Which is why streaming services are looking more and more like radio. Spotify, the leading music-streaming platform, made waves a short while ago when it dropped Discover Weekly , a clever algorithm-driven playlist that is continually refreshed with recommendations for the listener. Tom Poleman, chief programming officer of iHeartMedia, the largest radio station group owner in the US, tells Quartz he has seen the definition of the word morph many times over the course of his decades-spanning career in the music industry—to the point where no two companies, musicians, or listeners share the same understanding of what it is.
So how should we define it?
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Now it could be a playlist somebody created, or a pre-programmed genre channel. Skip to navigation Skip to content. It is among a bunch of firms changing traditional recruitment practices. Experts say that companies are bound to use these advanced methods to hire, and startups such as Belong. This will result in leaner hiring departments that are focused more on cultural fit, values and other softer yet critical aspects of talent. Beyond that, automation has begun to impact CEO hiring as well, which is otherwise driven by one-on-one interaction. In a matter of days, it became the most popular course with nearly one-fourth of Yale graduate students enrolled for it, the New York Times reported.
The course teaches students meditation and gratitude, and how to be happy. An unexpected choice for somethings?
Perhaps not. How to be happy could be one of the top priorities for the younger generation that will soon enter the workforce.
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Ever since the millennials joined the workforce, organisations have been forced to change the way they function. Companies are taking cues from millennials on how to manage them, and are adjusting to expect the unexpected. Millennials live in the here and the now, and need instant feedback and gratification, says SV Nathan, chief talent officer, Deloitte. Plus, technology is enabling practices that were not possible earlier. For instance, tailor-made HR. With data and analytics, HR will have the ability to be granular, at the level of individual employee, says Richard Lobo, executive vice-president and HR head, Infosys.
This could be the key to managing millennials. At Infosys, many decisions, including on compensation, benefits, training and career movements, are being tailored for individual employees. The growing focus on technology means HR will shift its focus to areas like career counselling and creating and sustaining reskilling programmes, Lobo adds.
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While daily, repetitive work will be taken over by machines, HR will have to evolve more than ever, towards an advisory function that maximises individual potential rather than bind them to performance frameworks and guidelines, says Anuranjita Kumar, MD-HR, International Hubs, Royal Bank of Scotland. The future HR manager will also learn to deal with free agents and gig workers as more and more skilled people will seek employment models founded on autonomy and flexibility.
Evaluating in Real Time In the last five years, many companies moved from annual performance appraisals to half-yearly or even quarterly assessment. At Cisco, which gave up bell curvebased appraisals in , assessment happens on a weekly basis. Every Friday, a prompt goes out to managers to have a conversation with their reportees on how their week went by.
Not so long back, Cisco had an annual performance appraisal cycle. In the last three years, the company has moved to weekly appraisals. While a younger generation has pushed organisations like Cisco to move to shorter cycles of appraisal, technology is making it easier for organisations to adapt. The best time to manage performance is right now. As gig economy becomes a norm, people will not be driven by promotion but by fair compensation and choice of work.
Will HR function become defunct? Nathan points out that HR will need fewer people in certain areas. The number of HR professionals in all other areas will add greater value since they will not be bogged down by operational matters. The quality of jobs will increase. Machines can provide real-time data. But a terrific manager can be an inspiration who can motivate people to realise their potential. Machines cannot do that. It has to be driven by business leaders, and anything that HR does has to reflect the business needs.
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Future HR practitioners will need to unlearn and learn. They need to embrace new technologies, and not fear them. They need to take advantage of tech disruption to save time and energy for newer and better purposes.
The HR function could then be re-imagined to rise above what mere machines can do. When technology takes over basic functions across organisations, employees will constantly try to acquire portfolio of domain skills and management skills, to stay relevant at work. This will be done by career consultants and coaches. HR as a function will then become organisation-agnostic and individual-specific. Future workforce will need their own HR or career relationship mangers akin to financial advisors.
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