human resource is dead


The term ‘Human Resource’ was first coined in 1893 by John R. Commons in
his book The Distribution of Wealth and subsequently used in the 1920’s as
workers were increasingly seen as a kind of capital asset. Think about that.
In a world where a better, more powerful smartphone comes out every year,
most companies still believe in attracting talent – the most essential
component of their business – on an idea that is more than a century old.

And it’s starting to show. Today, young people no longer aim to work in
massive cubicle filled floors, lit by rows of harsh fluorescent lights and drab
carpeting. Instead, they are taking their talents to fresh, exciting start-ups that
seek to change the game every day while offering opportunities and
amenities that match the personalities of their staff.

So will a simple office makeover make you the place to be for waves of new
millennial talent? Not if you don’t change the culture of your company along
with it. How do you know what good company culture is or if you have it?
Let’s take Google as an example. Apart from being at the forefront of
technological innovation, Google is renowned for having truly enviable levels
of workplace culture.

People are waiting in line to join them.
Apart from the high pay, everyone has heard about Google’s in-house cafe
and catering services which provide their employees free food and beverages
round the clock. It’s the little things like these that play a huge part in getting
people to do anything to be part of the team.

Turnover is low.
It isn’t very often that you hear of someone leaving Google once they’ve
made it in, even at entry or mid-level jobs. This is often the sign of positive
workplace culture.

Top leaders are not insecure about the success of others.
Google founders Larry Page and Sergei Brin famously made way for Sundar
Pichai to become CEO of Google in 2015.

It’s not just a job.
Google is more than just an employer, being part of the team is validation
and confirmation that you have made it in your field and that the future is
brighter than ever.

Fear is missing.
Google staff are given time and encouragement to pursue projects that are
outside their scope of work. In fact some of Googles best products, like
Gmail, arose out of an employee side project.

So how can you start to change your company culture so you too can start to
attract talent the way Google does?

Perhaps you can share the wealth with employees?
Money is a great motivator, it’s no secret. But what’s even more important is
the feeling of ownership in the success and failures of the company.
Employees who feel like owners can have a real incentive to stay and succeed
with the company.

Maybe create a better, high-energy environment?
People spend a huge proportion of their day at the office, so it should be a
fun and stimulating place in which to work. Casual, open office spaces tend to
work best when there are enough places for staff to work in private should
they choose to.

Or even give employees space to dream on the job?
Visions for the company’s future don’t just come from the top. Every
employee can feel like their ideas, or opinions have value and the best way to
do that is to give them some time during work hours to work on their own
projects or simply just to daydream. This leads to happier employees and
possibly great ideas.

Or you can engage with a “People Specialist”.
At Accendo, we believe that people are not commodities. They are talented
creators, partners and assets just waiting for the right company to collaborate

We’ll help you develop your company culture to not only attract the best
talent, but train and maintain your existing talent, leading to increased job
satisfaction and performance in the long run.

To us it’s not about human resources. It’s about reengineering peopleperformance at work.




We’ve seen the movies. Hulking Austrian bodybuilder in a leather jacket and shades, living tissue
over metal endoskeleton, kicking down doors to terminate all living humans. It figures why the very
concept of Artificial Intelligence makes some of us uneasy. Especially when it comes to our job

In fact, very few subjects in science and technology are causing as much excitement right now as
A.I. In a lot of cases this is good reason, as some of the world’s brightest minds have said that it’s
potential to revolutionise all aspects of our lives is unprecedented.

But let’s not jump into our doomsday bunkers just yet. As with anything, A.I. in the workplace has
earned itself more than a few myths that need clearing up.

A.I. will replace all jobs.

It’s true that the advent of A.I. and automation has the potential to seriously disrupt labour – and in
many situations, it is already doing just that. However, it’s not as easy as boiling it down to a
straightforward transfer of labour from humans to machines.

Previous industrial revolutions did their part in transforming much of the employment landscape,
such as the mass shift from agricultural work to factories during the nineteenth century. The
number of jobs has generally stayed consistent though.

Despite what sci-fi fans say, there’s very little actual evidence to suggest that mass unemployment
or widespread redundancy of human workforces is likely. And no, humans are not at risk of
becoming a slave race to our machine overlords.

In fact, it is just as possible that a more productive economy brought about by the increased
efficiency and reduction of waste that automation promises will give us more options for spending
our time on productive, income-generating pursuits.

In the short-term, employers are generally looking at AI technology as a method of augmenting
human workforces, and enabling them to work in newer and smarter ways, and more importantly,
perform jobs that bring them more enjoyment.

Only low-skilled workers are affected by A.I.

In fact, A.I. equipped robots and machinery are carrying out work generally reserved for the most
highly trained and professional members of society. In medicine for example, machine learning
algorithms assess images such as scans and x-rays, looking for early warning signs of disease,
which they are proving highly competent at spotting. However, this as well as many other
professions, involve a combination of routine, though technically complex, procedures – which are
perfect for machines – as well as procedures that require a human touch. With A.I. assistance,
human workers will have more time to focus on these areas and procedures that no machine can
yet master.

A.I. will become better at everything we can do.

Specialised A.I. are the ones focused on performing one job, or working in one field, and becoming
increasingly good at it – are a fact of life today. Take voice recognition and language translation for
instance. Generalised A.I. however – those which are capable of applying themselves to a number
of different tasks, just as human or natural intelligence are – are further off. There are just
somethings that humans can do, that A.I. can’t. No matter what the movies may tell you.

A.I. will outpace human intelligence.

This is a misconception brought about by picturing intelligence as a linear scale. One in which
animals score at the lower end, humans at the higher end, and A.I. at the top.
In reality, intelligence is measured in many different dimensions. In the speed of calculations or
capacity for recall, computers already far outpace us, while in others, such as creative ability,
emotional intelligence, and strategic thinking, they are still nowhere near and aren’t likely to be any
time soon. Life, as they say, finds a way.

So now that we have dispelled these myths. How can business owners bridge the disconnect
between their perceptions, and their employees’ actual willingness to work with A.I. to augment
their jobs? A recent survey of more than 14,000 workers globally discovered that 62%
believe that A.I. will have a positive impact on their work. 67% of workers believe it will be
important to learn new skills to work with A.I. in the next three to five years. These data points have
been distilled into 3 main recommendations:

Understand: Companies need to develop a better understanding of individual workers’
expectations and aspirations in order to create training modules and awareness programs that
better address differences in motivation and skill levels.
Measure: Take a holistic approach to ensure that training is relevant by assessing which training
methods work then measuring employee interest and engagement as well as the effectiveness of
various training methods.
Be Human: In an increasingly digital workplace, uniquely human attributes such as empathy,
creativity, listening and inclusion are needed now more than ever. Leaders should be visible
examples of these human attributes and should be developed at all levels where the actual work
occurs, empowering employees to exercise autonomy and make decisions.

To have a better understanding of how to better prepare your workforce to work with A.I. in the
near future, reach out to us at ACCENDO.


Sources: 1 workforce

robots take our jobs-min

Robots Are Coming To Take Our Jobs

Well, not really. 

Let’s start with admitting the fact that disruption is inevitable, but nonetheless, deeply feared.

This is true in all facets of human life, but especially in the workforce when it comes to facing the reality of robots and artificial intelligence. 

We’ve seen this with every big technological leap. From the printing press to the farming and later the industrial revolutions, to automobiles and computers. Today, as we prepare to enter the next big technological revolution, A.I, we must once again reflect on how we want this profound, transformation to our society to occur, especially in the fields of global business and human resources. 

We’ve all seen the articles of A.I.’s early adopters. Driverless cars, virtual assistants, gaming, speech recognition, language processing, have all been the result of A.I.’s power to transform the paradigm and enable new possibilities. 

But where does this leave us? 

For software developers, data scientists, engineers and most information technology workers, A.I. is perceived to either be putting their jobs at risk or changing their responsibilities to accommodate its rapid advancement. As A.I. development accelerates, it is only natural for workers and business owners in other industries to ask themselves:

Are my skills relevant anymore? 

As counter-intuitive as it sounds, the rise of A.I. adoption has actually led to companies investing more in their human workforce. As the increase in investments in software and technologies that support A.I. implementation, also increases the need for training and skill-building of employees working alongside it. As it happens, companies can’t go all-in on AI without balancing the investment ratio between technology and human workers. Furthermore, in recent research, more than 80% of decision makers say they’ll retrain or redeploy employees whose roles are replaced or plan to be replaced with new technologies

So how can today’s workforce better prepare itself to form the missing middle, as it were, between human and A.I. collaboration in the near future? 

To start, most traditional forms of work have become a chain of mundane, repetitive tasks, not needing a human being’s high intelligence and creative problem-solving abilities, instead of being tasks readily done by machines with synthetic intelligence. What is needed is lifelong learning and skill development. 

Market studies suggests that there are 3 angles for employees and employers to work together to speed up learning and application of crucial capabilities for the future of human and AI collaboration

Like-mindedness – Common goals for workers and employers in the new workplace. 

  • Readiness – Preparing employees in advance through clear communication and focused overall strategy.
  • Talent Overview – Understanding the current workforce and identifying the capabilities and gaps to know whether to buy or build talent. 
  • Utilising Data Technology – AI algorithms help spot hidden talents and transferrable skills which otherwise go undetected to utilise the most out of the current talent. 

Go-Getters – Providing opportunities for workers to self-develop and build their skillsets with quality resources. 

  • Scientific methods – Improved effectiveness of learning for experienced workers with the use of established and scientific techniques. 
  • Smart technologies – Simulations through virtual reality (VR) and augmented reality (AR) provide realistic situations that give workers a chance to train more effectively. 
  • Collaborative Learning  Peer-to-peer learning encourages extensive learning through the sharing of resources, ideas and creativity. 

Mutual Values – Cultivating a culture that encourages growth and continual learning.  

  • Encourage growth – Nurture people to adapt and prepare for growth. 
  • Enabling learning – Provide easy access to quality training programs and resources that are globally proven. 
  • Always learning  Provide clear overview of performance to increase engagement combined with possible career pathways with skills training. 

It’s important to remember that jobs will indeed change over the next 10 to 20 years in the face of A.I. but that this is more of an opportunity than a death sentence. With the right attitude to learning, developing interdisciplinary skills, and a touch of human spirit and ingenuity, human beings will be an essential cog in the machine of industry, along side our A.I. assistants, for generations to come. 

Find out more about how we can help you develop your workforce for the future at


get over yourself article

Get Over Yourself, It’s Not Just About You.

It’s easy to feel that the problems of finding and retaining talent are only affecting you. The truth is, this is a problem affecting all industries across all markets. In today’s increasingly individualistic ‘always on’ talent economy, the trends of doing business are rapidly changing, and Human Resources departments have to adapt.

One of the top challenges HR departments have to face is employee engagement. Something that is easier said than done. Also of note is that as more and more baby boomers retire from the workforce, they are being replaced with more job-jumping millennials. This means that HR professionals need to refresh their tactical engagement activities and explore fresh, next-generation methods to gain employee feedback and attention.

Creating and strengthening organisational culture is also a big challenge that will face HR departments. There is a strong link between recruitment and company culture, a fact that many HR professionals and company owners fail to see, or think lightly of. Candidates today are drawn to a cultural fit more than they have ever been. This can be seen in the popularity in ‘start-up culture’ exhibited in Silicon Valley inspired companies, best showcased in companies like Apple and Google.

There is and will continue to be a huge stepped-up competition for talent in the immediate future. As labor markets improve, and the need for skilled and educated workers rises around the world, organisations will find it even more difficult to find quality employees. Savvy HR professionals will start highlighting cultures that incorporate the fundamentals of a great place to work, including CSR initiatives, good worker safety measures, good compensation, and an overall sense of civility and respect in the workplace.

There will also be new developments in tools and technology which will raise concerns for security and privacy for both employee and employer. The threat of data breaches and supply chain weakening will increase in turn. As well as the ever increasingly situation of placing employees in dangerous situations due to the rise in terrorism both in the world and in cyberspace.

With the passage of time, comes demographic change and with it, the inevitable HR challenge. Chief of which are population changes in global labor markets, the aging workforce, generations working together and cultural diversity.

The growing importance of big data in the todays economy presents an opportunity to HR professionals but will also place you under pressure. Business leaders will increasingly demand that HR departments use metric and in-depth analytics to make their decisions and demonstrate return on investment, like other departments in the company.

With more employees dissatisfied with performance management practises and compensation packages as a whole, HR professionals will also have to relook at how performance is monitored and graded, while integrating it with a new form of performance based remuneration, in order to keep tomorrow’s employees satisfied and performing above and beyond what is required of them.

These ever-changing situations can cause anxiety in the hearts and minds of any HR professional. You may feel like you need to be an expert in everything. With the ability to perform the occasional miracle of the opportunity (and your boss) demands it. However this is impossible. These challenges will be faced by all HR departments across every market. It is best to not take things personally. What is possible however, is engage with a partner who is an expert in the field, to help that some of the load off your shoulders.

Here at Accendo, we have more than 20 years of industry knowledge to help you do make sure you adapt to changing situations, and get the right, most talented and skilled hires and then keep them for the long haul. We believe in People, Performance and Work and have the technology and tools to not only attract the right kind of candidates but train, inspire and retain them too, helping your company adapt to difficult changing times, and come out on top in the process.

should you replace article-min

Should You Replace Your People With Robots?

If you think this question is a joke, I assure you that it isn’t. In an early 21st century world that is hungry for quality products and services delivered in a timely manner, and which also constantly bemoans the lack of work ethic amongst the millennial workforce, companies and human resource professionals like you have very real reasons to look to our machine counterparts for an answer to your labour quandaries.

And before you think that this is an unrealistic modern solution, it is not without precedent. In the 19th century for instance, more than 70 per cent of Americans worked on farms . Since the birth of the industrial revolution, only 1 per cent of their jobs have remained, the rest replaced by machinery and farm automation.

With that said, here are some reasons your business could benefit by replacing your employees with increasingly high-tech robotic A.I.

With machines, progress comes rapidly. Consider how much more memory your computer today has compared to a computer just 15 years go. In fact, between 1960 and 2003, computer memory density has increased by a factor of 5 million! That’s a rate of progress of about 60% year on year . At the same time, the power of CPUs has been increasing about 40% a year for the past 50 years. Looking at those numbers, you could reasonably expect your robot workforce to dramatically outperform humans in no time at all.

Own a smartphone? Of course you do, and it’s a fair guess that you’d probably recognise the name Foxconn. They’re the world’s largest contract manufacturer, and produce a huge number of the smartphones in the market today with their workforce of approximately 1 million humans in China. In 2011, the company installed 10,000 robots called Foxbots, today they install about 30,000 per year. That’s 30,000 jobs a year that humans will not be hired for. Now imagine if each of these Foxbots increased their performance at the same rate of 40% a year.

The use of robots has not been limited to just the manufacturing industry. In 2013 the FDA approved the the Johnson & Johnson Sedasys machine . It’s role is to administer the drug propofol to sedate patients without the need for an anaesthesiologist. The Computer-Aided Diagnosis (CADx) machines have also been proven to perform more consistently in identifying the signs of cancer in the field of radiology by a factor of 10 compared to human radiologists.

With robotic machine intelligence already having a major effect in fields as diverse as manufacturing and medicine, should you really consider ditching your people for robots?

The simple answer is no. Why? Because for the time being, there are jobs in which humans are simply better at than machines.

A drug dispensing robot or CADx machine will never replace a human doctor who is able to make diagnoses by comparing their body of medical knowledge compared against lab results and symptoms as described by patients during simple personal consultations.

Compared to robots, humans are also able to employ advanced if yet unexplained pattern recognition skills which we call intuition. Similarly, therapists, managers, and sales people are jobs which require a distinctly human touch as interacting and communicating with others, influencing behaviour and gathering information are skills yet to be perfected in machines.

Many jobs also require advanced mental abilities. Take jobs as diverse as nurses and plumbers for instance. Both involve a great deal of advanced pattern recognition and problem solving depending on the range of unforeseen challenges faced on the job each day. Robots are still years away from being able to perform anywhere close to what is required. And lets not even consider the cost of developing such a machine.

Perhaps it is of no coincidence that it was NASA – the ultimate symbol of technological advancement – that in a 1965 report advocating manned space flight stated that “ Man is the lowest cost, 150-pound, nonlinear, all-purpose computer system which can be mass-produced by unskilled labour”.

If it works for NASA, why not for your company?

Perhaps the question you should be asking yourself is not whether you should replace your staff with robots, but how do you hire more effectively and train your staff to increase their capabilities instead?

At Accendo, we specialise in the tools and technology to do just that. Allowing you to connect, attract, nurture and retain the best people so that your company has what it takes to remain competitive in the highly mechanised 21st century and beyond.