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Why in HR, human connections matter
In the workplace, we’re clearly heading into an age of brilliant technology.
Computers are already impressively good at piloting MRT trains and performing keyhole surgery, beating humans at most menial assembly tasks, & are increasingly able to perform cognitive jobs, such as picking stocks & diagnosing diseases.
As this occurs, certain experiences & skills will become less valuable because computers will take over.
Having 20 years experience in HR will be less valuable.
Like gathering masses of knowledge & regurgitating it back on the different companies you are employed at.
So will being able to do any mental activity that involves following a set of rules (algorithms are rules anyway).
Luckily, the computer is simply a computer.
It feels nothing (for now).
It possesses no opinion (for now).
It relies entirely on our input, stupid in, stupid out (& sometimes smart in, stupid out).
From the birth of Singapore’s economy in 1965 to date, the bureaucracy governing HR is “consistency”, otherwise labeled “fairness”. People are organized into autocratic systems where the same rules apply to all, young, mature, single, or married with children.
But how can this be? Especially when every individual is unique, & priorities are different and varied like snowflakes?
The role of the human resource partner is not to be dispassionate, de-personalized or neutral.
It is precisely the emotive traits that are rewarded:
Like the empathetic sensitivity to what will attract attention & linger in the mind; or
The voracious lust for learning; or
The enthusiasm for wanting to positively impact lives; or
The human ability to grasp context so that we can make exceptions.
Though unable to compete when it comes to hard cold calculation, the best HR practitioners will come with heart in hand, baring soul, sharing laughs & tears. Being a friend simply by being there.
This is an important characteristic that separates the wheat from the chaff, that distinguishes the very best of HR practitioners from the mediocre.
As a HR practitioner, do you value rules/fairness/consistency, or individualization?
Which are you?
Computers are already impressively good at piloting MRT trains and performing keyhole surgery, beating humans at most menial assembly tasks, & are increasingly able to perform cognitive jobs, such as picking stocks & diagnosing diseases.
As this occurs, certain experiences & skills will become less valuable because computers will take over.
Having 20 years experience in HR will be less valuable.
Like gathering masses of knowledge & regurgitating it back on the different companies you are employed at.
So will being able to do any mental activity that involves following a set of rules (algorithms are rules anyway).
Luckily, the computer is simply a computer.
It feels nothing (for now).
It possesses no opinion (for now).
It relies entirely on our input, stupid in, stupid out (& sometimes smart in, stupid out).
From the birth of Singapore’s economy in 1965 to date, the bureaucracy governing HR is “consistency”, otherwise labeled “fairness”. People are organized into autocratic systems where the same rules apply to all, young, mature, single, or married with children.
But how can this be? Especially when every individual is unique, & priorities are different and varied like snowflakes?
The role of the human resource partner is not to be dispassionate, de-personalized or neutral.
It is precisely the emotive traits that are rewarded:
Like the empathetic sensitivity to what will attract attention & linger in the mind; or
The voracious lust for learning; or
The enthusiasm for wanting to positively impact lives; or
The human ability to grasp context so that we can make exceptions.
Though unable to compete when it comes to hard cold calculation, the best HR practitioners will come with heart in hand, baring soul, sharing laughs & tears. Being a friend simply by being there.
This is an important characteristic that separates the wheat from the chaff, that distinguishes the very best of HR practitioners from the mediocre.
As a HR practitioner, do you value rules/fairness/consistency, or individualization?
Which are you?
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