Claus Jepsen argues that it’s difficult to avoid predictions about AI and its impact on the workplace. However, businesses should be cautious when laying out plans to improve efficiency.
There is much debate over artificial intelligence in the workplace, but a major issue has not been discussed.
The way a company adopts AI can have a major impact on the public perception of it as an employer.
What could be the impact of CEOs’ openness about AI in cutting costs and staff?
Employers must show that they will not only support their employees in the transition to an AI-driven workplace, but also demonstrate how AI adoption will increase shareholder value.
Klarna is one company that has been very vocal about the fact that they will be able to reduce headcount and increase efficiencies. But what does this message send to future employees in terms of a positive work environment?
It’s questionable if highly-prized recruits would consider positions with companies that they perceive to be too ruthless or lacking in empathy for their staff.
Playing the Long Game
It is important that organisations adopt a long-term strategy when it comes AI adoption. This will have a positive impact on the success of businesses in the future and also their reputation as a top employer.
How an organisation implements AI and supports its employees through the transition can be a good recruitment tool.
AI is widely accepted as a tool that will transform the way we do business, which may have an impact on our roles.
Unit4 and IDC recently explored the challenges that organisations face as they prepare to embrace technology in a more complete way.
IDC’s research highlights a few of these issues. For example, 28% of European companies say they will struggle with fear of layoffs. 78% of US employees and Europeans expect that some or most tasks currently performed by them in the future will be automated.
IDC also identified areas in which employers need to reassure their employees.
Discussions around AI alienate and disenchant the existing workforce because it appears that cost is being targeted indiscriminately and use cases are based purely on business impact, not employee impact.
The employee’s voice is often lost because there are few or no plans for reskilling and transition.
AI champions
Senior leadership teams should acknowledge these concerns, and demonstrate that they are not just listening but also acting upon this feedback.
A key issue is expectations. What can employees expect of their organisation during this transition period? What is expected from employees, and what will they get out of this transition?
Senior leaders, without sounding like politicians on hustings should paint an exciting picture of the work life in an organisation when AI is everywhere. This won’t happen overnight.
IDC describes a journey in which AI evolves from an assistant to an advisor, and then becomes an autonomous agent working alongside employees.
In working with IDC, we identified new roles such as AI Orchestrators who will manage relationships between AI and employees.
AI will allow employees to concentrate on stimulating, more rewarding work, and will reduce the need for general administrators and managers.
Create a framework for skills development
Building a framework for skills development can help you identify the skills that already exist in your workforce and any gaps.
It is important to look ahead at 2030, and consider the skills needed, as extracting value requires a mix of IT, digital, leadership, and human skills.
When we reach a stage where AI acts as an autonomous agent the employees will require skills to be in a position to orchestrate these tools’ actions.
They must ensure that AI acts ethically, and interpret its insights in order to develop strategies which will allow organisations to innovate.
It could be that this requires leadership skills for governance, human skills such as critical thinking and creativity as well as IT expertise in integrating AI and digital business skills to automate and prompt engineering.
The employee of (very near) future will need a variety of technical and soft skills. Some employees may find this daunting, particularly those who are already established in their role.
In this AI-driven era, employers who are savvy can differentiate themselves and become employers of choice.
IDC recommends that organizations should put a lot of emphasis on the people. The report makes three recommendations to organisations looking at how best to embrace AI.
Human-centric Approach
First, the plans should be based on a human-centric strategy with a message that AI adoption does not mean replacing employees but rather enhancing their abilities.
It not only builds employee trust, but it also ensures AI tools are solving relevant problems for the organization.
Second, it’s important to include users in the journey. This way they can see AI for themselves and determine how it can help them.
The third priority is to upskill employees. It will be easier for everyone to understand the impact and value of the organisation, so employees can take the necessary training to improve their confidence.
If you get this right, your organisation will become more innovative and productive than its competitors. It will also be a much more attractive place to work.
Organisations that take a people-focused approach build a reputation as leaders who can be trusted. This is important as employees try to calm fears and plan their career paths in an AI-driven work environment.
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