A.I.

and Remote Working

A.I. and Remote Working
A Paradigm Shift in Employment

Dr Tony Miller
A.I. and Remote Working: A Paradigm Shift in Employment

Copyright © Business Expert Press, LLC, 2022.

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All rights reserved. No part of this publication may be reproduced,

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First published in 2019 by

Business Expert Press, LLC
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ISBN-13: 978-1-63742-121-5 (paperback)

ISBN-13: 978-1-63742-122-2 (e-book)

Business Expert Press Human Resource Management and Organizational

Behavior Collection

Collection ISSN: 1946-5637 (print)

Collection ISSN: 1946-5645 (electronic)

Second Edition: 2022

10 9 8 7 6 5 4 3 2 1
 Description
Artificial Intelligence (AI) will change the world as we know it within only
a few years. Its most significant impact will be on our Human ­Resource
(HR). What is AI and what’s made it significant are contained in this
concise book. The book has a wide readership and will provide for many
organizations the catalyst for swift change to take strategic advantage of
what AI has to offer.
In this book are some of the HR processes that can be changed today,
suggestions on what’s available, and some resources you may wish to use.
The evidence so far is that many HR functions have not developed AI strat-
egies, in a false belief that AI is in the future. But it’s here and it’s happening,
and the change is expediential in its growth; we are in the change window
for a massive paradigm shift, now is the time for immediate action.
The arrival of cognitive deep learning in AI will herald a massive para-
digm shift in employment. The change is happening now. At the forefront
of the change will be the human resource. This book is the catalyst for
change many HR functions will need. Advice on progress with AI and
specifically HR processes that will be most directly affected are contained
within this concise book.
This is truly a golden opportunity for human resource profession-
als, organizational designers, business managers, business students, and
workforce planners.
Organizations that act, and act fast, will be the beneficiaries of the
AI and Homeworking revolution. The combination of A.I. and home-
working will be the biggest paradigm shift the world has ever seen on
employment.

Keywords
algorithms; artificial intelligence; automation; bonus; change; change;
cognitive learning; compensation; deep learning; Generation Z; human
resources; iGen; organizational design (OD); paradigm shifts; poor
vi keywords

performers; process re-engineering; recruitment; robots; talent; talented;

unemployment; Universal Basic Income (UBI); workforce planning;
homeworking; remote working
 Contents
Chapter 1 What Is Artificial Intelligence and Remote Working?
What Is Its Impact Going to Be?........................................1
Chapter 2 Human Resources—On the Front Line
for a Change....................................................................11
Chapter 3 How AI, Homeworking, and Process Redesign Will
Impact on Organizational Structures and Reducing
Headcount—Rightsizing Your Organization....................45
Chapter 4 Aligning HR Processes with AI—Productivity
Measurement and Performance Appraisal.........................57
Chapter 5 Automating Training Needs Analysis and Training
Evaluation........................................................................81
Chapter 6 Digital Footprints and How They Can be
Used to Upgrade Recruitment and Succession
Planning—The End of Testing?........................................87
Chapter 7 Pay and Rewards............................................................101
Chapter 8 New Skills Needed to Manage This Massive
Paradigm Shift from Traditional HR To Artificial
Intelligence Focused HR................................................107
Chapter 9 Useful Formula and the Productivity Dashboard............111
References............................................................................................123
Suggested Readings...............................................................................125
About the Author.................................................................................127
Index..................................................................................................129
 Chapter 1

What Is Artificial
Intelligence and Remote
Working? What Is Its Impact
Going to Be?

Historical Development
Unprecedented changes are happening in the world of work. What is of
particular interest is, they are all happening at the same time.
We have the most significant advancement in artificial intelligence
(AI) Figure 1.1, which is now working, and it is beyond our full compre-
hension. What is staggering—this has been happening dramatically since
2014. It is causing a massive paradigm shift that is irreversible, and it will
change life and work, as we know it forever. To put this into context, if
one looks at the development of humankind from 9000 BC to date, what
we see in the past few years is expediential growth (Bauckhage 2017). The
development of the gross world product has outstripped anything that has
cumulatively happened before—and it has happened dramatically fast.
Three predictions that were quoted by Bauckhage:

By 2027 every process will be managed by A.I. (Bauckhage 2017,

University of Bonn, Germany)

By 2027 70% of all S&P companies will have disappeared.

(­McKinsey 2016)

60% of all professions will be affected by automation. (McKinsey

2016)
2 A.I. and Remote Working

Where are we now?

Every step had to be written in

Programing a computer code– massively time
consuming

The computer learns by

Machine learning algorithms, and can learn by
itself

The deep learning

Deep learning algorithm allows the
computer to learn and
solve problems we don’t
understand; it’s ability
seems amazing with no
apparent limitations.

Figure 1.1  Significant development steps

If you do not have a strategy for AI already, you need to activate one
now. Progress is moving so fast that organizations cannot afford to wait;
changes will not wait—for sure.
AI has come to the fore because of three significant factors.

1. The first is what we refer to as Big Data. We now can manipulate

vast quantities of stored data and with these data can produce pre-
dictive outcomes. What’s been in the press often is, how our digital
footprint is now being used. From the moment you ever switched on
a computer, mobile phone, or tablet or used a credit card, data have
been recorded, stored, shuffled, packaged, and sold by companies
such as Axiom. Big Data is now available to all.
2. The next is affordable high-powered computing. Processing speeds
and storage have increased, and the prices of computing have dra-
matically dropped. We now have quantum computers, some of
which allow free access.
3. The final is the emergence of deep learning systems. These are sys-
tems that start to learn by themselves using cognitive learning—no
need for old-style programming.
 What Is Artificial Intelligence 3

The formula then is

BD + HPC + DLS = AI.

You will hear the term neuro networks being used quite frequently
these days; so, here is an attempt to explain what they are. In Figure 1.2,
here we have the straightforward mathematical computation an input,
weighting and addition, then that gives us a mathematical output.
AI, particularly deep learning, develops things further and has made
rapid strides in a relatively short span of time.
In AI, we connect many layers of neurons; in fact, today we have mil-
lions of these as paired inputs and likewise a multitude of outputs. Deep
neural networks are vast and very complicated; the big breakthrough that
happened recently is that these networks now have cognitive ability to
process; this has caused a dramatic improvement and change. It can be
called self-thinking. The program automatically alters the weighting and
keeps self-adjusting until it achieves predetermined outcomes Figure 1.3.
The person credited for this is probably Geoffrey Hinton, the company
who has been most instrumental in exploiting this GOOGLE.
To instruct AI and to get it to solve problems, we use algorithms. An
algorithm is a detailed series of instructions for carrying out an opera-
tion or solving a problem. In a nontechnical context, we use algorithms

Mathematical neuron
INPUT

X1 Weighted

W ADDED OUTPUT

W
X2
W

X3

Figure 1.2  A mathematical neuron

4 A.I. and Remote Working

Hidden layer Hidden layer Hidden layer

INPUT

OUTPUT

Figure 1.3  Deep neural network

in everyday tasks, such as a recipe to bake a cake or a do-it-yourself

handbook.
AI system computers use algorithms to list the detailed instructions
for carrying out an operation. For example, to compute an employee’s
pay check, the computer uses an algorithm. To accomplish this task, ap-
propriate data are entered into the system. What makes this particularly
efficient is that, various algorithms can accomplish operations or problem
solving easily and quickly.
However, it is important to note that a programming algorithm
is not a computer code. It is written in simple English (or whatever
the programmer speaks). It does not beat around the bush—it has a
start, middle, and an end. In fact, you will probably label the first step
start and the last step end. It includes only what you need to be able to
carry out the task. It does not include anything unclear, or ambiguous
(Study.com 2018).
There are breakthroughs in every area of business; the finance indus-
try, for example, has found that AI is a better and safer way to do trading.

The Different Types of AI

When you decide to use AI, it is better if you confine yourself to your
business needs rather than getting embroiled in the technologies that AI
offers. Only then can you get the best results. For organizations, there are
three main categories.
 What Is Artificial Intelligence 5

Process Automation

Process automation is probably the easiest to understand and is the au-

tomation of digital and physical tasks. These are typically back-office
administrative and financial activities. Process automation could also
involve robotic processes and automation technologies This approach is
probably the least expensive and most accessible to implement as far a
computing is concerned it is the most simple. This can be done using
current technology now. In an example from Davenport and Ronanki
(2018), NASA used process automation to look at its human resources
(HR). In the HR application, it found that 86 percent of the transactions
were completed without any human intervention. HR professionals need to
pay attention to this advancement made by NASA.

Cognitive Insight

This is the second most common area of AI and the area that potentially
will have the most impact on HR and the way that we work. This process
uses algorithms to detect patterns in vast volumes of data and interpret
their meaning. When this is coupled with deep learning, AI has the po-
tential to take off to great heights. Cognitive insight is mainly referred to
as deep learning, and in applications where this has been used, the results
have been nothing short of amazing.
AI and deep learning are rapidly growing and expanding into every
area of business. A qualified doctor, who is a specialist in cancer diag-
nosis, may take 2 or 3 hours looking at X-rays to diagnose correctly the
symptoms that the patient may be suffering. Using deep learning, the
same work can be carried out using AI in .03 of a second. AI is becoming
more accurate than a diagnosis of a panel of doctors, and is improving
every day.
AI is also being linked to robotics; we have seen this with self-driven
cars. But the reality is on the West Coast of America. Large articulated
trucks have been using this system for years. So, we have here a combina-
tion of AI and robotics on a scale never seen before.
The sheer size and scale of what’s possible is incredible. Fox Conn
used to pay its workers $2.50 an hour. But it was cheaper to replace
6 A.I. and Remote Working

the workers with Fox Bots (small AI Robots); a decision to change over
to this system resulted in AI Fox Bots replacing 40,000 people in their
Chinese factory (Diamansis 2017).
Other predictions are it is estimated that 47 percent of U.S. labor is
likely to be replaced by automation (F.com 2017).

Cognitive Engagement

This is where AI technology is used to interact with us humans. Ex-

amples are where organizations have a customer interface, which is
entirely driven by AI. Intelligent agents are available 24/7 to help cus-
tomers and provide them with correct information. The medical tech-
nology giant Beckton Dickinson in the United States is using lifelike
intelligent agent advertiser Amelia to serve as an internal employee
in its helpdesk for IT support. SE Bank recently made Amelia avail-
able to customers to test its performance and the customer response
(Davenport and Ronanki 2018). But, it is also a fact that such agents
are not being effectively used by some organizations mainly because of
conservatism and misunderstanding of how beneficial this technology
can be.
In our personal lives, we seem to have already embraced Apple’s Siri,
Amazon’s Alexa, Google Assistant, and Microsoft Cortana, all of which
are forms of AI.

AI Today and Case Studies

Today, AI is very advanced; let me quote from Prof M Kosinski to buttress
this to stress point.

Computer algorithms, deep learning models are now way too

complicated for humans to understand.

AI will impact every facet of our lives for those of us in HR. But for
this to happen, we need to make effective changes to our business strate-
gies in order to prepare and manage this paradigm shift adequately. This
change is happening now. For HR professionals, there has never been
 What Is Artificial Intelligence 7

such a big challenge and opportunity. Some assistance to use AI may be

sought from the following:

• Google Tenser Flow. It is the AI software that Google uses, and it is a

library of information that is available for free. Google is devising plans
to run 80 percent of all the world’s AI applications on this platform.
• Tenser Flow is currently being used by the U.S. Army (Summerlad
2018).
• Facebook has open-sourced its neural network libraries.
• Microsoft has open-sourced its computational network tool kit.
• The new-age Quantum Computers is now available, and some
companies like D Wave are allowing free access to this.
• In August 2018, Apple became the first trillion dollar company in
the United States (Gurman 2018).
• In China, they are currently producing $5 chipsets that give AI
enablement (Diamansis 2017). China is leading the world in AI
start-ups.

Russian President Vladimir Putin, in a CNN interview, made the fol-

lowing comment:

‘Artificial intelligence is the future, not only of Russia, but of all

of mankind,’ Russian President Vladimir Putin said. ‘Whoever be-
comes the leader in this sphere will become the ruler of the world’
(Gigova 2017).

Algorithms feed AI; this is an entirely different technique that is used

for problem solving today. This year, we have seen people solve challenging
problems in the field of medicine without having any medical background or
experience. This is the uniqueness of algorithms and deep learning.
The following is a quick definition of an algorithm:

An algorithm is a detailed series of instructions for carrying out an

operation or solving a problem. In a nontechnical context, we use
algorithms in everyday tasks, such as a recipe to bake a cake or a
do-it-yourself handbook, as mentioned earlier. (Study.com 2018)
8 A.I. and Remote Working

AI and Some Case Studies from IBM Watson

Case 1
Crédit Mutuel

Crédit Mutuel has trained IBM Watson to help its client advisers provide
customers with quick and comprehensive information on a whole set of
offerings, from car and housing insurance to a range of savings and invest-
ment products. “It is impossible for our customer advisors to know all of
our 200 products. So we provide them with tools to have the right informa-
tion for the right client,” said Mathieu Dehestru, Head of Transformation,
Marketing and Big Data at Crédit Mutuel insurance. “Watson gives more
time to our client advisors, so they have more time for client relationships.”
Thanks to its Watson-powered e-mail analyzer and its four virtual as-
sistants, Crédit Mutuel is enriching interactions between client advisers
and customers. Watson has made it possible to find the right answers to
problems 60 percent faster. It helps deflect and address 50 percent of the
350,000 daily e-mails received by the bank’s client advisers.
Watson has absorbed over 600,000 pages of documentation, from re-
ports to correspondence. The machine-learning model has been continu-
ously updated to be able to analyze a higher volume of records.
Over 80 percent of Crédit Mutuel employees have adopted Watson
for their day-to-day work. Earlier, these employees used to spend 80 per-
cent of their time researching problems and 20 percent fixing it. Now,
Watson has reversed this trend.

Case 2
Woodside

Before Watson took charge, Woodside’s engineers spent up to 80 percent

of their time trying to uncover possible solutions or hazards, and only
20 percent of their time on the actual engineering work. With Watson,
the time spent on researching has been reduced by 75 percent, because
Watson enables easy access to decades of wisdom and learning built up by
Woodside’s employees.
 What Is Artificial Intelligence 9

Case 3
Korean Air

Korean Air has a year’s worth of historical maintenance records for hun-
dreds of aircraft in its fleet. However, until recently, this vast amount of
critical data was virtually unsearchable. This meant that maintenance
technicians had to diagnose and fix issues without being able to tap
into or interpret implications from valuable past learning and courses
of action.
Watson ingested structured and unstructured data from multiple
sources, including technical guidelines, nonroutine logs, technician notes,
inventory, troubleshooting time and material cost data, and in-flight
­incident history.
Watson Explorer, using Natural Language Understanding, and ad-
vanced content analytics have enabled previously hidden connections
that now help maintenance crews to diagnose and solve problems more
quickly, with more confidence. Further, if an issue occurs in flight, the
cabin crew can report it immediately to ground operations. Watson will
access data from similar issues in the past and compare this informa-
tion against technical guidelines including necessary materials and fixing
time. Maintenance technicians fix the issue on the ground and enter their
­actions into the system to add to Watson’s knowledge.
With the help of Watson, maintenance managers can also identify the
trends of issues in each season and can take these insights to the original
equipment manufacturers for improvement. Over 200,000 maintenance
cases per year are addressed 90 percent faster.
Korean Air needs their over 2,000 maintenance employees to be able
to act faster. When Watson delivered actionable insights on the root
causes of problems and their solutions, Korean Air shortened its mainte-
nance defect history analysis lead times by 90 percent.
The maintenance employees can now see patterns of defect and
­failure on equipment quickly so as to take preventive steps in their work.
Such preventive measures also allow them to spend more time getting
­people places on time in their fleet and to work to keep their 25 million
­passengers happy.
10 A.I. and Remote Working

To conclude this chapter, here is an exciting quote from Elon Musk:

‘I am quite close, I am very close, to the cutting edge in A.I. and

it scares the hell out of me,’ said Musk. ‘It is capable of vastly
more than almost anyone knows and the rate of improvement is
­exponential’ (Musk 2018).

On the topic of homeworking the following facts cannot be

ignored:

77% of those who work remotely at least a few times per month
show increased productivity, with 30% doing more work in less
time and 24% doing more work in the same period of time
according to a survey.

Apollo Technical Engineered Talent Solutions. 6.2021 Working

remotely can improve productivity.

Without using spyware or capturing keystrokes, a California-based

company has tracked a 47% increase in worker productivity. Based
on non-invasive technology that doesn’t grab user passwords,
credit card info or other sensitive data, an eye-opening survey
shows that smart companies are gaining ground by having workers
work from home. What does the data tell us about how employees
and team leaders can maximize output during the new normal?

According to survey data compiled from 100 million data points

across 30,000 users, here’s how team members are making the
most out of their home office:

• The average worker starts work at 8:32 a.m. and ends work at
5:38 p.m
• Tuesday, Wednesday and Thursday are the most productive days,
in that order.
 Index
Note: Page numbers followed by f indicates figures.
Added value, 19, 35, 76, 114,
117–118
Aging workforce, 11–12
Airtasker study, 15, 18
Algorithm, definition of, 7
Apple, 7
Artificial intelligence (AI)
algorithm, 3–4, 7
case studies, 6–10
cognitive engagement, 6
cognitive insight, 5–6
deep neural network, 4f
development steps, 2f
historical development of, 1–4
impact of, 79–80, 80f
mathematical neuron, 3f
and performance appraisal systems,
57f
process automation, 5
process map before, 85f
and productivity, 57
productivity components, 73f
significant factors of, 2–3
types of, 4–6
Asymmetrical organizations, 47, 47f
Audience analysis, 82
Automation, 5, 14, 101
Axiom, 2
Basic income. See Universal basic
income (UBI)
Basic Income Earth Network (BIEN),
13
Basic income guarantee, 14
Bauckhage, C., 123
Big Data, 2, 8
Big Five, 96, 97
Bonus schemes, 103–104, 104f
Bonus systems, automation of, 101
Bradford formula scores, 71f, 102
Cognitive engagement, 6
Cognitive insight, 5–6
Cognitive learning, 2–3, 98
Compensation, 23, 79
Competency
analysis and problem-solving,
62–63
communicating and influencing, 63
competency framework, concept of,
58–60
competency standards, setting, 65,
65f
competency unit, 60, 61
definition of, 59
delivering results and quality, 62
example of, 59–60
ingredients, understanding, 58–60
key points about, 65
leadership, 64
organizational efficiency, processes
added to, 58f
organizational requirement of, 60
structure of, 61f
Competency-based training
training evaluation for, 83–84
training needs analysis for, 82–83
Competency score, 102
Connectivity, 79
Content analysis, 82
Core skills, definition of, 41
Costa and McCrae (1985), 97–98
Cost–benefit analysis, 82
Creativity, 32–33
Crédit Mutuel, case study, 8
Culture, 30
130 index

Deep learning, 2, 3, 5, 93–95, 99, basic concept of, 35

100 creativity, 32–33
Depression, 105 deliverables, 40–42
Digital footprint, 93, 94–95, 94f dependencies, 42–43
Downsizing, 52 overview of, 31–32
process of, 35–37
Employee standard unit cost (ESUC), risks, 42
112–113 scope of, 39
Employment numbers 6 S model, 33–34, 34f
aging workforce, 11–12 strategic action plans, background
fewer hours of work, 13 to, 37–38
massive impact for, 11–15, 12f training program directed towards
universal basic income, 13–14 product areas, 39–40
Environment analysis, 82 HR strategic schema, use of, 25–31
EPI Eysenk Personality Inventory, 96 actions, 30
alignment, 30
Facebook, 7 future requirements, 28
FACE principle, 32, 115 HR strategic map, 26f
Five-factor approach. See Five-factor overview of, 25–27
model (FFM) performance/competence and
Five-factor model (FFM), 97, 98 reliability, 29–30
5 FORCES, 27 planning, 29
Formulas reengineering, 28
formula 6, cost of performance strategic input, 27–28
appraisal, 113–114 survey, 31
formula 10, days worked, 111–112, trends, 29
111f workforce planning and trends, 29
formula 5, ESUC for days worked, HR strategy, need for, 19–25
112–113 HR role at critical levels, 20f
formula 8, HR and training ROI, HR strategic schema, use of, 24–25
114 mission statement, 21–23
formula 9, people need to run operating plan or business plan, 24
organization, 115 strategy, 23–24
Fox Bots, 6 timelines for, 25
Fox Conn, 5 vision, 20f
Front-end analysis, 81 Human resources (HR)
artificial intelligence, introduction
Generation X, 50, 104–106, 109 of, 108–109
Generation Y, 50, 104–106, 109 employee numbers, impact on, 19f
Generation Z, 12, 86, 104–106, 109 employment numbers, massive
Google, 49 impact for, 11–15
Google Tenser Flow, 7 end-to-end working process,
43–44
Homeworking, 15 future of employment, 109
employee, 17–18 getting to grips with employees,
employer, 16–17 109
facts, 15–16 homeworking, massive impact of,
Hopper Bonus scheme, 67 15–18
HR strategic action, 31–43 internal HR consultants, 108–109
 index
131

massive change, 12f people-centric organizations,

reality, 11 47–50, 48f
role at critical levels, 20f ratios, 50–51
skillset required for, 107–108 rightsizing, 52–55
strategic action, 31–43 symmetrical organizations, 46, 46f
strategic approval, 31 traditional organizations, history of,
strategic mix, 31 45–46
strategic schema, use of, 25–31 types of, 46–50
strategy, need for, 19–25
traditional to AI focused, 107–109 Paradigm shifts, 1, 6, 100, 107–109
Pay and rewards
iGen. See Generation Z bonus schemes, 103–104, 104f
iGen Workforce (2017), 104, 105f competency score, 102
Intelligence, 51 employee categories, 101
Generation X, Y and Z, 104–106,
Job 105f
analysis, 82 pay and bonus systems, automation
retention, 30 of, 101
security, 30 performance measurement, 102
reliability, 102–103
Key performance indicators, 115–116 target scores, presetting, 103f
Knowledge-based tests, 92, 92f transparent reward system, 101
Korean Air, case study, 9–10 People-centric organizations, 47–50,
48f
Media analysis, 82 Performance appraisal, 72–74
Microsoft, 7 cost of, 113–114
Millennials, 104 individual benefits, 79
MILLER model, 27–28 as motivational tool, 77–79
Miller/Sporlein model, 33–34, 34f organizational benefits, 78
Monte Carlo–type simulator, 72 severe defect in, 74–77
Motivation, 77 standards, 68f
Performance-based training, 84–85f,
NASA, 5 84–86
NEO, 96 Performance data
NEOAC, 96, 97 gathering, 68
NEO-PI, 98 managed workforce, 67
Neuro networks, 3 measurement and automation of,
Norm group, 91 66–68
objectives and stretch targets,
OCEAN, 96, 97 setting of, 67–68
Organizational design (OD) performance expectations, 66
asymmetrical organizations, 47, 47f performance standards, setting, 65f
delayering, 52 self-motivated staff, 67
downsizing, 52 Performance measurement, 102
founding companies using form of, Personality profiling, 95–98
48–49 need for, 95–96
future of, 49 profilers for use, 96–98
132 index

progress of, 96 measurement of, 70

Person-based tests, 92f, 93 poor, cost of, 72
PEST analysis, 27 Reliability, 102–103
Poor performers, 53–55, 101, 106, Return on Investment (ROI), 30, 83,
109 84, 86
Prime Working Days (PWD), Rightsizing, 52–55
53–55 Robots, 6, 14
Process automation, 5
Process maps Self-thinking, 3
business, 118–122, 121f 6 S model, 33–34, 34f
Swimlane chart, 119, 119f SMART process, 78
symbols representing stages, 120, 120f Staff satisfaction, 116–117
Process re-engineering, 28, 52 Strategic action plan
Productivity dashboard deliverables, 38
added value, 117–118 dependencies, 39
overview of, 115–116, 116f example of, 37–38
productivity indicators, 116 overview of, 37–38
staff satisfaction, 116–117 plan, 38
Productivity indicators, 116 risks of, 38
Productivity measurement, 57 scope of, 38
Profiling information, 99 sign off, 39
Psychological tests, 91 sign on, 39
Psychometric test Strategic Action Plans (SAPS), 44
knowledge-based tests, 92, 92f Strategic input, 27–28
overview of, 91–94, 92f Supervision, 51
Person-based tests, 92f, 93 Swimlane chart, 119, 119f
Symmetrical organizations, 46, 46f
Quantum Computers, 7
Talented, 54
Rearview mirror effect, 74–75 Target scores, presetting, 103f
Recruitment processes Task analysis, 82
advertisement using essentials and Tenser Flow, 7
desirables, writing, 89 Traditional organizations, history of,
digital footprint, 94–95, 94f 45–46
gathering information, 88 Training evaluation, automation of,
interview, 100–101 83–84
interview arrangements, 100 Training needs analysis (TNA)
personality profiling, 95–98 audience analysis, 82
prewritten interview questions, 89 automation of, 82–83
process approach, 87–88, 87f competency approach, 83f
rechecking prewritten questions, content analysis, 82
100 cost–benefit analysis, 82
short-listing, 90 environment analysis, 82
testing, 90–94 job analysis, 82
Reengineering, 28 media analysis, 82
Reliability, 69–72 old approach, 81–82
Bradford formula scores, 71f performance gaps, 81
definition of, 69 task analysis, 82
 index
133

Transparent reward system, 101 Woodside, case study, 8

Triple W Objective Setting ©, 35–37 Workforce planning, 29, 52, 106,
113–115, 117, 118
Unemployment, 106 WORKING from HOME, 29
Universal basic income (UBI), 13–14 World Wide Web, 50