Cognitive Computing: An Essential Science In HR

by Ronesh Puri, MD, Executive Access    Oct 03, 2017

cognitive

Human Resource or HR is one of the most complex functions in today’s world, with complexity stemming from the fact that every person has his or her individualistic way in reacting to situations and every solution is unique to an organization, team or individual. Cognitive technologies are advanced technologies with high levels of AI that are designed to self-learn like Humans.  There are three separate ways that cognitive computing is affecting HR:

Talent Acquisition and On boarding

The evolution from human based to cognitive-supplemented talent acquisition strengthens the functioning of recruitment across multiple dimensions. The perspective towards employer brand matures from passive to proactive as sourcing activities focus on targeted episodes.

This in turn makes candidate selection more predictive, adding to personalization of hiring process. Also, in terms of on boarding, congnition based technology come of great importance as it provides new employees with up-to-date guidance regarding access to benefits, key contacts and other important information, increasing the speed of providing fruitful results.

- HR Operations

Complementing traditional HR operations with efficient integration of cognitive capabilities reinvigorates dead core processes, leading to improved decision making among HR professionals. Payroll administration, one of the most integral operations becomes more streamlined with compliance updates and reduced runtimes, while personnel administration gains greatly from intelligent mechanization of an otherwise complicated data management.

Existing shared service centre advisors are successively empowered by cognitive guidance, delivering even better employee experiences, in turn enhancing workforce analytics through scenario modelling.

- Talent Development and Engagement

Talent development is a core area of focus for many HR leaders who recognize where, when and how the development familiarity enables powerful performances. Majority of the HR executives view the digital skill gap as a critical issue, and believe that cognitive solutions are well suited to address this challenge.

A keen understanding on continuous learning being necessary to keep pace with the rapidly changing skills required for today’s workforce, has led to this change. The talent development journey – from learning and skill development to employee feedback – can also be enabled by cognitive systems, adding much directness to a time consuming task.

Conclusion

The resulting consequences of cognitive technology has added a much needed boost to the erstwhile redundant sector and with time can we witness the progressive impacts of integration of the technology to its fullest extent.