It is well-documented and widely understood that AI will make a huge difference to how process-oriented functions are performed. Promising greater speed, accuracy, efficiency and performance across a plethora of working activities from production lines to healthcare to administrative functions: the possibilities are hard to ignore. But for the many individuals whose current roles may be impacted by automation, HR can play a pivotal role in two vital ways: support and training.
Explaining the changes afoot and the potential individual impact is one way in which HR can proactively support their workforce. The speed and effect of AI will obviously vary considerably from one industry sector to another. In car manufacturing for example, robotics has already significantly transformed the production lines of 20 or even 10 years ago and made significant changes to some roles.
Recent information on the impact of automation published by PWC identifies three waves of change; the first in the early 2020s affecting only 3% of jobs; the second in the late 2020s affecting 30%; and the third in the following decade with an impact on 44%. All of which means that the time to think and plan ahead is now.
So where do we think we’ll see changes?
Initially, the biggest impact will be felt in sectors where algorithms may provide faster analysis and assessment than a human. Why not take a moment to consider perhaps how technology could change how your company finance department might work over the coming years? What about other areas? Right now, HR can take a proactive stance and evaluate what the range of departments and roles that currently exist are doing which has the potential to be automated – and then assess the likely short, mid- and long-term impact on those roles and the business. Being forewarned is forearmed – and will ensure the company is able to communicate confidently with employees about their development needs in order for individual workers and the company to keep up with the pace of change. HR should certainly take the lead on this communication strategy – and informing staff using HR software would be a pertinent way to begin.
The second important area for HR to consider is training. The areas least affected by AI will be those where social skills and human interaction are more prevalent. Some skills such as critical thinking, collaboration, creativity, negotiation etc. are entirely dependent on the human touch and therefore cannot, in any way, be supplemented with today’s AI technology. And we will always have people in the workforce which means that management and leadership skills are crucial for success too.
The company training strategy should, therefore, focus on developing the most useful and relevant skills for current staff in light of impending changes over time due to AI adoption. Human interactive skills as identified above can certainly be enhanced through training. Workers nearing retirement can also be trained in better use and acceptance of technology in order to prepare them for a more technically reliant workplace. And look out for talent in your workforce with STEM skills as these are the individuals who will be most suited to the high-tech roles that will emerge as AI takes hold.
And what about HR? How will that change?
Of course, people management with all of its nuances and complexity (and the reason for being for HR professionals) would be unlikely to benefit from significant AI input in the short term – and as long as there are human beings in the workplace who need to be recruited, managed, engaged and looked after. But there are parts of the HR function that could still be enhanced and improved through automation. Skills assessment for example, or data mining of large workforces to find role matches, development opportunities, risk factors etc. The possibilities are endless… and HR software is already here to help you get started so if you haven’t seen the latest tools, perhaps now is the perfect time to look?
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