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1、AUGUST 2023How Generative AI Will Transform HRThe impact of GenAI on HR|A fundamental transformation into a more strategic,value-added,insight-driven HR organizationSource:BCG analysis.Note:Pace of change will vary greatly by the starting point of the function.Transactions andoperationsAutomated pro
2、cessesSelf-service platformsStrategy and analysisFunctional HRTodayTransactions andoperationsStrategy and analysisEnterprise partnerAutomated processesSelf-service platformsFunctional HRFutureSize=Illustrative share of the workflowTransformation enabled by:Dramatically increased self-service Product
3、ivity and experience enhancements across hire-to-retire processesTruly personalized and always-on delivery of HR servicesA comprehensive data-driven talent ecosystem to power people decisions and workforce transformationOutcomeIncrease in strategic roles supporting the business,including a specific
4、role in transforming the enterpriseTrend examples|How these trends are driving results for HR teamsSource:BCG analysis.Self-service and open-access informationKey impactsof GenAITech-enabled,more personalized and productive hire-to-retire processes Fewer clicks,more answers Better,more conversationa
5、l chatbots with new GenAI capabilities Faster resolution of employee Q&As Consumer-grade tech paired with HR professionals who can invest more time in moments that matter More personalized and responsive interface,such as nudges or L&D offered within a work rhythmExampleresultsreduction in employee
6、request approval time40%cost savings to deliver high-quality L&D video content60%Use case examples|Create data-driven and tech-enabled recruiting and onboardingSource:BCG analysis.Content creation for roles Auto-generate dynamic,targeted job descriptionsand postings Flag any bias in language Create
7、social media content for campaignsCandidate analysis Identify relevant candidates Identify target skills for specific positions and individuals Develop pipeline analytics with suggested interventionsInterview and selection Analyze candidate response and facial expressions via video or text-based int
8、erviews Create summary views of candidates,input,next steps Facilitate logistics such as schedulingOnboarding Automate tasks and route them cross-functionally Provide chatbot support for candidates and new hiresUse case examples|Enable skills-based talent management and learningSource:BCG analysis.B
9、roader strategic workforce planning Forecast and identify talent or skill gaps Predict future skill requirements based on corporate strategy Highlight talent for open roles or next-gen succession planningL&D content creation and communication Suggest training-course content,outlines Optimize and cre
10、ate new training and learning materials(text,audio,video,etc.)Create interactive and generative e-learning coursesPersonalized employee learning journeys Suggest next set of learning modules based on performance and goals Adjust timing,amount,and depth of learning modules based on employee-stated go
11、als and employer competency frameworksAutomated L&D nudges integrated into how we work Integrate micro learning daily,including real-time feedback based on work product Translate employee development plans into workflow promptsSource:BCG analysis.Use case examples|Engage employees more effectively a
12、nd course correct more quicklyMore information with easier access Answer employee queries on topics like benefits or HR processes Allow managers to complete tasks via conversational workflow,such as approved job reqs,compensation increases,performance ratingsIdentification of real-time employee enga
13、gement opportunities Conduct sentiment analysis to identify potential needs for emotional or engagement support Generate personalized messaging to target employees or candidates for support Acting as a manager copilot through information,targeted interventions,and solutions Highlight potential areas
14、 where there may be job and reward misalignment Facilitate stress management in critical times Send nudges with suggested interventions to enable more data-driven manager coaching Draft personalized emails to employeesSource:BCG analysis.Putting it together|AI enables a more comprehensive and data-d
15、riven talent ecosystemWhat skills do I need?In what quantity?What is the current workforce potential?What new career paths exist?How do I best fill supply-demand gaps?What are no-regrets talent moves?123How do I support comprehensive change management?4Work redesign and demand forecastJob-skills mat
16、rix with proficiencyEmployee skills mappingJob-matching algorithmDynamic workforce planSourcing and upskilling strategyFromToJob family 1Job family 2Job family 3Job family 4CurrentstateAttrition/exitBaselineBuildBuyBorrowFuturestateLaunch upskilling strategy Identify new talent sourcesActivatecontin
17、gentlabor GenAI and AI use cases Copilot to redesign work Automated flags on work demand shifts based on talent and market trends,business results,strategy Auto-refreshed job-skills matrix incorporating GenAI skills disruption indexes based on job trends Skills inference,e.g.,employee skills mapping
18、“start”based on day-to-day work Predictive job fit incorporating outcomes of day-to-day work and working styles Next-gen succession strategies measuring rate of learning,network health,and grit Employees career information democratized:transparency into skills,relevancy of skills,potential career mo
19、ves Integrated and dynamic workforce plan that allows for changes in strategy,AI advances No-regrets skilling strategy recommendations Auto-generated sourcing flagswhen and where to go for talent and auto-launched job reqs based on talent insights Summarized cost assessments based on location strate
20、gy and recent talent winsA1234BCDEABCDEFGHIZCXBYDWEVFUASkill competency for roleCandidate skill competencyCase study|BCG U leveraged GenAI to transform learning and development workflowsSource:BCG experience.Productivity resultsLessons learned ContextBCG U enables transformative learning at scaleThe
21、 goal:create a responsive online GenAI training in 6 weeks or less with half the budget9 daysto develop a sample course(versus 6 weeks before GenAI)60%cost savings to develop video content 5 person teamcontributing to project(versus team of 10 before GenAI)GenAI helps create content,but human input
22、is required for the final 20%to customize and add contextGenAI tools reduce iteration cycle time(e.g.,translating to other languages)The learning curve is steepwhat took the team 3 days at the beginning can be accomplished in just hours nowGenAI requires a more agile build,reshaping roles and team s
23、tructuresHR transformation|GenAI has the potential to drive about 30%increased productivity across the HR value chain in the near termSource:BCG analysis.Note:DEI=diversity,equity,and inclusion.1Estimates based on BCGs support function benchmarking data for the past five years(June 2023).2Estimates
24、based on potential efficiency gains from automation of processes addressed by GenAI tools,on the basis of the anticipated maturity of GenAI tools in the next 6 to 12 months;average figures,subject to variation depending on industry and company specifics including degree of current digitization and w
25、here activities occur today.HR strategyand planningRecruiting and resourcingHR admin and shared servicesCompensation and benefitsLearning and developmentPerformance and career managementEmployee engagementEmployee relationsHR strategy,strategic workforce planning,organization design,exit managementE
26、mployer branding,recruitment,international placement programsFirst-level support,onboarding,payroll administration,data management,reportingJob grading,compensation and benefits policies,rewards and recognitionPeople development,training design and deliveryPerformance management,career and successio
27、n planning,international placementRetention management,DEI,organization development and change managementTrade unions,work councils,labor law issue resolutionHRactivitycategoriesExampleactivitiesShareof totalHR time11020%1020%2030%510%1020%1020%510%510%50%GenAIpotentialefficiencygain2Total2030%Antic
28、ipateAttractDevelopEngageA real-world scenarioHRBP productivity|Some companies may reinvest freed time in higher-value activitiesSources:Illustrative HRBP time allocation;BCG analysis.Note:HRBP=human resources business partner.Both scenarios create time savings through:Content creation(e.g.,generate
29、d job postings)Increased self-service(e.g.,chatbots)Scheduling(e.g.,interviews)Augmented data insights(e.g.,personalized performance)In scenario 2,there is incremental value when reinvesting time in:Leading both the HR and the overall transformation Developing broader upskilling programs for work tr
30、ansformation Engaging employees in the change Investing in personal development to support GenAI upskillingScenario 1:Prioritize near-term efficiency;todays HRBPs powered by AI(%of total time spent by activity)Scenario 2:Reinvest time to deepen insights and engagement;a new talent business strategis
31、t(%of total time spent by activity)CURRENT TIME ALLOCATION(%)268627561410Time spenttoday84Potential futuretime spentStrategyRecruitingHR administrationCompensation and benefitsLearning and developmentPerformance andcareer managementEmployee engagementEmployee relationsNet capacity unlockP
32、ersonal learning and development511 Potential futuretime spentStrategyRecruitingHR administrationCompensation and benefitsLearning and developmentPerformance andcareer managementEmployee engagementEmployee relationsNet capacity unlockPersonal learning and developmentSource:BCG analysis.12
33、34567The role of HR in driving GenAI transformation for the enterpriseSet the vision of the change and create positive momentumHelp the business boldly reimagine the AI-enabled enterprise,highlighting wins and value generatedLead by example through changeBe an early adopter;embrace new tools and way
34、s of working;lead with empathy and compassion,and cultivate the target culture during changeArticulate and plan for the workforce impactTranslate the strategy to a workforce plan,with both a qualitative and a quantitative understanding of potential impacts;design no-regrets moves along the journey L
35、ead the transition of the workRedesign work,roles and responsibilities,workflows and processes,org and op models,KPIs and performance management,career pathways,skills,etc.Embed learning throughout the organizationEnsure everyonefront lines to executiveshas foundational knowledge to extract maximum
36、value from AI and protect against risks;partner with risk management and legalMitigate bias and risk in the AI approachEstablish an ethical framework to prioritize data privacy,safeguard against bias,and comply with legal requirements to balance the potential benefits of GenAI with employee well-bei
37、ngHold the organization accountableHold the enterprise accountable for productivity gains from GenAI,by setting goals,measuring progress,and identifying where supports are needed(e.g.,new incentives,training)What the chief HR officer can activate now|Support the enterpriseSource:BCG analysis.Create
38、a GenAI cross-functional SWAT team Start a broad upskilling program for the top 100 leaders Determine the skills mix required for the GenAI squadSketch out workforce transformation themes aligned to the enterprise strategy(qualitatively and quantitatively)Identify responsible AI points of contactCom
39、municate the changes to the organizationWhat the chief HR officer can activate now|Lead the change in HRSource:BCG analysis.Clarify the North Star vision,incorporating GenAI potentialConduct ideation sessions to identify three use cases to start in HRCreate the GenAI squad for HR,including a point p
40、ersonRetain and expand on digital and data skills in the organizationEnsure that foundational data is in order Engage the team to drive excitement and reduce fear Putting it together|HR leaders have a dual role to drive GenAI transformation for the enterprise and functionSource:BCG analysis.Prepare
41、for enterprise transformationInnovate for HRLay the foundation for the enterprise strategyAdapt the talent strategy to the next phase of the AI strategyExecute and iterate Design and staff the GenAI cross-functional SWAT team Align leadership on a change/culture narrative specific to AI Experiment w
42、ith an upskilling pilot to determine how to scale Start to sketch the major themes of workforce transformation,quantifying the impacts Identify or build capabilities for responsible AI points of contact Ensure that the HR functions goals for GenAI are aligned to the enterprise and HR strategy Agree
43、on what makes a good AI/GenAI use case Understand the HR tech stack as well as data opportunities and limitations(including what is on the roadmap of current vendors)Identify pain points to fix,impact areas to magnify Generate ideas from HR team,customers,data on HR performance,external perspectives
44、 Plan immersion sessions to demo and ideate Develop an expanded list of GenAI opportunities Estimate the size and cost of executing the ideas Test with tech,customers,HR teams Prioritize and detail shortlisted ideas Finalize cost and value estimates Staff squads to get started on minimum viable prod
45、uct ideas Create the V1.0 workforce plan including the projected size of the impact Develop a roadmap for talent based on the expected timing of AI activation Begin to activate no-regrets movesthe types of talent to source,broader upskilling program Start to build the capability for work redesign linked to the AI and talent strategy;ensure it is a repeatable processReconcile AI ambitions against HR goalsIdeateEvaluate and prioritizeInnovate and build