The end of the last century saw the beginning of the Fourth Industrial Revolution, marked by the technology-based fusion of biological, digital, and physical worlds that is not changing the way people work but is in fact driven by the way people work. In recent decades, the business landscape has undergone tremendous change. People rarely stay in one job for decades, for example. Changes in social behavior and demographic shifts (notably, the arrival of Millennials, who gravitate toward flexible and entrepreneurial careers) have altered the shape of the workforce. In the wake of the Great Recession, the gig economy has arisen to help workers achieve independent “job security,” and personal marketability, and better work-life balance (with the standard “9 to 5” schedule is on its way out). And digitally connected work environments are displacing traditional brick-and-mortar office space.

It’s no longer news–to employers or to potential employees–that social media accounts offer a glimpse into the lives of applicants that has never before been possible. At least, that’s the case for those whose information is made available to the public, whether by design or by accident. This enables hiring managers to approach their applicant pool with more information than ever. But using these tools comes with several caveats–some cons to balance out the pros, both from legal and ethical standpoints. Here are some potential pitfalls as well as some good ideas to make sure you’re using these tools wisely.

I have read and written about, the coming wave of robotic workers displacing human workers. The unfortunate truth is that this is not going to go away. Many workers, including those in the C-suite, may be replaced by robots if they do routine, repetitive work. Much of HR is included in that prognostication. However, there may be a bright side to this story.

The fears of workers being replaced en masse by robots has been well documented in the press. Rather than replace them however, how about if technology allowed companies to retain workers by melding them with machinery to make them much more efficient and productive?

If there is one thing I know for sure, it’s that data changes lives. It helps us decide on the home we want to purchase. It guides us in our decision when selecting a new and trendy restaurant during business and vacation travels. This weekend, data has provided me with a foundation to move forward with building a stone patio in our backyard. Without data, I wouldn’t be attempting and investing the time in our DIY project.

Culture fit is very often the determining factor on whether an employee stays at a job long-term. With one out of two workers quitting before 18 months, managers could use some help.

Despite years of urging hiring managers and HR professionals to focus employee selection on culture and team fit, many hiring decisions still ignore attitude and personal values, especially at a time when skilled workers are scarce and unfilled jobs plague many businesses. When the education and experience fits, it seems to blind managers to the fact that no matter how good the wings, pigs won't fly.

Much has been written about Millennials, and for good reason. Millennials make up 50% of the modern workforce, and the oldest members of Generation Z (those born roughly 1995 to present) are starting their first jobs and internships.

Augmented Reality (AR) seems to have gone from “technology of the future” to “technology of today” rather quickly with the popularity of Pokémon GO. Virtually overnight, the new app has revitalized the Nintendo game originally released in the 1990s, allowing players to explore the real world and virtually catch strange creatures with their fingertips—and this is just a glimpse of AR’s capabilities. AR is the integration of the user’s environment with digital information. As of now, AR does not play a substantial role in the human resources landscape; but, given its potential, that is soon to change.

Recruiting is a totally different function than it was just 10 years ago. The traditional role of the recruiter has expanded and evolved so drastically it can feel nearly impossible to keep up. Latest tools, best practices, and an ever-growing list of new job requirements for talent acquisition specialists requires a constant need to evaluate, assess, and optimize the recruiting process. Let's do a quick audit of the common signs of a broken recruiting function.