Advanced Workplace Robots and Implications for Recruitment Strategies (Garry Mathiason)
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Advanced Workplace Robots and Implications for Recruitment Strategies Garry G. Mathiason, Esq. Chairman of the Board Littler Mendelson, P.C. Wednesday, April 17, 2013
Advanced Workplace Robots and Implications for Recruitment Strategies (Garry Mathiason)
1. Wednesday, April 17, 2013Advanced Workplace Robots and
Implications forRecruitment Strategies Garry G. Mathiason, Esq.
Chairman of the Board Littler Mendelson, P.C.
2. During the next 50minutes, you are invited tojourney into
the near future transformation of theworkplace powered byAdvanced
Robotics and Artificial Intelligence.
3. This journey will lead topractical recommendations for
recruiting strategies that can be implementedtoday, this week,
throughoutthe year and the decade.
4. The Journeys FiveDestinations1. Advanced Robotics and AI
Reshaping the Workplace and Employment.2. Sourcing Non-Human Talent
and the Expanded Role of the Chief Talent Officer.3. The Changing
Skill Shortage Challenge in the Robotized Workplace.4. Robotizing
the Corporate Recruitment Team.5. Eight Practical
Recommendations.
5. Journey One: AdvancedRobotics/AI Revolutionizesthe Workplace
and Employment
6. J-1: The Next Twelve Years Robots have been a part of our
culture for a century. Why will what is happening during the next
12 years fundamentally change the recruiting industry, the practice
of law, and almost every known profession?
7. J-1: Robotics Is The New Internet Robotics is one of the few
technologies that has the potential to have an impact as
transformative as the Internet.
8. By 2025 Robots Will Have Taken OverHalf The Jobs In the
United States! Christie Nicholas, SmartPlanet, August 24, 2011
9. J-1: Robotics Defined Automation has been part of human
history since the beginning when man picked up a stick using it as
a tool and inevitably a weapon. Similarly there has been an intense
debate regarding whether automation eliminates more jobs than it
creates. On January 13, 2013, 60 Minutes reported on the Robotics
Revolution and contemporized the jobs debate.
10. 60 Minutes, March of the Machines, January 2013
11. J-1: Robotics in Healthcare Evidence of this advanceis not
just in theimmediate future, it ishere now, especially inthe field
of medicine. The Atlantic, March2013. The 60 Minutes
ProgramContinued:
12. 60 Minutes, March of the Machines, January 2013
13. J-1: Robots and the Pharmacist Shortage The role of robots
in the pharmacy isactually an old story. In 2003, a St. Louis
Hospital startedusing robots to fill syringes because oflabor
shortages and lawsuits (errors). 3 million were filled with zero
knownJanuary 10, 2008errors. 2008 was declared the year of the
I.V.Robot. Today, no one could developrecruitment strategies for
hospitals orpharmacies without a detailed August, 2008 knowledge of
industry robots.
14. Da Vinci Robot Arrives The ultimate signthat hospital
roboticshas reached themainstream occurswhen plaintiffattorneys
takenotice. The Da Vinci robothas recently achievedthis sign of
arriving.Lawyers andSettlements.com, Da VinciRobot Injury: When the
Scalpelis held by a Machine, GordonGibb, April 13, 2013.
15. J-1: Alleged Da Vinci Robot Injury The legal attack focuses
on the misuse of the newtechnology, not the technology itself.
Insufficient training claimed. Unsupervised surgery too soonafter
initial training alleged. Plaintiff Argument: Cost of
equipmentcausing robot to be used for surgerybeyond what it is
qualified to perform.
16. You Have Not Seen Anything Yet!
17. 60 Minutes, March of the Machines, January 2013
18. J-1 Robotics in the Global Workplace
19. J-1:Robotics in the Global WorkplaceThe New York Times,
August 18, 2012 At the Philips ElectronicsAt a sister factory here
in the factory on the coast of Dutch countryside, 128 robotChina,
hundreds of workers usearms do the same work withtheir hands and
specializedyoga-like flexibility. Video tools to assemble electric
cameras guide them through shavers. That is the old way. feats well
beyond the capability of the most dexterous human. All told, the
factory here has several dozen workers pershift, about a tenth as
many asthe plant in the Chinese city of Zhuhai.
20. J-1: Robotics in the Global WorkplaceThe New York Times,
August 18, 2012 robotics executives argue that eventhough
blue-collar jobs will be lost, moreefficient manufacturing will
create skilledjobs in designing, operating and servicing the
assembly lines, as well as significant numbers of other kinds of
jobs in the communities where factories are.20
21. J-1: Advanced Robotics/AIWhy is this promise ofrobotics
more crediblethan the failed promises ofthe past?Exponential
technologies
22. J-1: Advanced Robotics/AI Cloud
ComputingInformationTechnology and Self Learning. Advanced Sensor
Technology. Data Analytics (Big Data). Communications Decency Actof
1996, Section 230. Dropping cost of open sourcerobotic
platforms.
23. J-1: Rethink Robotics and Baxter The affordable
multipurpose robot has arrived. Baxter is at work now across the
globe. Baxter is people-friendly and co-worker programmable. The
unit price is not $1 million, nor $500,000, it is $22,000.
24. J-1: Rethink Robotics and Baxter FDL News Deck, March 27,
2013Technological UnemploymentTo Hit Service Sector, D.S.Wright
Scott Eckert, CEO of RethinkRobotics envisions somethingsimilar to
Apples app storehappening for Baxter. A spiffed-up version of the
robot couldsoon be seen flipping burgers atMcDonalds, folding
t-shirts atGap, or pouring coffee atStarbucks.
25. J-1: Robotics/AI Are Arriving How real are theabove reports
andpredictions? Participation inSingularityUniversitys
MarchExecutive Program. The Google Car willbe on the market
in2015-16.
26. J-1: Robotics/AI Are Arriving San FranciscoChronicle,
April14, 2013. Xconomy/SRIForum in MenloPark. Change Forecast
within this decade.
27. J-!: Robotics/AI Are Arriving Littler forming a Robotics
Law Practice Group. The growth of technology is unstoppable, but
overcoming legal roadblocks and side streets will reduce the
trauma. Anticipating workforce changes is critical. Key legal
Issues: Privacy, Health & Safety, Human Displacement, Age
Discrimination, CollectiveBargaining WARNnotices, Severance Pay
andreleases, and many more.
28. J-1: Robotics/AI Are Arriving January 2014 Report to the EU
Parliament on NeededRegulations and Laws.
29. Journey Two: Sourcing Non- Human Talentand theExpanded
Roleof the ChiefTalent Officer
30. J-2: Sourcing Non-Human Talent Whether the recruiting
teamsupplies robots or not, knowingthe state of the talent market
andthe applicable technologies isessential. Robotics is advancing
in partbecause it offers solutions totalent challenges (e.g. the
shortageof pharmacists and the needs ofan aging population).
31. J-2: Sourcing Non-Human Talent Consider factors beyond
atalent shortage: dangerousjobs often not serviceable bypeople
(e.g. deep seaconstruction); human errors;dirty, dull and
undesirablework. Consider telepresenceroboticsa universe ofpersonal
assistants. Robotically enhancedhumans (exoskeletons).
32. J-2: Role of the Chief Talent Officer Chief Talent Officers
come under avariety of titles performing the role ofensuring the
organization has thenecessary talent to successfullyfunction. For
start-uporganizations, the CTO is often theCEO. It is impossible
for a CTO or CRO tocarry out his or her duties withoutunderstanding
the Robotics/AIrevolution. Decisions historically based on
humantalent now has a much more complexset of options.
33. J-2: Myths One and Two Myth One: The organizationdoes not
want the involvementof the Chief Talent Officer (VicePresident of
Talent) in planningfor technology needs ortechnology-related
RIOdecisions. Myth Two: In deciding betweenproven robotic-based
talentsolutions and human talent, RIOis the key barometer.
34. Cultural Conditioning
35. 2011 Super Bowl Commerical
36. J-2: Myth Three Myth Three: One cannotplan for the arrival
of roboticsystems that are unforeseenor distant. The most clearly
false myth ofthe three. The arrival of the contingentworkforce
provides a win-winsolution for needed currentskills and future
uncertainty. See April, 2009, Littler Reporton the
ContingentWorkforce, The Emerging NewWorkforce
37. Journey Three:The ChangingSkill ShortageChallenge in the
RobotizedWorkplace
38. J-3: The Growing Skill Shortage Robotics/AI and other
technologies have accentuated the existing shortage of skilled tech
workers. By 2015, 60% of the new jobs being created will require
skills only held by 20% of the population. American Society for
Training and Development, Forbes, January 20, 2011
39. J-3: The Growing Skill Shortage 76% of all U.S. jobs in
2015 will require highly skilled workers primarily in science,
technology, engine ering or math. Id. The formal education
disconnect: Only 1/3 of college graduates have degrees in science,
math, or engineering. Many are not U.S. citizens.
40. J-3: Immigration Solutions For almost all U.S. employers,
global solutions will be required to meet the change of the new
economy. The good news is that Congress appears to be responding to
the need for skilled people. A bipartisan bill was identified
yesterday by the Gang of 8 covering comprehensive reform that
includes H-1B visas and the STEM program.
41. J-3: Immigration SolutionsAt the crux of the legislationis
an effort to bridge the gapbetween Democrats, who strongly support
and are seeking to protect family immigration, and Republicans, who
are eagerto move immigration towarda system based on work skills
that foreigners bring to theUnited States.New York Times, April 12,
2013, A-18
42. Immigration Reform:A Framework for Change Senate bipartisan
Gang of 8 Selective Highlights ofProposed Bill (April 16, 2013):
H-IB Visas to increase from 65,000 to 110,000. Can increase in
future to 180,000 based on High Skilled Jobs Index. 25,000 Visas
for advanced degrees in TEAM. New Fees greater that 30%
H-1Bs&L-1s 2014 Maximum 75% of workforce H-1B&L-1s (60%
2015; 50% 2016) E-Verify mandatory
43. J-3: Virtual Employment Blending technology with talent,
massive resourcesare available through companies such as oDesk
andElance. The concept is sourcing talent worldwide andproviding it
to organizations normally underindependent contract laws.
44. J-3: The Story of 3-D Robotics Chris Anderson is the CEO
of3-D Robotics, a company thatproduces drones (and received$5
million in funding inNovember, 2012). Anderson was the
editor-in-chief of Wired Magazinewith several best-selling books.
He sponsored a website, DIY Drones. Through aYouTube video and the
website, he discovered JordiMuoz.
45. J-3: D Robotics After several virtualinteractions with
Muoz, heconcluded he was the smartestperson he had met
regardingdrone technology and dronepotential. Anderson suggested
they form acompany. It was then he learned Muozwas a
nineteen-year-old fromTijuana, Mexico with little
formaleducation.
46. J-3: 3-D Robotics Muoz ran the business startingas a family
operation, graduatingto space in a Tijuanawarehouse, and
eventuallyhaving production facilities inboth Mexico and San Diego.
Anderson quit his position withWired, and now full-time leads 3-D
Robotics with his partnerMuoz, President of 3-D Robotics.
47. J-3: 3-D Robotics Takeaway: Drone technologyis developing
at a lighteningpace, especially in agriculture. Non-traditional
sources oftalent appear to beincreasingly critical in
staffingtechnology-basedorganizations. Three-year-olds have a
strongmessage to teach the worldabout the new role
oftechnology.
48. Journey Four:Robotizing the CorporateRecruitment Team
49. J-4: Recruiting Is Changing On February23, 2011, Michael
Moffapublished a futuristic thinkpiece entitled, Dawn of theRobot
Recruiter.ww.recruiter.com Two different workplaceroles. First, a
robot would take our job. Second, a robot would interview us for
the next job.
50. J-4: Meet Sophie On April 10, 2013, the hypothetical robot
recruiter had become reality. Sophie and her human- like robots
Charles, Malinda, Betty, and Jack plus two yet unnamed robots are
the product of NEC Corporation of Japan and La Trobe University
Business School in Melbourne, Australia.
51. J-4: Meet Sophie Sophie is already in trial interviews for
sales jobs, asking 76 questions about selling. She does more than
just ask questions, she records emotional responses and facial
expressions. This emotional intelligence is benchmarked against the
organizations best employees. Professor Khosia says this is just
the starting point regarding applications and services. The
Australian Financial Review, April 10, 2013 print edition.
52. J-4: Robot Recruiting MeetsEmployment Law Interviewing has
many different legal requirementsand landmines depending upon the
country and lawsinvolved. In the U.S., Sophie ensures that the
questions can bereviewed in advance to meet legal
requirements.OFCCP requirements can be automatically recorded. On
the dark side, the emotional intelligencerepresents a potential
legal landmine. Theinformation requires testing for disparate
impactregarding protected categories.
53. J-4: Robot Recruiting We can complain about the
dehumanizing of theworkplace and robots out of control, but this is
the future for both man and machine.
54. 60 Minutes, March of the Machines, January 2013
56. J-5: PracticalRecommendations1. Become Informed: Make a
commitment to either become informed about robot talent or charge a
member of your team to take on that duty for the recruiting
division of your organization.2. Industry and Company Assessment:
Reach out to other executives and departments to determine what is
being planned or expected in your industry and organization
regarding workplace robotics.
57. Practical Recommendations3. Strategic Plan Enhancement:
Include workplace robotics in your strategic plan for the
organization. How will changes provide a new talent resource and/or
impact the need and availabilities to human talent?4. Become Known:
Affirmatively engage the CEO and other key managers regarding
workplace robotics and its expected impact on the organization and
the existing employee.
58. Practical Recommendations5. In House Training: Review
training and re-training opportunities and requirements for current
employees. Explore legal protections that come from such efforts as
well as valuable workplace flexibility. Use e-learning when
possible.6. Flexible Workforce Expansion: Consider expanding your
contingent and virtual workforce in anticipation of technological
change. Review the Employment Law advantages and disadvantages of
this change.7. Support Employer Organizations: Empower your
employer associations, including ERE, to participate in the
upcoming regulatory and legislative battles over workplace
robotics.
59. PracticalRecommendations8. Homework: Become a Member of
Robotics Business Review and read at least one of the following
treatises: Race Against The Machine (Erik Brynjolfsson & Andrew
McAfee, 2011), The Singularity is Near (Ray Kurzweil, 2005),
Abundance: The Future Is Better Than You Think (Peter Diamandis
& Steven Kotler, 2012).
60. Robotics in the Global WorkplaceThe New York Times, August
18, 2012This is thefuture.61
61. GE Commercial, Robots on the Move, 2012
62. Robotics in the Global WorkplaceThe New York Times, August
18, 2012This is thefuture.63
63. Questions?
64. THANK YOUGarry G. Mathiason, Esq.Chairman of the
Board,Littler Mendelson, P.C.