SPEAKER: Jim Link, CHRO Board Member / Human Capital Strategy @ Ranstad NA
The future workforce will consist of three segments: traditional, agile and Artificial Intelligence “workers.” The latter two are, by far, the faster growing, driven by employee preference, financial pressure and a necessary ability to pivot at moment’s notice. Within the next few years, 40% of a businesses’ workforce should be agile, deployable at any time. Jim Link will discuss steps HR leaders can take to rethink and redesign their employment models to ensure business sustainability. Learning Objectives: Understand why and how to make AI, robotics and automation a true employee segment, anticipating from it more than small 10-20% efficiency gains and, instead, using it as a scalable means of handling entire tasks and interactions. Uncover which functions are prime for agile workers, even core functions that can be completed as tasks and projects be contractors or AI rather than full- or part-time dedicated employees, and how to model what an ideal mix is based on the outputs your company needs. Learn how to set up an infrastructure for agile workers, starting with the hiring and evaluation processes. HR leaders need to start helping hiring managers think in these terms of what needs can be accomplished through a non-full-time employee and in breaking with the traditional way of evaluating workers – longevity and promotions can’t be the mechanism by which people are judged for a job. Learn how to tap into the existing agile talent pool and cultivate a network of talent through things employers have already been leveraging for years, such as alumni networks, reverse-mentoring and referrals. Companies need to effectively utilize these people and deliver an experience to them (in exchange for their output), and if they do so, they’ll have a group of people who are willing to gain their next work experience with them or come back in the future. Gain insight into how to sell the agile workforce into management and talent, as it’s generally a lucrative relationship for both. Companies can employ people on a more demand-based model, contract with talent with perfect skills for the task at hand and benefit from agile workers’ results-first mentality as they maintain their reputation. Workers can benefit financially, in diversity of work and work-life balance.
CHRO I Board Advisor I Human Capital Strategy I Talent Acquisition I Leadership Development I HR Tech I M&A I Future of Work Jim Link is the former Chief Human Resources Officer for Randstad North America where he lead a team tasked with addressing the human capital requirements of more than 125,000 employees in 15,000 customer locations. Jim’s most recent work focuses on enabling a better connection between the capabilities of workers and the growing demands of the labor market. Working with advanced technologies, progressive companies and a new generation of employees, he and his team are helping companies reimagine where, when and how work gets done. As a recognized thought leader in human capability and the future of work, Jim is a soughtafter commentator with the national and international press, features widely on the lecture and speaker circuit, and consults with leaders, companies and boards of directors around the world on matters related to the workplace. In addition to serving on boards of advisors for several organizations, Jim is a board member of the Society of Human Resource Management (SHRM) National Foundation. He is also active with a number of charitable organizations in his community.
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