Industry believes in a balance between artificial and social intelligence.
What will
we as a ‘human’ workforce need to learn, understand, change and develop to
succeed in the artificially intelligent workplace of the future?
At recent
focus groups held by Development Beyond Learning (DBL) in Sydney, London and
Singapore this was the hot topic of conversation.
DBL invited
business, talent, people and culture, and learning and development leaders, from
diverse industries, to roundtable events to discuss the future of work. The
discussions focused on three areas: the future of work, future skills and future
skills development. The burning question everyone left was; what would be the
true impact of the future on the workplace and how could we start to embrace AI?
Whether
you believe it’s science fiction or not artificial intelligence is on the rise
and smart machines will transform how we live and work. It is already happening
now!
The World
Economic Forum recently released a video listing the top 10 countries adopting
AI and robotics in the workplace. In the number one spot was South Korea with
the surprising statistic that 1 in every 631 workers was a robot.
At
Netflix machine learning is integral to its video recommendation engine, so
much so that it has valued the ROI at 1 billion GBP a year, due to its impact
on customer retention.
AI
is also creating new 'talent' requirements in organisations, and is likely to
impact the early career talent organisations recruit more and more in coming
years. Increased adoption of AI is also creating new training and development
needs for organisations, as discussed in this recent article in the Australian Financial Review.
The future of
business, and the future of work, is changing. The fourth industrial revolution has arrived.
Thankfully
the long history of human kind suggests that we have always adapted to new ways
of working from the
first industrial revolution using water and steam power, to the second using
electric power, and the third using electronics and information technology. Now
we are at the fourth industrial revolution, the digital revolution, a fusing of
physical, digital, and biological technologies.
New tools
to do work have always been emerging and new jobs have always followed. AI is no
different.
There
are two categories of AI, weak and strong. Weak AI, also known as narrow AI is artificial
intelligence that is focused on one narrow task. Strong AI, in contrast, is
described as a machine with a consciousness, sentience and mind. A machine
with the ability to apply intelligence to any problem, rather than just one
specific problem. The AI systems that many of us have encountered up to now are
mostly considered weak AI.
Weak AI
will no doubt continue to innovate and replace jobs that were once performed by
people. Despite this negative view of AI there are many benefits and
opportunities that it can bring for organisations, their people and their
customers. There is not only opportunity for new jobs to emerge with AI but also
for current jobs to evolve and become more rewarding.
Across our roundtable events there was consensus that
people will not be made redundant, instead roles will evolve, productivity will
increase and life will never be quite the same.
The OECD predicts that the level of
attrition from AI entering the workplace will be less than 10%. This is because
each individual job requires the completion of multiple tasks.
A recent article in The
Harvard Business Review states that companies should look
at AI through the lens of business capabilities rather than technologies. Taking
a broad view of how AI can support business in three areas: automating
processes, gaining insight through data analysis, and engaging with customers
and employees.
In London, representatives from a leading financial services
institute shared how graduate analysts worked long hours completing
administrative tasks, leaving them little time for the more interesting and challenging parts of
their role. They were considering how AI could aid in performing some of the
more menial tasks, such as scheduling and handling data, freeing up the
analysts to focus on interpreting and presenting the data for meaningful
business outcomes.
It
may seem that asking a workforce to positively embrace machines taking over
their work is ambitious (especially for generations and cultures who hold strong
to the notion of a career for life). Therefore preparing individuals for the
possibility of a new career and to learn or retrain for a new job is just as
important as the training or upskilling itself.
This
is where the skill of growth mindset will be key. Growth mindset is the
understanding that abilities and intelligence can be developed.
In Singapore, we heard from talent managers in South
East Asia that recruiting for the ‘right’ mindset has become a
priority. Curiosity, an ability to learn and self-awareness are the capabilities
and attributes they will be screening candidates for in the future. We also discovered how Singapore has
been championing lifelong learning and upskilling since 2015, when the
government launched the SkillsFuture scheme.
The Head of Education at a leading software company
stated that there is a need for governments and schools globally to look to
enable a stronger transformation of core work competencies.
Development Beyond Learning have researched,
identified and shared a set of core future skills that include growth mindset
as the underpinning skill for all future skills. They view future skills as the development of uniquely human,
transferrable skills to help people future proof their careers and equip
themselves for the future of work.
In
Sydney it was interesting to see the conversations align to and validate this
research. Identifying the need to focus on skills and capabilities that
artificial intelligence has trouble replicating such as creativity and
collaboration, presenting, influencing and interacting authentically with
others. As David Autor, Professor of Economics at Massachusetts
Institute of Technology describes it, they will be the skills required to
perform, non-routine work that require cognitive ability.
A smart
machine may be able to diagnose problems and recommend actions for improvement.
It will however take human beings, to communicate and lead change, spurring
others into action.
In
this capacity social intelligence (SI) will be a highly regarded cognitive skill
of the future. Social intelligence is the
ability to get along well with others, and to get them to cooperate. It
includes an awareness of situations and the social dynamics that govern them,
and a knowledge of interaction styles and strategies that can help a person
achieve his or her objectives in dealing with others. It also involves a
certain amount of self-insight and a consciousness of one's own perceptions and
reaction patterns. An ability that strong AI may master but from all reports
this is a long way off.
The
one thing AI can’t do is tell itself how it should be used.
There
is a huge need to develop leaders of the future to be creative, critical
thinkers and complex problem solvers who are able to make moral, ethical and
socially conscious decisions about when, where and for what AI is to be used.
The
long term consequences of AI in the workplace is highly nebulous but it is
important that it is not ignored.
We
have the ability to prepare, plan and implement strategies that will enable
humans to transform and succeed in their careers. Organisations can do this by:
- Recruiting for mindset as much as technical ability
- Challenging and redefining traditional talent and leadership pipelines
- Assessing workforce skills and capability gaps against those required for the future
- Preparing people for learning, retraining and upskilling prior to rolling out training Implementing strategies and programs that develop future skills and mindsets
Organisations
must look to enable and create a balance between artificial and social
intelligence in the workplace, to enable both together to transform businesses,
products and services, engage with and solve problems that allow us all to not
only survive but thrive in the digital age.
By Saskia Spaan, Development Beyond Learning
DBL
would like to thank all the leaders who participated in and contributed to the
Future Skills roundtables in Sydney, London and Singapore held in May 2018. A
special thankyou to SEAAGE, Gemstar and
the Australian Institute of Company Directors for hosting DBL.
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