small-tiles Editorial Staff | 17 Aug 2019

There is a huge opportunity for blockchain to establish itself in the healthcare sector. Learn more about specific use cases that can help innovate how HR departments deliver healthcare & wellness benefits. Blockchain technology is one of the most disruptive technologies on the market today, with multiple industries adopting it to optimize processes and innovate the way companies function. It has proven to be a game changer in the business arena and the global blockchain technology market is estimated to amass US$20 billion in revenue by 2024. Meanwhile, SAP reports that 71% of business leaders who are actively using blockchain believe it plays a key role in advancing technology and reestablishing industry standards.  While blockchain has already been widely integrated in processes for supply chains, banking and cryptocurrency (e.g. Bitcoin), the healthcare industry has also been identified as one of the top industries likely to be disrupted. Blockchain technology could offer solutions to some of  healthcare’s greatest challenges, from securely managing patients’ medical data to tracking large databases of drugs through the supply chain or extracting healthcare data from clinical trials. As the technology advances and becomes more readily available, more healthcare organizations across the industry will be adopting blockchain solutions to redesign the global healthcare ecosystem.  HR serves a critical function for the healthcare industry and is an intermediate between employees and one of the most valued aspects of life: their health. According to Bitfortune, 55% of healthcare applications will adopt blockchain platforms for commercial deployment by 2025. Meanwhile, adoption seems to be ramping up with multiple governments around the world announcing plans to invest in blockchain and encourage its implementation. For example, Singapore’s government has announced financial incentives to enterprises for adopting the technology. Amid an evolving industry, it is imperative HR professionals stay current with how blockchain’s ledger technology is disrupting the healthcare industry. They should especially keep a pulse on the implications blockchain holds for delivering the employee experience with improved healthcare and other benefits. Use cases: how blockchain can help HR transform in delivering healthcare & benefits   While the use of blockchain technology is still more commonly associated with payment functions, its disruption to HR will be profound and pervasive in coming years with many possible use cases across the functions of an HR department. To prepare for the coming blockchain revolution, HR departments should focus on identifying problem areas and inefficient processes that could be addressed by the transparency, accuracy and speed that blockchain provides. The processes most primed for blockchain disruption are those that are burdensome and expensive with substantial data collection and third-party verification. For this reason, healthcare and benefits could be the ideal match for an HR department looking to adopt blockchain technology. 1.  Enhancing fraud prevention & cybersecurity for sensitive data in HR. HR teams conduct some of the highest-volume financial transactions for an organization and handle sensitive employee data related to healthcare (as well as, banking, disciplinary records, performance records, expense reimbursement, and more). Unfortunately, all of the data an HR department maintains is at risk of being exploited and, as more companies face data breaches, it is becoming increasingly important that proper measures are in place to maintain security and prevent fraud. A company’s cyber risks largely emerge from an underlying lack of transparency and accuracy in its data systems. Because of its capacity for promoting transparency and accuracy, blockchain technology is being lauded as a solution for combating cybersecurity crime and protecting data. While blockchain’s popularity grows among large companies and companies that hold critical, sensitive data (for example, Lockheed Martin is trusting it to secure data), it is also being used by nonprofits to collect donations securely. It is important to consider that blockchain technology can mitigate both internal fraud and external hacks of sensitive employee records. Access to the blockchain is limited and controlled—even those who have access are not able to modify the records. This limits both internal fraud and external hacks of sensitive employee records. In the digital age, data is a major asset for a company. Blockchain essentially functions to decentralize data and places it across a large network of computer storage spaces to reduce the risk that a single hacking event could usurp all the data a company has. By using blockchain, HR departments can introduce a solid measure of security against cyber threats to protect their employees’ health information. 2.  Improving health insurance, health records & patient experience with ‘smart contracts.’ Much of blockchain’s power comes in the application of ‘smart contracts’, which many organizations are using to make payments to employees, contractors and vendors. In fact, it is reported that 45% of early adopters of blockchain are already implementing smart contracts within their organizations. A smart contract codes a set of parameters using statements in ‘if this, then that” (IFTTT) language. These contracts are designed so that, once executed, the entire process is dictated by these codes. It is also made irreversible unless of course terms of a contract need to be updated. While smart contracts have many applications for HR functions in terms of payroll, there are some very important considerations HR departments should be aware of in terms of healthcare. Smart contracts have the potential to be used for insurance, including how patients buy insurance. Through a smart contract, all details of an insuree’s policy could be stored in a patient profile. This profile would then be stored on the blockchain platform in a safe and secure ledger that is less prone to hacks than the databases currently used.  Smart contracts could also impact the insurance claim process by eliminating the need for lengthy forms and time lags. If an insuree undergoes a medical procedure covered by the policy, a smart contract would be automatically triggered to transfer money from the insurance company’s account straight to the hospital or medical provider. The automation cuts out delays and hassles, allowing for correct payment of the medical service. There are also numerous implications for electronic medical records, information and medical data sharing. Storing patient’s electronic health records (EHR) on secured ledgers, for example, would allow a patient to move easily from one hospital to another without having to fill out numerous forms. The blockchain network would safely store their records, allowing their new physician to access them without delay. While hospitals and healthcare providers currently rely on a number of databases filled with patient data, these can be too centralized and restrictive for sharing potentially life-saving insights around the globe. If health records were to be kept in a smart contract stored on the blockchain, the data analytics would be available to hospitals, providers and research institutions everywhere. With widespread adoption of this healthcare blockchain technology, an individual could essentially walk into any hospital in the world for treatment and, with their private key, their health data would be accessible instantly. 3.  Offering better access to healthcare & other benefits. Blockchain’s ‘smart contracts’ could also change how employees gain access to healthcare and benefits. Once the employer outlines the terms of employment prior to hiring, HR is charged with upholding the conditions in the contract. These terms include provisions that employees value in their employee experience, such as healthcare insurance, wellness programs or other benefits. The current model of manually delivering benefits runs risks of errors and could get in the way of properly servicing employees. With blockchain, HR could seamlessly deliver upon these benefits by implementing smart contracts that automate the process. For example, if a company outlines that an employee’s benefits packages begins after a specific waiting period, the smart contract would be written to automate these benefits at the right time and in the right fashion. Not only does blockchain have the potential to improve security and automation of benefits, it is possible for benefits to be more personalized to each individual employee. In today’s digital world, consumers are accustomed to enjoying personalized experiences and this trend of hyper-personalization is reaching the workplace. Through blockchain’s smart contracts, which could be integrated with artificial intelligence (AI) and IoT technology, companies would be able to empower employees with benefits packages and wellness programs that are tailored specifically for them and their evolving needs. These personalized packages could become a critical tool for enhancing the employee experience. Challenges HR faces in implementing blockchain to deliver benefits   Blockchain is a quickly evolving technology with new applications and trends regularly emerging. Though it is becoming more widely adopted across a variety of industries, it is inevitable that first-time users will run into issues and challenges in implementing it. For HR departments, it is imperative to consider these challenges as they explore which processes might be impacted by blockchain. 1.  Data standardization & integration with legacy systems. With blockchain being a new technology, protocols and standards for its application are not yet established. When the internet began to commercialize, it initially struggled without proper protocols. But over time, controls were implemented to allow for browser compatibility, cross-platform multimedia and better interconnectivity between servers. As more sectors adopt blockchain—especially healthcare which handles sensitive and personal data—ensuring that blockchains offer an industry-wide benefit will require widespread collaboration and standardization. For example, it will have to be determined when private, as opposed to public, if blockchains make sense. Otherwise, this could impact the security and functionality of blockchain technology. All industries will have to get over a major hurdle when it comes to integrating blockchain solutions with legacy systems—or replacing legacy systems altogether. But the hurdle is especially high for HR and healthcare, which are often bound to specific legal regulations and already have very specific HR or healthcare systems in place that incorporate these parameters. Synching these systems or replacing them with blockchain technology could prove to be difficult. 2.  Adoption & incentives for participation. Despite enthusiasm and a strong record of success, blockchain adoption has proven to be difficult for companies. Greenwich Associates surveyed companies that have implemented blockchain and 57% reported its integration has been harder than expected. In terms of scalability, 42% of respondents reported it as a major issue, 39% said it is a minor issue and 19% said it is no issue at all. Much of the challenges are culture or people-related, rather than technical. For example, most people resist change and, if they do tolerate it, they generally prefer it to happen gradually and incrementally. The oppositions to change could be even more pronounced for those in HR, especially with employees across an organization resisting how healthcare and employee benefits—which are very personal—is administered. Some of the proposed uses for blockchain would result in systemic changes that rapidly transform the entire system. Even if employees and management are open to change, HR still has work cut out in hiring, education and training. Blockchain will require companies to hire more research and analytical staff as well as offer training on how to properly implement it. But this is where HR thrives. By helping to cultivate a culture of digital transformation, HR departments can also guide companies on their blockchain journey. 3.  High costs of developing & operating blockchain technology. The adoption of blockchain technology is likely to offer long-term benefits in regard to productivity, efficiency, timeliness, and reduced costs. However, one of the greatest obstacles to widespread adoption of blockchain is the high cost to initially install it. The software required to implement blockchain within an organization must typically be developed specifically for each individual company. This makes it expensive to obtain, whether hiring in-house or buying from a developer. Moreover, even after the blockchain software is developed, the company would also have to purchase specialized hardware to be used with it.  In addition to the software development costs, companies must also find qualified personnel to operate the technology.  The blockchain space is new and growing so rapidly that the demand for professionals in the field outweighs the supply. This makes hiring qualified blockchain experts—either in-house or as consultants—quite costly. Currently, it appears that the world’s largest corporations are the only ones benefiting from blockchain because they have the money, resources and data to spare. Furthermore, the technology itself seems too new and not yet fully understood for SMEs to adopt in droves. However, this is all likely to change over time. The commercialization of the internet was gradual and in the early days it required companies who wanted to go online to put up a substantial amount of money upfront and invest in customized solutions. Eventually, as blockchain becomes more mainstream, it will also become much less expensive, more streamlined and more accessible to companies. Blockchain is already demonstrating its potential to disrupt business as we know it. Because the HR department guards and manages large amounts of sensitive data that are critical to employees’ lives and how a company operates, it is likely that blockchain technology will be infused directly into the HR function to add transparency and trust to various processes. Healthcare and benefits administration is one of the processes that blockchain technology is likely to directly transform. Though there are challenges in cost, scalability and perception to overcome, HR departments could potentially use blockchain technology to provide employees with greater access to more personalized benefits packages. Furthermore, as time is freed up by automated processing, HR departments will be able to turn their efforts to more value-adding activities such as building employee engagement and experience.


small-tiles Editorial Staff | 09 Aug 2019

Digital transformation is here and it is disrupting HR functions in various ways. Learn about the latest digital transformation trends emerging in 2019. The digital transformation is well under way with over a third (34%) of businesses already implementing digitalization programs, representing a 30% increase over last year. Meanwhile, two-thirds of global CEOs report they will embrace a digital-first focus by the end of 2019. In recent years, digitalization has profoundly enhanced the customer experience to drive more value for brands. But digital transformation is transcending the customer experience to impact the employer experience as well. Employees, who have become accustomed to the digital experience in their personal lives, are increasingly expecting to have a digital relationship with their employers as well. This shift has implications across the human resources function, including recruitment, onboarding, training, L&D, and more.  The following digital transformation trends and new technologies are disrupting the business model for companies of all sizes, across various industries. But these innovations also represent unprecedented opportunities for HR leaders to improve the employee experience and better adapt for the future of work.  1.  Blockchain adoption is increasing. While just 0.5% of the global population is currently using blockchain technology, its popularity is rising and it is projected that 80% of the population will be engaged with blockchain technology in some capacity within 10 years.  Blockchain technology is perhaps best known for its role in safeguarding the cryptocurrency infrastructure (e.g. Bitcoin)—but ledger technology is leaving the cryptocurrency nest to explore more business opportunities. As the technology matures, companies across various industries are reporting compelling use cases for blockchain. For example, banks can now reduce infrastructure cost by 30% through blockchain solutions. This is achieved by encrypting millions of storage points, none of which contain a full name or an account number. Because the HR department is the guardian of so much data that is critical to employees’ lives and how a company operates, the human resources space is welcoming blockchain for cybersecurity reasons. Ledger technology will likely be integrated directly into the HR function through a multitude of use cases—lending transparency and trust to an organization’s operations.   Despite current challenges in cost and scalability, the case for blockchain HR is strong. To prepare for the coming blockchain revolution, HR departments should focus on identifying pain points and inefficient processes that could be improved by the transparency, accuracy and speed that blockchain facilitates  The processes most suitable for blockchain disruption are those that are burdensome and expensive with substantial data collection and third-party verification. For this reason, healthcare and benefits could be the ideal starting point for an HR department looking to adopt blockchain technology. The healthcare industry has been identified as one of the top industries likely to be disrupted by blockchain and, according to Bitfortune, 55% of healthcare applications will adopt blockchain platforms for commercial deployment by 2025. HR departments will therefore need to keep a strong pulse on how blockchain is impacting the healthcare landscape so they can continue delivering healthcare plans and wellness programs to employees. As blockchain technology becomes more mainstream and accessible, it is possible that many processes of daily workflow will transform: recruitment, tapping talent pools, running background checks, verifying employment history, engaging contract workers with smart contracts, onboarding, maintaining employee data, maintaining employees’ personal data, handling financial transactions and managing payroll systems.  2.  Businesses are investing in cloud platforms. Cloud computing and its various functions have been a hot topic for the human resources industry. It is not a relatively new technology but still the forecast is calling for more clouds. By 2020, a staggering 83% of global enterprise workloads will be stored on the cloud.  For the HR space, cloud’s success is owed to its acclaimed ability to organize data, centralize processes, scout high-quality talent and boost performance. But most importantly, cloud computing lends transparency to an organization’s processes and can subsequently enhance the employee experience, from the recruitment process all the way through to L&D and exit interviewing.  The traditional recruitment process can be rather tedious, requiring the company to advertise the position, shortlist candidates and conduct interviews. Cloud computing streamlines at least some of the process, offering everyone in the department immediate access to the data about a candidate. Feedback can be shared and decisions can be made using cloud software, all with the click of a button.  The implementation of a multicloud ecosystem can also automate several HR processes for employees that include large amounts of data such as timesheet submission, performance reviews and vacation requests. Employees can take ownership of their employee data forms through the cloud, including tax information and emergency contacts. Many companies are also using public clouds to automate employee signatures on various documents, such as employee handbooks, sexual harassment training, L&D, webinars, etc. Performance reviews are also being managed on the cloud, offering employees better access and insight.  Automatic software updates are another benefit of the cloud and these can simplify compliance. The HR department is often required to generate several comprehensive reports at specific intervals of time. Paperwork, time and hassle can be reduced by having the cloud software’s process automation generate these reports instead.  Cloud computing technology is inherently developed with security woven into its DNA. By replacing physical filing cabinets, data can be protected from theft or natural disasters. For example, if a company’s office were to become inaccessible due to flooding, employees would still have remote access to the programs they work with on a daily basis. Furthermore, data would be protected.  3.  Conversational User Interface (UI) & chatbot experiences are improving. According to Gartner, by 2021 more than 50% of enterprises will spend more per annum on bots and chatbot creation than traditional mobile app development. And, as other conversational UIs improve on voice recognition and reasoning frameworks, their understanding of the user’s needs and wants will also grow.   HR departments are engaging chatbots and other conversational UIs to streamline processes and eliminate redundancies. These technologies can provide employees with immediate and consistent answers to commonly asked questions related to holiday leave, compensation, benefits, company policies and legal rights. Even some aspects of recruitment, employee reviews, onboarding, benefits and L&D can be assisted by chatbots and other conversational UI.   Nudge-based technology is being implemented in tandem with conversational UI to suggest behaviors for employees and subsequently improve workflow. For example, a software program can monitor employee activity at a computer workstation and, after a certain amount of time, send a message to the employee that it might be time to take a break. Nudge-based technologies can also be used in lieu of repetitive communication from the HR department. Automatic reminders can even be sent to managers to fill out performance evaluations, with conversational UI then stepping in to assist with that process.  As self-service platforms, the conversational UIs free up time for both employees and employers while still delivering the right information at the right time. This HR technology also allows the team to focus on more urgent questions and complex issues that require special attention. 4.  Data & people analytics continue to be important. Information as a critical business asset is still in the infancy phase, making it a competitive differentiator for companies as they transition to the digital age. For leading companies, big data and analytics are becoming strategic priorities and key drivers for digital transformation initiatives. While fewer than 50% of documented corporate strategies currently cite data and analytics as fundamental elements for enterprise growth, Gartner predicts that this number will jump to 90% in 2022.  The importance of a  . data-driven culture is being especially emphasized in the world of work. For years, people analytics was mired in complexity. But today it is being leveraged as a critical people management instrument that can be applied at every level of the HR function, ranging from the recruiting process all the way to talent development and exit interviewing.  For recruitment, people analytics can increase the chances of finding the right people for the right jobs. It can also be useful for building employee engagement and satisfaction, as it cultivates data about employees’ attitudes and moods. People analytics can also facilitate collaboration within an organization, providing insights about how well certain people and groups work together.  When it comes to performance management, people analytics helps eliminate the human bias that often comes with manual evaluations. It also allows for an evaluation of both the process and outcome, which can help HR teams distinguish variables (such as luck or coincidence) from real, applicable skills that an employee has.  It’s important to note that people analytics is more than just data—it can be translated to guiding insight. With new analytics capabilities, HR teams are unearthing deep insights into the company’s organizational health. In turn, this insight can be used as a basis for proactive programming and support. Overall, people analytics helps cultivate a digital culture where decisions are informed by data.  5.  Internet of Things (IoT) adoption is accelerating. As digital transformation progresses, we are connecting more devices to the internet at home, at work and on our person. Thus, the market for the Internet of Things (IoT) is flourishing.  For HR, the starting line for IoT integration is usually with mobile smartphones and tablets—central hubs in IoT. In our personal lives, these devices offer centralized, easy access to our personal data and allow us to carry about a lot of our business. For example, we can share our thoughts on social media, communicate with friends via SMS and even buy products on our mobile devices.  Employees are increasingly expecting to migrate their work onto mobile devices, demanding access to data, analytics and communication. This helps employees and employers alike by enabling continuous performance management and a flexible workplace where employees can be productive no matter where they are.  Employers have leveraged IoT to drive health and wellness initiatives. As companies recognize that healthy people perform better and are more engaged, they are taking measures to help encourage wellness and offering employees devices like smart watches, heart rhythm trackers and similar devices. These fitness trackers are not intended to track where employees are but how they are.  IoT can be being leveraged by companies to enhance employee engagement and improve productivity. But as IoT in HR advances, companies are also delving into the data provided by user devices. If gathered collectively, the cumulative data becomes a great source of information for the company. 6.  Artificial intelligence & machine learning applications continue to increase. Artificial intelligence (AI) and HR may seem incompatible at first—it is ‘human’ resources after all—but the HR department is increasingly steered by non-human capabilities. A slight majority (51%) of companies have already deployed AI and machine learning and there are a variety of trending use cases for HR.   With AI, employers are in a position to greatly improve the assessment of candidates. For starters, a notable feature of AI is its potential to mitigate the effects of unconscious bias in the hiring process. With AI, candidates are sourced, screened and filtered through large quantities of data. The programs combine data points and use algorithms to identify who will likely be the best candidate. These data points are looked at objectively, completely removing the biases, assumptions and oversight that humans are susceptible to. Virtual reality (VR), by placing candidates directly into in virtual situations, can potentially provide more insight about a candidate than what is written on their resume or what they say in an interview. This can reveal candidates’ capabilities as decision makers and lead to assessment based on behavior and action rather than words.  Meanwhile, machine learning tools can help with recruitment by tracking a candidate’s journey throughout the interview process. HR tools can calculate a holistic score for new talent, drawing data derived from digital screening and online interview results. This score system can help hiring managers objectively arrive at decisions based on data.  On the opposite end of the interview table, machine learning tools can also help deliver streamlined feedback to applicants much faster and objectively than manual methods can.  Augmented reality (AR) could be implemented to transform the employee onboarding experience into something fun and interactive. Employees might start the job with an AR tour of the office where information about key locations, company history and colleagues pops into view as they move around.  Machine learning also has implications for employee retention. HR is charged with courting top talent so they stay with the company and this often involves identifying risk attrition. Through advanced pattern recognition, machine learning draws from an array of variables to recognize attrition risks and patterns in a company’s workforce. These pertinent variables can include years at company, satisfaction rates from surveys, education, department, time at company, training times, time since last promotion, attendance, etc. Once an employee is identified for possible attrition, the HR department can act accordingly.  When it comes to assessment and development, L&D programs can be boosted by machine learning to identify high-potential employees with the skills and qualifications the company needs. Notably, it has been found that the employees ranked highest by the machine learning software aren’t usually those on the promotion track. Instead these high potential employees may be overlooked by traditional methods of assessment.  7.  The rise of headless architecture. In today’s competitive, customer-centric business environment, the race is on for organizations to deliver innovative, personalized customer experiences across various platform. This omnichannel movement is impacting digital content publication and giving rise to “headless architecture” in website design.   In traditional approaches to digital publishing, the front-end and back-end are tightly bound to each other. But in the headless model, they are decoupled and instead communicate through an application programming interface (API). With just one back-end in place, multiple front-end delivery systems can be developed to seamlessly publish the content on various channels such as desktop, mobile and IoT devices. Headless offers more flexibility and choice, allowing companies to choose the front-end framework that makes sense for them. Furthermore, because the headless architecture model keeps the back-end and front-end separated, companies can easily upgrade and customize digital assets without compromising the website’s performance. Digital assets can accumulate as the company grows.  By offering the freedom to innovate, headless architecture can help companies reinvent user experiences as needed. This also helps to future proof their websites because they can revamp the design without replacing the entire content management system. It allows them to migrate existing content already on the platform and integrate it with new tools and frameworks as they emerge.  As the voice for human capital, amid a rapidly evolving workforce, HR plays a critical role in guiding a company’s digital transformation journey. After all, effectively integrating new digital technology requires the right people in the right positions. Despite disruptions from AI and automation, the world of work remains people-centric at its core.  As employees continue to demand a more experiential and omnichannel approach to work, HR teams must be deeply involved in a company’s digital transformation strategy. Keeping pace with  digital trends will help HR do what it does best: merge the best in human skills with state-of-the-art digitalization to create a vibrant, enriching workplace.


small-tiles Yvonne Sonsino | 08 Aug 2019

AI and automation are constantly changing our world, including the way we work. Take, for example, NASA's 1962 spaceflight. Back then, Katherine Johnson — the central figure in the book and movie "Hidden Figures" — famously checked the math of NASA's computer manually to put a spaceflight into orbit for the first time. Within just a few short years, though, that reliance on human intelligence has shifted to calculators and computers. Today, the progression of automation seems almost scary due to the rapidly increasing sophistication of AI. The Forbes AI index shows that the volume of annual venture capital investment in AI is six times greater now than in the year 2000.1 These giant steps in AI capabilities may appear to uproot our assumptions about how work gets done but are really just a continuum of development. Understanding and harnessing this is critical to both the global economy and, on a deeply personal level, how we all make a living. Prepare Creatively   While robots can easily replace lower-level, routine jobs — such as the work done in factories, farms and fast food restaurants — new indicators emerge almost daily to illustrate how even white-collar occupations in finance, insurance, law and accounting are being automated, as well. If more than just physical and rote work can be replicated, and if human creativity, relationality and intelligence can also be simulated by AI at a more cost-efficient scale, then how will the average human worker possibly compete for work? Leaders in companies of all sizes ought to be asking big questions about retaining the human elements of work, including emotional intelligence, people skills, judgment and natural genius. We need to examine how we retain those important human facets while taking advantage of the most effective tools at our disposal. In preparation for the upcoming people disruption — probably reaching its peak during the next 15 years — organizations must understand the attributes needed to make work successful. Leaders need to start anticipating different future-of-work scenarios, including areas where human productivity, creativity and intelligence are matched or exceeded by artificial counterparts. Automation is inevitable, but there are many possible outcomes. Rather than trying to guess how it will all shake out, today's leaders can prepare their organizations and their employees for an uncertain future. That requires thinking creatively about what skills and capabilities must be retained and which ones can be automated. We see an increasing degree of willingness to take the best of both worlds. Consider these four potential future scenarios to get your imaginative juices flowing, and start thinking about the future in new ways. The Genius Gap   One view on the threat of AI is that it could not only cause a wealth and work gap, but it could also create a genius gap if the conditions to foster genius no longer exist. If robots take over most human jobs, we could face a future condition of human potential left unfulfilled. An increased reliance on technology could cause greater numbers of people to feel unwilling to learn or do much, so that natural intelligence would be unable to bloom and thrive. With no jobs to prepare for, children may no longer be educated in the same ways. The AI revolution could transform genius from a natural resource into one that can only be created by those who have access to the most sophisticated AI, leaving others behind. My Friend the Co-Bot   When it comes to high-value knowledge work involving complex systems and facts, AI will likely develop at such a rate that people can't harness or understand it. This puts them at risk of replacement rather than co-existence. This situation is unlike automating manual or physical labor, which is prone to human error and exhaustion. The efficiencies of automating white-collar work are more subtle — cutting down on mistakes and work hours, removing emotional bias from decisions, and increasing scale and complexity. Knowledge workers must become comfortable working alongside AI and robots. One future vision might include co-bots: robots teamed with human operators and co-workers. Co-bots are a new element of the work relationship that needs to be forged as teams become a diverse mix of human and artificial intelligence. Diversity and Inclusion for the 2020s   AI presents a new way to think about diversity and teams. Diverse teams make better decisions and drive better business results. That includes "cognitive diversity," or differences in problem-solving or information-processing styles. An obvious next step is factoring AI-powered robots into the cognitive diversity of your team. Their problem-solving style is known, determined by the code they run on and the data sets they are trained on. They are the perfect counterweight to unstructured, variable human team members. Optimizing a team will soon mean designing a powerful combination of creative human minds with structured AI minds, applied to different elements of the task at hand. HR's New Job   The role of HR must evolve with increased automation in the workplace. Human and AI workers will exist together in a labor pool, with HR expected to deploy the best workers for any given task. This will require understanding the power and aptitudes of robots, and — perhaps more importantly — their limitations. Deploying human capabilities against the right tasks will become a key skill for HR. As HR becomes increasingly focused on data management and analytics capabilities, HR leaders need to consider the ethics of personal data obtained from employees, potential employees, contractors and customers. The digital and smart work tools that will dominate the future of business tend to collect mountains of information about their users. As a result, HR has a deeper responsibility as a guardian of personal data and human privacy. By considering these potential future scenarios, leaders can start strategizing about how to prepare their organizations and their employees for an increased reliance on AI and automation. Sources: Columbus, Louis. "10 Charts That Will Change Your Perspective on Artificial Intelligence's Growth." Forbes. Jan. 12, 2018.  


small-tiles Editorial Staff | 05 Aug 2019

Digital transformation is here and it is affecting companies in various degrees. Learn what it is and why it is important. Digital transformation is generating some of the most impactful improvements to the customer experience, with two-thirds of global CEOs reporting they will adopt a digital-first focus by the end of 2019. But the trend is transcending beyond the customer experience to also steer the employee experience. A company’s employees—all digital consumers in their personal live—are also expecting to leverage digital experiences to enhance performance and gain professional development.   The human resources industry—no longer viewed as just a support function for employee services and benefits—has stepped up to the front lines to greet the digital transformation that is disrupting how organizations worldwide operate and thrive. The HR department, in addition to talent management, is now expected to lead a company’s digital transformation journey and deploy effective change management strategies.   For an organization to succeed in implementing new technology, they must find ways to embed digital transformation—and the innovative mindset it requires—into their company culture or they risk falling behind the competition.   What is digital transformation?  Emerging technology is often the main focus of the digital disruption conversation. Through transformation programs, HR teams are helping companies enter the digital age and transition from using legacy technology to embracing new technologies, such as machine learning, the internet of things (IoT), blockchain, artificial intelligence (AI), big data, data analytics, cloud computing, a multitude of mobile devices, smartphone integration, social media, and more.   But digital transformation is actually guided by innovative approaches, people and business processes—not just the technology itself. Digital transformation cannot be defined by a single transformation project nor a single technology. The technology is constantly changing and updating itself. The only fixed element of digital transformation is the innovative mindset that drives it.   With this mindset in place, HR teams can identify faulty processes and user challenges—and subsequently determine what technologies should be infused as solutions. The end goal is to better understand, engage, satisfy and deliver on the user’s expectations for a multi-channel experience.   Why is digital transformation important? Adopting a digitally driven business model with next-generation capabilities isn’t just critical to beating competitors—it’s an imperative for surviving in today’s competitive corporate environment. Business leaders are focused on results, innovation and continuous improvement. To this end, they must constantly challenge their organizations to ensure that new technologies and processes are being implemented to push productivity gains and offer significant competitive advantage—all while delivering exceptional user experience for a multitude of stakeholders.   For HR teams, digital business transformation is the ultimate challenge in change management because it affects all levels of an organization (every process, department and stakeholder) and even extends to its supply chain or network of partners, in some cases. But this omnipresent disruption is what makes digital transformation so critical for organizations.   Digital transformation is helping companies make transitions to new business models. An external example would be a longstanding retail store that is struggling to attract millennial customers who prefer to shop online. This business can leverage digital technology to optimize its website for e-commerce, set up responsive customer service capabilities online, collect location data and gain insights into customer expectations and behaviors (to drive both online and in-store interactions).    But more importantly, digitalization is impacting internal operations to help companies deliver the digital experience from the inside out, starting with employees. For the HR industry, harnessing the digital experience is critical for sustainable talent recruitment, retention and training.   HR professionals are using technology to continuously transform how they design and deliver the employee experience—anytime and anywhere. They are combining the human element with the power of technology to gain insights and adapt processes that add new value.   Important elements of successful digital transformation Although the roadmap for digital transformation varies based on organizations’ specific challenges and demands, there are a few common attributes that a digital strategy should incorporate:   1.  Integrates digital technology to optimize process efficiency.  As with any HR change, whether digital or not, there should be a clearly defined objective that makes a process more efficient. Most of the time for the HR department, this goal will be to solve an issue employees encounter or one that the HR department faces in its talent management.   It is recommended that companies start simple and small and consider the areas of the HR process that might benefit from a digital makeover. This could include recruitment, onboarding, learning & development, payroll management, benefits administration, performance reviews, etc.   2.  Improves user experience.  Digital transformation aims to solve problems and ease pain points for the end user and, when it comes to HR service delivery, the end user is the employee. Business leaders and employees are accustomed to being digital consumers and they—just like customers, clients and partners—expect a digital experience relationship with the company.   Technology plays a critical role in the relationship that millennials have with their employer, including how long they stay at a company, how productive they are and how they contribute to company growth. The increasing importance of technology implementation—especially its implications for longevity and productivity—is narrowing the focus of HR departments across all industries on creating end-to-end consumer-grade experiences for employees.   3.  Modernizes company culture. Digital leaders focus on vision, management, agility and empathy for the end-user. Digital transformation is therefore more about company culture than it is about installing one particular type of technology or improving a single process. Transformation efforts can only succeed when company culture inspires innovation and creativity in its human capital, inspiring workers to adopt new processes, ways of working and approaches to breaking down silos and relating to stakeholders in more meaningful ways. Company culture also plays a critical role in attracting millennial talent and improving employee engagement in the digital age.   The dynamic qualities of digital culture are different than, and often in conflict with, analog culture at traditional companies. Where analog culture is defensive, digital culture aims to be proactive. For processes that analog companies choose to complete in-house, the digital company seeks out a network of expertise. Analog companies report on past performance while digital companies gain real-time insights for decision-making.   4.  Reduces traditional expenditures. Cost savings is a primary driver of digital transformation, according to data from the Cloud Industry Forum. But digital transformation demands that companies cut costs with a purpose, namely to drive innovation and enhance competitive capabilities. An example of this would be implementing cloud platforms, which can accelerate digitization for numerous processes within a business. In addition to greater speed and agility, this innovation also offers lower costs in the long term.  Though digitalization should be imagined as a revenue generator rather than a cost reduction function, companies should be cautioned against using cost savings as the only justification for transformation initiatives. This narrow focus can end up limiting the scope and impact of process improvements and present long term ramifications.   5.  Researches, strategizes & sets goals based on evolving tech/digital landscapes. The digital landscape is constantly in flux and companies need to strategize to adapt. The digital transformation process can be especially painful for well established companies. Some large brands have disappeared or are currently struggling to stay relevant in the digital age.   It is important for companies to develop a formal organizational digital business strategy that involves research and goal setting. Yet just one-third of companies have this in place. As a working document, the plan should be updated in response to the evolving landscape. Regular analysis of current digital infrastructure can assess current challenges and anticipate future needs.   A sound digital strategy, based on in-depth analysis, can help a company anticipate possible risks, formulate budgeting needs and better deliver desired results.   Why companies put off digital transformations Human life is a constant conflict between progress and inertia. Change is often difficult, whether in our personal or professional lives. For most people, especially managers and leaders, changes within a company can feel like chaos is wreaking havoc on their once predictable workplace. This is part of why it is called the digital disruption.   In order to transform a company, the points of contention that make companies resist digitalization must be addressed:   1.  Requires a system-wide overhaul.  It can be easy to fall into the trap of believing that digitalization needs to be implemented immediately and everywhere throughout business operations. That task can appear quite daunting, with some leaders choosing to put it off altogether. While it is safe to say that digitalization will eventually require a system-wide overhaul in the way most companies operate, processes and projects can be digitalized and changed incrementally. The main point is that companies overhaul their long term vision for how they plan to adapt and innovate in the digital age.   2.  CIO/CEO need to believe in it. As a company prepares to digitalize, it is often the case that employees embrace the change while management and leadership are resistant. For this reason, it can again be said that digital transformation isn’t just about technology—it’s also a leadership issue.   Change-agile leaders have a clear purpose and can readily answer the question of “why” a technology is being adopted. They know they’re not just adding technology to add technology. It’s being implemented to maintain a strong competitive advantage, enhance productivity on a specific process and push the company toward innovation. These leaders are also willing to fix what’s broken and, in the process, take risks that may require some experimentation. Another key leadership trait, especially in the context of digitalization, is the ability to forge positive partnerships that help streamline the transition and avoid common pitfalls.   3.  Upfront costs are high. Very often, leadership poses two questions when confronted with digital transformation: Will digital transformation require new spend that is not currently accounted for? Do I need a specific budget for it? The answer to both of these questions is a resounding “Yes.” However, as previously stated, this can be implemented incrementally across the organization.   Many companies are finding benefit transitioning digitalization from a capital expense model to an operating expense model. The goal for digital transformation, when implemented strategically, is to yield enough cost savings that it becomes a self-funding mechanism.   But how much are companies spending? Expenditures for digitalization are growing worldwide at compound annual growth rate of 16.7% and by 2020 it is expected that 30% of G2000 companies will have allocated capital budgets equal to at least 10% of revenue to fuel their digital strategies.  4.  The company needs specific technology for their industry or feels comfortable with the status quo.  Every industry is being confronted by digital disruption in some capacity. But how it plays out and the degree of impact it has on a company will vary widely depending on the specific sector and the market space in which the company operates. The pace of disruption is chamges by industry.   Digitalization can be a challenge within certain industries as some companies require highly specific technology or processes for the work they do. Many times, this specialized technology is too expensive or hasn’t even been commercialized yet.   Another case of resistance to digitalization comes from businesses who feel comfortable with the status quo. If a brick-and-mortar shop feels it is doing well, it won’t likely seek an online platform to conduct e-commerce.   There may be a tendency for companies with specific industry challenges or comfort in the status quo to put off digitalization efforts. But it can be argued that these companies especially need to be outlining a digital strategy. The speed of disruption is increasing and disruption is likely to touch businesses in every industry and all sizes. The winners will be companies that combine traditional industry expertise with a deep understanding of how digital innovations could potentially disrupt their business.   Tips to get your digital transformation strategy started  Digital technology has the potential to transform HR and talent management as we know it. But it won’t come without backing from leadership and staff. Before a concrete strategy can be developed and executed, there are a few first steps an organization and its HR department can take to prepare:   1.  Get buy-in from C-level leaders. Having the support and understanding of executive leadership is critical for digital strategy. Digitalization, just as it impacts all roles in management and staff, can also impact the C-suite. The new COO must revamp operational processes and align front and back-office staff with the CMO’s strategy for consistent digital engagement. Meanwhile, the new CMO becomes data driven and omnichannel in approach. To fully compete in the digital revolution, some companies are even adopting a holistic model where a new chief digital officer is appointed to serve as a key enabler of transformation.  2.  Identify pathfinder projects. In order to build momentum for digital strategy, it can be helpful to identify some pathfinder projects to kickstart a company’s digital transformation journey and help pioneer the transition. What HR processes are currently presenting challenges for the department? Or more importantly, what processes can be improved for candidates, employees and leadership?    Some applied examples of digital transformation technology within the HR space are augmented writing technology for job postings to better focus the search, chatbots to handle commonly asked questions from employees, AI-driven insights to guide the sales team on demographic trends, machine learning training customized for a team member or nudge-based technology for managers to complete performance reviews by deadline.  3.  Communicate early and often with everyone in the organization. Effective communications will play a key role in launching a digital strategy and creating the innovative mindset that fuels it. The strategy should have a timeline that incorporates a communication strategy with all team members on the status.     Before any specific initiatives are outlined and put into action, an ample amount of time and effort should go into talking with executive leadership, management and staff. These critical stakeholders should be active participants in the strategy. Ask each employee about the challenges they face and their experiences with already laid out processes. Sometimes this is done in survey format so that insights and data can be gathered to help guide the strategy.   4.  Hire people that embrace new technology and processes.  As a result of the digital age, the workforce is shifting from fixed job titles and detailed job descriptions to ever-revolving roles. A widening skills gap is also a residual effect of the digital revolution, posing an imminent threat to organizations that don’t hire people open to learning new technology and processes.   At the current pace of technology growth, it is likely that many of the technical skills a company’s workforce boasts today will become obsolete within a few short years. Hiring for today’s skills is not enough. Digital companies instead need to focus on upskilling and recruiting lifelong learners who have the ability to constantly learn new skills and navigate technology that might not even yet exist.   Rather than seeking industry-specific skills, organizations are shifting toward “technology application within the industry” skills. Other core work-related skills include complex problem solving, active learning and cognitive flexibility. Curiosity, creativity and collaboration are key soft skills that are becoming increasingly valued by companies as they look to foster a high-commitment culture with strong employee engagement.   To show how systemic the transition can be, many companies are now deploying digital technologies, like virtual reality (VR) simulations or gaming tools, in the interview process to help gauge skills that can’t always be verified on a resume or in a traditional interview setting. This allows recruiters to observe how a candidate handles unfamiliar situations in real-time or how well they absorb new information to troubleshoot problems.  Conclusion A company’s transition from analog to digital requires a systemic overhaul of business operations, renewed company ethos and an influx of critical human capital to power it all. After all, technology itself does not drive success. Albeit important, the tool is merely an enabler of the innovative vision. Effectively integrating new digital technology requires the right people in the right positions, which is why the HR department has been appointed to lead digital transformation strategy for many companies.   As the voice for human capital amid an evolving workforce, HR can lay the foundation for digital strategy by cultivating the necessary elements for digital transformation. Customer experience has received much of the attention in the digital revolution. However, HR galvanizes the transition by empowering employees so a company can offer a digital experience from the inside out. This lights a company’s path toward becoming an intelligent enterprise— one that is continuously innovating, delivering, superior user experiences, creating new business models and reimagining processes to drive even more value.

Editors' Picks


Measuring the Employee Experience in the Age of Disruption
Lewis Garrad | 11 Jul 2019

We live in a period of transformative change. It's difficult to talk about any aspect of business these days without touching on what the "future of work" means and what its implications are for individuals, companies and societies. Part of the reason for this is that we are all increasingly aware of the technological advances, changes in government policies and shifting employee expectations that are reshaping what we know as work. As artificial intelligence (AI) and automation infuse into everyday life, the opportunities to reinvent how people will work and live are significant. What does this mean for the employee experience in this age of disruption? How does an organization build an employee experience program that's relevant for this modern world? The Role of HR: Connectivity in the Human Age   According to Mercer's 2019 Global Talent Trends report, 73% of executives predict significant industry disruption in the next three years — up from 26% in 2018. Along with the constant change that disruption brings is the emergence of several human capital risks, such as a decline in employee trust and an increase in employee attrition. Organizations are realizing that people-centered transformation is the key to transferring the shockwaves of disruption into sparks of brilliance. This translates into a need for HR to lead at the drafting table, yet only two in five HR leaders participate in the idea-generation stage of major change projects today. To ensure the Human Agenda remains at the heart of change, HR needs a permanent place in the design process, rather than being a late-to-the-party guest. A critical contribution the HR function will make is helping to design and deliver exceptional employee experiences. Measuring the Employee Experience   How do you capture the moments that matter in an employee's life cycle? From onboarding to having a new manager or getting promoted, critical experiences help shape an employee's connection to the organization. Each employee is different, with diverse needs and talents — and over the course of a career people are exposed to different events and experiences. Some experiences enhance their fit with the organization, some do not and others undermine it. This translates into varying levels of employee and business performance. A more digital HR team, combined with data and analytics that new tools bring, can help leaders understand these experiences at a deeper level. Although it is still common for organizations to conduct episodic surveys of employee attitudes once a year, many are now looking to augment their employee-listening strategy with more fluid pulse surveys to provide deeper insight. Using an employee experience platform, HR teams can now conduct on-demand surveys as and when needed, and employees can give feedback when it's most relevant, with actions aligned to specific needs and timing. Platforms, like Mercer's Allegro Pulsing Tech, enable HR teams to take an active-listening approach to understand experiences over time. This generates better insights into multiple touchpoints, providing HR the opportunity to design more engaging experiences across the employee life cycle. This sets in motion a culture where employees feel heard and are supported and encouraged to do their best work every day. Increasingly, organizations acknowledge that the employee experience is as important as the customer experience. Research has shown that companies leading in customer experience often do so via exceptional cultures and engaged people. The importance of investing in the employee experience can't be ignored. Building a 21st Century Employee Experience Listening Program   Enabling employees to thrive requires intentional redesign of critical employee experiences, using new technology and AI to make work more inclusive, personalized and focused. To do this, organizations need an employee-listening program that uses multiple methodologies to generate deeper insights for diverse stakeholders, including the employees themselves. This new type of organizational research takes an evolving approach to measurement and uses new technology to support more integrated analyses and more experimentation within the organization to generate real learning. The goal is for everyone to have a broader and deeper understanding in an optimal manner to generate a more compelling employee experience, more effective teams and a higher-performing organization. In this age of disruption, as the pace of change accelerates, individuals need support in finding new ways to adapt and contribute. Without help, individuals, organizations and societies will fail to thrive. As more tasks get automated, HR — as the guardian of the employee experience — is best placed to lead this reinvention.


Will the Contagion for the Next Financial Crisis Come From Emerging Markets?
Jackson Kam | 11 Jul 2019

Is the next global financial crisis just around the corner? If so, will it be markedly different from the last crisis? And is there a possibility the contagion will come from today's emerging markets, such as China, Turkey or Argentina? While the future is uncertain and uncontrollable, you can take calculated steps as a business leader to prepare now for what may come later. Emerging Market Economies Are on the Rise   The strength of emerging market economies was one of several top concerns for leaders in 2018, according to the Mercer Global Talent Trends study, and it continues to be a concern today. While Asia, Latin America and Africa steadily replace the North-Atlantic-centric economies as the world's engines of growth, the global economy is experiencing increasing impacts due to their growing strength. Ardavan Mobasheri, managing director and chief investment officer at ACIMA Private Wealth, believes the global leadership baton will have been completely passed to the faster-growing economies by 2030. He states, "By the end of the third decade of the century, the transition will likely be complete, with the anchors of global economic growth cast across the Pacific and the Southern Hemisphere." But as the world adjusts to the growing strength of emerging market economies, it must also adapt to those economies' inevitable speed bumps. "Speed Bumps" Are Starting to Form Globally   Emerging market assets are now retreating in the face of increasing headwinds across their geographies, including production slowdown, rising debt, higher inflation rates and slides in currencies.1 "The contagion in emerging markets happens through different channels, and it tends to be greater in periods of monetary tightening in developed markets," Pablo Goldberg, a senior fixed-income strategist with BlackRock, tells CNBC.2 "Liquidity is an issue. Investors will sell what they can sell." Desmond Lachman, a resident fellow at the American Enterprise Institute and former deputy director for the International Monetary Fund's Policy Development and Review Department, writes that U.S. economists and policymakers are ignoring risks posed by emerging economies at their own peril. "They fail to see that years of massive Fed balance sheet expansion and zero interest rates created the easiest of borrowing conditions for the emerging markets," Lachman writes. "By so doing, they removed economic policy discipline from those economies and allowed large economic imbalances in those economies to develop, especially in their public finances." Now that more capital is flowing back into U.S. assets deemed safer than emerging market assets, the acute economic vulnerabilities built up within the emerging market economies during the years of "easy" money are being revealed. These vulnerabilities, if left unchecked, will likely continue to grow and spread globally, extending their implications even further into the years to come. Business Leaders Can Adapt — Here's How   To best prepare for an uncertain financial future and avoid those vast repercussions, you'll want to first take notes on the aftermath of the last financial crisis — it can teach some strong lessons on how the global economy and financial system work. For example, according to the Mercer report, "10 Years After the Global Financial Crisis: 10 Lessons to Learn," one of the most important lessons from 2009 shows that U.S. policymakers' policies, record low policy interest rates, vast liquidity injected into the banking system and quantitative easing produced unexpected outcomes across the globe. While the monetary policies haven't been inflationary in terms of consumer prices, they have been inflationary in terms of asset prices. Now, policy rates are increasing in some economies, but the full consequences of the last crisis' aftermath on all of the world's economies are still unknown, even today. Keeping that in mind, you can take these three steps as a business leader to prepare for the next crisis: 1.  Don't abandon diversification, widely known as "the only free lunch in investment." 2.  Be dynamic, and be prepared to rotate out of assets currently at close-to-record highs if they become unfavorable once investors realize their valuations may not be based on strong fundamentals, such as underlying growth in profits. 3.  Don't abandon active management, as conditions will inevitably change. Taking these three simple steps will allow you to stay nimble and flexible enough to adapt to any situation — even a financial crisis. As markets endure various metamorphoses, remember these lessons and keep these tips in mind to ready your organization for any crises to come. Sources: 1. Teso, Yumi and Oyamada, Aline, "Emerging Markets Retreat Amid Global Growth Concerns: EM Review," Bloomberg, February 15, 2019, 2. Osterland, Andrew, "Emerging markets, despite strengths, still get no respect," CNBC, October 1, 2018, 3. Lachman, Desmond, "We ignore risks posed by emerging economies at our own peril," American Enterprise Institute, September 17, 2018,


It Takes Two: Humans and Technology Shape the Future of Health at Work
Martine Ferland | 24 Jan 2019

Imagine this. At the start of his day Mike speaks to his smart phone and his virtual assistant pops up a personalized screen dedicated to his health and wellbeing.  There is a congratulatory message telling him he’s earned a reward voucher for his favorite cycling store for hitting his body composition target. The power of this system is that it integrates work needs with personal health requirements. It shows the morning’s schedule of meetings, and suggests a slot for a lunchtime group run that fits with his day. There is a to-do list already organized based on Mike’s priorities and deadlines, but also an analysis of last night’s sleep pattern, some suggestions for how to improve his sleep, and a flag that Mike needs to rehydrate if he is to maintain peak cognitive function. To create this pleasant morning ritual, Mike’s employer uses AI to connect and analyze data generated by his preferences, behaviors and biometric data. The new technology encourages Mike to bring his whole self to work and, by doing so, strengthens the connection to his employer. In the end, everyone benefits.  The scene described above provides a glimpse of the future of work, one where employers use digital technology, big data and AI to enhance employees’ entire well-being and strengthen that employer- employee relationship. Technology drives engagement, which then improves productivity and company culture. Employees want careers that complement their personal lives, not vice versa. This is seen with greater demand for role-flexing, which brings benefits to the employee and the employer. Fifty-one percent of employees want more flexible working options that allow for extended time off, for gym breaks, caregiving and avoiding rush-hour commutes (or commuting altogether).1 With this ability to balance, more headspace can be used for innovative ideas rather than worrying about who is picking up the children from school. Indeed, one in two employees wants a greater emphasis on well-being in the workplace.1 Technology is crucial in facilitating that desire. Technology not only enables employers to provide choice, flexibility and on-demand benefits in a practical sense, but also enhances the overall employee experience by being relevant to the audience of one. Employees now expect the technology experience they receive outside work to reflect the technology they are given access to inside work. Organizations who are slow to adopt will find they are actively disengaging their workforce. Since 61 percent of employees choose health as their top concern2, it is important to pay attention to this concern. Providing solutions that span the range of true well-being, from meditation apps, virtual doctor visits, biometric-led fitness coaching, and other tools enhances company values, culture and productivity.  That’s why Mercer acquired Thomsons Online Benefits in 2016 with its leading technology, Darwin. Darwin helps employees connect their benefits with their wider lives by giving them access to personalize their benefits offering. It provides employers with a single source of truth for benefits data, enabling a complete picture of your scheme at a country, regional, or worldwide level, and the ability to make better decisions about how to invest your benefits spend for optimum return on investment. For employers, offering customized solutions using technology helps personalize benefits for employees, resulting in higher impact and engagement. Companies that are using a technology-enabled approach are having the greatest success. Those with the technology to measure the impact of their benefits program are 80 percent more likely to respond to the employee need for well-being.3 We have only begun to scratch the surface on understanding how technology can be applied to advance well-being. Companies that invest in technology have a competitive advantage because their healthy, happy employees can thrive.4 By placing the diverse needs of their employee at the core of their efforts, employers can drive engagement and productivity to unimagined heights.                                1. Global Talent Trends Study 2018 2 Global Talent Trends 2017 3 Global Employee Benefits Watch 2017/18 Report 4 Thriving in a Age Of Disruption