rise of tech-enabled aggregator platforms or talent marketplaces for hiring on-demand talent. Talent management practices must also evolve in line with the new-age talent mix, if organizations expect to attract, engage, develop and retain a diverse workforce. This requires new skills, new attitudes, and new mindsets. Leaders of today must therefore, balance the ‘tech edge’ with the ‘human touch’, to be able to do justice to ever-evolving people and organizations.

The Power of “Human Touch”

Chandru Pingali, Founder and Managing Director, SolveCube, is a strong proponent of ‘not losing the human element in the tech rush’. He believes that ‘the best of technologies are created in the world, but it is humans who still need to consume them.’

Statistics agree with this insight, implying that an overreliance on tech negates the power of human cognition.

73% of people think technology can never replace the human mind. *7

In recent times we see people having a dual-fold reaction towards AI infiltration in their workplaces. 52% of employees globally expect to see some positive impact of AI on their career over the next five years, with 31% saying it’ll increase their productivity at work. Many people also view AI as an opportunity to learn new skills (27%). While 34% of Baby Boomers think AI will not impact their careers, only 14% of Gen Z and 17% of Millennials agree*6.

Chandru shares his two-pence on tech, “The power of Human Intelligence fuels innovation. It can never be replaced by technology”

In fact, the top two barriers to unlocking the workforce ecosystem are the need to shift the culture (27%) and the ways of working (26%). Indeed, the power of human intervention or the ‘softer aspects’ of people management play a significant part.

How to Unlock the “Human Touch”

  • Develop a boundaryless ecosystem mindset: Leaders need to think of the needs of all talent (external and internal), factoring in non-traditional workers [sic] into workforce strategy and working planning*1. Not just humans, but machines working alongside man also must be factored into workforce planning.
  • Value the uniqueness of human skills: As humans and machines collaborate to take decisions, cognitive human traits such as emotional intelligence, creativity, persuasion, innovation, adaptability, agility, resilience, are becoming more valuable*7.
    As companies bridge the critical skills gap with more contingent workforce*4, leaders must recognize the ‘qualitative value’ that different types of talent brings to the table. The SolveCube platform enables this not only for external talent, but internally espouses this philosophy at every talent touchpoint. Uma Jags, COO, SolveCube, shares a personal example, “I wanted to be part of an organization where I could be ME! SolveCube values me for being myself; my strengths and what I bring in with my ‘professionalism with a Personal Touch’ attitude. SolveCube is that ONE place which showed me that, if everyone moves forward together with a shared vision and goal, success will follow us all the way.
  • Enable continuous upskilling and reskilling: Encourage skills development by providing learners a high level of control to shape their learning and their working environment. Offer people the ability and opportunity to continually grow*3.
  • Uphold Diversity, Equity and Inclusion (DEI): Leaders need to recognize and embrace the unique value and contributions of all types of talent, and value their unique needs, preferences and aspirations. Akshaya Gaur, CTO, SolveCube shares how the platform was designed to uphold DEI principles, “SolveCube’s  AI Engine technology identifies potential candidates from our vast database of about 450 million candidates from all over the globe; and matches based on skills, experience, working style, and job role alignment. Our technology is based on models that do not incorporate data that is subjective – names, gender, race, ethnicity, photographs, facial expressions, and contours. Probably, one of the early platforms designed with Inclusion, Diversity and Equity as a design requirement.
  • Cultivate a culture for all talent types: Leaders can bring to life the company values, vision and mission by ‘living and breathing’ those themselves. Show talent the meaning and purpose in their work to enhance the employee experience.
  • Redefine leadership roles: Leaders must pivot from directing to orchestrating i.e. shift from legacy command-and-control approaches to cross-functional alignment and integration. This will help effectively access, engage, manage and develop a mix of permanent and contingent experts, both man and machine.
  • Drive Total Value Creation: Leaders need to sign into the total workforce agenda i.e. focus on all types of talent*3. An integrated talent platform can help work towards Total Value Creation i.e. have the right people, skills and capabilities to increase the company’s productivity, profitability, create value, and drive towards success.

Building a talent operating model that aligns with the organization’s wider strategic vision and drives measurable ROI*3 is a C-suite agenda, involving high cognition and human judgment.

Chandru recommends the five-S model for talent acquisition, wherein, sourcing, screening and shortlisting can be done by AI, while selection and stakeholder engagement shall always remain with HI (human intelligence).

A New Era of Leadership: Balancing “Tech with Touch”

Balancing tech with touch is crucial because people form the core of business success.

Many of the roles and skills of tomorrow are unknown to us today. With the blurring of boundaries in the era of generative AI and ChatGPT, leaders must continuously ask themselves the difficult questions: “How can organizations prepare for a future that few of us can define?*7. The answer: by blending the best of tech and touch, leaders can leverage talent to create strategic business value.

60% HR leaders believe they will change the HR operating model in the next 2-3 years*5

In the wake of the new realities around the future of work, organizations and talent will need to work together to co-create new rules, new boundaries, and new relationships by putting humans at the center of workforce design.*1

This starts with leaders adapting new mindsets to accept new workforce fundamentals, for example, the ‘ecosystem mindset’ and the ‘integrated workforce strategy’. Today, the value-add of business extends beyond business itself, to broader society. Farida Charania, CBO, SolveCube shares how this comes alive every day at SolveCube, “SolveCube is a collaborative company that instead of focusing on competition, creates technology that benefits people. It believes in the same things I do: creating work opportunities and giving organizations access to resources that will make them successful. SolveCube built a smart platform to create a  level playing field, and is the future of work. We work towards the same goal – to make the world a better place.

Indeed, to thrive in the new world of work, leaders and organizations must create value around agendas such as climate and sustainability, equality, human-risk, wellbeing, etc. This is possible only when today’s leaders open their eyes to diverse perspectives i.e. diversity of thought and mindset to drive purposeful and meaningful change in the right direction.

It depends on how leaders look at the boundaryless world – 

as a cauldron of chaos and confusion, 

OR

as a positive path towards new possibilities.

So,

Are you ready to unleash these new possibilities?

Are you set to revolutionize your talent strategy?

Are you willing to unlock the best business benefits?

Let us be your talent-partners in this journey…

Click here to leave a message or email @ [email protected]

Reference Sources:

*1 New fundamentals for a boundaryless world, Deloitte’s 2023 Human Capital Trends

*2 Managing the extended and connected workforce, Deloitte Insights

*3 The future of HR: Moving from “function” to value generator, KPMG

*4 HR functional perspectives, Contingent Workforce

*5 The Future of HR: From flux to flow, KPMG

*6 PwC Global Workforce Hopes & Fears Survey, 2023

*7 Workforce of the future, The competing forces shaping 2030, PwC

Founders’ Two-pence: How to Harness Tech to Win the Talent War

Published on February 28, 2024

Disruptive market conditions, availability of cross-border talent pools, acceptance of remote working and local skill shortages are forcing businesses to adopt new talent strategies for success. Quick ramp-ups and ramp-downs have become an integral part of running a business. On-demand skills & capabilities are coming in handy to sustain business growth at optimal costs, mitigate risks and maximize value. The blended workforce model aligns well with the evolving employee makeup too, as both mature and new-age talent preferences harbor new ways of working. To make these polarities meet, organizations are relying more and more on aggregator platforms for contractors, professional service companies, gig talent, domain experts, consultants on-demand, crowdsourced contributors, app developers, and even certain technologies to achieve strategic goals and objectives*2. Emerging technologies such as large language models (LLMs), AI, ML, metaverse, etc, are leading to a new-age workforce ecosystem. For example, the advent of progressive talent management practices are leading the shift towards a skills-first workforce management strategy. Such a talent strategy is more focused on ‘skills and capabilities ’ versus ‘jobs and roles’, and person-centered. This is not the far future but is happening now; compelling companies to attract, engage, develop and manage the ‘pivotal’ people i.e. those that contribute and add crucial value to their organization.

A Snapshot: The Current Talent Landscape

We are seeing the rise of the pivotal talent with the critical skills that will become the ultimate prize for organizations’ success.

Deepak Rajasekar, Partner & Director, India, SolveCube elaborates, “As organizations constantly look to grow and expand their businesses, the need for talented individuals is ever-increasing. However, searching for senior-level professionals can be a daunting task, often taking months to complete. This task is further complicated when the need for such professionals is only for a short duration or a specific project. So, we as a leadership team consisting of a HR practitioner, a digital transformation expert, a process transformation expert, an organization transformation expert and two entrepreneurs, set out to transform the talent acquisition space. We leveraged the power of AI and a massive talent inventory aggregated through APIs to create a complete AI Talent platform, which firstly can save time, money and effort, and secondly allow for creative solutions in the talent acquisition space.“

Skills, experience and networks indeed are the keys to bridge the skill gaps*7 and organizations are moving away from the traditional age-old model of narrowly defined ‘jobs and job titles’ to a more needs-based approach centered around ‘skills, capabilities and interests’. Such a holistic workforce ecosystem focuses on the work that needs to get done and on its linkage with business outcomes.

As Chandru Pingali, Founder and Managing Director, SolveCube, puts it, “The three Cs will continue to drive business – Capability, Chemistry and Culture.”

Leaders are realizing this shift in the talent outlook and accordingly upgrading their HR technology. Naturally, the top focus areas for HR leaders are:

#1: 57% #2: 53% #3: 46%
Understanding how the size, shape, skills and organization of the workforce needs to change to meet future needs three years out Improving the mental health and wellbeing of the workforce Building a talent marketplace which allows for the matching of skills to tasks as well as people to jobs

What is the ‘Tech Advantage’?

Digital platforms are matching talent with employers, skills with demand, capital with innovators, and consumers with suppliers faster and smarter. This technological infiltration into work-life will affect every level of the business and its people. Technology has far-reaching implications, it has the power to improve our lives by raising productivity, living standards and average life span, and free people to focus on personal fulfillment. But it also brings the threat of social unrest and political upheaval if economic advantages are not shared equitably. Hence it is too important an issue to leave to IT (or HR) alone.

Blurb: 37% people are worried about automation putting jobs at risk – up from 33% in 2014.*1

Despite overarching concerns around AI, tech is an enabler of holistic workforce management strategy. Not only can it augment and automate work done by humans ,but can drive efficiency and effectiveness for better business outcomes*1. Deepa Chandrasekhar, Principle Consultant, SolveCube resonates her personal connect with this idea, “I love that the talent solution we envisioned and created has built into it what matters to me – equitable access to work opportunities; and efficient outcomes. We made SolveCube into an AI-enabled skill, capability, and fit-for-role-focused integrated talent solution that provides businesses with an uncluttered experience, cost-effective option to get on with the business of acquiring talent; and provide domain experts a foot-in-the-door based on equity and meritocracy. At SolveCube, we’ve made efficiency and equity come alive on a platform!”

This is crucial to drive digital transformation, cost efficiencies, productivity, speed, agility, flexibility, and ramp up the workplace and workforce for future success. Therefore, business leaders must embrace tech solutions for their talent strategy.

How to Harness Tech for Talent Success?

  • Enable automation: Automate repetitive and time‐consuming tasks and use assisted intelligence to build a new-age tech ecosystem. For example, resume-parsing and screening for a faster and better talent acquisition process.
  • Integrate digitization and digitalization: Integrate digital to create a frictionless and engaging working environment. For this, leaders must turn digital in thought, word and deed*5. Closely linked to digital is data. Organizations, governments, and individuals must decide how to share and use data in a human-centric manner, for the greater good.
  • Advance analytics from insights to action: Move beyond tracking of KPIs and dashboards to harness the power of human social networks. Use relational analytics to derive meaningful insights and take business-forward actions*5. Business leaders have jumped onto this bandwagon – 36% of survey*3 respondents believe that delivering predictive insights and business value will be a priority in the next three years.
  • Create AI-enabled talent marketplaces: Create ‘talent in flow’ by integrating talent data, business insights and forecasts*5. Open workforce platforms*3 can help unlock the potential of every type of talent, )whether on-role, off-role, contract, consultant, interim executive, freelancer, fractional executive, or in any other talent model) by enabling omni-channel talent acquisition. It will also help watch costs by institutionalizing legal, compliance and regulatory processes by talent type.
  • Enable access to continuous learning: Learning ‘in the flow of work’ is critical to cultivate a culture of lifelong learning and to push skill development. Build tech tools such as AI-personalized learning recommendations, engaging learning content, and anytime-anywhere access, with a focus on the outcome.

The optimum approach is to move beyond HRIS or HRMS, and choose a technology platform as the basis of the organization’s ‘digital headquarters’ to make the organization more accessible, connected, and communicating seamlessly*3. Mahboob Hussain, Head – Platform Technology shares how this is possible with the SolveCube platform, “SolveCube’s platform built with microservices architecture uses cutting-edge technology – not for the sake of using technology but as a tool to make a difference in the world of work and create social impact. As a technocrat, that appeals to me! The Natural Language Processing (NLP) subdomain of AI has vast potential, which I find exciting”

Paving the way for Agile Talent Management

Business leaders and HR leaders are prioritizing talent transformation using technology. In fact, HR leaders have outlined three tech-priorities*3 as the top #4, #5 and #6 :

#4: 39% #5: 39% #6: 36%
Automating HR service delivery Delivering digital technology into HR beyond the core HR system of record Delivering predictive insight and business value from workforce analytics

Leaders can build an agile talent management strategy by integrating such ecosystem platforms with business strategy, to adapt to the changing business scenarios. *1 Mere tech will not help here, it requires deep human intelligence and cognitive skills, to navigate today’s TUNA (turbulent-uncertain-novel-ambiguous) environment. Hence, leaders must learn to blend tech with human touch, and strike the right balance to harness the business benefits of a blended approach. This endeavor begins with leaders asking some compelling questions:

“How far will tech alone take us in the skill-building race?”
“How can we learn to blend tech with human touch, striking the right balance?”

And ultimately,

“How can we harness the business benefits of a blended approach?”

Let’s connect & converse, click here to leave a message or email @ [email protected]

Reference Sources:

  1. New fundamentals for a boundaryless world, Deloitte’s 2023 Human Capital Trends Report
  2. Managing the extended and connected workforce, Deloitte Insights
  3. The future of HR: Moving from “function” to value generator, KPMG
  4. HR functional perspectives, Contingent Workforce, Global Business Driven HR Transformation The Journey Continues
  5. The future of HR, from flux to flow, KPMG
  6. PwC Global Workforce Hopes & Fears Survey, 2023
  7. Workforce of the future, The competing forces shaping 2030, PwC