HR Shared Services is diving into the 4th generation of AI, but many functions are still unaware of or haven’t activated these advanced capabilities !
Nicolas BEHBAHANI
Global People Analytics & HR Data Leader - People & Culture | Strategical People Analytics Design
?? The transformative impact of Gen AI on HRSS is revolutionizing the way work is accomplished.
?? On average, workers in AI-enhanced environments can save up to 36 days per year.
?? Gen AI is reshaping work processes, enhancing workforce intelligence, reinventing work models, and delivering personalized, meaningful experiences at scale. It is poised to fundamentally alter business models in the coming years, boosting productivity by 21%–35%.
?? AI is already integrated into HRSS, often embedded in widely used platforms like applicant tracking systems and case management tools.
???? Deploying a Gen AI tool, built on a solid data and knowledge foundation, offers numerous benefits for both the workforce and HRSS. These include reducing repetitive tasks, optimizing and providing consistent experiences, and increasing time for empathetic interactions with colleagues, according to a new interesting research published by Mercer US using data from internal Mercer clients.
?AI-enhanced workplaces can save employees up to 36 workdays per year.
Researchers have found that, on average, a typical worker in an AI-enhanced workplace can save 36 days per year. Gen AI is poised to fundamentally transform business models in the coming years, boosting productivity by 21%–35%.
?Current AI use cases in HRSS
Researchers have discovered that AI is already being utilized in HRSS, with several notable use cases, including:
?The difference between AI and Gen-AI-powered employee self-service
Researchers describe AI-powered employee self-service as automated but still somewhat mechanical, relying on deep neural networks to process natural language and handle common HR tasks using predefined rules and patterns.
In contrast, Gen-AI-powered self-service feels more like a human conversation, offering personalized interactions that build on the context of the conversation and continuously learn and improve. Gen-AI can manage more complex and open-ended inquiries, expanding its applications in HR.
The two experience is different:
?The benefits of HRSS with Gen AI
Researchers emphasize that the advantages of centralization and automation are significantly enhanced when HRSS professionals’ expertise and judgment are supported by well-trained Gen AI.
With the introduction of Gen AI in HRSS, organizations can expect three key benefits:
?? Improved productivity and scalability as HRSS handles a larger volume of inquiries and transactions in a more consistent manner, without the need for significant additional resources ?? The collapsing of work traditionally handled within tiers 0, 1 and 2 into a single tier 0, with Gen AI supporting self-service, inquiries and, yes, even transaction initiation
?? Transition of HRSS resources from question handlers into problem solvers and experienced subject-matter experts shepherding the delivery of cross-functional processes and experiences
Some concrete examples of GenAI benefits available today or coming soon
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Researchers have identified several concrete use cases for HRSS that are either available today or on the horizon:
?? Employee support: 50%-75% efficiency gain
? Includes case categorization, routing and escalation, along with case summarization, knowledge identification and response drafting
? Identifies gaps in available knowledge articles and drafts new contentfor review and approval by a knowledge manager
?? Employee data management: 50%-75% efficiency gain
?? Onboarding administration: 25%-50% efficiency gain
? Identifies equipment and access requirements for new hires based on their roles and departments
? Initiates approvals and equipment provisioning
?? Exit interview analysis: 75%-100% efficiency gain
?Analyzes the exit interview responses provided by departing employees
? Identifies common themes, conducts sentiment analysis and extracts actionable insights from the data.
Finally, researchers noted that while Gen AI can take over the analysis of exit interview data, it can only assist in creating action plans to address the identified themes. The human touch—typically from an HR business partner—remains essential!
?? Finally researchers provides six below recommendations to organizations to prepare themselves for GenAI:
A critical mindset shift is needed to address concerns and challenges and prepare successfully
?? Gen AI should be your aid — not your replacement.
?? Gen AI is an infant. It doesn’t know how to walk or run yet; it’s barely learning to crawl. Teach it in a safe environment, give it time to grow and provide a guiding hand.
?? Keep the human in the loop. While Gen AI can automate certain tasks, employees will need to continue engaging in meaningful interactions with HR professionals and colleagues. This includes seeking guidance, sharing feedback, and collaborating on projects that require human creativity and problem-solving skills.
?? Feedback is mandatory! Employees — and HRSS — will continue to play a crucial role in providing feedback and input to improve the AI systems. By sharing their experiences and insights, employees can help refine and enhance the Gen AI algorithms, ensuring the technology remains aligned with their needs and expectations.
?? Ensure your data, including knowledge content, are accurate, reliable and maintain ethical standards. Incomplete, outdated or biased data can lead to unreliable results and recommendations from the AI tool. It’s crucial to maintain ethical standards, especially concerning the safeguarding of employee privacy. AI-powered tools in HR services environments may require or have access to personal data, which could include performance metrics and, potentially, biometric information. Ensuring the protection of such sensitive data is paramount, necessitating transparent data collection practices, informed consent from employees and strict adherence to data protection laws.
?? Anticipate the challenges. This isn’t a magic bullet, and there will be challenges in making this work. These include but are by no means limited to data governance, organizational risk tolerance, change management, culture change and structural limitations, among many others. Let us help you consider these changes ahead.
?? ???? ???????????????? ????????: This fascinating research unveils crucial insights into the impact of Gen AI on Shared Services functions. By leveraging Gen AI, organizations can unlock productivity gains, streamline HRSS operations, and deliver personalized experiences at scale. Embracing Gen AI in HRSS enables HR professionals to concentrate on meaningful human interactions, shaping the future of work.
??Thank you 美世 researchers team for sharing these insightful findings:
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Thank you for the kind mention, Nicolas BEHBAHANI.
Human Resource Professional | MBA | Coporate Recruiting Professional- ASA | Ex-Wirtgen Group,A John Deere Company
2 个月Great research! Thank you so much for sharing.
LinkedIn Top Voices in Company Culture USA & Canada I Executive Advisor | HR Leader (CHRO) | Leadership Coach | Talent Strategy | Change Leadership | Innovation Culture | Healthcare | Higher Education
2 个月Thank you for sharing Nicolas BEHBAHANI
HR Strategist. Lecturer and International Speaker on HRM and Value Management.
2 个月I agree with Dave Ulrich in that AI needs to provide value to stakeholders - but that means all stakeholders. Unfortunately we are seeing so many stand-alone software solutions that do not provide value as they are incompatible with one another - requiring people to flit from one software application to another. My thought - It would appear that we are still ‘stuck’ in the 3rd Industrial Revolution.?Isn’t time that we had software options that actually provide value by improving the flow and interactions of all associated tasks, across the organisation, to keep the cost, service and quality of a company’s products and services as competitive as possible - rather than utilising software that fails to add the value required (through both productivity and performance). We need 'joined-up' systems if value is really to be achieved - I hope that software writers are reading this post. Thank you for sharing Nicolas - it has re-kindled my thoughts on the utilisation of AI and the direction required for it to be successful.
Business Analyst | Data analyst | Digital Marketing & Agile Enthusiast
2 个月Insightful