Peter Lawrence of Human Capital Department considers the implications of AI for People Management & Development

1. AI + HR = Human Capital Management.
Peter Lawrence – Human Capital Department

3. AI [Cognitive Computing] can drive significant
value:
In an IBM Survey 6,000
executives “Extending
expertise - how
cognitive computing is
transforming HR and the
employee experience”
66% of CEO’s believed
that AI can drive
significant value in HR.

4. Human Resources
• Employee have value but
considered as a resource to be
economically exploited.
• Can be somewhat reactive and
transactional.
Human Resources or Human Capital
Human Capital
• Considers the value of
knowledge, skills and
experience employees add
to the organisation.
• Using employee data for
Pro-active & Strategic
decision making.

5. AI – Software and computer programmes
that can “think” - interact with the
environment and react accordingly.
Learning, speech recognition, reasoning,
sensory perception, problem solving –
intelligence demonstrated by machines and
mimic cognitive processes.
AI can bring advanced insights that lead to
improved working environment, greater
employee engagement and increased
productivity and lower employee turnover.

6. Not about Robotics…
AI enables analysis of a large
amount of data. For
example; Contracts of
Employment or other HR
Documentation, checking
for missing or inconsistent
information or errors.

7. AI has the potential to be a “loyalty card”
for employees and a predictor of
employee behaviour.
Employers that are able to adopt this
technology will be at a tremendous
competitive advantage, as they will be
better able to attract, retain and engage
employees, & leverage people so that
employees truly become the organisations
greatest asset.
Tesco Clubcard is a loyalty card but
also uses AI to predict and influence
customer behaviour
Brave New World

9. Performance
Management
Recruitment
Induction
Learning and
Development
Succession Employees can feel
disengaged by
employers and the HR
Department or
unenforced policies.
There are some
things that we have
to get right
[Hertzberg called
“Hygiene” factors].

10. AI in Recruitment & Selection
[Recruitment Costs vary - £3,000 +]
• Using AI to source candidates can reduce time to hire from 34 days to 9 days [a 73.53%
improvement]. Spending hundreds of man-hours filtering through thousands of CV’s and
on-line job boards for new employees could be coming to an end! www.goarya.com;
www.entelo.com
• AI can locate “passive” candidates thought to be the most desirable – those not actively
looking and contributing in their existing role, and content in their current position.
• Candidate Screening - online data can be collected [including social media profiles,
previous online job records, educational qualifications, experience, work history, skill
sets, salary expectations…] resulting in enhanced ranking of candidates for recruiters to
select from. www.hirevue.com; www.myra.work [use video and pre-set questions]

11. The robot will see you now
Anonymizing a candidates gender, social and
educational characteristics will help to create
a level playing field.
Predictive analytics can assess cultural or
technical fit against a specific set of criteria
and anticipate likely success in the role.

12. The robot will see you now
Cyber security firm www.panaseer.com used
predictive algorithims which highlighted some
words ‘ambitious’ ‘driven’ associated with
masculine traits which was creating a sub-
conscious bias. Alternatives were
recommended making more appealing to
women leading to 60% uplift in female
candidates.
Start-up www.cognisess.com has developed
AI software to eliminate the interview
altogether - micro expressions are detected in
video being used at Intercontinental Hotels
but humans still used later in the hiring
process!

13. Induction
• AI can help write routine
procedures needed to on-
board [or induct] new
employees.
• AI can be used to develop
induction training and check
understanding.

14. Learning & Development:
• AI can augment or eliminate the need for a physical teacher or trainer. It’s
about self-driven systems with the potential to eliminate humans.
• AI can create online content [e.g. www.wildfirelearning.co.uk ] or Chatbots
[e.g. www.ottoai.design ] – identify skills gaps, develop programmes to train
employees, targeted to training needs.

15. TUI – leveraging AI
in Learning Provision:
• Apart from numerous e-learnings and online
training sessions, we also operate our TUI
Academies, which offer online training programmes
for selected areas. In addition to this, we provide
individual, digital learning opportunities at the local
level, e. g. online libraries and digital learning hubs.
• In the new financial year, we will also launch the TUI
People learning module. With this common
platform based on state-of-the-art technology,
‘anytime, anywhere’ access and high-quality
personalised, innovative and intuitive learning
programmes.

16. Performance Management
MANAGING
REVIEWING
PLANNING
PLANNING
Translating business plans into individual
objectives
MANAGING
Monitoring performance, and offering
feedback and coaching throughout the
year
REVIEWING
Appraising performance, giving
recognition of contribution through rating,
and focusing on personal development

17. Performance Management

18. Performance Management & Normative
Performance Distribution

20. e-HR

21. Career Development
Business
Needs
Individual
Interests
Individual
Capability
Career
Development

22. Management & Leadership
Support Worker
•To offer high quality support to
service users according to
preferences and needs.
• To encourage and support service
users to express their needs, views
and concerns.
•To support service users in
maintaining safety, security and
cleanliness and comfort of their
homes.
•To ensure vulnerable adults are
safeguarded from home.
Team Leader
•You will be a front line manager
promoting and ensuring the
company vision of person
centered support is implemented.
•Using your initiative to ensure
company policies and procedures
are adhered to at all times.
•Implement and monitor systems
for communicating among the
staff team.
•Conduct return to work interviews
for those who have been absent
due to sickness pregnancy, family
emergency etc.
•Provide supervision, inductions
and mentoring to staff within your
team and offer direction guidance
and advice on everyday matters
about service users.
•Support staff to work within
boundaries of their capabilities.
Service Manager
•To be quality focused with key
responsibility for auditing and
monitoring and achieving
outcomes for service users.
•To lead by example and
demonstrate safe, effective
working practices.
•To take an active part in
monitoring and developing
individuals and staff teams.
•Actively contribute to the safe,
effective and responsiveness of
the service.
• Concerned for wellbeing and
safety of service users and the
development of the team of
people employed to support
them.
•Take an active part in mentoring
and developing individuals and
staff teams.
Registered Manager
•To ensure high quality person
centered support to all people
supported in-line with
organisational objectives.
•Identify opportunities for the
improvement of the service by
evaluation of effectiveness against
quality and statutory
specifications.
•Initiate a quality assurance system
to assess and evaluate quality of
care provided by service users.
•Organise and actively participate
in service user reviews along with
members of multidisciplinary
teams.
•Communicate a clear sense of
leadership and direction with staff
and service users and make sure
that they related to the aims and
purpose of the organisation.
• Develop teams, individuals and
staff to enhance performance
evaluating and improving the
development process used.

23. Career Ladder

24. Career Development
Helping to address Recruitment & Retention issues
Developed behavioural competency framework based on
CQC standards and Job Descriptions, validated by Senior line
Managers
People Management Magazine

25. human capital due diligence process
Information for Investors
The purpose of the human capital due
diligence process is to assess the first tier
management team, within each of the target
acquisitions, through a series of assessments,
in order to identify individual managers
strengths and development areas.
The assessment process consists of;
1. Management Diagnostic
2. Development Centre
3. Behavioural Event Interview

26. human capital due diligence process:
Management
Diagnostic
Development
Centre
1-2-1
Interviews
1. Undertake a
Management
Assessment [on-line].
2. Take part in a
Development
Centre.
3. Undertake a 1-2-1
Behavioural Event
Interview.
Participants will:
Results will be provided
to individual participants and
the Acuity Management Team.

27. MAP Research
High Performing Managers
27
Managing Your Job
Time management and Prioritising
Setting goals and standards
Planning and scheduling work
Building The Team
Training coaching and delegating
Appraising people and performance
Disciplining and counselling
Relating To Others
Listening and organising
Giving clear information
Getting unbiased information
Think Clearly
Identifying and solving problems
Making decisions and weighing risk
Thinking clearly and analytically
Management Style Communication Style Personal Style

28. Results
Information for the Management Team
At the end of the Development Centre
the consultant will collate & analyse results
from all exercises – a full report will be sent to
individual participants, who will then have the
opportunity to discuss results with the
consultant.
A summary report will be sent to The Acuity
Management Team.

30. Retaining Talent
• 69% would leave for <5% pay increase
•24% are actively looking
•70% of UK staff open to new role

31. AI and Employee Engagement
• AI Systems can identify workers not engaged - for example analysing
keystrokes, internet browsing and email activity.
• Can detect a change in activity patterns.
• AI Systems can re-direct employees to a Development Manager or to an
opportunity within the organisation.

32. ENGAGEMENT
SURVEY

34. Employee Exit
• Everyone leaves the
organisation at some
stage.

35. FREE
Company
Engagement
Report
https://www.humancapitaldept.com/services/employee-engagement

37. About Us:

38. Our Affiliations & Memberships
• We are proud and active members of the business community including:
• CIPD [Chartered Institute of Personal and Development]
• The Chamber of Commerce
• The Business Network Institute, Enterprise Nation, Institute of Directors, & others!
• We also host our own monthly HR Forums.
12/22

40. • Can get it wrong – e.g. Amazon recruitment.
• But if we get this right using assessment platform algorithm, we can reduce
bias, reduce similarity effect, and filter out unconscious bias – ethnicity,
language , gender, race, disability…
• Humans are still needed [machines still lack empathy].
AI in Recruitment & Selection

41. AI in Recruitment & Selection
Tackling bias in recruitment – applications technology that can bypass
physical attributes and analyse data at speed and without emotion or
prejudice.
Human bias is often subconscious but subconscious discrimination is still
discrimination.
Hiring managers may not have had robust equality and diversity training
Unlikely to be “the robot will see you now” – anonymizing a candidates
gender, social and educational characteristics will help to create a level
playing field, while predictive analytics can assess cultural or technical fit
against a specific set of criteria and anticipate likely success in the role.
AI can also target those deterred from applying – e.g. gender biased
language in job descriptions or advertising [including on social media].

42. • AI can also target those deterred from applying – e.g. use of gender biased
language in job descriptions or advertising [including on social media].
• Cyber security firm Panaseer turned to predictive algorithims which
highlighted some wording ‘ambitious’ ‘driven’ associated with masculine
traits which was creating a sub-conscious bias. Alternatives were
recommended making more appealing to women leading to 60% uplift in
female candidates.
• Start-up cognisess has developed AI software to eliminate the interview
altogether - micro expressions are detected in video being used at
Intercontinental Hotels but humans still used leter in the hiring process.
AI in Recruitment & Selection

43. TUI – Case Study – leveraging AI in Learning
Provision:
• PEOPLE DEVELOPMENT
• Our success depends on qualified and engaged employees. People Development is therefore one of the key elements of TUI’s HR strategy. Within this area, we have launched a number of projects and programmes to develop specialists and executives in anticipation of future needs, increase diversity
within the workforce and promote different career paths.
• GREAT PLACE TO GROW
A key milestone in People Development was the Group-wide establishment of the global performance and talent management approach ‘Great Place to Grow’, supported by the IT platform TUI People.
• ‘Great Place to Grow’ is a three-stage, structured dialogue process between managers and their employees. The first step is the annual planning process of individual goals and development opportunities for the new financial year. The mid- and the year- end dialogue serve to review the individual
progress towards the goals and the employee’s current development. The dialogue focuses on the respective tasks and objectives, individual potentials and the implementation of TUI’s values in the employee’s day-to-day activities. Due to clear guidelines and definitions, ‘Great Place to Grow’ secures a
uniform understanding of performance, potential and development perspectives, greater transparency and visibility of high potentials, and selective succession management.
• The ‘Great Place to Grow’ annual cycle also includes the implemen- tation of ‘Talent Calibration Panels’. Within these, Executives and HR validate and calibrate jointly the performance and potential assessments of employees in their areas. The results achieved for each area also form the basis for the
creation of a succession plan.
• LEARNING@TUI
TUI sees itself as a learning organisation. We provide regular training and learning sessions to offer our employees personal and technical development opportunities and prepare them for future tasks thoroughly. In order to enhance the dialogue between the companies and segments within TUI and to
encourage people to learn from one another and with each other, we carried out a Group-wide Learning Week ‘newWork@TUI − TUI as a Learning Organisation’ in the established format. One of the key topics was digital transformation, which becomes increasingly important in the field of learning.
Apart from numerous e-learnings and online training sessions, we also operate our TUI Academies, which offer online training programmes for selected areas. In addition to this, we provide individual, digital learning opportunities at the local level, e. g. online libraries and digital learning hubs.
• In the new financial year, we will also launch the TUI People learning module. With this common platform based on state-of-the-art technology, ‘anytime, anywhere’ access and high-quality personal- ised, innovative and intuitive learning programmes, we are aiming to optimally qualify our employees
and comprehensively support them in exercising their tasks. Moreover, the joint use of learning schemes delivers synergies and ensures compliance with specific legal requirements within the World of TUI.
• SUCCESSION PLANNING & TALENT MANAGEMENT
Foreseeing succession planning is essential for the success of our Company. In order to secure succession for critical business functions and key roles in line with the respective demands, a specific succession plan for the top management levels was adopted this year. It sets out short-, medium- and long-
term succession so that appropriate resources are available at any time if necessary. The status of succession planning is regularly reported to the Supervisory Board.
• In order to secure and build a pipeline of specialist and leadership talent, TUI operates a number of programmes including the Group-wide ‘International Graduate Leadership Programme’ as well as already established global programmes like ‘Global High Performance Leadership’, ‘Perspectives’ and
‘Horizons’. In addition, a variety of measures are implemented at local level to develop expert and managerial skills.
• INTERNATIONAL CAREERS / GLOBAL 360
TUI aims to foster international careers and promote employee mobility within the Group. Therefore, the ‘Global 60’ programme was initiated in 2016. Interested employees are given the opportu- nity to make their next career move in another country to gain international work experience, benefit
from immersion in another culture and learn about TUI Group from a different perspective. The programme also aims to encourage managers to look beyond their own market when recruiting talents.
• At the ‘Global 60 Conference’ held at the end of 2017, the partici- pants of the first ‘Global 60’ programme year met Executive Board members to discuss the pros and cons of international careers and to formulate recommendations for future programme development and ways to translate it into
‘business as usual’. One result of the conference was that the programme was renamed ‘Global 360’. The new name reflects TUI’s internationality and 360-degree view of international careers at all levels and in all functions of the organisation. It also reflects the diverse impacts of the project on culture,
operations as well as on the exchange of experience between the source markets and different functions. Thus, the initiative also drives cultural change at TUI towards a more globalised world of work.

44. • Barbara Van Pay – CEO of Smart HR Consultancy / Entrepreneur Middle East
30.9.18
References