Katherine Jones, Ph.D.

Unique as a thought leader for her ability to make theory actionable and technology comprehensible to non-technologists, Dr. Jones is a sought-after writer and speaker in the U.S. and internationally. Moving easily from the academic world to the worldwide technology stage, she has repeatedly created value propositions bridging technology and theory with the practical world of today's business. Whether working with systems integrators in the Federal arena, consultants in oil and gas, or small business owners, her clarity and wisdom – as well as her wit—has been appreciated and commended. Now an independent high-tech marketing analyst, she was previously responsible for the creation and provision of thought leadership content for a web-based membership program as a partner at Mercer and spent several years at Bersin & Associates both before and after its acquisition by Deloitte, where she was the VP heading the HCM technology research practice in Bersin by Deloitte. She became an industry analyst at Aberdeen Group in Boston, covering the ERP space, then human capital management in Palo Alto. Later, as marketing director for NetSuite, her efforts coincided with one of the more successful IPOs of that year. Before becoming an analyst, Katherine was in the Boston-area high-tech companies’ product marketing and strategic alliance management, specializing in data communications and network management. She spent several years in marketing education at a minicomputer company. She created new programs in high-tech sales and system engineer training and sold them to the Federal Government, leading a DDN certification project in the company’s Federal System Division. She had left a career in higher education administration and teaching, which included the assistant deanship in the School of Education at the University of Connecticut and responsibility for the Master of Arts in Teaching program in the English Department at Cornell University, where she was instrumental in the Improvement of Undergraduate Education project in the Provost’s office. An industry veteran and independent high-tech analyst, she is widely published on talent management and personnel-related technologies, cybersecurity, ERP and HCM systems implementations, change management, and the mid-market, totaling over 500 works in print. Her master’s and doctorate degrees are from Cornell University. She can be reached at katherine_ics@msn.com or @katherine_jones.

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Roadmaps for Challenging Times: Preparing for Bumps

We in HR often throw words around, some- times a bit carelessly. Consider “strategy.” We likely all agree that a strategy is a plan of action or policy designed to achieve a long-term major or overall aim. And a “roadmap” outlines how we are going to attack that strategy: the order that relevant steps need

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3-Ring Circus of Digital Experience in a Hybrid World

HR professionals may not have thought of themselves as acrobats, ringmasters or lion-tamers, but now is the time to consider juggling the three-ring circus that is HR’s responsibility in today’s world of work. Confronting the escalating issues of diversity, equity and inclusion (DEI), skill shortages, employee engagement and churn issues, upskilling in analytics, and AI

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While You Were Working at Home: Enter AI

Technology didn’t stand still in the pandemic: tech changes very likely occurred in your workplace while employees were working at home. Coupled with the day-to-day changes of the new hybrid workplace, HR professionals will need to be prepared to wrestle with the impact on many fronts as they try to balance new product integration, introduction,

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Where HR gets Its Own Staffing Wrong: HCM Cloud Management Cannot be Left to Chance

The move to cloud computing for core HR and talent applications has provided distinct advantages to HR teams: more rapid access to new features, updates and fixes that don’t require IT intervention, elimination of expensive maintenance contracts, and escape from massive new releases that caused major upheaval (and cost) to re-implement. However, implementing a new

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The Back Story: Surviving Disruption with a Capital D

While futurists used to talk about major technological innovations as disruptors and the changes introduced as “disintermediation” of the existing business order, little did they anticipate the degree of disruption caused by the small virus known as Orthocoronavirinae — commonly called the coronavirus. Business leaders had to make almost overnight decisions to ensure business continuity.

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AI in HR: From Transactions to Innovation

“Algorithms are opinions embedded in code.” Dr. Cathy O’Neil, author and data scientist Some time ago, I wrote that the ubiquity of artificial intelligence (AI) in HR was not an “if” but a “when.” Now, “when” is today. The current uncertainty in all businesses from Covid-19 and a volatile political and economic environment has proved

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HR in the Time of COVID-19

The last “Back Story” column, titled “Managing Talent In – and Out – of Your Organization,” addressed layoff strategies, primarily addressed at professional, white collar environments. Timely yes, but in the relatively short time since the last edition of Workforce Solutions Review was published, millions have lost their jobs in pandemic-related closures. Hardest hit are

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