The Digital Worker… Why you need to rethink HR, and so much more.

Digital workers are fast revolutionising the work place. Digital workers do exactly as programmed, don’t take breaks and rarely make mistakes, plus they are super-fast. Digital workers out-compete human equivalents,  and the business cases we develop at Stonefield Automation prove this.

So how will the modern day worker change the HR landscape? In short… completely.

Established businesses have always been process driven by nature: The majority of tasks are typically time consuming, repetitive and costly – exactly the sort of functions for which Digital workers are best suited. The shift from human to machine worker is completely inevitable as the business case for Digital workers is overwhelmingly.  It’s a change that will fundamentally alter the way we run our people ecosystems.

Like their human colleagues Digital workers require systematic management: The challenge to the traditional HR function is that Digital workers require a radically different management system.

The future of any function vests around its ability to remain relevant, so the HR Managers of the future will need to:

  1. Become more technically capable and willing to engage in the new ecosystem, becoming  automation solution designers first and people managers second. They will have to learn to navigate the data analytics tool kits of software like Automation Anywhere.
  2. Be strategic enablers of the Fourth Industrial Revolution, learning to play a driving role in Automation Demand Forums, and helping to strategically enable the shift from Human to Digital workers over time. 
  3. Understand how the job descriptions of the future change as a result of Digital Workers:
    1. Humans will increasingly be hired for higher order cognitive functions. e.g. the claims department in an insurance company will require less claims processors and more process subject matter experts to act as the interface between technology and the core business function.
    2. Management as a cognitive function relying on strong logic, technological and business skills, will likely regain prominence. Consequently the skill sets for which we recruit will change.
    3. Hybrid roles that merge technical, analytical and business expertise will become more in-demand and a speciality in their own right. We will need more solutions architects, developers, business analysts and testers. We will need fewer people, but ones with higher levels of intellectual capacity. Critically, a red pen will be taken to existing roles where manual repetitive tasks are prevalent –  there simply won’t be a business case to justify people instead of  Digital workers.
  4. Embrace a new type of recruitment process. The economics and ROI that Digital workers deliver will mean that Botstores, like those in Automation Anywhere, will become the new job boards. We won’t need a data capturer with specific system or process experience because Bots are now available on demand – just visit the Botstore. If a human is not needed, then neither is a recruiter, nor are psychometric tests (thankfully!) The recruitment process will become faster and less costly, especially as the price of Bots reduces over time.
  5. Become more data driven, as performance management requirements change: Bots don’t know they are employed and don’t require bonuses or incentives, so agreeing and driving KPI’s will not require performance contractualisation nor lengthy performance appraisals. Retention of Digital workers is a non-issue –  the Control Panel in Digital worker ecosystems will serve as the only point of reference for efficiency, determining whether the Bot warrants its existence or not. Real-time performance data directly on one’s mobile phone also means no more waiting for subjective peer review information every quarter!

In other words, the traditional HR role is likely to transform into an increasingly non-admin function, becoming instead a close enabler of margin generation.