Minds + Machines: Revolutionizing work, careers, and learning

Posted by
Michael Griffiths
Matt Stevens and Carly Ackerman October 27, 2017.

We often hear the threats of the imminent disaster coming towards us in the form of artificially intelligent robots. Instead of considering robotics and cognitive technologies as a way of reducing human needs, organizations should consider how the future of work determines the complementary capacity created by automation. Human Resources and Learning and Development provide an important opportunity to help the organization make the transition to structures that can evolve more quickly, learn quickly and easily. Embrace dynamic human-centered careers created by digital proliferation and increased automation.

Digital disruption continues to force organizations to rethink their way of doing almost everything. Machines may one day make 'hard' skills (for example, coding, data analysis) obsolete in humans. It requires skills that enable an organization to continue to adapt, innovate and thrive. A culture of learning – both for the organization and its employees – is now an essential part of any business strategy. Organizations and individuals must learn to do the same things differently, learn to do other things entirely and, along the way, learn how to gain competitive skills to stay in time, whether during their career or their lives. a company.

Bersin ™ research reveals that a true high-impact learning organization (HILO) is still learning – all active organization and supports a culture where l & rsquo; Learning is work and work . Cognitive technologies play a growing role in work, which affects how we approach learning and careers. We like to think of cognitive technology in terms of four levels of application ranging from robotic process automation (RPA) to human-type processing capabilities.


Source: Deloitte Consulting LLP

RPA is where many organizations start, using it to streamline work "work". Moving towards cognitive applications and artificial intelligence is where "thinking" work becomes involved. In both cases, the use of cognitive technologies creates a greater workforce, and organizations need to understand the unique capabilities that humans and machines bring to bear in realizing the full scope of commercial impacts.

Realign rather than Replace
While much of the discussion on artificial intelligence has focused on the replacement of human capabilities, its true power and its potential come from the realignment of human capacities. In the cognitive era, human intelligence and the machine are better perceived as complements rather than substitutes. Each has distinct capabilities that depend on each other, and to make the most of human and machine matching, companies should focus on how both interact and reinforce each other. mutually, rather than on their individual abilities.


Source: Deloitte Consulting LLP

Making L & D and HR Strategic Catalysts
One of the conclusions of Bersin HILO's research is that L & D is in a precarious position then that learning passes the skill of L & D to be deeply rooted in the fiber of all the organization. To evolve, the role of L & D must shift from the owner to the influencer. The learning function and human resources are uniquely positioned as strategic enablers for the adoption and use of cognitive technologies by businesses. As such, L & D and HR leaders should consider how to take advantage of this position. At the same time, the C-suite should recognize it as a business imperative.

Claiming a Seat
It is essential to sit around the table regarding how the organization integrates cognitive technologies into operations, which is more likely if efforts HR and L & D capture the attention of managers. According to Deloitte's research Global Human Capital Trends although 77% of executives surveyed expect to recycle or redeploy human talents supplanted by new forms of automation, only 17% of 39 between them say they are ready to manage It is possible that some parts of your organization are already thinking or implementing a form of cognitive technology (eg, finances using blockchain to create a cognitive technology). ledger or even within human resources ), and efforts in several business units can be fragmented. HR and L & D can play a role in unifying efforts, breaking down silos to develop a coherent plan for the workforce.

Creating a Culture of Continuous and Integrated Learning
To maximize cognitive technologies, learning should be deeply embedded in the flow of work. It means:

Understanding the synergy of machines and humans . To get the most out of human and machine pairing, focus on how the two interact, rather than on their individual abilities. Ex., Quantitative analysis, image and text recognition, predictive analysis, task performance), while humans excel in the creation and expansion of knowledge (innovation, qualitative evaluation, contextualization, development of definitions, rules, etc.). and structures). Both sets of skills are imperative, but none are effective alone.
Redefining Existing Work Processes to more effectively use automation and machine technologies, if any, going beyond the obvious processes to find other candidates for the # 39; automation. For example, it may be obvious that a system should be able to automate class assignments or mass notifications, but that is to create a portfolio of clients that would be more efficient. can a sales representative then talk one-on-one with the customer?
Design of a learning strategy for recycling / upgrading skills . To effectively use the fusion of machines and men at work, we must help people to change and adapt.
– Reinventing Learning to Better Equip Career Transitions on the Fly
– Using Targeted Micro-Learning to Provide Information in the Proper Format at the Right Time
– Identify Mentors to Invest in the Transition Roles of Team Members
– Enable Learning Communities, Encourage Collaboration and Harness the Power of Crowd Knowledge
in the Workflow increases
Redeploying talent to capitalize on newly realized synergies . With machines taking over some aspects of the work, humans can be redeployed to focus on their innate strengths, as noted by our colleagues in this discussion of the future of work – curiosity, creativity, imagination, emotional intelligence – and harnessing. those both to solve problems and creatively identify new opportunities.

A (r) evolution of work and careers
In a world where work, learning and career are fully integrated, the full reach of human potential is unlocked – it's the revolution that cognitive technologies and automation help to achieve. If, as an HR or Learning Manager in your organization, you are not part of this conversation, you must be. Enabling digital learning and integrating it into the workflow is essential for any organization that strives to be digitally mature – and this should be every organization.

Michael Griffiths is a director at Deloitte Consulting LLP and directs Deloitte's North American activities in the field of apprenticeship.

Matt Stevens is a Learning Specialist within Deloitte Consulting LLP, where he assists organizations in a wide range of industries to define and implement talent development strategies.

Carly Ackerman is a senior consultant in the field of learning solutions at Deloitte Consulting LLP, with a focus on the subject. adoption of a state of mind by employees. strategy and transformation.

1 Jeff Schwartz, and. al., The Future of Work: The Augmented Workforce, Global Human Capital Trends 2017, Deloitte University Press, February 28, 2017. https://dupress.deloitte.com/dup- us-en / focus / human capital-trends / 2017 / future-hand-of-work-changing-nature-of-work.html

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