From: The Prophetic Backbone by Robert P. Waters
Throughout the 2008-2012 Great Recession, scientific communities such as the National Institutes of Health reported almost daily about neurologic and genetic discoveries while corporate marketers began to shadow such awe-inspiring findings. Also in the private sector, training and skills development ideas were experiencing a revolution of their own: to replace and not to re-train. In a new best practice HR landscape, to replace meant that a completely new assessment theory could lead the way. The real hiring context was that tech developers would begin developing technologies to replace themselves as employees. From the shadows came the prophets seeking their disciples. Medical communities went about treating people; big business went about replacing them.
What the big tech firms said and actually did was resolved by acquiring nothing more than excessive personal data. They put HR on a spinning wheel: when universities substantiated theories about brain-to-personality traits, software vendors would upgrade their products with the latest revelations. Concluding that behavioral data was producing something beneficial to society, corporations turned the spotlight on their workforces to find smart “science proven” people for the digital future. They were measuring but they were not mentoring.
They could program a robot but they risked lost time and resources when training people. Predictive AI, instead became high value over the human value; the shadow, the representation of innovation evolving beyond brain theories. Finally, an acceptable new science would learn to expose the algorithmic activist; an employee who could disrupt. HR has never looked back.
RPWaters @2018
Throughout the 2008-2012 Great Recession, scientific communities such as the National Institutes of Health reported almost daily about neurologic and genetic discoveries while corporate marketers began to shadow such awe-inspiring findings. Also in the private sector, training and skills development ideas were experiencing a revolution of their own: to replace and not to re-train. In a new best practice HR landscape, to replace meant that a completely new assessment theory could lead the way. The real hiring context was that tech developers would begin developing technologies to replace themselves as employees. From the shadows came the prophets seeking their disciples. Medical communities went about treating people; big business went about replacing them.
What the big tech firms said and actually did was resolved by acquiring nothing more than excessive personal data. They put HR on a spinning wheel: when universities substantiated theories about brain-to-personality traits, software vendors would upgrade their products with the latest revelations. Concluding that behavioral data was producing something beneficial to society, corporations turned the spotlight on their workforces to find smart “science proven” people for the digital future. They were measuring but they were not mentoring.
They could program a robot but they risked lost time and resources when training people. Predictive AI, instead became high value over the human value; the shadow, the representation of innovation evolving beyond brain theories. Finally, an acceptable new science would learn to expose the algorithmic activist; an employee who could disrupt. HR has never looked back.
RPWaters @2018