There is a sea change happening in the Human Capital Management systems market. Historically, the predominant orientation of human resources departments has been about mission and goals from an employer’s perspective, spanning areas such as regulatory compliance, workforce costs, efficiency and effectiveness levels, and actions needed to improve skills and overall impact. This rather one-sided focus is now in the rearview mirror of many successful organizations. There’s a new orientation or operating lens as it relates to the enterprise’s workforce: “What does a worker need to be extremely effective but also have a high-quality ̶ if not positively memorable ̶ experience at work?”
Observed both here and elsewhere, average sales quota attainments appear to be in an exorable decline. As I discussed in my recent Analyst Perspective, "The Art and Science of Sales from the 'Inside Out'," vendors of sales technology have reacted to this by adding a slew of new functionality including the potential for artificial intelligence (AI) to be a game changer for sales. One can argue that this use of AI is still relatively immature having been generally available only since 2014, but that is still over five years of market availability.
The joining forces of two sizable companies, in this case totaling over 12,000 employees, can be expected to elevate both business risk and business opportunity. The risk side of the ledger typically impacts employees and customers. Employees become distracted or have their productivity dip until they know exactly how they will be impacted and what is changing, or even leaving voluntarily. Similarly, a segment of existing and potential customers view a merger as a net positive down the road but face fear, uncertainty and doubt about when those benefits will be achieved. Delays can lead both employees and customers to hitch their wagons to other horses as it were.
Many of us who have operated within the human resources profession or been involved in strategic initiatives aimed at placing the workforce at the center of competitive advantage (aka human capital management endeavors), thought we were at least conversational about predictive HCM tools. We were aware that industrial and organizational psychologists have, for decades, been creating skill- and personality-based assessments using predictive algorithms that stood up to rigorous testing, and how tools such as the Hogan or Myers-Briggs tests became industry standards.
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Topics: Customer Experience, Human Capital Management, Marketing, Analytics, Internet of Things, Contact Center, Data, Digital Technology, Digital Commerce, Operations & Supply Chain, blockchain, employee experience, candidate engagement, Conversational Computing, AI and Machine Learning, collaborative computing, mobile computing, agent management, extended reality, business digital commerce, work experience management