People & Strategy Summer 2017 Vol. 40 Issue 3 - 9

benefits of the "uberization" of the economy. As Hogan's multi-year research has
compellingly demonstrated, human motivation depends on three fundamental
needs: to get ahead, to get along, and to
find meaning. Freelancing falls short of
meeting these fundamental psychological requirements, and "the psychological
payback that traditional organizations
provide to their employees," the Hogan
X team argues, remains critical to
employee well-being and organizational
performance as a whole, technology
notwithstanding.
Brian Kropp, practice leader at Corporate Executive Board, brings the conversation back to the importance of the
role companies need to play in the face
of the automated options the new economy offers. Based on CEB's findings,
Kropp presents a continuum of options
where, on the one end, companies are
increasing their investments into training and development with the intention
of bringing their employees along to the
next economy. Those companies are set
to create a win-win scenario for employees and companies alike by working to
engage their workforce and to increase
productivity. On the other end, there are
companies that are chasing the lower
costs that the "gig economy" offers and
possibly taking on more risk by disengaging their workers, losing institutional
knowledge, and potentially damaging
their reputation as employers.
The impact of automation on humans is not yet fully understood. Fuzzy
boundaries between the two economies
will most likely persist and widen as
workers continue to migrate between
different types of employment. Even if
the gig economy slows, it is not going
away. Platforms, apps, and coworking
spaces will continue to multiply and
improve their user services. Communities of practice will become expert at
providing those intangible benefits that
human workers need to thrive. Yet,
despite some warnings to the contrary,
innovative, fast learning organizations
will maintain their stronghold on the
employment of choice. They are loosening their administrative grip on workers'
mobility while refocusing on cultural
uniqueness and employee experience to
meet the demands of the next generation of talented nomads. IoP deserves a

closer examination, and we are here to
contribute our share.
Anna Tavis, Ph.D., is associate professor of
human capital management at New York
University, Perspectives editor, and coeditor
of Point Counterpoint II. She can be reached
at anna.tavis@nyu.edu.POINT

The Human
Response to AI
By Ravin Jesuthasan
As a participant at the World Economic
Forum's annual meetings in Davos,
one can't escape discussions about the
Fourth Industrial Revolution and its
implications for society, organizations,
and work. The inherent relationships
and dependency between these three
elements cannot be overstated. The
twin forces of technology enablement
and the democratization of work are
enabling rapid transformation in how
work is done, where it is done and by
whom or what. This in turn is redefining what the organization actually is
and its value exchange with its sources
of work. Is it a self-contained entity, as
in years past, or the permeable hub of
an ecosystem for work? As more work
escapes the boundaries of employment
and companies increasingly embrace
the plurality of means for work-
whether that be free agents on a talent
platform like Upwork, independent
contractors, AI or robotics-the implications for society will be profound.
As the speed of the Fourth Industrial
Revolution rapidly eclipses that of the
previous three, companies will seek to
seamlessly optimize speed to capability,
cost and risk, shifting work between
these various sources while eschewing
longer-term contracts and liabilities in
favor of more variable costs that are
aligned to when work is delivered.
The shift in work from a singularity
of focus on employment to this new
plurality of means, as described in
Lead the Work, will see organizations
continue their inexorable shift away
from the implied promise of longterm employment (think implied
promises of long-term employment,

defined benefit pension plans, and
retiree medical programs) in favor of
work relationships that are shorter in
duration. This trend has been playing
out for some time as companies first
transformed the traditional employment relationship to reduce their
long-term obligations, then shifted to
utilizing alternative sources of workers
(contingent talent, outsourcing) and
more lately have started to use AI for
the many routine aspects of work.
The rapid growth of cognitive
automation is creating a new set of
work providers that promise a step
change in the aforementioned metrics
of speed to capability, cost, and risk.
Analysis by Willis Towers Watson suggest cost savings of 60 to 80 percent for
cognitive automation over traditional
employees. This is in contrast to the 25
to 30 percent savings typically realized through outsourcing. So, where
does all this leave employees, or more
broadly, human talent?
Without a doubt, we humans still
have (and will for the foreseeable
future) a pivotal role to play in work.
As automation increasingly takes hold
of the routine aspects of work, jobs
will be reconfigured to emphasize the
non-routine, truly human elements.
But how will humans engage with organizations? Even as companies reduce
the traditional elements of security in
the employee value proposition, our
engagement surveys continue to point
to the primacy of meeting that very
basic human need.
Will we see the return of DB
pension plans? Will we see companies
reverse the declining trend of investing
in the development of the workforce
as the demands for reskilling accelerates? No, as the traditional trappings
of employment fall away, new intermediaries will step in to connect and
support pools of talent that engage
with companies in myriad ways. Much
like IoT is connecting all types of digital devices and enabling applications
that were previously inconceivable, IoP
will connect various pools of talent, enabling continuous upskilling, boundaryless careers, access to work opportunities, income continuation solutions,
and access to various other benefits.
As jobs get deconstructed so they
VOLUME 40 | ISSUE 3 | SUMMER 2017

9



Table of Contents for the Digital Edition of People & Strategy Summer 2017 Vol. 40 Issue 3

From the Executive Editor
From the Guest Editors
Perspectives
It’s Time for a Second Playbook: HR’s Leadership Role in Transformation
Industry 4.0: Preparing for the Future of Work
When Fast Is Too Slow: “Xcelerating” Leaders at Electronic Arts
Patagonia’s Journey into a New Regenerative Performance Approach
Getting Results with Talent Analytics
How Artificial Intelligence Will Change HR
The Internet of People Delivers New Ways of Learning
Executive Roundtable
In First Person
Linking Theory + Practice
Book Reviews
Leadership Insights
People & Strategy Summer 2017 Vol. 40 Issue 3 - Cover1
People & Strategy Summer 2017 Vol. 40 Issue 3 - Cover2
People & Strategy Summer 2017 Vol. 40 Issue 3 - 1
People & Strategy Summer 2017 Vol. 40 Issue 3 - 2
People & Strategy Summer 2017 Vol. 40 Issue 3 - 3
People & Strategy Summer 2017 Vol. 40 Issue 3 - From the Executive Editor
People & Strategy Summer 2017 Vol. 40 Issue 3 - 5
People & Strategy Summer 2017 Vol. 40 Issue 3 - From the Guest Editors
People & Strategy Summer 2017 Vol. 40 Issue 3 - 7
People & Strategy Summer 2017 Vol. 40 Issue 3 - Perspectives
People & Strategy Summer 2017 Vol. 40 Issue 3 - 9
People & Strategy Summer 2017 Vol. 40 Issue 3 - 10
People & Strategy Summer 2017 Vol. 40 Issue 3 - 11
People & Strategy Summer 2017 Vol. 40 Issue 3 - 12
People & Strategy Summer 2017 Vol. 40 Issue 3 - 13
People & Strategy Summer 2017 Vol. 40 Issue 3 - It’s Time for a Second Playbook: HR’s Leadership Role in Transformation
People & Strategy Summer 2017 Vol. 40 Issue 3 - 15
People & Strategy Summer 2017 Vol. 40 Issue 3 - 16
People & Strategy Summer 2017 Vol. 40 Issue 3 - 17
People & Strategy Summer 2017 Vol. 40 Issue 3 - 18
People & Strategy Summer 2017 Vol. 40 Issue 3 - 19
People & Strategy Summer 2017 Vol. 40 Issue 3 - Industry 4.0: Preparing for the Future of Work
People & Strategy Summer 2017 Vol. 40 Issue 3 - 21
People & Strategy Summer 2017 Vol. 40 Issue 3 - 22
People & Strategy Summer 2017 Vol. 40 Issue 3 - 23
People & Strategy Summer 2017 Vol. 40 Issue 3 - When Fast Is Too Slow: “Xcelerating” Leaders at Electronic Arts
People & Strategy Summer 2017 Vol. 40 Issue 3 - 25
People & Strategy Summer 2017 Vol. 40 Issue 3 - 26
People & Strategy Summer 2017 Vol. 40 Issue 3 - 27
People & Strategy Summer 2017 Vol. 40 Issue 3 - 28
People & Strategy Summer 2017 Vol. 40 Issue 3 - 29
People & Strategy Summer 2017 Vol. 40 Issue 3 - Patagonia’s Journey into a New Regenerative Performance Approach
People & Strategy Summer 2017 Vol. 40 Issue 3 - 31
People & Strategy Summer 2017 Vol. 40 Issue 3 - 32
People & Strategy Summer 2017 Vol. 40 Issue 3 - 33
People & Strategy Summer 2017 Vol. 40 Issue 3 - 34
People & Strategy Summer 2017 Vol. 40 Issue 3 - 35
People & Strategy Summer 2017 Vol. 40 Issue 3 - Getting Results with Talent Analytics
People & Strategy Summer 2017 Vol. 40 Issue 3 - 37
People & Strategy Summer 2017 Vol. 40 Issue 3 - 38
People & Strategy Summer 2017 Vol. 40 Issue 3 - 39
People & Strategy Summer 2017 Vol. 40 Issue 3 - 40
People & Strategy Summer 2017 Vol. 40 Issue 3 - 41
People & Strategy Summer 2017 Vol. 40 Issue 3 - How Artificial Intelligence Will Change HR
People & Strategy Summer 2017 Vol. 40 Issue 3 - 43
People & Strategy Summer 2017 Vol. 40 Issue 3 - 44
People & Strategy Summer 2017 Vol. 40 Issue 3 - 45
People & Strategy Summer 2017 Vol. 40 Issue 3 - 46
People & Strategy Summer 2017 Vol. 40 Issue 3 - 47
People & Strategy Summer 2017 Vol. 40 Issue 3 - The Internet of People Delivers New Ways of Learning
People & Strategy Summer 2017 Vol. 40 Issue 3 - 49
People & Strategy Summer 2017 Vol. 40 Issue 3 - 50
People & Strategy Summer 2017 Vol. 40 Issue 3 - 51
People & Strategy Summer 2017 Vol. 40 Issue 3 - Executive Roundtable
People & Strategy Summer 2017 Vol. 40 Issue 3 - 53
People & Strategy Summer 2017 Vol. 40 Issue 3 - 54
People & Strategy Summer 2017 Vol. 40 Issue 3 - 55
People & Strategy Summer 2017 Vol. 40 Issue 3 - 56
People & Strategy Summer 2017 Vol. 40 Issue 3 - 57
People & Strategy Summer 2017 Vol. 40 Issue 3 - In First Person
People & Strategy Summer 2017 Vol. 40 Issue 3 - 59
People & Strategy Summer 2017 Vol. 40 Issue 3 - Linking Theory + Practice
People & Strategy Summer 2017 Vol. 40 Issue 3 - 61
People & Strategy Summer 2017 Vol. 40 Issue 3 - 62
People & Strategy Summer 2017 Vol. 40 Issue 3 - 63
People & Strategy Summer 2017 Vol. 40 Issue 3 - 64
People & Strategy Summer 2017 Vol. 40 Issue 3 - 65
People & Strategy Summer 2017 Vol. 40 Issue 3 - Book Reviews
People & Strategy Summer 2017 Vol. 40 Issue 3 - 67
People & Strategy Summer 2017 Vol. 40 Issue 3 - 68
People & Strategy Summer 2017 Vol. 40 Issue 3 - Leadership Insights
People & Strategy Summer 2017 Vol. 40 Issue 3 - 70
People & Strategy Summer 2017 Vol. 40 Issue 3 - Cover3
People & Strategy Summer 2017 Vol. 40 Issue 3 - Cover4
http://www.nxtbook.com/ygsreprints/HRPS/hrps_41_3_2018
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http://www.nxtbook.com/ygsreprints/HRPS/hrps_40_4_2017
http://www.nxtbook.com/ygsreprints/HRPS/hrps_40_3_2017
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http://www.nxtbook.com/ygsreprints/HRPS/hrps_39_4_2016
http://www.nxtbook.com/ygsreprints/HRPS/hrps_39_3_2016
http://www.nxtbook.com/ygsreprints/HRPS/hrps_39_2_2016
http://www.nxtbook.com/ygsreprints/HRPS/hrps_39_1_2016
http://www.nxtbook.com/ygsreprints/HRPS/hrps_38_4_2015
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http://www.nxtbook.com/ygsreprints/HRPS/d47867_hrps_winter2015
http://www.nxtbook.com/ygsreprints/HRPS/hrps_fall2014_teaser
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