Technology can’t rid us of a problem we do not wish to address, and it is certainly not the silver bullet that will magically rid us of all the problems
A man woke up in the morning deeply remorseful after a bitter fight with his wife the previous night. He noticed with dismay the crate of beer bottles that had caused the fight. He took it outside and started smashing the empty bottles one by one onto the wall.
He smashed the first bottle swearing, "you are the reason I fight with my wife".
He smashed the second bottle, "you are the reason I don't love my children".
He smashed the third bottle, "you are the reason I don't have a decent job".
When he took the fourth bottle, he realized that the bottle was still sealed and was full. He hesitated for a moment and said, "you stand aside, I know you were not involved".
Technology, like this man, can’t rid us of a problem we do not wish to address. There is an eternity between knowledge and action and often; and it is the action that results in new knowledge. There is plenty of advice in the public domain on what technology can or must do for HR. From machine learning algorithms that intelligently match applicants to jobs, to predictive analytics that improve retention, from sensors that detect your mood to floor map technology that guides you to the nearest printer — if you can imagine it, someone has probably built it. Regardless of the specific problem(s) and associated solution(s), HR Managers will be better served to enable a new mind-set of being comfortable with the unknown, accepting of failure and not expecting leaders to lead every single time.
Diese Geschichte stammt aus der People Matters - August 2017-Ausgabe von People Matters.
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Diese Geschichte stammt aus der People Matters - August 2017-Ausgabe von People Matters.
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