Future of Human Capital Management under digital world

Future of Human Capital Management under digital world

 

Many business organizations are facing increase of complexity, dynamic uncertainty, disruptive technology, generation wide globalization, global warning. Things become less predictable, uncertain, complex. This is what many companies worry on daily basis. All jobs will disappear substituting by smart technology, robotics, AI, so what is left is work with lot of complexities, uncertainties, dynamics. People are coming up with talent management, talent relationship management, change management, health management, demographic management. The power and acceptance of HR functions constantly decreased so every company has to make a choice where to play.

 

HR move towards having processes, having tools, having systems, having programs, having KPIs, having HR professionals. Central planning and control with a slogan like “right people, in the right place at the right time”. This is hierarchical. Traditional HR will be wrong path in the future. Nepalese society is feudalistic in nature and organizations functions mostly on hierarchical structure.

All we have is a strategy and we do strategic workforce planning. What kind of people we need in the next five years.  We translate strategy into different layers, balance score card, to make this thing work. We have to have performance appraisal.

 

Many managers, every employee does the annual talk about past performance and future objectives, write into a form into a system. At least one outcome of performance appraisal are individual development plans but then we do talent reviews, find out who are most potential best performing people in an organization, we do 360 degree  feedback to better understand strength and weakness of high potential,  we put them in predefined career path,  we are able to do succession planning knowing who is mature to fill this positions in future we support all this into HR information system, we can also pull some regular  and this goes on. This is the machine, this is hierarchical, this is static, and this complication we have created over in the past decades in HR we need to cope up with complexity in the uncertainty and dynamic which we currently face and we face in future,

How much HR look like in times of digitization companies? Get rid of performance appraisal, most innovative ones they change talent management they change compensation strategies because of changing nature of businesses and digitization.

Companies are too often tied up with inefficient processes dedicating 50% of their time on administrative processes without understanding the overview of the whole people, processes and technology landscape and need to offer holistic eye-opening insight to do business.

 

Humanity is both economic governance and production which are human centric rather than machine centric. Formal education and skills, work experience, aptitude to work, creativity, innovative capacity, risk attitude towards entrepreneurship, ability to manage risk in terms of entrepreneurship, all complex non-measurable and very human are reflective of Human Capital become the criteria of Human Capital.

Social and emotional skills, ability for social networking, ability to have empathy towards others, ability to lead networks, power of consumers, increasing pool of information, risk in centralized, ability to carry them across different geographies ability to attract human capital and retain knowledge and skills based innovation enable uncertainty in entrepreneurship in opportunity experiential risk taking, ability to translate day to day experiences into opportunities re other areas for evaluation. This age of change into human centric human capital becomes most important in new era.

Producers who holds the power of supply of goods and services are also employers of firms.  Highlighting in trying to understand what consumers demand in the age of data mining trying to extract signals from enterprise risk management structure is another area of interest.  Technology has become enabler of human capital. Consumers will become producers with power of producers to supply uniqueness. Vertical structure of producers risks as dominant players and supply granular understanding of each consumer down to our human level data point.  towards human beings without feelings, desires. Will lead to decentralization of decision making and optimization of production process. With new models’ risks are distributed horizontally across different entities.  Risk management is replaced by uncertainty management to extract opportunity out of acceleration of Human Capital technology investment.

Diminishing role of human capital and financial capital debt in particular   the innovative factor to GDP

contribution

Low margin and so-called higher volumes china model will disappear. Infusion of more innovation component more design in indigenous components in product and services will dominate the market. Future is challenging. There is no need to provide financial infrastructure and physical infrastructure instead we have to provide platform of services and policies, institutions which will create concept of care for Human Capital, attract, ability of economy to retain Human Capital to enable as well.

The objectives of making private sector private service in particular becomes the enablers of human capital. the private sector has to transform from hierarchical infrastructure into love horizontally distributed which enables creativity and risk taking of the employee. The owners will be co-owner of intellectual property in a rapid change of innovation and creativity. Change in ownership has to accommodate them.

 

Highlights key areas of improvement for organizations in the year to come, from employee well-being initiatives to technology adaptation and HR innovation. In order to truly succeed in today’s workplace, organizations must go beyond survival – and instead focus on a “thrive” mindset that pushes the boundaries of what is possible.

As economies are getting increasingly knowledge and technology oriented, intellectual capital and its protection have gained significant importance. In Nepal, the protection and enforcement of IPR are primarily governed by Copyright Act, 2059 (2002) and the Patent, Design and Trademark Act, 2022 (1965). In addition, Nepal is also a signatory to various intellectual property treaties such as the Paris Convention for the Protection of Industrial Property, 1883, the Agreement on Trade-Related Aspects of Intellectual Property Rights, 1995 and the Berne Convention for the Protection of Literary and Artistic Works, 1886 pursuant to which Nepal is under an obligation to safeguard IPR. Nepal is also a member country of World Intellectual Property Organization.

 

Well-regulated legal services specially in IPR and Cyber security areas of Nepal on behalf of the general public will greatly facilitate the attainment of development goals. Role of service delivery to public is central if the provision of such legal services is to be realized. Without its influence and leadership, it is doubtful good governance program to implement such ambitious program in Nepal can be permanently and successfully implemented.

 

To reach the true extent of the necessity of cybersecurity policy of  Nepal (only draft copy is ready) a wider stakeholder mapping and consultation would be the way forward.

 

HCM allows companies to invest in their employees to allow them to contribute at the highest level to achieve sort term and long-term objectives and achievement of business goals of the companies. It is used to increase value of people resources so that they can contribute meaningfully to the organization by improving strategic and tactical processes. HCM is used to improve strategic and tactical processes to maximize the economic budget.  The benefits ate 1 it improves human capital management, enhances recruitment processes, identifies capability gaps, improves organic growth, matches positions with employee capabilities, improves productivities and efficiencies, improves performance reviews, allows better career planning.

 

 Employee want meaningful job that fits to their lives. KPIs People ask what is the next opportunity, whom should they meet from whom should they learn from, what where do they get the information, what is their next project, how can they contribute with their competencies to what in this company what will be their future. These questions are different from Right people in right place in right time. Future HR will be more on people centric enablement. It is about enabling people to do what matters to them.  this is being part of entire organization.

 

 

 

Diversity, power and consequences characterize HRM,

Innovation, thought out of box, look for crazy guy. Traditional HR focus on the gap not focus on strength, appreciating individuality do diversity. Technical man champion and business champion diversity and both together make strong team making absolutely powerful. Diversity is appreciating individuality.

 

Power people are most in leadership how we deal with people.

Classic practices highlight people as important assets. You trust them give power. Traditional thinking is manager is there to solve all problem. We have managers with rudimentary knowledge and now employees have more knowledge more expertise than managers and they have different expertise and together diversity they make up strong team so this leads to totally different thinking in leadership how we deal with people. Boss how can I make my people do what I want them to do.    Motivate, coordinate give direction make some control what we read for decades in management courses.

But study show role of boss slowly disappears, we have different roles where friendship we have much more built in trusts. Trust   reduces complexity mistrust reduces complexities

 

Now we have roles like partnerships, let us think together about the problem together about where to go A or B coach what is  risk with A or with B whom should you ask whether A or B   or enabler what as manager so that you are able to make the right decisions are the leadership roles that we have in the future.  Many organizations step to those roles we have to rethink HR as human side of enterprises. Role of judge and role of councilor are incompatible.  Managers that coach will never do a performance review with a form goes into a system   and then  are consequences that turns a feed back into a judgement  that can disturb relationship between a manager and an employee.   Managers who coach will never do performance appraisal.

 

We have to rethink over most commonly used method like performance appraisal. Next thing is consequences. Classic hierarchical organization look like   decisions made on top decisions are cascaded down to every single level so that every employee knows what to do and some of the individual  make up products or services  that goes to the client and through some feedback systems  customer satisfaction surveys  feedback goes to the top  management. This is entire learning cycle very slow and lot of things get lost extreme, but sometime we have to look out at extremes to better understand the difference between hierarchical settings and HR settings to put it simpler an employee. The small circle dedicated to the boss and from the boss comes the direction and then somewhere else is the customer but you don’t have to care for customer do what the boss tells this is vertical thinking which you find in many organizations Ggarage, hospitals class rooms   those who make the decisions sometimes people in headquarters. How much do they know about the consequences of their decisions in garages where the reality takes place?

 

Make sure that people see on every level people see consequences of their work by working with customer and their employee’s individual is dedicated to the customer.  And customer gets a feed back there to make all this sure, manager is just the sure

 

Networking, job rotation, switching roles, managers who walk in the shoes of the workers for couple of days, Mixed teams we have lots of things in agile organizations where we encourage lateral thinking not the vertical thinking, everything we do in the direction is good become agile the future of HR will be diversity.

 

Power consequences

Succession planning should be based on person occupying the role which is more traditional. Succession planning in the past has been static defined role and that role should be same.  For future, and they always try to find out people that match their role.  In reality we found that specially those roles on strategic levels they vary very often change sometimes you just change CEO and the direct reports. Position changes and they don’t look the same any more.  So, planning into that direction is its hard thing that only works in stable static environment in some business it might work   but in dynamic environment it probable doesn’t work.   Answer is have people prepared that can fulfill different roles so we see this tendency also ready in the last years that you lets focus on very concrete positions don’t prepare people for positions but build kind of pools new which lead to much more flexibility. People centric of everything what is the role of HR to put people in the center

Enablement   you build infrastructure   you deliver apps to your employees where they can network where they can exchange knowledge    who else should do this

Future of recruiting is very much networking Employee referral program  is most successful where people in the line takeover responsibility   you take their network. Instead of say HR will take care that will fill positions to enable than to do so you have to have rules like employee referral program who else should implement like HR and enable people to do something like this

Technologies like artificial intelligence (AI), machine learning (ML), and deep learning are transforming the way we live, work and communicate.

 

AI in HCM can be defined as the application of smart technologies such as artificial intelligence, machine learning, natural language processing (NLP), and deep learning to automate routine HR tasks, deliver personalized experiences, and gain actionable insights from HR data.

 

These systems that constantly consume information to improve the accuracy and efficacy of human tasks hold great potential when paired with human innovation. As the focal area of HR shifts from administrative tasks to improving workforce productivity, AI in talent management can help organizations streamline processes, improve functional efficiency, and make more informed people decisions that directly impact the bottom line.

 

AI in HCM can be defined as the application of smart technologies such as artificial intelligence, machine learning, natural language processing (NLP), and deep learning to automate routine HR tasks, deliver personalized experiences, and gain actionable insights from HR data.

AI in human capital management (HCM) will provide you with an understanding of the key applications of artificial intelligence in talent management, employee self-service, recruiting, analytics, and benefits administration. You will also learn about the key features, deployment models, and questions to ask before investing in an AI solution. 

 

How AI is changing HCM software

The past few years have seen rapid technology changes with emergence of new disruptive business models at rates never seen before with unprecedented changes at the workplace. HR has often been seen as a reactive department—concerned with administrative duties and a lot of checking boxes in the past. Human capital management (HCM), both as a mindset and as a set of practices, encourages a much more proactive approach. One that engages current and prospective employees in ways beyond ensuring payroll. After all, people management is more than checking boxes—it involves proactive strategies and optimizations. Keep reading to learn how (and why) you should be using AI-powered HCM software.

 

HCM more encompassing than HR, bringing together both analytics and administrative duties under one term. HCM encompasses both the business strategy behind effective people departments and the tools and practices for carrying out that business strategy. Because it deals with strategy and optimizations, HCM treats HR as a department that is as integral to business success as any other—and not as an administrative afterthought. HCM is the set of practices a company uses for hiring, HR needs, people management, and workforce optimization.

 

Like most smart technologies, the foundation of AI in HCM is also largely based on Big Data. These systems laid the foundation of the modern cloud based HCM solution that functions as an end-to-end software to manage the entire employee life cycle.

 

 

Human Capital formation

One of the emerging development strategies to exploit technology is to develop the country’s human capital to be of high caliber with goodness, ethics and morals, discipline, and a positive attitude toward society. New emerging trend is to focus on the most essential issues is education for human capital building. Empowered people with capability of exploitation of emerging technologies will become the work force that drives a sustainable developed country. Old historical scientific evidenced based facts should be the approach backed by Buddhist concepts for teaching and learning. The holistic view of the world in which everything is interrelated, the discipline, and the interpersonal relations. The western concept emphasizes the development of knowledge, skills, and behavior whereas the Buddhist approach polishes inside, or develops people’s minds and souls.

Buddhism, though primarily misperceived as merely a religion, can be regarded as an integrated source of ideas and insightful learning for so many disciplines and branches of human knowledge, which we are even unaware of till the date. Buddhist values are found incorruptibly alert and alarmed to highlight the profound principles of organizational work ethics, business values, rules and regulations, theory, doctrine, precepts, moral conduct and behavior of the people which are few of critical discussions that modern management practice urges to gauge the success of any institutions. Highlights on the relationship between Buddhist values and work. ethics on human resource management (HRM) practices and organizational performance are important.

Historical evidences of Human Capital in Nepal

Those who don't know history won't be able to improve the present and plan for future generations. Current generation will be able to describe a way that a past historical event could inform their understanding of the recent event. The Cultural Capital, Human Capital and Social Capital were high in Nepal in earlier days, however, youth should find out how such best practices spread from the land of Gautam Buddha into several other countries boosting economy and the same practices deteriorated in our own country. In West Indies countries schools’ children are taught about Nepal as a living museum of the world while teaching about original skills on craft and heritage of Nepal. The emperor of China handed over the daughter from the royal family to Arniko, an artist and Architect of Nepal because of the magnificent skill he possessed then. Many Nepalese people are introduced by Japanese experts to people in Japan and world  as people coming from the great nation where best management practices originated in ancient days and they quote the valuable contents written in old ancient carved stone slabs called Shilapatra known as stone documents in the Archeology department and Museums in Nepal. There is a serious need to analyze these trends in Nepal, offering a comprehensive agenda to exploit the opportunities offered by converging technologies while minimizing the risks to vulnerable populations. Researchers should study and propose the ancient Human capital system and draw strategies for building public sector capacity and promoting data and technology governance frameworks in a rapidly evolving technology landscape.

The countries which practiced Pancha Sheel have adopted good governing system in the world. The focus was also on Human Capital Development. Nepal has to explore retrieving stone documented rich information of the past. The knowledge gained from this region of the world was implemented in Korea, Japan, China,  Tibet, Laos , Vietnam,  Thailand  etc. United Nation has reported that countries who adopted these practices (Buddhist econmy) have flourished. The country, the birth place of Gautam Buddha, remained poor. In the past the local citizens had to flee for being attacked by rulers who replaced such best Human Development practices by convincing innocent citizens to believe more into focusing on  blind faith based on illusionary theory by  engaging them more on superstitious unproductive rituals. They succeeded in filling contents of those innocent brains with fear related belief system erasing the  Human Capital development policies of the past.

Evidence based local language

One has to explore India and neighboring countries on regional history from the perspective of language. Prakrit as older than Sanskrit, while the general perception is that Sanskrit is the oldest language and the mother of many other languages. Buddhism is not the name of a religion but that of a civilization. Researchers are now claiming that Vedic religion had flourished in the north-western region of the Indian sub-continent while Buddhism rose in the east.  Had Buddhism been a reaction to the Vedic religion, it would have risen in the western part of the country instead of in Keekat Pradesh (Magadha), which was untouched by the Aryans.  

Researchers are now referring to Ashokan inscriptions and the statements and the travelogues of foreigners who travelled to India.  Buddhist stream is older than the Vedic stream. They are also claiming that the Indus Valley Civilization was also a Buddhist Civilization. The way Buddha is shown draping a shawl and his idols bear striking resemblance to an idol excavated from the Indus valley. They are also saying that Sanskrit is the language of foreigners and Vedic civilization too is foreign. This is reason why foreign rulers like Shakas and Iranis were the first to get the inscriptions written in this language.

The researchers investigated 383 stone inscriptions of Shri Lanka filled with value adding information to the general public. The impression management strategies used by Ceylonese kings to communicate with their subjects are consistent with those used by more modern charismatic leaders. However, the way strategies were implemented differed. This study contributes to the literature on the motivations and impression management techniques used by charismatic leaders and it adds to the limited knowledge on ancient Sri Lanka. Examining how charismatic leaders in the form of Ceylonese kings used inscriptions may provide insights into how modern-day chief executive officers or partners of major accounting practices use narrative components of annual reports and other forms of corporate communications to portray their leadership. Prakrit is the older language. Sanskrit came later. 

Chronicling history, historians made additions, alterations and used facts selectively. This history is just the history of those in power. In the words of Chinua Achebe “Until the lions have their own historians, the history of the hunt will glorify the hunter.” That is why, our regional culture is prominent, original culture is deformed and the history of the original inhabitants is patchy. Information system based on true evidences has become a true reality with the availability of growing archeological data, Data Sciences, sophisticated Statistical tools and modern AI based tools.

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The Buddhist Economy is revolutionary in the fact that work is meant to be meaningful and creative, not stressful. This system is successful when it is able to focus on the health and spiritual wellbeing of the individual as well as the economic goals being fulfilled.

The economics of Buddhism brings to the fore a conundrum with which Buddhists have had to contend since the time of the Buddha: how should Buddhists engage in economic activity in order to provide for their individual lifestyles and the Buddhist monasteries that support Buddhism? The widespread image of a monk or nun sitting deep in meditation in a cave may exemplify a religion that values nonattachment to materiality and disengagement with economic action. However, when looking more closely at how Buddhist monastics maintain these austere lifestyles, one sees a complex Buddhist economic engagement throughout the history of Buddhism. The economics of Buddhism examines how Buddhists must necessarily engage in economic relations not only to support their lifestyles, but also to establish and expand Buddhist institutions across the world.

A large part of Buddhist economic engagement involves an economy of merit. Buddhists have been dependent on dāna, a system of donation and sponsorship, that has aided the building and expansion of Buddhism since the time of the Buddha. This merit-based economy involves a system of exchange in which virtuous actions such as generosity are rewarded with an accumulation of merit (puñña), leading to beneficial circumstances in this life or the next life to come. Based on this system of exchange, monks and nuns receive remuneration from the lay community for their services. It is due to this merit economy that monks and nuns have been able to pursue a monastic lifestyle and monasteries have been built, some of which have become economic epicenters for the surrounding community. Historically, large monasteries across Asia have acquired large plots of land, accumulated large storehouses of grains and goods, and engaged in various other economic endeavors, such as lending money, running businesses, hiring laborers, and so forth. In order to maintain these at times very large Buddhist institutions that have supported monks and nuns, and in essence the survival of Buddhism, this system of exchange—money for merit—has been a crucial aspect of Buddhism.

Since the time of the Buddha, the spread and survival of Buddhism has been reliant on economic exchanges and the economic environment of the time. This is very much the case in the early 21st century, with the spread of global capitalism affecting how Buddhist images, goods, and services have been adopted and altered in new environments. For example, with changing economic conditions and the rise of the consumer society, Buddhist monasteries have found new sources of income, such as through tourism. Global sentiments regarding Buddhism as primarily positive, furthermore, have led to the proliferation of Buddhist-inspired objects for sale in the mass consumer society. Instead of seeing Buddhist economic engagement as a paradox, or hypocrisy even, when looking closely at how Buddhism and economic relations are necessarily entwined, one sees a complex relationship that provides the basis for the survival and spread of Buddhism worldwide

 

 

 

Education initiatives

In the last two decades, the world has witnessed an exponential increase in the number of educational institutes to meet the increasing demand for education. This has resulted in an unprecedented shortage of good teachers across schools, colleges and universities for aspiring students.

Recruiting quality teachers has become the biggest challenge for all successful and aspiring to be successful education systems as the success of any education system depends significantly on the quality of teaching professionals. Keeping this challenge in view, Global Placements introduced innovative processes in line with the best practices followed in teachers selection globally. Nepal has to improve this sector.

 

Education disruption post pandemic

 

Also clear from the results and role those digital technologies played in overcoming the challenges of the pandemic, government needs to scale up education technology using mobile phones to support school reopening, with long and short-term applications. Remote and e-learning can still play an important role, especially for those with irregular attendance and academically weaker students to offer customized learning paths, even after schools reopen.

Learning using mobile phones is the most well-received approach for e-learning according to our survey, and it covers the majority of the population. Hence, enabling teaching through mobile phones and providing free data packages will be effective in helping students for self-paced learning, augmented by regular monitoring and mentoring.

Low- tech and “no-tech” solutions that have proven effective in other countries (e.g., short message service and phone- based tutoring, solar powered radio, workbooks, and other distance-learning packages) may also be considered. School lockdowns have provoked significant problems, and point to a slow learning recovery amid possible high dropout rates and low attendance after schools reopen. The existing interventions for primary education are therefore unlikely to address these massive impacts. Instead, holistic new interventions are necessary to restore Nepal’s human capital growth to its impressive pre-pandemic track. Global Mobility is a great advantage available to companies to strengthen their operations by drawing on a diverse pool of talents required to succeed in today's business environment.

 

International talents and business sense

When you look for talent all over the world, you increase the possibility of finding the best talent from global markets. In Sweden there is currently a shortage of skills in certain occupations. One solution is to recruit from other countries.

International recruiters find Strengths in  ‘Diversity’ is regarded very favorably as it brings benefits on several levels such as access to alternative ways of thinking.

They see new recruits, with their experience of other countries and business climates, are able to see an operation in new ways and use different approaches to solve problems and develop products. The language skills and market knowledge a recruit from another country possesses provides a company with new ways to enter potential markets. If a company is considering a new export market, there is much to be gained by getting hold of local knowledge about customers and competitors, especially when it comes to the spoken and unspoken rules of business life.

 

There are also purely human aspects – a job in another country means new experiences, new knowledge and a chance to grow. What's more, whether the person is from a neighboring country or the other side of the world, bridges are built between cultures and people. It arouses curiosity and broadens horizons.

 

 

Trends of recruiters

 

Recruiting is being mission critical in business today. If a organizations don’t have the talents in the world where it is about intellectual property, cyber security and talents to produce great innovative ideas, if it is not at the top of the priority list, industry leaders will face high risk in today’s world. The first thing is capacity planning of people. Industry leaders need to understand what your productivity and output looks like. If things are mission critical for industry leaders, they need to be able to step forward and educate expectations around.

They have to make sure that they focus on telling company story telling. If story telling is weak they can’t articulate your company’s vision, values, roadmaps is, culture is, they are not going to get attention. If they have to prioritize story telling making sure they have mind blowing story to tell. Recruiter should be less like sales people more like business people as you move on to future. How they communicate in business term is critical using data and insights. Workforce planning needs to be agile. How they respond when business changes. How they react work collaboratively to be successful is important,

 

The future of recruiting Talents

 

After the Covid-19 pandemic led to a temporary hiring freeze in many industries, things are now brightening up. Entirely new recruiting trends have emerged that were not at the top of HR managers' agendas a year ago.  Customizing recruitment and job offers to be more individualistic and candidate-centered. Acknowledging and removing the biases of recruiting teams in order to cement DEI into your organization. Optimizing the inclusion of data, automation and AI in the recruitment process. HR departments need to have the freedom to design products and services for human being behind the employee, and that’s the future. Not only is it now fundamental to offer hybrid ways of working, HR departments need to have the responsibility and freedom to develop products and services that cater to the human being. Companies need to reestablish new and contemporary boundaries between home life and work life, if they want to stay ahead and win the war for talent. People from other countries and parents with young children are in a better position to participate in the labor market than they were before. We now have a global market, that means less excuses to be hiring only male leaders, now is the time to tap into hidden talents, such as career mums or talents who don’t want to relocate. Make the process as data driven as possible so that’s how you get diverse talents in the door, but how do you retain them. Organizations need to focus on short term goals and offer employees a perspective for the next year or two rather than focusing on the wide and long term job perspective. Make the path to growth transparent and ensure opportunities are handed out equally among both genders. Some of the next goals for recruiting include offering more work place policies that are appealing for diverse candidates, such as flexible location and hours as well as offering more part time opportunities, including increasing the number of shared leadership models. Data, automation and ai

When we consider how we can remove biases from recruitment process, we think of making it automated. AI software can’t be biased. AI can learn human biases, depending on who is developing AI itself. AI can learn human biases, depending on who is developing the AI itself. The key to avoiding the replication biases is to ensure a diverse team builds the technology in the first place. It is also important to not only use right data, but also clean it of biases otherwise it can run the risk of enhancing and replicating human biases. Using the right data can significantly reduce time and cost per hire and produce a better employer - employee match.  The future contains an combination of AI and people for this people centered business. We need team of Think Tanks wo will handle female factor for global career and leadership community on a mission to close the leadership gap by enabling the next generation of female leaders to get a seat at the table.

 

 

 

Women’s agenda

Women, during Covid-19 pandemic, faced some of its most severe and unforeseen impacts. The pandemic exposed deep, structural inequalities that exist within social and economic systems.  The pandemic posed a threat not only to livelihoods from inadequate social protection systems, but also to women’s security as violence against women has increased in the country. As endorsed by the adoption of the UN Security Council Resolution 1325 on ‘Women, Peace and Security’, women play an essential role in peace and security activities, including in accelerating economic revitalization in the aftermath of conflict and emergency situations such as the Covid-19 pandemic. Economic empowerment of women not only contributes to more peaceful and resilient societies but also protects women from issues such as domestic violence. Applying a ‘Women, Peace and Security’ lens to response, therefore, provides valuable guidance on the fundamental need for women’s rights and women’s leadership to be at the forefront of recovery. Government should speed up training to support women to start their own businesses, through training ranging from technology adoption in financial literacy to business planning to ensure that women and girls in Nepal are economically empowered and resilient in the face of crises, now and in the future. The Covid-19 pandemic has widened gender and other inequalities in employment, with women (and industries dominated by women) experiencing the largest job losses. And men currently earn most degrees and hold most jobs in these future-proof areas. This pandemic has taught the world a lot of lessons.

Do the senior elderly citizens of Nepal have sufficient knowledge and skills to record the learning lessons in order to generate and achieve their correct narratives for future generations? Girls especially should take interest in capturing and recording the valuable contents of past experiences of elderly citizens before they fade away.  These meaningful contents add value to current and future generations. Women seemed to have a different risk perception and desire for protective action than the men in their lives. Researchers found that there are many barriers that disadvantage women in the event of a disaster, leaving them behind when it comes to decision-making and potentially slowing down their recovery. Eliminating the male head-of-household model is crucial for speeding overall household recovery.

Opening education, free and inclusive access to all through a global open education could be a strong mechanism to empower not just women but any individual in the world. AI plays a major role in this by understanding the complex system of materials, competences, infrastructure and the needs of particular individual.

The role of AI education for women empowerment and the skills of the 21st century would be based on four Cs of Collaboration, Communication, Creativity and Critical thinking. Focus on increasing knowledge in mathematics and software programming for development of AI, but miss the fact that AI is now mature enough that it needs not only developers but also people trained in skills to use it across different fields.

AI systems often perpetuate gender biases and stereotypes that are harmful to women and individuals with diverse gender identities and sexual orientations. Biases requires greater vigilance, technical solutions possibly through defining new research challenges for women empowerment and dimensions of fairness, accountability and transparency.

With an eye toward the 2030 deadline to achieve the Sustainable Development Goals, it details how women will catalyze urgent and sustained action to achieve gender equality and the empowerment of all women and girls.

Over the past years, Artificial Intelligence (AI) and its participation in decision-making frameworks had exponential growth financially and academically in organizations among diverse industries. Modern society demands to automate tasks, processes, and systems. However, even with the significant growth in AI and consequently in the workforce needed to fulfill current demands, the gender gap is still a problem to be solved as in other STEM fields.

Nonetheless, even with these disappointing statistics about women’s inclusion in AI teams, there is a large spectrum of actions that multiple organizations are applying to close this gender gap. These strategies are only applicable and helpful when women themselves are seeking to achieve gender equality by becoming leaders and valuable team players in areas like Data Science, Machine Learning, AI research, MLOps, among other AI sub-areas. Women around the world are gathering knowledge and strategies to build communities in AI and boost the current and future generations of female leaders. Strategic Plan should be worked out based on key findings from an extensive consultative process, drawing on lessons and recommendations from evaluations, audits, and other assessments.

 

Example: Women in Data science

Neuro AI is a good area for women which involves promoting a mental health awareness. It is an interface of neuroscience and data science. Women should bring together neuro scientists and data scientists under one roof so that they can collaborate and bring lots of solutions to mental health problems in the country to revolutionize mental health problem. There is skewness in women in Data science or Tech world. We are living in an era of Data science. Data is the new oil. Everything is revolutionized and controlled by AI. AI has penetrated in every walk of our live. Government is making decisions using Data, Deep learning algorithms, AI, satellite imageries etc. Lot of predictive analysis are being done in government, corporate governance backed by data. 50% of the population are women. Data is controlling our lives. Women bring unique perspectives to the table. They are good in problem solving. They are good in making inferences. These are all proven by global research. We don’t have diversity in Data science. Data science is too important to be left to men and more women have to come to this field.