1. 1. Wednesday, April 17, 2013Advanced Workplace Robots and Implications forRecruitment Strategies Garry G. Mathiason, Esq. Chairman of the Board Littler Mendelson, P.C.
2. 2. During the next 50minutes, you are invited tojourney into the near future transformation of theworkplace powered byAdvanced Robotics and Artificial Intelligence.
3. 3. This journey will lead topractical recommendations for recruiting strategies that can be implementedtoday, this week, throughoutthe year and the decade.
4. 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. 5. Journey One: AdvancedRobotics/AI Revolutionizesthe Workplace and Employment
6. 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. 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. 8. By 2025 Robots Will Have Taken OverHalf The Jobs In the United States! Christie Nicholas, SmartPlanet, August 24, 2011
9. 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. 10. 60 Minutes, March of the Machines, January 2013
11. 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. 12. 60 Minutes, March of the Machines, January 2013
13. 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. 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. 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. 16. You Have Not Seen Anything Yet!
17. 17. 60 Minutes, March of the Machines, January 2013
18. 18. J-1 Robotics in the Global Workplace
19. 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. 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. 21. J-1: Advanced Robotics/AIWhy is this promise ofrobotics more crediblethan the failed promises ofthe past?Exponential technologies
22. 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. 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. 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. 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. 26. J-1: Robotics/AI Are Arriving San FranciscoChronicle, April14, 2013. Xconomy/SRIForum in MenloPark. Change Forecast within this decade.
27. 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. 28. J-1: Robotics/AI Are Arriving January 2014 Report to the EU Parliament on NeededRegulations and Laws.
29. 29. Journey Two: Sourcing Non- Human Talentand theExpanded Roleof the ChiefTalent Officer
30. 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. 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. 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. 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. 34. Cultural Conditioning
35. 35. 2011 Super Bowl Commerical
36. 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. 37. Journey Three:The ChangingSkill ShortageChallenge in the RobotizedWorkplace
38. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 48. Journey Four:Robotizing the CorporateRecruitment Team
49. 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. 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. 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. 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. 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. 54. 60 Minutes, March of the Machines, January 2013
55. 55. Journey Five:Eight PracticalComplianceRecommendations
56. 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. 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. 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. 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. 60. Robotics in the Global WorkplaceThe New York Times, August 18, 2012This is thefuture.61
61. 61. GE Commercial, Robots on the Move, 2012
62. 62. Robotics in the Global WorkplaceThe New York Times, August 18, 2012This is thefuture.63
63. 63. Questions?
64. 64. THANK YOUGarry G. Mathiason, Esq.Chairman of the Board,Littler Mendelson, P.C.
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