Artificial Intelligence may still be in its infancy, but it’s already forcing leadership teams around the world to reconsider some of their core structures.
Advances in technology are causing firms to restructure their organizational makeup, transform their HR departments, develop new training models, and reevaluate their hiring practices. This is according to Bersin By Deloitte’s 2017 Human Capital Trends Report , which draws on surveys from over 10,000 HR and business leaders in 140 countries. Much of these changes are a result of the early penetration of basic software, as well as preparation for the organizational needs that will emerge as they mature.
not eliminating jobs
“What we concluded is that what is definitely doing is not eliminating jobs, it is eliminating tasks of jobs, and creating new jobs, and the new jobs that are being created are more human jobs,” says Josh Bersin, principal and founder of Bersin by Deloitte. Bersin defines “more human jobs” as those that require traits robots haven’t yet mastered, like empathy, communication, and interdisciplinary problem solving. “Individuals that have very task-oriented jobs will have to be retrained, or they’re going to have to move into new roles,” he adds. The survey found that 41% of respondents have fully implemented or made significant progress in adopting technologies in the workforce, yet only 15% of global executives say they are prepared to manage a workforce “with people, robots, and working side by side.” As a result, early technologies and a looming revolution are forcing organizations to reevaluate a number of established strategies. Instead of hiring the most qualified person for a specific task, many companies are now putting greater emphasis on cultural fit and adaptability, knowing that individual roles will have to evolve along with the implementation of .
Adapting the role of HRs
On-the-job training has become more vital to transition people into new roles as new technologies are adapted, and HR’s function is quickly moving away from its traditional evaluation and recruiting function—which can increasingly be done more efficiently using big data and software—toward a greater focus on improving the employee experience across an increasingly contingent workforce […]