Part 4 — What do we want?
Part 3 — Who to trust?
The introduction of artificial intelligence (AI) technologies into the world of HR and recruitment is not just an idea anymore, it is a reality. Neural networks, machine learning and natural language processing are all being introduced into different areas of HR.
These developments contribute to the function’s increased accessibility to data-driven insights and analytics, enabling better-informed people decisions.
As illustrated by the quote below, the case for data in business is not a new one, nor one that needs to be much discussed. The purpose is, and always was, to collect sufficient data (and not too much, ‘infobesity’ and ‘analysis paralysis’ are well-known pitfalls in that area) to make the right choices, with the maximum number of possibilities, whilst acknowledging that decisions are a sort of bet on the future and its uncertainties.
There is an important issue in the world of Procurement. While the future of the function is at stake, too many CPOs and Procurement organisations are looking at the future of Procurement solely through a technological prism and consider technology as the end (when it is the means to an end).
It is no surprise then that the questions that are at the top of their agenda are centered around what technology (RPA, blockchain, big data, AI,…) they should focus on and implement. It is as if this or that piece of technology would magically fix all of their problems.