Innovation, Artificial Intelligence in Contingent Work-Force Management

In recent years, the global use of contingent workers is rapidly increasing despite the increasing quantity of artificial intelligence applications in business. The question is "how these companies leverage the use of artificial intelligence to enhance contingent workforce's management?". The ideal goal of this paper is to develop a purely conceptual application of innovation, artificial intelligence (AI) adjacent to contingent workforce management(CWM). The researcher used qualitative information gathered from various authors and observations to reinforce the usage of AI. One of the critical tools to integrate with contingent workforce management for reduction of time spent on human resource administrative tasks is AI. There must be a transformation of thinking, accepting positive organizational change, utilization of technology and openness to new technology to foster  AI. Along with that, integrating contingent workforce management with AI reduces risks and costs, increases efficiency and quality of work. Innovation and Artificial intelligence have been used in five pillars performance of contingent workforce management to mitigate the challenges associated with it.In recent years, the global use of contingent workers is rapidly increasing despite the increasing quantity of artificial intelligence applications in business. The question is "how these companies leverage the use of artificial intelligence to enhance contingent workforce's management?". The ideal goal of this paper is to develop a purely conceptual application of innovation, artificial intelligence (AI) adjacent to contingent workforce management(CWM). The researcher used qualitative information gathered from various authors and observations to reinforce the usage of AI. One of the critical tools to integrate with contingent workforce management for reduction of time spent on human resource administrative tasks is AI. There must be a transformation of thinking, accepting positive organizational change, utilization of technology and openness to new technology to foster  AI. Along with that, integrating contingent workforce management with AI reduces risks and costs, increases efficiency and quality of work. Innovation and Artificial intelligence have been used in five pillars performance of contingent workforce management to mitigate the challenges associated with it

Embarrassingly Parallel Search

International audienceWe propose the Embarrassingly Parallel Search, a simple and efficient method for solving constraint programming problems in parallel. We split the initial problem into a huge number of independent subproblems and solve them with available workers (i.e., cores of machines). The decomposition into subproblems is computed by selecting a subset of variables and by enumerating the combinations of values of these variables that are not detected inconsistent by the propagation mechanism of a CP Solver. The experiments on satisfaction problems and on optimization problems suggest that generating between thirty and one hundred subproblems per worker leads to a good scalability. We show that our method is quite competitive with the work stealing approach and able to solve some classical problems at the maximum capacity of the multi-core machines. Thanks to it, a user can parallelize the resolution of its problem without modifying the solver or writing any parallel source code and can easily replay the resolution of a problem

Information Systems Skills Differences between High-Wage and Low-Wage Regions: Implications for Global Sourcing

Developing Information Systems (IS) skills for a company’s workforce has always been challenging, but global sourcing growth has caused the determination of needed IS skills to be more complex. The increased use of outsourcing to an IS service provider and from high-wage regions to low-wage regions has affected what IS skills are required globally and how to distribute the workforce to meet these needs. To understand what skills are needed in locations that seek and those that provide outsourcing, we surveyed IS service provider managers in global locations. Results from 126 reporting units provide empirical evidence that provider units in low-wage regions value technical skills more than those in high-wage regions. Despite the emphasis on commodity skills in low-wage areas, high- and low-wage providers value project management skills. Low-wage regions note global and virtual teamwork more than high-wage regions do. The mix of skills and the variation by region have implications for domestic and offshore sourcing. Service providers can vary their staffing models in global regions which has consequences for recruiting, corporate training, and curriculum

Technology assessment of advanced automation for space missions

Six general classes of technology requirements derived during the mission definition phase of the study were identified as having maximum importance and urgency, including autonomous world model based information systems, learning and hypothesis formation, natural language and other man-machine communication, space manufacturing, teleoperators and robot systems, and computer science and technology