The technology revolution has swept away most vestiges of the old ways of business. But not all. Now the HR department is about to be disrupted, writes ARTHUR GOLDSTUCK.
There is hardly a mainstream business that has not been transformed by technology, yet the management of human resources (HR) remains stuck in early 20th century mode.
This is ironic, considering the massive emphasis placed on young workers and the new generation of job-entrant. The problem is that buzzword are being used to paper over the cracks in the system. The term “millennial” has become a convenient byword for describing this new kind of employee, despite the fact that the 17-to-37-year-old age group it defines is utterly meaningless.
The result is that, while tremendous effort is made to attract young talent, little is done – outside youth-oriented brands like Google and Facebook – to retain them. Performance measures and reward systems may well be in place, but little is done with the huge amount of data collected in the process, and little effort goes into understanding what makes employees tick, and what contribution HR can make to the business.
Yet, in the age of big data and artificial intelligence, human resources should be given as much emphasis as sales, marketing and the customer experience – currently the obsession of most big businesses.
This gap explains the massive growth of a business like SuccessFactors, which provides human capital management software solutions via the cloud. Listed on the NASDAQ exchange in 2007, it was acquired by SAP in 2011 and now serves more than 6 000 companies and 45-million subscribers across more than 60 industries.
“A lot of people believe on-boarding ends when someone is sitting in their office,” said Stefan Ries, chief human resources officer of SAP, opening last week’s SuccessFactors SuccessConnect 2017 conference in London. “It doesn’t stop there. You need to check it after 30 days, after 60 days, after 90 days.”
Ries was brutal in his assessment of the failings of HR. But he was equally frank in what needed to be done, providing a roadmap for businesses that are ready to evolve in the way they manage employees. Even those who have moved from thinking of staff as customers had not caught up to the way other areas of their business were being disrupted.
He outlined the five key elements that matter most in the new HR roadmap:
“HR needs to deliver much more experience. Stop calling employers and managers customers; they are consumers. It’s not only about employees, but also managers, contingent labour, the retired workforce, as well as new candidates. They all want to have a consumer experience. It’s all about usability, simplification and performance. We need to think and act as if we’re in a consumer business, and we must be ready for the next big thing: mobile and conversational HR.
“We in HR need to measure much more strongly our impact versus the activities we are performing. Within the cloud environment, you need to deliver HR services anytime, anywhere, on any device. If you can’t do that, you won’t attract talent from the younger generations. We have to understand how cloud services can help us to have high employee engagement and to be a more attractive employer of choice.
“We need to continue to get much more fluent in data analytics. We have the tools available. We are hiring data analysts in HR, and that job description didn’t exist four or five years ago. Integration of machine learning is very important, but it’s not in isolation or separate; it must be fully embedded.
“How jealous are we of the finance department? Business loves them because they have the numbers that define the business. We need to work hand in hand with them, and our numbers must be seen as an important business metric. Sales, marketing, finance and HR must all come together to enable us to make the right business decisions.
“Social media and social commitment really matters. In the solutions we offer, we must capture the needs of the younger generation. They are much more embedded in the social media environment. These generations have a clear determination in their minds that they need purpose in their jobs. What can they do to help the company make an impact and improve the way we live on this earth? We must continue to invest in corporate social responsibility.”
Later, at a media briefing, Ries offered the flip side of the coin: how to look after the older generation that may feel left behind by digital transformation.
“On the one side you’ve got to listen to the younger generation, but on the other side have to pay attention to other generations. You have customers out there with managers and leaders in their 50s or 60s who may say, ‘Why bother?’
“They will bother if they see the benefits, that they have to work for another 10 to 15 years and can experience the advantages of the new approach. And at home they are confronted with the same challenges with kids or in the broader family. The magic word is integration.”
A company that seems to have got it right is the venerable automotive brand, Jaguar Land Rover.
“We thought we would have a lot of rejection of the whole concept, so we geared up for putting out fires, and over-supported people through the change,” said Jon West, the company’s director of manufacturing HR and employee relations.
“Actually, we found that there was a high level of acceptance,” he told media at the SuccessConnect conference. “A significant amount of people in the organisation – forty per cent of employees – are older people who’ve been with us for a long time. But over time we brought in a lot of new people, and they were expecting this new approach. We’re lucky we have such well-established, premium brands, and we have to make sure our HR practices do the brands justice.”
Bring your network with you
At last week’s Critical Communications World, Motorola unveiled the LXN 500 LTE Ultra Portable Network Infrastructure. It allows rescue personal to set up dedicated LTE networks for communication in an emergency, writes SEAN BACHER.
In the event of an emergency, communications are absolutely critical, but the availability of public phone networks are limited due to weather conditions or congestion.
Motorola realised that this caused a problem when trying to get rescue personnel to those in need and so developed its LXN 500 LTE Ultra Portable Network Infrastructure. The product is the smallest and lightest full powered broadband network to date and allows the first person on the scene to set up an LTE network in a matter of minutes, allowing other rescue team members to communicate with each other.
“The LXN 500 weighs six kilograms and comes in a backpack with two batteries. It offers a range of 1km and allows up to 100 connections at the same time. However, in many situations the disaster area may span more than 1km which is why they can be connected to each other in a mesh formation,” says Tunde Williams, Head of Field and Solutions Marketing EMEA, Motorola Solutions.
The LXN 500 solution offers communication through two-way radios, and includes mapping, messaging, push-to-talk, video and imaging features onboard, thus eliminating the need for any additional hardware.
Data collected on the device can then be sent through to a central control room where an operator can deploy additional rescue personnel where needed. Once video is streamed into the control room, realtime analytics and augmented reality can be applied to it to help predict where future problem points may arise. Video images and other multimedia can also be made available for rescuers on the ground.
“Although the LXN 500 was designed for the seamless communications between on ground rescue teams and their respective control rooms, it has made its way into the police force and in places where there is little or no cellular signal such as oil rigs,” says Williams.
He gave a hostage scenario: “In the event of a hostage situation, it is important for the police to relay information in realtime to ensure no one is hurt. However the perpetrators often use their mobile phones to try and foil any rescue attempts. Should the police have the correct partnerships in place they are able to disable cellular towers in the vicinity, preventing any in or outgoing calls on a public network and allowing the police get their job done quickly and more effectively.”
By disabling any public networks in the area, police are also able to eliminate any cellular detonated bombs from going off but still stay in touch with each other he says.
The LXN 500 offers a wide range of mission critical cases and is sure to transform communications and improve safety for first responders and the people they are trying to protect.
Kaspersky moves to Switzerland
As part of its Global Transparency Initiative, Kaspersky Lab is adapting its infrastructure to move a number of core processes from Russia to Switzerland.
This includes customer data storage and processing for most regions, as well as software assembly, including threat detection updates. To ensure full transparency and integrity, Kaspersky Lab is arranging for this activity to be supervised by an independent third party, also based in Switzerland.
Global transparency and collaboration for an ultra-connected world
The Global Transparency Initiative, announced in October 2017, reflects Kaspersky Lab’s ongoing commitment to assuring the integrity and trustworthiness of its products. The new measures are the next steps in the development of the initiative, but they also reflect the company’s commitment to working with others to address the growing challenges of industry fragmentation and a breakdown of trust. Trust is essential in cybersecurity, and Kaspersky Lab understands that trust is not a given; it must be repeatedly earned through transparency and accountability.
The new measures comprise the move of data storage and processing for a number of regions, the relocation of software assembly and the opening of the first Transparency Center.
Relocation of customer data storage and processing
By the end of 2019, Kaspersky Lab will have established a data center in Zurich and in this facility, will store and process all information for users in Europe, North America, Singapore, Australia, Japan and South Korea, with more countries to follow. This information is shared voluntarily by users with the Kaspersky Security Network (KSN) an advanced, cloud-based system that automatically processes cyberthreat-related data.
Relocation of software assembly
Kaspersky Lab will relocate to Zurich its ‘software build conveyer’ — a set of programming tools used to assemble ready to use software out of source code. Before the end of 2018, Kaspersky Lab products and threat detection rule databases (AV databases) will start to be assembled and signed with a digital signature in Switzerland, before being distributed to the endpoints of customers worldwide. The relocation will ensure that all newly assembled software can be verified by an independent organisation and show that software builds and updates received by customers match the source code provided for audit.
Establishment of the first Transparency Center
The source code of Kaspersky Lab products and software updates will be available for review by responsible stakeholders in a dedicated Transparency Center that will also be hosted in Switzerland and is expected to open this year. This approach will further show that generation after generation of Kaspersky Lab products were built and used for one purpose only: protecting the company’s customers from cyberthreats.
Independent supervision and review
Kaspersky Lab is arranging for the data storage and processing, software assembly, and source code to be independently supervised by a third party qualified to conduct technical software reviews. Since transparency and trust are becoming universal requirements across the cybersecurity industry, Kaspersky Lab supports the creation of a new, non-profit organisation to take on this responsibility, not just for the company, but for other partners and members who wish to join.