subjects 3 Flashcards
(3 cards)
L7-Artificial Intelligence, Automation, and the Future of HR Practices
🔹1. Key Technologies Defined
11-Artificial Intelligence (AI): Machines that mimic human behavior (learning, reasoning, self-correction)
2-Robots: Can be physical or digital; used to perform physical or repetitive tasks
3-Robotic Process Automation (RPA): Software that automates routine tasks
4-Automation: Any process done by machines instead of humans to increase efficiency and reduce errors
🔹 2.How These Technologies Improve Performance
AI in customer service (e.g., telecom contract cancellations)
Robot-assisted surgery – less invasive, faster recovery
Automated decision support systems – air traffic control accuracy without increased workload
🔹3. How These Technologies Are Changing Work
Could lead to job losses in routine positions
Also creates new jobs and improves quality of work
Impact depends on how humans (govt, employers, workers) adapt
🔹4. Ethical Considerations in Using AI/Automation
Accountability: Who is responsible for AI decisions? The user, developer, or organization?
Algorithmic bias: Using historical data can reinforce inequality
Humanoid robots and vulnerable populations
Robot rights debate
Losing human control over advanced systems
🔹5. Impacts on HR Practices
Automation frees up HR for human-centered, strategic tasks
Tools: automated reporting, self-service HR platforms, people analytics
Use of digital learning platforms for training and collaboration
Evidence-based decision-making in recruitment
🔹6. ChatGPT in HR
ChatGPT = Generative Pre-trained Transformer
Can help with:
Eliminating repetitive tasks
Talent search
Reducing turnover
Improving employee engagement
Analyzing qualitative HR data
🔹 7.Leadership & HR Challenges
Leaders must ensure technology adoption aligns with culture and strategy
Quote: “Culture eats strategy for breakfast” (Peter Drucker)
HR’s role as facilitator:
Accountability
Change management
Capability building
Measuring progress
🔹8. AI in HR: The Future
Must align with organizational and worker needs
Must be implemented with ethical considerations
Should support—not replace—people professionals
L8-HRM Ethics: Principles, Conflicts, and Responsibilities in Human Resource Practices
🔹1. Foundational Concepts
1-Definition of Management
2-Definition and roles of Human Resource Management (HRM)
Managerial functions (planning, organizing, directing, controlling)
Operative functions (procurement, development, compensation, appraisal, maintenance, separation)
3-Definition of Business
4-Definition of an Organization
🔹2. Ethical Foundations
What is Ethics
What is Business Ethics
What is HRM Ethics
Employers’ moral obligation toward employees
Employees as ends in themselves, not just means
🔹3. Hard vs. Soft HRM
Hard HRM: employees as tools for profit (instrumental view)
Soft HRM: employees as individuals with rights and potential
Ethical theories applied:
Utilitarianism: greatest good for the greatest number
Deontology: duties and respect for individual rights
🔹 4.Ethical Theories in HRM
Stakeholder theory: corporations are responsible to all affected parties
Ethical concerns:
To what extent should employees be used as a means to an end?
To what extent should management act in the interest of employees?
🔹5. Core Areas of HRM Ethics
Basic human, civil, and employment rights (e.g. job security)
Safety in the workplace
Privacy and data protection
Equal opportunity, fairness, and respect
Equity and distributive justice
Autonomy and dignity
Procedural and social justice
Transparency in selection and performance appraisal
🔹 6.Ethical Responsibilities of HR
Improve recruitment and selection practices
Avoid illegal/discriminatory interview questions
Provide ethics training
Conduct fair performance appraisals
Transparent rewards and disciplinary systems
Promote two-way communication
Ensure safety and well-being
Prevent discrimination in any form
🔹 7.Common Unethical Practices
Employers: bias in promotions, exploiting cheap labor, union manipulation, child labor
Employees: falsifying documents, taking unethical decisions for personal convenience
🔹 8.Fairness and Justice in HRM
Dignity, respect, trust
Equal development opportunities
Employee commitment and alignment with organizational goals
Policies that support equitable treatment
Ethics-driven management decisions
L9-Talent Management and Career Conversations: Identifying and Developing High Potentials
📌 1. Core Frameworks for Talent Development (Most Important)
These are the must-know models and tools your professor is most likely to ask about:
1-SMART Objectives – Goal-setting tool: Specific, Measurable, Achievable, Relevant, Time-bound
2-WASPS Model – For performance conversations: Welcome, Ask, Supply Feedback, Plans, Step
3-SBI Framework – For giving structured feedback: Situation, Behaviour, Impact
4-SARA Model – Common emotional reactions to feedback: Shock, Anger, Rejection, Acceptance
5-9-Box Matrix – Visual tool for classifying employees by performance & potential
6-70/20/10 Model – Learning method: 70% on-the-job, 20% from others, 10% formal learning
📌 2. Talent Identification & Assessment
Important for understanding how organizations spot and grow high potentials:
Talent vs. Performance – High performance doesn’t always mean high potential
ADE Model (AXA) – Ability, Drive, Engagement – to define potential
Pre-Identification Matrix – Behaviors used to assess potential
Features of Talent – Curiosity, adaptability, learning agility, drive, engagement
Unconscious Bias – How hidden biases affect who gets labeled as “talent”
Organizational Talent Review (OTR) – Structured process for assessing talent
📌 3. HR & Manager Roles in Talent Development
Helps you tie everything to real HR practice:
Role of Manager – Observe, assess, support talent growth
Role of HRBP – Help managers make objective and strategic talent decisions
Development Plans – Link employee growth with business needs
Coaching Conversations – Ongoing, supportive career development discussions
📌 4. Career Conversations
Less likely to be the focus of a full exam question but still important context:
Types of Career Conversations – Exploratory, developmental, performance-related
Talent Triangle – Executive, Manager, Individual Contributor – levels of focus in development
