HR of The Future: Shah M Saad Husain

HR of The Future
Shah M Saad Husain

January 8, 2021
1
Contents
• What’s Up?
• The 6Ds of Exponential Growth
• New Technologies on the Horizon
• Technology & Workplace
• Why Changes are Required in HR Practices?
• Impact of Technology on HR
• HR of the Future
• HR Leaders of the Future
What's Up?
• Work of Tomorrow is different
• Current HR is misaligned for the world of tomorrow
• Humans no longer want to be assessed predominantly on the basis of cost and

productivity
• Instead of evolution, there is a disruptive revolution or re-imagination of HR
• Every organization impacted by COVID which is accelerating these developments
• This impact will be driven by an appetite for change……ahead of the curve, go with
the flow, or late in the game
• Digital Technology leads the Game with Exponential Growth!

6 Ds of Exponential growth curve show dramatic increases in
productivity with dramatic drops in price
• Digitized: Turning every product or service into “1’s and 0’s.”
• Deceptive: The doubling of small numbers is deceptive. Start doubling 0.1 to

0.2… 0.4… 0.8… and at this phase, it all looks like “zero.”
• Disruptive: After we reach “1,” just 30 doublings later, we’re at 1 billion.
• Dematerialized: Exponential technology turns tangible “things” into digital apps.

We no longer carry around GPS equipment — it’s an app on our phone.
• Demonetized: cost of duplicating and sending an app is essentially zero.
• Democratized: Once products and services are digital, they go global and can
become ubiquitous.
The Impact Of Technology
TECHNOLOGY ADOPTION
– quicker than ever, the pace keeps accelerating
– dramatic increases in productivity
– accompanied by dramatic drops in price
• Technology trends favor digital companies who hold an increasingly

commanding handle on the markets
• Google took 8 years to get to 1 billion market cap. Facebook took 5 years,
Tesla 4 years, Uber 3 years, Snapchat less than 2 years. Epic Games, the
company behind Fortnite saw its valuation skyrocket to 15 BUSD in just one
year. Who had heard of Bytedance (the company behind TikTok with a 65
BUSD valuation)?
• Dominance of Google, Amazon, Apple, Facebook, Microsoft, Tencent,

Alibaba and Baidu. Does anyone remember that Google is only 20 years
young? Their revenue will be about 150 BUSD in 2020, 200 BUSD in 2021
Technology & Workplace
Technology & Workplace
•The classic workforce model is changing with an emergence of extended

workforce, freelance workers
•Hiring process time duration is decreasing.
•Decrease in the necessity of onsite presence of workers.
•Workers have the ability utilize different skill sets by working for more than
one company.
•Shift from “people management” to “work distribution”

CURRENT HR PRACTICES
• Human beings are productive assets managed thru systems and processes and
paid money in exchange for work
• HR takes away employee autonomy. The higher-ups decide what is best for the
employee based on who they want them to be.
• Work is translated into Jobs
• Jobs involve a number of interventions like objectives, KPIs, qualification

criteria, etc.
• Managers hold a monopoly on information, praise, punishment, careers
• Purpose - manage the entire workforce, companies and society

Why Changes Required in HR Practices?
• The “old way” involved linear thinking in HR

because work functioned as a production line.
• Work is no longer linear, yet HR practices still are
• Many current HR practices not giving their intended

results e.g. Performance Management Systems that
fail to optimize performance, Succession Planning in
different corporate cultures
CURRENT HR TECHNOLOGY
• Companies are “disciplined” into conforming their

practices to rigid options, systems, procedures, practices…
• These systems fail to address the system design which

leaves companies unable to incorporate changing HR
practices and extended workforce.
• Present technology should be designed while keeping

workers’ needs in mind and provide flexibility to
incorporate individual HR needs
Impact Of Technology On HR
Linkage between Software, Companies, Workers
• New start-ups have entered the Software development

market but only confine the new technology within the
classic processes
• Companies also have to market themselves as desirable

places of work by incorporating HR processes which involve
two-way consideration
• It is predicted that there will be more focus on Workers in

the learning management process rather than linear
requirements and outlines
Relating Technology With the Human In HR
New Directions for HR
• Talent Acquisition processes should consider candidate input and

feedback
• Succession Planning is often biased and not properly enforced
• Workers should be given the opportunity to progress through Project

Competitions through which they can be objectively assessed
• Through Workforce Flexibility, companies are able to access top talents

and avoid excessive financial commitments for limited work
• Employee Experience EX and Customer Experience CX is the way of the

future
HR of The Future
HR of the Future
• Employee Experience is as crucial as Customer Experience.
• Experience-driven companies outperform, Non-experience-driven

companies.
• The world of ‘Benchmarking’- looking out for who is best in the market
and then trying to mimic them to ‘reach the benchmark.’
• Employee Centric approach ‘What do I need to do to make you happy’

approach for both employees and customers.
• Its needed to unlearn current management practices and transition from

top-down to bottom-up thinking and from inside-out to outside-in.
• Design Thinking starts with Empathy – understanding and seeing
the customer’s (or employee’s) perspective.
• Emotion is a particularly powerful window into decision drivers.
• EX and CX companies have developed ways to map how different

‘personas’ not only feel, but what are they saying, thinking,
doing… aligning with their key drivers.
• Journey Mapping – of the complete experience people have,

with the intention of understanding it and working with it, not to
correct or amend it, but adapt practices to welcome and create
with employees the type of experience they would like to have.
The Organization of the Future
• Successful EX companies have Agile/Sprint Teams led mostly

by digital experts, in coordination with analytic, marketing and
HR.
• The goal of all of this is to create organizations that are more

Human-Centered, ‘to bring the human back in HR’.
• They are looking to move away from ‘de-humanized’ HR and

transition towards ‘Re-Humanized’ world of HR where agile,
design thinking, journey mapping and Persona are becoming
part of the regular vocabulary.
• This translation is an important step towards an increasingly

consumerized, personalized and individualized HR.
HR in the world of today HR in the Future : Work is centered around
• The ‘old way’ of doing things is built •Operational and strategic workforce and
capability planning.
on the notion that a group of leaders
at the top of the organization devises
strategy. •Deep market research, it is the marketing and
sales of work as a new element in the marketing
mix.
• That strategy then translated into
supporting processes, like •The build-up of an agile workforce in a
performance management, talent combination of on- and off-payroll workers, both
acquisition, workforce planning, virtual and onsite and heavily “datafied.”
leadership development, succession
planning, all underpinned by an •Agile teams, the design of EX-centered
enterprise resource system. interventions that facilitate how this work gets
done.
• Employees are a cost factor that needs
to be optimized for productivity. •Agile is not a method to be followed, but rather a
mindset that leads to new working culture.
• Work is no longer linear, yet our HR

•Instead of worker moving to workplace, work is
processes still are.
moving to worker.
HR Leaders of the Future - will bring a blend of knowledge, experiences and capabilities
• Data savviness, data science, data visualization, people analytics
• Strategic workforce and capability planning
• Deep understanding of how “digital” transforms businesses, how platform economies
work, what growth hacking is and how to drive digital scaling
• Virtualization, externalization, packetization, unbundling, blended workforce
• How social media work
• Agile, Employee Experience, Journey Mapping, Personas, Organizational Empathy
• Horizontal distribution of work versus a vertical management of people
• Shape-shifting organizational models, building virtual cultures
From finite material reality and technology to spiritual, religious transformation –
relationship with the Infinite, Eternal Creator, the Purpose of Life – IMAAN!
Selected Readings
Selected Sources
• Institute for the Future

http://www.iftf.org/home
• Abundance360
https://www.diamandis.com/abundance-digital
• Singularity University
https://su.org
• Josh Bersin
https://www.joshbersin.com
• McKinsey Insights
https://www.mckinsey.com/featured-insights
• CB Insights
https://www.cbinsights.com
Selected Sources
• MIT Sloan Management Review
https://www.sloanreview.mit.edu
• Wired
https://www.wired.com
• Techcrunch
https://techcrunch.com
• Accenture / Fjordtrends
https://www.accenture.com/us-en/insights/digital/
• fjord-trends-2020
• Benedict Evens
https://www.ben-evans.com/presentations
• World Economic Forum

https://www.weforum.org

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HR of The Future

Shah M Saad Husain

• Work of Tomorrow is different

• Current HR is misaligned for the world of tomorrow

• Humans no longer want to be assessed predominantly on the basis of cost and

• Instead of evolution, there is a disruptive revolution or re-imagination of HR

• Every organization impacted by COVID which is accelerating these developments

• Digital Technology leads the Game with Exponential Growth!

• Digitized: Turning every product or service into “1’s and 0’s.”

• Deceptive: The doubling of small numbers is deceptive. Start doubling 0.1 to

• Disruptive: After we reach “1,” just 30 doublings later, we’re at 1 billion.

• Dematerialized: Exponential technology turns tangible “things” into digital apps.

• Demonetized: cost of duplicating and sending an app is essentially zero.

• Technology trends favor digital companies who hold an increasingly

• Dominance of Google, Amazon, Apple, Facebook, Microsoft, Tencent,

•The classic workforce model is changing with an emergence of extended

•Hiring process time duration is decreasing.

•Decrease in the necessity of onsite presence of workers.

•Shift from “people management” to “work distribution”

• Work is translated into Jobs

• Jobs involve a number of interventions like objectives, KPIs, qualification

• Managers hold a monopoly on information, praise, punishment, careers

• Purpose - manage the entire workforce, companies and society

• The “old way” involved linear thinking in HR

• Work is no longer linear, yet HR practices still are

• Many current HR practices not giving their intended

• Companies are “disciplined” into conforming their

• These systems fail to address the system design which

• Present technology should be designed while keeping

• New start-ups have entered the Software development

• Companies also have to market themselves as desirable

• It is predicted that there will be more focus on Workers in

• Talent Acquisition processes should consider candidate input and

• Succession Planning is often biased and not properly enforced

• Workers should be given the opportunity to progress through Project

• Through Workforce Flexibility, companies are able to access top talents

• Employee Experience EX and Customer Experience CX is the way of the

• Employee Experience is as crucial as Customer Experience.

• Experience-driven companies outperform, Non-experience-driven

• Employee Centric approach ‘What do I need to do to make you happy’

• Its needed to unlearn current management practices and transition from

• Emotion is a particularly powerful window into decision drivers.

• EX and CX companies have developed ways to map how different

• Journey Mapping – of the complete experience people have,

• Successful EX companies have Agile/Sprint Teams led mostly

• The goal of all of this is to create organizations that are more

• They are looking to move away from ‘de-humanized’ HR and

• This translation is an important step towards an increasingly

• Work is no longer linear, yet our HR

• Data savviness, data science, data visualization, people analytics

• Strategic workforce and capability planning

• Deep understanding of how “digital” transforms businesses, how platform economies

work, what growth hacking is and how to drive digital scaling

• Virtualization, externalization, packetization, unbundling, blended workforce

• How social media work

• Agile, Employee Experience, Journey Mapping, Personas, Organizational Empathy

• Horizontal distribution of work versus a vertical management of people

• Shape-shifting organizational models, building virtual cultures

From finite material reality and technology to spiritual, religious transformation –