The 21st century Luddite movement seeks to reject a technology-obsessed society that values consumption over meaningful engagement.

This movement values physical work and self-sufficiency, teaching true costs and benefits and fostering ownership and responsibility.

Some people may oppose new technologies due to potential job losses and worker exploitation, echoing the Luddite movement.

Maynard Keynes introduced the concept of "technological unemployment" in the 1930s, referring to job crises caused by new technology.

The digital revolution may bring great progress, but also significant risks like mass unemployment and disrupted traditional ways of life.

Yuval Noah Harari believes that most people are no longer needed in the 21st century due to modern technologies, potentially causing feelings of uselessness and resentment.

Harari thinks emerging technologies like AI and bioengineering will make many jobs redundant.

The term "Luddite" refers to people, including Elon Musk, Stephen Hawking, and Bill Gates, who express caution or opposition to AI development.

Resistance to new technology can be triggered by employee anxiety and uncertainty about change.

Insecurities, defensiveness, and uncertainty can contribute to resistance to change.

Some people resist adopting new technology like AI due to fear of job loss, as it has automated many tasks and made some jobs obsolete.

FOMO and choice overload from online platforms can spark anxiety, prompt hasty decisions, and influence attitudes towards technology.

People often seek confirming information and act impulsively online, leading to misinformed decisions and anti-technology sentiments.

Certain consumers are more skeptical of new technology due to factors like low trust, low technology readiness, and high risk aversion.

The notion that technology is neutral overlooks its dangers and shifts blame to users, fostering a lack of accountability.

The relationship between technology and culture is complex, influencing individuals' perceptions and attitudes towards technology.

New technology in the workplace can trigger employee anxiety and resistance, hindering its acceptance and adoption.

Involving business users in the decision-making process for new technology can help address concerns and uncover requirements.

Evaluating new technology requires identifying the specific problem and considering new ideas with an open mind.

Internal change management is critical to address potential resistance to change due to loss of control, insecurities, defensiveness, and uncertainty.

Preparing staff for change and adopting new technology in phases can minimize resistance and disruption.

Transparent communication and employee involvement in AI design and implementation can help gain workforce buy-in and empower employees.

Comprehensive education and training can alleviate employees' AI fears by demystifying the technology and emphasizing human-machine collaboration.

Clear ethical guidelines for AI use in the workplace can address fears of job loss, privacy concerns, and bias.

Offering upskilling and reskilling programs can help employees adapt to changing AI-driven skill requirements.

About 300 million jobs are threatened by artificial intelligence, potentially increasing poverty, unemployment, and strain on social welfare systems.

Investing in continuing education and training is essential for workers to adapt to a changing labor market.

Organizations can balance innovation with worker support by providing ongoing learning opportunities.

Leadership plays a pivotal role in shaping the employee experience by balancing technological innovation with worker support through effective communication and empowerment.

Building trust with workers is crucial, and can be achieved by retraining them and providing new skills and opportunities.

Companies should support employee career development to attract and retain top talent.

Employee pushback can be addressed by developing a digitalization plan and retraining employees for new or changed jobs.

A unified effort is necessary to maximize digitalization investments and address employee concerns.

The skills gap is a significant challenge as new technologies make current skills potentially outdated.

Artificial intelligence can perform complex tasks, increasing efficiency and lowering costs, but also raising job displacement concerns.

Robots and AI are replacing workers in routine tasks, highlighting the need for new skills.

Oxford University research suggests 47% of US jobs are at risk of automation over the next two decades.

Investing in continuing education and training is essential for workers to adapt to a changing labor market.

Customized programs can develop technical and digital skills for new jobs.

The pandemic has accelerated changes in work, requiring new skills.

Half of workers say the pandemic has changed their jobs, requiring them to learn new skills.

The US had around 7 million open roles pre-COVID-19, which has now grown to nearly 11 million, largely due to skill gaps.

Employers must invest in internal training and provide support to bridge the skills gap.

Skills-training opportunities can give employers a competitive edge and long-term success.

Training workers and creating internal mobility options helps companies redeploy talent into high-value roles.

Gen Z workers are more likely to use AI, with 40% adoption compared to 28% among Baby Boomers.

Recruiting younger talent can bring in staff who adapt to new technologies, benefiting business performance.

Education and training are essential for utilizing technology, and apprenticeships can help narrow the skills gap.

In 2021, nearly 12 million workers lacked essential digital skills.

Apprenticeships can help develop employees to meet current and future business needs, regardless of age.

The AI revolution is changing how we live, work, and learn, and may drastically alter hundreds or thousands of job categories.

Workers and students must continually learn new skills to stay relevant.

Colleges and universities must update their curricula to teach future skills due to rapid technological change.

Universities need a paradigm shift to close the gap between industry demands and their curricula.

Practice-based learning is effective and can be scaled and personalized with AI technology.

Companies and workers must commit to ongoing learning to adapt to changing technologies.

Industry must shift from 'learn and work' to 'learn, work and re-learn' to encourage lifelong learning and adaptability.

Employers can invest in upskilling and reskilling to fill skill gaps and prepare for future jobs.

AI innovations can personalize learning, making it more effective.

Institutions must evolve their teaching to keep up with technological innovation, especially in AI.

The fast evolution of technology requires workers to continually adapt and enhance their skills.

A flexible learning approach is necessary to address the skills gap.

Artificial intelligence, machine learning, and data analysis are essential for workers to remain relevant.

Australian workers must continuously enhance their skills to meet international standards and remain employable.

Organizations can provide opportunities for workers to develop new skills through training, courses, and workshops.

Digital platforms like Coursera and Udemy offer convenient education and skill enhancement opportunities.

TAFE job training programs impart practical job-specific skills to workers.

Skill enhancement is essential for personal and professional growth.

Collaboration between education and industry is necessary to meet future skill requirements.

Upskilling is now a requirement for workers to remain relevant in the job market.

Institutions play a vital role in supporting educational growth and skill development.

The World Economic Forum predicts 44% of workers' skills will be obsolete within five years.

Most workers will need training in 2027.

Analytical thinking skills are the top training priority, accounting for 10% of initiatives on average.

Developing the workforce is the second priority, accounting for 8% of initiatives.

Employers are confident in their current workforce, but less optimistic about future talent.

Skills gaps and talent attraction are the main barriers to industry development.

48% of companies surveyed increased pay to attract skilled people.

Investing in on-the-job learning helps employers deliver on their business goals.

Most respondents expected investment in education and on-the-job training within five years.

Employee training, such as mindfulness-based training, can positively impact workers' wellbeing, job satisfaction, and work engagement.

Custom learning pathways can improve individual performance by addressing areas for improvement.

Companies with strong employee training have 53% less attrition than those with poor training.

94% of employees would stay with a company that invests in their development.

In-person training facilitates collaboration and knowledge exchange among employees.

Onboarding with advanced learning tools can increase employee productivity by over 70%, according to Glassdoor.

Leadership development is a key benefit of employee training, emphasizing skills like emotional intelligence and trust-building.

Learning and growth opportunities are now the top characteristic of an exceptional work environment, according to SHRM.

Employee training can help bridge skill gaps, which 87% of companies have identified or expect to experience soon, according to McKinsey & Company.

Over half of all employees will need reskilling or upskilling by 2025, says the World Economic Forum.

DEI programming can positively impact an organization's culture, leading to a 59% increase in creativity, innovation, and openness.

Employee training can break down organizational silos and facilitate collaboration among employees.

Learning and development can provide a competitive advantage by enabling employees to innovate and adapt to changing customer needs.

A 2022 study found that compliance training can yield a 317% ROI and save $3.

The 21st century Luddite movement seeks to reject a technology-obsessed society that values consumption over meaningful engagement.

The 21st century Luddite movement seeks to reject a technology-obsessed society that values consumption over meaningful engagement.

The 21st century Luddite movement seeks to reject a technology-obsessed society that values consumption over meaningful engagement.

This movement values physical work and self-sufficiency, teaching true costs and benefits and fostering ownership and responsibility.

Title:

Content: Blog post

We cannot buy tomorrow — using stories to understand technology change

By Mark P. McDonald | December 03, 2021 | 0 Comments

tech NO logyPersonal ObservationHuman AbilityFuture of High TechDigital Society

The dynamic and accelerating rate of change, disruption, societal concerns, etc can make it difficult to see what it all means, the direction we are heading in.  Speculative fiction is one of the ways that people try to make sense out of what can appear to be senseless.  Gartner instituted a special project called “Stories from Planet B“.  The goal was to use stories and other artifacts to help stakeholders envision preferred and plausible futures in a way that is transformative, inspiring and disrupting.

Here is my story, you can find the others at “Stories from Planet B” on Gartner.com

Enjoy

Mark

YOU CANNOT BUY TOMORROW

Tara sat down, rubbing her leg to work out a cramp she had picked up on the walk from her house. She had delayed this to the last minute. “Can’t turn ten ‘till you talk to the old men,” her brother reminded her.

Tara cleared her throat. “Question: What was it like at the start?“

Response: Project 2207, Darius Senna, aged 105, recalling the founding of Pantos.

The front of the room darkened. “Tara. The name means star,” came a man’s voice from the darkness.

“Dad says it’s also a lubricant that has gone bad, ‘Tar — ahh!’”  The room got even darker.

“We call ourselves Pantos. The fifth wave of Planet B colonists, B5, like the vitamin,” the man’s voice continued.

Darius Senna walked out of the darkness. He was wearing a blue collarless shirt rolled up at the sleeves, dark pants and brown boots. Tara noticed his rough hands, and his face, lined from UV rays. A bench appeared. He sat down.

“We were not the first. The first were the explorers. They discovered Planet B, determined it could support life, and summoned us to our new home. Then came ships, filled with those who could afford to leave Earth behind.”

Senna leaned back. Tara noticed the old style comms implant on his wrist. “Six centuries ago, the English sent ships carrying goldsmiths, jewelers, governors and soldiers to Jamestown. They sought to civilize their ‘new world.’ Likewise, the first ships to Planet B carried engineers bankers, officials — the cream of a curdled civilization.”

Looking out the window, Darius continued: “Those first ships were technological marvels. Gossamer solar sails, filled with technology and terraforming equipment. They landed in the northern hemisphere of Planet B. When their technology failed, they starved, just like the colonists at Jamestown.”

He paused and looked at Tara. “After three more waves, some of them are still around, eating from waste regenerators, asking their tech why it doesn’t work. We don’t see them much. We think about them even less.” Darius leaned forward, clasping his hands, just like Tara’s father did when making a point. “We Pantos understand — the physical world feeds the digital world. When the physical does not work, the digital does not matter.”

“Old Earth technology changed in the early 21st century. It turned inward. It became obsessed with experience, entertainment and consumption.” His face hardened. “Before then, technology had made people’s lives better. Then society went digital, and consumption mattered more.”

Darius unclasped his hands. “Data replaced reason. People focused on themselves. Technology meant looking down at a screen, not up at the world around them. People thought it was wonderful. Screens made them feel better.”

He leaned back. Tara noticed the scar down the inside of his left arm. No one had scars anymore, not since the invention of Dermaplast. Darius saw her staring and, almost under his breath, said: “With their narrow datasets, myopic algorithms and self-centered beliefs, they couldn’t see what was really coming. And they never did.”

“I had just turned twenty-seven,” Darius said. He paused, lost in a memory.

He resumed, “We Pantos are not Luddites. We are some of the finest innovators and engineers humanity has ever known. Old Earth technologies were advanced, but consumptive. They were great for solving little problems. Distributing products instantaneously, keeping their users’ attention, showing each other how successful they were.”

“But when the big problems came, technology could not handle it. The heat, the drought, the pandemics, the inequalities, the authoritarian states. This was the world as it really was, not how it appeared online. Their technologies spent what resources they had, but could not create more. When their inherited wealth dried up, it all fell apart.”

“You know why we Pantos tell each other, ‘You can’t buy …”

“… Tomorrow,” Tara finished. She heard that at least ten times a month.

“Right,” Darius replied. “We say that when it’s time to get to work.”

“The ‘northerners’ brought Earth’s ethos of control and exploitation. Digital entertainment, not physical engagement. They binged on culture as they starved and froze to death. If you go up north you can see the graves of trillionaires, and screens looping videos demonstrating their importance.” Darius went silent.

Tara waited, unsure of what to do next. “If we are not the first, then when did we get here?”

Darius looked Tara directly in the face. “We came in the last wave. We came on outdated ships driven by ions. The ships were cannibalized once we landed on the southern hemisphere, far from the first four failures.”

He smiled, “The first waves came to Planet B in space limos. Pantos came in space beaters.”

“Pantos went to work. Our technology fits our hands, not our eyes. We built our homes, rather than having them printed. Building them ourselves proved we were here to stay. Doing things yourself teaches you the true costs and benefits of your actions.”

He paused for a moment, and said: “Tara, remember to feed the Briax when you get home.”

She knew. Doing builds ownership and responsibility; consuming builds nothing but your waistline.

Darius resumed: “Technology is part of our agency. Planet B sustains life, but we are building a world to ensure our minds stay broad; we think before we act. We make mistakes, like we did at Junction.”

He rubbed the inside of his left arm.

“Failure is acceptable when we learn from it. Unacceptable when it is a cost of doing business, or called an externality.”

“We stay strong, acknowledging challenges and celebrating progress. Technology encourages contribution, not consumption. Contribution brings meaning. Meaning motivates innovation and improvement. If it does not work for all of us, then it does not work well enough for any of us. We have much work to do. You know…”

“You can’t buy tomorrow,” Tara repeated, reflexively.

The room brightened. Senna was gone, as was the bench. A woman’s voice spoke up. “Congratulations, Tara. Welcome to your next decade.”

Tara stood up. As she was leaving, she thought she heard the woman say: “Another turning ten. A blessing.”

“Yes,” came Senna’s reply. “Old enough to understand, and young enough to care.”

Some people may oppose new technologies due to potential job losses and worker exploitation, echoing the Luddite movement.

Title:

Content: TechnologyNews
300 million jobs threatened by artificial intelligence
Analysis and Reflections
The world is witnessing an unprecedented shift in the work and employment environment.
News from Libya 24
With rapid advances in technology, the world is witnessing an unprecedented shift in the work and employment environment.
Artificial intelligence (AI) has become a key driver of this change, with the ability to perform complex tasks that previously required human intervention.
This stunning progress raises many questions about the future of jobs, with some studies suggesting that artificial intelligence could threaten about 300 million jobs in the coming decades.
In this article, we will review the scientific and literary analysis of this phenomenon, focusing on the economic, social and psychological dimensions of this radical transformation.
Artificial intelligence.
Economic transformation and jobs at risk
Economically, the enormous impact of artificial intelligence on the labor market is undeniable.
This impact relies heavily on the technical ability of AI to perform tasks more efficiently and at a lower cost than humans.
In sectors such as manufacturing, logistics, and retail, robots and artificial intelligence systems are beginning to replace workers in routine and repetitive tasks.
For example, AI systems can manage inventory, process orders, and even deliver logistics in a more efficient way.
This progress reduces production costs and increases profits for companies, but at the same time causes the loss of a large number of traditional jobs.
A study by Oxford University suggests that about 47% of jobs in the United States are threatened by automation over the next two decades.
This high percentage raises concerns about the fate of millions of workers who may find themselves unemployed in the near future.
Artificial intelligence.
Social and psychological dimensions of transformation
Besides the economic dimensions, there are social and psychological dimensions that must be taken into account.
Job loss is a threat to social stability, as many individuals and families depend on their jobs for their daily livelihood.
Keeping a large proportion of the workforce jobless can lead to increased rates of poverty and unemployment, putting additional strain on social welfare systems.
Psychologically, job loss can cause mental health problems such as anxiety and depression.
Work is a big part of individuals ’ identity and sense of self-worth.
When people lose their jobs, they may feel empty and lose purpose, leading to a deterioration in their mental state and health.
In addition, older people may have difficulty adapting to technological changes and learning new skills, increasing their sense of helplessness and marginalization.
Challenges and opportunities in education and rehabilitation
To meet this huge challenge, governments and educational institutions must take decisive steps in education and rehabilitation.
Investing in continuing education and training is essential to enable workers to acquire the skills needed to adapt to the demands of a changing labor market.
Customized educational and training programs can develop technical and digital skills, allowing workers to move into new jobs that require advanced skills.
In addition, aseptic intelligence itself can play an important role in improving education and training.
Artificial intelligence technologies can be used to deliver customized learning experiences that meet the needs of individual learners, increasing the effectiveness of the educational process and enhancing the chances of success in acquiring new skills.
The future horizon.
Balance between technology and humanity
Despite the great challenges that AI poses, we must remember that it also represents tremendous opportunities for humanity.
Artificial intelligence can improve many aspects of our lives, from healthcare to transportation to scientific research.
To make the most of these opportunities, we must strike a balance between technological progress and human needs.
It is important to develop policies and laws that ensure that the benefits of AI are distributed fairly and equitably.
Governments must work to create an environment that encourages innovation, while at the same time providing the necessary support to workers affected by automation.
This can be achieved through financial support programs and vocational training, as well as strengthening social safety nets.
Ultimately, AI is both a challenge and a valuable opportunity.
While threatening to lose 300 million jobs, it could also open up new avenues for innovation and economic growth.
To achieve this, we must be prepared to face the economic, social and psychological challenges that this transformation poses.
By investing in education and training, and developing equitable government policies, we can ensure that the future is bright for all, where everyone benefits from the advancement of AI and no one is left behind.
At this crucial moment in human history, we must adopt a holistic approach that combines technological progress and human care, creating a world in which AI is a positive force that enhances the well-being of all.
By doing so, we can turn threats into opportunities, and cross into a better and brighter future.
More News
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Title:

Content: Technology has radically transformed how we work and engage and the rate of change can feel overwhelming. Now, the prospect of an AI-driven future is adding to the anxiety felt by workers at every level.

Gadijah Dolan, head of HR at Payfast

Despite this, companies understand that they will need to embrace new technologies and use them to innovate if they hope to keep pace with agile, born-digital startups. Finding ways to nurture innovation in the AI age requires a careful and deliberate approach.

The first step to staying relevant is to be constantly innovating. Most companies are naturally focused on growing revenue and generating profit, but they should also be institutionalising innovation within their organisations to ensure they remain competitive.

Making innovation count

The benefits of embracing new technologies are quantifiable. According to McKinsey, companies that are digital leaders enjoy faster revenue growth and better productivity than their less-digitised competitors.

What’s more, they grow profit margins three times faster than average and are often seen as the fastest innovators and disruptors of their sectors. This clearly shows that technological innovation can make a very meaningful difference to companies.

The same report uncovers an additional challenge. The research company points out that larger companies are capturing more revenue as a result of their innovation. McKinsey highlights that the world’s 58 largest economic-value-creating companies account for six percent of all economic profit. They also have 20 times more sales, four times more profit, and five times more R&D investment than median companies with annual sales above $1-billion.

With this amount of R&D clout, it becomes vital for smaller companies to use everything at their disposal to make their innovation efforts count. It also impresses the need for rapid innovation that can impact the bottom line.

Understanding a new generation of workers

So much of our innovation now relies on technologies like big data and AI. But this can cause a good deal of anxiety for many workers.

When ChatGPT hit the headlines, it caused some panic, especially amongst the older generations, that they would become redundant and be replaced by machines.

With careful engagement and allowing the staff to actually work with the technology, they realised that, while some administrative aspects of their job could be done faster and more efficiently by AI programmes, it also freed them up to focus on the roles which required the insight, experience and personal touch that only a human can provide.

As with all workplace issues, ensuring that everyone is seen, heard and understood is key. This includes a whole new generation that will soon be joining the workforce. Generation Alpha are those born between 2010 and 2024. They are referring to themselves as Gen.AI and are hyper connected and have had AI, like ChatGPT, as part of their lives since they were in school.

This generation is totally reliant on AI and will struggle without it. This will mean original and creative thought will have to be nurtured in a workplace setting. This generational disconnect will be an important aspect for HR leaders to consider when setting up and formalising innovation workgroups.

Three steps to ensure innovation delivers

* Start at the very top. Innovation needs to start at the executive level with buy-in from all leaders and then needs to be handed over to a dedicated innovation team. It’s also important that the team must be cross functional and representative of all levels within the organisation. While leaders must facilitate the initiative, when you are working on a new product or offering that will affect everyone in the organisation, it makes sense to get all the relevant stakeholders to participate. This also keeps everyone accountable, which significantly improves the chances of success in the allotted time.

* Ensure cross-functional viewpoints. A cross-functional team not only improves the chances of success, but the benefits of stepping outside of everyday work can be hugely beneficial to staff. We are all guilty of becoming tunnel-visioned when it comes to our daily niches, but breaking down silos can also uncover new talents and keep team members engaged and motivated. Setting up teams that have good generational representation also ensures a variety of ways of approaching problems and gives a good picture of what the customer is looking for when it comes to finding solutions.

* Pursue an agile, iterative approach. The most important aspect of rapid innovation is to take an agile, iterative approach. Just like how we design software, taking a fail fast approach to innovation means new ideas can be tried, tested and, if they don’t meet requirements, the innovation team can quickly move on without wasting any further time and resources.

One thing that born-digital companies can teach more traditional organisations is that innovation must be fast, flexible, and take advantage of every available technological opportunity. Today’s leaders must show that tech is a tool and human creativity still holds the biggest chance to solve our problems.

Title:

Content: Does AI make the arts poorer?
The real difference between the rich and the poor is the human mind.
▲ Since we have AI tools, we can do things quickly and well with a simple prompt, and the cost is low. (Illustration / Reuters)
2nd / Podcaster
I had a friend who had been unemployed for a while and asked me if I had a job for him to do, such as simple things like keeping an account and sorting out documents.
I said, if you asked me two years earlier, there must be, but unfortunately not now.
In the past, those chores took time, since the AI tool, as long as the simple prompt can be completed, the monthly fee is only a few hundred yuan, two or three hundred hourly wage students may not do so well.
He listened to me, didn ’ t believe it, and was curious to ask me how I use AI now.
In fact, the application is too broad and too complicated. To make him understand it as soon as possible, I cite my entire workflow as an example.
For example, when writing an article, in the stage of collecting materials, AI helps me to make notes of books / meetings / lectures / courses with speech, and the content is accurate and the grammar is strict. It can also be converted into various forms of charts, different lengths and various articles.
At the writing stage, I will discuss with AI what different topics can be cut into perspective, such as this article I want to know how AI is changing our society, ask it to help me summarize the main views on the Internet, and I will continue to ask for some details, and also ask it to grab the latest data for me.
Next, before po comes to the community, ask it to help me modify the typos and punctuation, the correction only takes a few seconds, and the text creation is basically completed.
I asked my friend, do you think you can do better, faster and cheaper than AI?
▲ AI can help users to take notes with voice, and the content of speech to text is accurate and the grammar is strict. It can also be converted into various forms of charts, different lengths and various articles.
(Chart / CFP)
Next, the image creation.
Now many devices, including WebCam and Monocular, the camera can lock the portrait to move in small amplitude, and even deliberately create a natural hand shake, self-portrait images are becoming more and more dependent on others.
Before the oral video, mainly rely on improvisation or reading, the former plays subtitles until the hand is broken, the latter has to get a reader to adjust the speed, now AI recognition subtitles are very common, the reader also evolved into the script will follow my words run (used readers will know how convenient this is), greatly speeding up the efficiency of recording videos.
It is also a technology derived from AI speech recognition: AI editing. Although it is not completely free from manual work, the editor is now editing by reading the text, without the need to listen with ears, which saves a lot of effort.
Music and images can be generated by AI, saving a lot of time to find materials and reducing the risk of copyright infringement.
As for the job that my friends are looking for, such as document processing and answering e-mail, I just write a SOP file to feed the robot, and it can do it flawlessly, and there is no need to rest for 24 hours.
It doesn ’ t matter if what is said above is not understood, in simple terms, I used to find two or three more people to deal with the process of chores, and it was replaced by AI, and AI did well and fast.
After all, it was all simple work.
▲ Document processing, e-mail and other things, as long as you write a SOP file to feed the robot, it can do flawless, and 24 hours without rest.
(Chart / CFP)
My friend is angry after hearing it.
I said, but I still need someone to help me, because I ’ m saving a lot of time now, have more capacity, and have the opportunity to make more money.
Do you do business sponsorship? Do you write creative scripts that are popular with young people? Do you have experience in IP marketing?
He was frustrated and said that he would not be those, as if he could only be eliminated.
Then he complained to me, saying that Taiwan's industry is serious, only the technology industry can make money, and other people live in deep water.
In fact, every technological innovation is like this, the British textile industry in the 19th century industrialization, a group of textile workers are also very angry at their loss of work, in the factory to destroy the loom.
These people are called Luddites. Now Luddites have become synonymous with opposition to technological progress. Most people also know that Luddites are marginal beings who will eventually die.
But it is obviously not accurate to attribute the fierce competition to the struggle for literature. In the example above, I am also a writer, but my property has leapt with the industrial revolution.
The difference is that I did two things: the first is the investment trend, and the second is that I treat AI as extremely cheap capital and use it to make money.
But I have taken advantage of resources, like I do not mix badly, will mix better, and mixed badly, will only mix worse.
Times change too fast, now this environment can not guarantee that you listen carefully to the classroom to teach those textbooks out of the society to eat, talent needs a flexible brain, as well as a variety of information judgment, to keep up with the pace of faster and faster technological development.
Then it is true that some people can not do, some people from the past to the present, all want to do the simplest job, they either can not find a job, or they have to get a lower salary than the robot.
▲ In the era of rapid technological changes, the advantages of language have been greatly weakened.
(Image from Google Translate)
In fact, education must be reformed as soon as possible, we need new departments, abolish some old departments, and now it seems like the pure language department of the college is really harming students, ensuring that they graduate and lose their jobs. (This sentence is easy to be misunderstood, it seems that I am belittling a particular department, I am not necessary.) And...
In my experience as a minor in Japanese at university, although I can also study culture and history, the advantages of language have been greatly weakened, and the teaching syllabus must be adjusted.)
The gap between the rich and the poor is inevitable, and policies can only try to avoid too many poor people, otherwise there will be social unrest.
Put on the beautiful idea of science fiction, before the civil unrest of mankind, I hope that robots will take care of our food like mothers.
Can you think about it? – I love this post.
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Content: Although it is common for business leaders to take inspiration from successful sports coaches, former Arsenal manager Arsène Wenger — himself a regular speaker on the corporate circuit — believes lessons from sport aren’t easily transferable to most organisations.

“Players have to be as close as possible to 100% of their potential to be efficient,” Wenger is quoted as saying. “That is not the case in daily life.”

Certainly, the role of talent separates sports teams from banks, or law firms, or even startups. Not least because the hierarchy of compensation is flipped, with many players earning in a week what their coach earns in a month, or what the club directors earn in a year. But Wenger is getting at something deeper, a point taken up by Financial Times journalist Simon Kuper.

“Sport isn’t a useful model for business,” Kuper writes. “Corporations are based on the concept of replaceability. [Employees] don’t need to be highly talented. They just need to be good enough.

A corporation succeeds thanks to efficient processes, not extraordinary talent. In most jobs, creativity and extraordinary talent only cause trouble.”

Interestingly, Kuper’s emphasis on process and replaceability chimes with common fears around AI and automation, with many digital transformation initiatives encountering resistance and scepticism from employees fearing job displacement — often justified.

Irish workers at risk

By 2030, management consultancy firm McKinsey predicts automation will impact at least 375 million jobs worldwide, while the recent OECD Skills Strategy Report notes Irish workers are at risk of falling behind as workplaces and technology evolve faster than skills and capabilities.

If we accept Kuper’s version of a corporation, surely more AI and automation will lead to increased organisational downsizing and even less emphasis on creativity and extraordinary talent.

Thankfully no. Or at least, not entirely. While the process-over-people organisation Kuper describes may have been common in the past — and still exists to an extent — IMI research shows top organisations have never been more committed to their people, with AI and automation an enhancer of their creativity rather than a replacement.

After studying the digital transformation efforts of multiple organisations, IMI found the biggest enabler of project success was not the technology itself, but the organisational and leadership structures.

Empowered by supportive leadership, agile and cross-functional teams utilised cutting-edge project management techniques to test and iterate in an environment of psychological safety, with creativity and innovation at the forefront.

Emphasis on continuous learning

The most successful teams were not necessarily AI or technology experts, but their organisations placed a strong emphasis on continuous learning and upskilling, allowing them to adapt more easily to new technology and ways of working.

Crucially, rather than being processed-obsessed, these teams were output-orientated, customer-centric focused on high performance. Tony Moroney, programme director for IMI’s digital leadership diploma and AI for C-Suite programme, believes the biggest challenge to be overcome when it comes to technology and digital is mindset.

When people hear digital transformation they tend to focus on the digital side rather than the transformation side, when really it’s just using digital tools to deliver this transformation and provide a better experience for customers.

"But it’s vital to look at digital transformation as a strategic imperative, and not just as a technology project.”

Recall the words of Colonel John Boyd, the US Air Force pilot and military strategist, who would routinely bark: “People, ideas, machines — in that order!” Boyd believed project success with technology came from the intersection between people and technology, and the ideas of those people, not from the technology itself. In other words, instilling a culture of innovation.

New opportunities and challenges

However, fostering that environment is not easy. The business landscape is being reshaped by automation and AI in unprecedented ways. This brings forth new opportunities and challenges for leaders, who are tasked with driving their organisations through technological adoption while meeting the changing needs of an evolving workforce.

Organisations must shift from technology infrastructure investment to value realisation, but these opportunities can only be realised when the cultural and organisational challenges are met.

For example, a recent Microsoft survey noted over half of Irish workers feel their leadership team is out of touch and that workplace culture has deteriorated in the hybrid environment. Burnout, not enough focus time, and too many tasks and meetings were also cited as challenges.

On the flipside, a recent Deloitte survey noted C-suite leaders found the main obstacle hindering their organisation’s progress towards digital transformation was lack of workforce skills and capabilities, followed by mindset and cultural shift.

In terms of overcoming these challenges, the adoption of digital solutions like AI should help organisation address the productivity pressure points mentioned above, reduce risk of employee burnout and improve the employee experience.

Crucially, leaders must encourage a culture of continuous learning and experimentation, where employees are empowered to embrace change and adapt to emerging tools and trends, along with equipping the workforce with new skills and capabilities. Otherwise, workers may get left behind, as the OECD recently warned.

While technology should be used to increase productivity rather than a means to replace people, technology can and often does replace people — this is the history of automation. Thus upskilling and lifelong learning initiatives are so vital: empowering and increasing the capabilities of a hugely diverse group of workers, including leaders themselves.

Jobs threat

Because automation and AI threaten jobs higher up the food chain than ever before, leaders are also at risk of being left behind, unless they equip themselves and their teams with the necessary skills and capabilities to navigate the rapidly evolving landscape.

The demand for a better understanding of these implications has led IMI to create their AI for C-suite half-day programme, featuring immersive workshops providing scenarios where senior leaders will work through the implications and challenges of embedding AI into their businesses.

The need for programmes such as these is especially crucial, considering the growing divide between workers and leaders in many organisations and the unprecedented complexity we face.

AI is likely to be the defining technology of our time, with the potential to free us from digital debt, fuel innovation and transform how organisations operate and interact with their employees. Rather than diminishing creativity and extraordinary talent, quite the opposite effect occurs. Freed from process obsession, workers can finally perform to the standard of high-level footballers.

At least in theory.

  • Ben Davern leads research and insights with IMI

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Content: You will not miss us!
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Why robots will take your job, and what to do - panic or rejoice
Why robots will take away your profession.
Increasingly, you can hear about the challenges posed by automation and cybernization to existing professions today.
And we are talking not only about unmanned vehicles and chatbots replacing call center operators, but also about programs that can calculate bank loans and insurance rates, depriving analysts and, moreover, neural networks that claim to compete with highly qualified and creative employees.
Exemption from routine or danger of unemployment?
A cause for concern or long-awaited freedom?
History of the problem
Mechanisms of ancient times.
Competition has always existed – professions disappeared and arose, people fought for jobs with each other and with technology, philosophers and economists built forecasts and tried to predict the prospects and are still doing it.
For example, you can assess how much automation threatens your profession and how quickly robots will replace you by using Will Robots Take My Job.
Aristotle was the first to think about the possibility of transferring “work ” to machines.
In the first book of his Politics, he suggested that they could evolve to such an extent that the need for human labor would disappear.
For him, quite in line with the views of work at the time, as something distracting from participation in public life and personal development, this was an extremely optimistic forecast.
“Work ” in ancient Greece was considered to be the lot of the lower classes, and the mechanisms would only liberate slaves, considered nothing but“ machines of flesh and blood. ”
The reorientation of the economy to the export of wool led to the introduction of a policy of “enclosures ”.
The real competition of a sufficiently large mass of people technology for the first time was only more than a millennium and a half later in England.
At first, the reorientation of the economy to wool exports led to the introduction of a policy of “fencing ”, in which landlords expelled farmers from the fields in order to free the territory for sheep grazing, which led to the first massive surge of“ unemployment ” – albeit not in the current sense.
The then arising vagrancy and poverty contemporary of these events, the Chancellor of England and philosopher Thomas More described the famous "sheep ate people."
However, after a few decades it became clear that no – not eaten.
The former peasants were absorbed by the growing cities, where they found a new job in textile manufactures, processing the same wool obtained from shearing sheep.
This was the first example of how, by taking away one thing, “technology ” is able to offer something different.
But we must admit: the process of urbanization was painful, the work that replaced the cultivation of land turned out to be hard and dirty, the gap with the traditional way of life was very traumatic, and the population of England as a result of hunger and the fight against vagrancy, which was conducted, including the use of gallows, decreased, according to some estimates by 30% (to understand the scale - the Soviet Union during the Second World War lost "only" 15% of the population).
Workers in a textile factory, late 18th century.
The next episode of the confrontation between people and technology occurred a century later in the same field of light industry - the invention in 1785 by Edmund Cartwright of a mechanical loom increased labor productivity forty times.
Jobs that had just been lost were once again lost.
But again temporarily – after spinning machines, others appeared and all of them demanded new resources, and their extraction – new types of labor.
Manufactures were replaced by factories, and muscle strength by the power of steam obtained from coal.
Machine Destroyers
The Luddite movement.
This time, the changes that occurred were met with bayonets - there was a movement of Luddites.
Sabotage of work and direct action: attacks on factories and the destruction of machines caused a harsh reaction of the state, which sent troops to suppress the “army of Ned Ludd ”.
It is characteristic that no one at the top bothered to convey to the workers the idea that there will still be work for them, even if not the one to which they had time to get used.
The fact is that the “top ” themselves at that time did not think too much about how all this was arranged, and people were perceived as expendable material, while the inertia of consciousness of ordinary workers who had just recovered from the transition from the agrarian to the urban way of life was also very high.
The First Industrial Revolution at the beginning of the 18th century.
The theoretical basis for the interaction of technological innovations and the masses of labor began to be summed up only by economists and philosophers of the middle of the XIX century.
They were the first to suggest that the disappearance of certain types of work in the process of technological development entails the emergence of new ones, and “work ” as a whole is not something final, which may be“ not enough ”.
The First Industrial Revolution was in full swing and the optimism of its apologists only grew stronger over time.
By the end of the century, it seemed that progress would eliminate not only social problems and contradictions, but could also rid humanity of wars.
However, while some spoke of the "Luddite delusion", others spoke of the "enslavement of the masses" and the need to hand over to the "factory workers", predicting that as long as the instruments of production are in the hands of the big proprietors, their employees will remain disenfranchised, and the lack of social security will cause explosions of unemployment at any moment.
Second wave
The Second Industrial Revolution.
The word “unemployment ” came into being at that time.
The fact is that a peasant working in the fields or a craftsman who provides for the needs of himself and the small surrounding community could not face something like this - he himself formed his employment.
When the scheme of selling labor on a strict schedule became mass within the framework of fulfilling a strictly regulated set of duties, the challenge arose to lose such an opportunity.
The Second Industrial Revolution was on the way.
The basics of streaming production were laid at the end of the 19th century, and by the beginning of the 20th century, the combination of Ford ’ s marketing strategy (he invented that the car was not an attribute of the elites, but a mass need) and the conveyor he introduced led to new changes that went beyond factories and factories.
On January 18, 1886, the first car invented by Karl Benz was released.
It was the emergence of technology on the streets of cities that brought a new wave of competition.
Look at the photos of the streets of the beginning of the last century: here they are dammed with carts, among which a lonely clumsy car is trying to maneuver, but ten years later, the only horse frightened by the roar of engines and sobbing of klaxons is clutching to the sidewalks.
Here it will be important to note how unpredictable this jump became: “At the beginning of the 20th century, the French Academy warned about an environmental disaster, which inevitably should lead to the accumulation of horse manure associated with the development of horse-drawn transport in Paris, ” recalls, reasoning about the prediction of the future Stanislav Lem.
However, note: in those regions where human labor is cheaper, technology can not replace it, as we are shown, for example, rickshaws, until recently used their own muscle power and only with a sharp drop in the cost of small vehicles motorized.
A more modern example is “computer rickshaws ” – hundreds of thousands of low-skilled Chinese, hacked captchas all day, because their work costs less than the introduction of scripts.
Technological unemployment
The line of the American unemployed during the Great Depression.
In the 1930s, Maynard Keynes, who gave the world the theory of the “social state ”, from the attempts of which many economies have not recovered so far, introduced the term“ technological unemployment ” into mass circulation.
Since then, the debate about whether the introduction of new technological solutions and opportunities can create a long-term job crisis or whether everything is limited to repurposing, when obsolete professions are replaced by new ones, and it is enough for people to change or improve their skills.
Until the end of the last decade, most experts were inclined to believe that “technological unemployment ” is always a temporary phenomenon, leading to the renewal and improvement of the professionalism of workers.
Mechanical labor was replaced by physical labor, the operator - a profession more status and highly paid than the worker, the reduction of costs leads to the release of time - these are the main theses sounded then.
Pessimistic views remained largely the domain of marginals, such as Theodore Kaczynski, famous for his terrorist struggle against progress under the name of Unabomber and primitive philosophers.
Pessimism
The first full-fledged computer in the USSR BESM-1.
Cautious voices expressing doubts about the correctness of this approach sounded even then.
And if in one of his speeches in 1962, President Kennedy said that “if people are able to invent new machines that take away their jobs, even more so are able to invent new jobs, ” then two years later, a letter from scientists and activists concerned with the problem of technological unemployment, sent to his successor, Lyndon Johnson, stated that“ a revolution in cybernetics will create a separate nation of poor, unskilled unemployed. ”.
Theorists disputed the impossibility of long-term unemployment, as did Martin Ford in the book “Light in the Tunnel: Automation, Acceleration of Technology and the Economy of the Future ” or Marshall Brains in“ Robotic Nation ”.
Gasne-Peter Martin and Harald Schumann, in their Global Trap, describe a society in which the labor of twenty percent of the population is enough for the world economy to continue to develop.
There are those who see it as a threat and a danger, like Paul Krugmann in his article “Sympathy for the Luddites ” or Frey and Osborne in“ The Future of Work. ”
In addition, in practice, it turned out that technology is not so freeing up time – for example, representatives of professions requiring high qualifications, at least in the United States today work more than 30 years ago, and technologies that provide remote access to working tools allow them not to break away from professional tasks and in their “free time ”.
It is also important that new jobs, as it was noticed at the beginning of the XXI century, are created not so much by technology as by the change in the way of life that they entail.
So in the mid-2010s, nine out of ten working people are employed in professions that did not exist a century earlier, but only 5% of the jobs that appeared from 1993 to 2013 are in high-tech areas, such as IT or telecom.
However, the question is whether this does not mean that indirectly they still arise due to technologies that provide an opportunity for development for the service sector.
Is it bad?
A shot from the film "I, Robot" (2004).
Harvard economics professor Lawrence Summers, who previously served as U.S. Treasury Secretary, said in 2014 that he no longer believes that automation will always create new jobs and that it is not some hypothetical possibility in the future; it is something that is emerging now.
In his opinion, the changes will be very global and will lead to mass unemployment not only among low-skilled employees, but also for “blue ” and“ white ” collar workers, because “there are many reasons to think that the software revolution will be even more significant than the agrarian one. ”
The robot prepares food.
However, this is what allows us to look to the future with optimism.
Summers ’ s thought of the meaning of the digital revolution echoes the position of futurologist Alvin Toffler.
As early as 1970, in his book Future Shock, he wrote that by comparing the Digital Revolution with the Industrial Revolution, we downplay its significance and it would be more correct to draw a parallel with the exit of mankind from caves and the transition from hunting and gathering to agriculture and cattle breeding.
Potentially, this means that humanity is on the verge of an unprecedented, unknown written history civilizational leap of colossal proportions.
And, due to the fact that the speed of changes in the world has increased many times and now, the fact that in the case of the end of the Stone Age, took millennia, is being carried out in front of one, a maximum of a couple or three generations, this breakthrough, of course, will be painful.
However, having reviewed the usual way of life, the attitude to it and their values, will not humanity be able to break through to the conditions of life, previously even unimaginable.
"Terminator 2: Judgment Day" (1991).
We are easily accustomed to such changes in “work ” as freelancing and remote work, quite calmly came to a repeated change of professions, instead of a continuous, decades-long“ career ” and even were able to include them in your life, saying that this is the way to find yourself.
So is it not time to begin to accustom ourselves to the idea that, as economic historian Robert Skidelsky said, “Sooner or later we will run out of work ”?
After all, freelancing and remote employment are about freedom, about leaving the “office slavery ” and searching for the way of life that is convenient for us.
Yes, to get used to the idea that the traditional “work ” is over and now we will have to independently invent what to occupy ourselves will not be easy.
It will require responsibility, but it is freedom.
Isn ’ t it time for us, joyfully exclaiming “Glory to the robots! ”, to go in search of our place in the new world?
Why robots will take away your profession.
The fact that it is not only about robots, but also about the “work ” itself and the possibility of life without it, about the risks associated with negative scenarios of confrontation between people and machines and the possibilities of overcoming them, we will talk in the next parts of the cycle.
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To Keep Up With The AI Revolution, We Need To Change How We Learn

Tigran Sloyan is the cofounder and CEO of CodeSignal, a technical interview and assessment platform.

There’s no denying it: The AI revolution is here. With the rapid proliferation of tools like ChatGPT and Midjourney, artificial intelligence (AI) technologies are reshaping how we live, work and learn in ways that would have been hard to imagine even just a year ago. Hundreds or even thousands of job categories—particularly ones that involve writing, communication and data analysis—may soon change drastically given the remarkable capabilities of AI.

What does this mean for workers and students? They'll need to learn new skills—and keep learning new skills—to stay relevant in the job market of the near future. And, maybe even more profoundly, how they learn needs to change in two key ways.

College Curricula For The Future

First, colleges and universities need to update their curricula to teach the skills of the future. This is because technology is changing faster than ever today. Take the large language model (LLM) powering ChatGPT. In November 2022, the public had access to GPT-3. A few months later, GPT-3.5. And most recently, the groundbreaking GPT-4, which has catalyzed the emergence of hundreds of new tools built on top of this technology—tools we couldn’t have dreamed of this time last year.

Whereas technological innovation (and especially AI innovation) is advancing at warp speed, educational institutions continue to change slowly. When I first started as an undergraduate at a top university in the early 2000s, the computer science (CS) department was just switching from using Lisp to using Python for teaching Introduction to Computer Science—years after Python had become the dominant coding language in the industry. To assess our skills, CS professors had us write code by hand, on paper. Even today, the widely used AP Computer Science exam requires students to write code by hand—an experience that couldn’t be further from real-world software development.

Now, the gap between the skills that industry demands and what universities teach is even wider. To keep up with the accelerating pace of technological innovation, colleges and universities need a paradigm shift in how they build and deliver curricula.

How can they do that? In CS, this looks like designing courses that teach the languages, frameworks and developer tools—like GitHub—that software developers in the industry use today, as well as emerging technologies and skills for new roles like prompt engineers, machine learning engineers and AI infrastructure. At the same time, CS programs should continue to do what they're great at (and that coding bootcamp programs sometimes miss): teaching the fundamentals of the discipline, like algorithms and data structures.

On top of that, more university instruction can move to a practice-based model. Decades of research have shown that most students don't learn best through lectures, memorization and exams. And, as AI technology advances, memorization becomes an essentially obsolete skill. Practice-first learning, modeled by innovative edtech companies like Duolingo and Code.org, is an effective way to teach that emphasizes learning by doing. Innovations in AI make this kind of practice-based learning scalable and personalizable, allowing students to experience dynamic lesson plans customized to their strengths and weaknesses.

Learn, Work And Re-Learn

Additionally, companies and workers need to commit to ongoing learning and development (L&D) opportunities that adapt to rapidly changing technologies. To equip students and workers with the skills of the future, it’s not just universities that need a paradigm shift. Industry, too, could benefit from changing how it thinks about hiring and L&D.

Today, many employers adhere to the “learn and work” model: They expect candidates for roles at their company to learn all the required skills first, then perform the job. However, over the course of an individual’s working life—well upwards of 40 years in the U.S.—technologies and the skills required to make optimal use of those technologies will undergo major transformations. Learning skills just once is no longer an option. It’s time for the industry to move to what I call a “learn, work and re-learn” model.

For industry at large, this requires a fundamental shift in work culture to one that encourages lifelong learning, fosters curiosity and rewards the ability to adapt quickly. Employers can do this by investing in ongoing upskilling and reskilling opportunities to fill skill gaps on their teams and prepare their employees for the jobs of tomorrow. Like in education, L&D should be practice-based rather than lecture-based, and it should make use of AI innovations to personalize learning for each employee.

Conclusion

The pace of technological innovation is accelerating, and it will only continue to do so. To keep up with these changes, higher education institutions and companies need to evolve what they teach and how they teach. The curricula for both college courses and workplace L&D need significant updates to keep up with technological innovation, particularly in the area of AI. Practice-first instructional methods, rather than lecture-based instruction, provide the most promising way to equip students and workers with the skills of the future.

With these changes, both workers and companies will benefit, positioning themselves to adapt effectively to rapidly changing technologies—most of which we can’t even begin to imagine today.

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Content: How to keep your job safe in a world of AI and robots

Studies show how to keep your job, as sophisticated AI tools and more affordable robots enter the workplace.
30 October 2023

Making sense of the data: when it comes to job numbers there are lessons to be learned from the introduction of electronic spreadsheets.

When people see workplace AI and robots in action for the first time, two things tend to happen. Firstly, the audience is mesmerized. Tools such as generative AI, which can turn a text prompt into a photorealistic image, are mind-blowing for new users. More so, when it’s possible to edit those visuals by simply typing natural language into a box. Robots too, are captivating to watch, and have never been more affordable for firms. And that gets to the second reaction, what are the consequences for human workers? How to keep your job secure as AI and robots enter the workplace is becoming a pressing issue for more of us as the applications for AI and robots widen.

Cobots – collaborative robots – are easy to program and well-suited to repetitive tasks, which makes them a big hit on the factory floor. Priced between US $25,000 and US $35,000, and requiring nothing but a power socket and one-off programming to boost productivity, the case for robots replacing manual jobs is a strong one. What’s more, the repetitive and physically demanding nature of the tasks that come easily to cobots, such as pallet stacking, means that workers may gain more than they lose, if they can find employment elsewhere.

Given the right training opportunities, it’s certainly possible for staff to swap manual work for less back-breaking knowledge work. Robots still require some degree of supervision – even if it’s performed remotely by monitoring analytics on a dashboard. And mechanical systems need to be maintained. But, naturally, the concern is whether there’ll be enough of these new jobs to replace the ones lost to robots and AI.

The answer – for those wondering how to keep your job safe in a world of AI and robots – is that the net impact, on both job creation and skills, of firms adopting AI and robotics is positive. However, the study – which is based on a survey of over 1000 UK firms, conducted as part of The Pissarides Review into the Future of Work and Wellbeing – emphasizes that those gains only come to organizations demonstrating what’s described as high levels of readiness.

“If we want to enhance positive outcomes, management philosophy with respect to human resources really does matter, as does investment in education and infrastructure,” write the report’s authors. “The ability of firms to successfully implement new technologies depends on their access to a well-qualified, motivated, and agile workforce.”

Training cobots to do the heavy lifting.

Going back to the example of pallet-stacking cobots, there’s nobody better placed to instruct those machines on the ins and outs of getting products safely out of the door than the workers who’ve done the job manually. They’re perfectly placed to monitor and catch any issues, and are unlikely to miss having to do the task by hand – as long as they’ve got the backing of their employer and the question of how to keep your job can be put to bed.

The findings of what drives UK firms to adopt AI and robotics, and what are the consequences for jobs [PDF] are by no means isolated to a single study. In its 296-page Future of Jobs Report 2023, the World Economic Forum (WEF) writes that the impact of most technologies on jobs is expected to be a net positive over the next five years.

AI tools aren’t right all of the time, which could explain why the majority of business tasks are still performed by humans.

Considering the ‘human-machine frontier’, it was predicted in the WEF’s preceding study – conducted in 2020 – that almost half of all business tasks would be automated in the next five years. However, today organizations estimate that around two-thirds are still performed by humans – a decrease of just 1% on 2020 figures. AI and robots may be slower to take our jobs than some commentators have suggested.

Also, speaking to the need for organizations to engineer a high-level of readiness, the WEF Future of Jobs 2023 report points to ‘skills gaps’ and ‘an inability to attract talent’ as the key barriers preventing industry transformation. Having the opportunity for on-the-job training, reskilling, and upskilling is important when it comes to knowing how to keep your job secure as AI and robots enter the workplace.

What can spreadsheets tell us about how to keep your job?

Spreadsheets can be an acquired taste, with a mix of fans and critics, but they may provide a useful lesson on how the rise of AI and robotics could play out in terms of employment. Episode 606 of NPR’s Planet Money Podcast (a rerun of a show first broadcast in 2015) discusses the invention of electronic spreadsheets in the late 1970s, which quickly rendered the original paper version of the accounting tool obsolete.

In 1984, electronic spreadsheets were dubbed by some as ‘a new, possibly dangerous thing, that was about to transform the world’ (sound familiar?) – and on some counts, that description rang true. But overall, there was an upside in terms of employment.

“The spreadsheet both killed jobs, and it created jobs,” David Kestenbaum, co-host of NPR’s Planet Money Podcast, told listeners. “While the number of bookkeepers and accounting clerks fell, the electronic spreadsheet actually meant more jobs for regular accountants.”

According to employment numbers given on the show, for every bookkeeping and accounting clerk job lost since electronic spreadsheets became widely available, 1.5 accounting jobs have been added.

The big selling point for electronic spreadsheets was that they opened the door to rapid what-if analysis, which had been slow and costly when performed by penciling in and rubbing out numbers on a giant sheet of paper before the advent of PCs.

And from here, it’s not a stretch to apply those learnings to how to keep your job safe in a world of AI and robots. It’s more evidence that – as signposted in the studies referenced earlier in the article – employment opportunities could expand with the commercialization of generative AI tools and robotics.

It means that when Reuters runs headlines such as, “AI could replace 27% of jobs” [YouTube] – quoting the Organization for Economic and Co-operation and Development (OECD) – it’s worth recalling that many new roles will be created too.

Hopefully, this provides some reassurance if the topic of how to keep your job secure as AI and robots enter the workplace is weighing heavy on your shoulders.

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6 Strategies To Alleviate Employees’ Fears Of AI In 2024

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The rise in AI has caused a mixture of excitement and fear as it becomes a standard part of our lives. Some say it’s a risk to civilization as we know it, while others insist it will transform the way we work, live and interact with one another. The part that is not debatable is that not only is AI not going away, it’s on the upswing. You can get that tattooed. So it’s important to develop a reasonable comfort around its use.

Is AI Coming For You Or To You?

One way to do that is to consider that AI is coming to you, not for you. The stigma and fear around the technology has caused some employees to shy away from a tool that can enhance productivity and certain mental health benefits like cognitive re-framing for anxiety. On the flip side, studies also show that workers who frequently use AI are at higher risk for burnout.

However, the opposite findings are reported in a new global survey from Sage. Out of over 1,000 HR leaders, 95% have experienced a workload increase over the last year, and 91% noted an increase in their responsibilities. Yet, instead of fearing AI usage, 77% of the respondents cite AI as having the potential to revolutionize their work processes by reducing time-consuming tasks and ultimately easing burnout.

Taylor Blake, senior vice president of new initiatives at Degreed, told me by email that there’s a lot of fear about AI, but avoiding the technology won’t make the risks go away. He explains that employees need to know what the AI tools are capable of, and they need to be experimenting. He also said that many companies want their employees to adopt this technology, adding that many workers are left wondering if AI will take their jobs in the next two years and what this means for their careers.

How Companies Can Help Assuage AI Fears

Mismanaged fear is responsible for most poor communication in organizations. It’s important that business leaders consider the psychological safety of their employees and how their mental health impacts the company’s bottom line.

The human mind is like Velcro for negativity and Teflon for positivity. Work-life’s inevitable uncertainties instantly arouse our fight-or-flight reaction. Our survival brain is constantly updating our world, making judgments about what's safe and what isn't. It will do almost anything for the sake of certainty because we’re hardwired to overestimate threats and underestimate your ability to handle them. Here is where business leaders can step in and offer a helping hand, according to the experts.

“Some companies are going all in on AI, wanting their employees to start adopting this technology, leaving employees wondering if AI will take their jobs in two years and what this means for their careers,” Blake says, adding that in this new reality, companies should be helping their employees navigate where they can best apply their skills and develop new ones simultaneously. “Many of us have the mindset that learning is something we do early in our careers, but we need to shift that to a mindset of being lifelong learners. Learning is the new competitive advantage in today’s AI-powered job market.”

According to Rick Hammell, founder and CEO of Helios, leaders play a crucial role in alleviating employees' fears of AI. He shared with me six strategies companies can implement to mitigate fear and misunderstanding

  1. Providing comprehensive education and training programs. By offering employees a deeper understanding of AI technologies, their benefits and limitations, Hammell suggests that leaders can demystify AI and address misconceptions that often fuel fear and uncertainty.
  2. Fostering open communication within the organization. Hammell believes that creating a culture where employees feel comfortable expressing their concerns about AI allows leaders to actively listen to these fears and address them with empathy and clarity.
  3. Emphasizing the concept of human-machine collaboration. Hammell advocates highlighting how AI can complement and enhance employees' skills and productivity rather than replace them. He insists that this will enable leaders to help employees see AI as a tool that can improve their work experiences.
  4. Establishing clear ethical guidelines and policies for the use of AI in the workplace. Hammell sees this as crucial in addressing common fears related to AI. He acknowledges that employees often worry about job loss, privacy concerns, skill obsolescence, bias and discrimination and a lack of control when it comes to AI. To assuage these fears, he advises that leaders reassure employees about job security by emphasizing that AI is meant to augment their work, not replace it entirely.
  5. Implementing robust data protection measures and transparent data handling practices can help address privacy concerns. Hammell recommends offering upskilling and reskilling programs to help employees adapt to the changing skill requirements in the age of AI to alleviate fears related to skill obsolescence.
  6. Promoting diversity and inclusion in AI development and deployment. Hammell argues that it is essential to address concerns about bias and discrimination. “By involving employees in the design and implementation of AI systems and providing opportunities for feedback, leaders can empower employees and help them feel more in control of AI processes,” he concludes.

A Final Wrap-Up

Companies are developing technology to help people feel more confident with the inevitable technology. A study by Genesys, for example, finds a consensus among most employees who say they don’t fear AI replacing their jobs. Only 10% of GenZ/millennials and seven percent of GenX/boomers worry about this in the long run. Instead, 23% of GenZ/millennials and 19% of GenX/boomers see its potential to make their jobs better. The study concluded that organizations should seize this opportunity to educate and train their employees on AI’s benefits.

Bill Salak, the CTO and COO of Brainly, is on a mission to ensure the country’s future workforce is well-educated and ready to wield AI properly. His company has validated its commitment to the future workforce with the launch of Test Prep, an AI-driven tool that builds good time management skills and bolsters their overall understanding of AI use. The new Brainly feature uses AI to generate personalized study experiences—boosting confidence and reducing anxiety.

The conflicting findings that are emerging around AI reflects our human inability to accept uncertainty. It shows that some workers have fear; others have appreciation, which raises the question, “Is AI a sword or a shield?” Too much or too little of anything can be harmful. In the final analysis, it’s how corporate America uses the technology to improve humanity that ultimately matters.

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Title:

Content: The new is the old well forgotten.
Where in the Network there was a fashionable insult to the opponents of AI
In the Internet discourse, deep in the study of sarcastic comments of anonymous persons, you can find the term "Luddite".
This label is often referred to as people who dare to express the slightest inclination to inhibit the constant development of artificial intelligence (AI).
Related video
Interestingly, such prominent figures as Elon Musk, Stephen Hawking and Bill Gates have been awarded the Luddite Award, which is recognition of their cautionary position regarding the potential dangers associated with artificial intelligence.
During the ceremony, Robert D. Atkinson, the organizer of the award, noted: “Unfortunately, luminaries such as Elon Musk and Stephen Hawking have contributed to the feverish refraction of hands about the impending apocalypse of artificial intelligence, ” writes IFLScience.
In Focus.Technology appeared its own Telegram-channel.
Subscribe not to miss the latest and exciting news from the world of science!
Atkinson also explained: "Do we consider any of them personally Luddites?
No, of course not.
They are pioneers of science and technology.
But they and others have done a disservice to the public — and undoubtedly have helped and comforted the increasingly common neo-Luddist impulse in modern society — by demonizing AI in the popular imagination.
But how did the term come about?
Its roots can be traced back to the early 1800s in England.
Before the industrial revolution, skilled craftsmen who knew a lot about textile production made clothes using their own machines and specialized tools.
However, a situation arose when new technologies and methods of mass production appeared, as a result of which artisans were unable to compete.
The result was a movement whose purpose was the destruction of the textile industry and the destruction of new machines.
Although there is some truth to this story, it does not reflect the whole essence of the Luddite movement.
Their actions were not driven solely by a reaction to new technologies; rather, they were a response to the profound transformations taking place in their professional activities.
While it is true that they often attacked a knitting machine known as a stocking frame, as well as other mechanized fixtures, their main concern was the labor practices associated with these machines.
Kevin Binfield, editor of the Luddite and Compassionate Works, explained their motives: "They simply wanted machines to produce high-quality goods, and that these machines employed workers who had been trained and received fair wages.
It was their only concern. ”
The nickname "Luddites" comes from the nickname "Ned Ludd", an apocryphal figure who allegedly sabotaged a textile factory in 1779, although historical evidence suggests that this man was most likely a fictional one.
In a 2007 paper, researcher David Linton explained: “Some say that a young man, possibly with cognitive impairment, named Ned Ludd once misunderstood an order and accidentally broke his frame machine.
Others argue that this was done deliberately, in a fit of anger.
Whatever the motive, it seems to have become a joke phrase that whenever the machine breaks, for whatever reason, you can say something like, "Ludd must have been here."
From this construction, it is a short step to the ironic application of the name Ludd to vandalism for political purposes. "
Between 1811 and 1816, the Luddite movement held sporadic and somewhat unorganized protests, characterized by the destruction of cars and the burning of factories.
In response, the mill owners resorted to extreme measures, using deadly force against the Luddites.
In April 1812, there was a grim turning point in Huddersfield, where at least four people died at the hands of the mill owners.
In retaliation, the Luddites killed the owner of the mill, William Horsfall, who boldly declared his intention to "smear himself with Luddite blood to the saddles."
Horsfall was shot while sitting on his horse.
Faced with these uprisings, the government immediately sent thousands of soldiers to quell the protests.
Moreover, they adopted a law according to which the breakdown of cars was subject to the death penalty or sending to colonies.
Subsequently, the movement dissipated, but the stable expression "Luddite" could not accurately convey the ideals and goals of the Luddites.
Previously, Focus wrote about the first IPSO in the history of mankind.
It turns out that it was invented in Babylon and it concerns the Flood.

Title:

Content: /

Level Up Your Company’s Digitalization Game

Digitalization: It’s implemented, but how well is it working for your organization?

In late 2022, global manufacturing company Jabil conducted a survey about digitalization in manufacturing. The survey revealed that 90% of companies were still in various phases of digitalization, but only 23% had a corporate-wide strategy for digitalization. Among the challenges that digitalization presented were the lack of an overall digitalization strategic plan, lack of experience in digitalization and employee pushback.

 These changes have carried over into 2023, a year that has seen more modest investments in digitalization, perhaps a result of tighter IT budgets. There are also some organizations that believe they have already completed most of the digitalization that they intend to do.

 So, the question is, are companies satisfied with the digitalization investments they have made, and the results they have achieved?

 Magenet, a digital solutions provider, says that companies measure digitalization success through five primary metrics:

 Indeed, a majority of companies have used digitalization to automate portions of their business operations so they could reduce manpower needs. They’ve also automated operations to expedite business processes. Additionally, some have used digitalization to push more operations into the hands of customers using self-service portals.

 The benefit of focusing on business process streamlining and the shift processing into the hands of end customers is that it is easy to measure reduced needs for manpower and improvements in business process speeds. Both quickly compute into attractive returns on investment (ROI) on digitalization. For many companies, this seems to be enough.

But is it?

Deloitte lays out five levels of digitalization:

Level 0: Incremental digitalization is where companies use the same business model, market and capabilities, but work to incrementally digitalize internal operations and processes.

Level 1: Advanced digitalization maintains the same company business model but introduces new digital platforms and works to improve revenue as well as internal operational efficiencies.

Level 2: New markets digitalization optimizes internal business operations and uses digitalization to build revenues and to open new digital market channels (level 2).

Level 3: New product digitalization is where digitalization is used to create new product offerings and expand markets.

Level 4: New business models disrupt the business, disrupt markets, create new business ecosystems, and likely require a new set of key performance indicators (KPIs).

Companies That Have Soared to the Top

Founded in 2014, healthcare company Heal adapted to the Covid-19 pandemic and offered virtual doctor visits to customers. Patients can tune in to a personal consultation with a virtual physician by using a computer or mobile phone from the comfort of their homes. If needed, they can book an in-home visit from a doctor. There is no need to travel to a physical office.

AirBnB created an online model that enabled property owners to digitally connect with renters without the need for go-between dealmakers. The resulting digital business model gives property owners a site to advertise on, and renters a less expensive rental option.

Each of these companies was a digital disrupter in its space. They would likely be level 5s in the Deloitte digitalization hierarchy.

But does every company need to be a digitalization level 5?

Find Your Level

Not every company needs to be a digital disrupter. But companies do need to identify the type of digitalization strategy that they need and find ways to optimize it.

How do you do this? Look at what you have done and assess it.

Many companies launched digitalization projects by focusing on eliminating paperwork. They accomplished this by digitalizing and then indexing documents on a network. As a result, users spent less time searching for paper documents and the organization reduced floorspace.

They then advanced into automating other internal operations. In some cases, RPA (robotic process automation) was used to eliminate the manual rekeying of information into multiple systems that could not be easily integrated. In other cases, business processes were redesigned with automated decision-making and workflows. This saved employees time, and reduced the need for employee training.

Now is the time to assess the returns on those investments to see if they are still delivering value. In other words, is the organization continuing to meet or exceed its efficiency and cost reduction goals?

All companies can improve their payback from digitalization projects by looking at past successes and failures, and by setting attainable and value-added ROIs. At the same time, it’s important to remember one of the key reasons that digitalization projects falter: employee pushback.

Never Forget Digitalization is About People

An automated consumer self-service portal needs human access via chat, email or phone when the robot isn’t good enough to resolve an issue. In an internal operation, like a fully automated manufacturing assembly line, digital assets can fail. What happens then? Can a manual process step in to do the work while the digital asset is being repaired? Finally, there are the burning questions in employees’ minds as they see digitalization advance: "What will happen to me? Is my job going to be eliminated?"

Most digitalization processes require human intervention at some point if digitalization is to be fully optimized. From IT and business standpoints, this means that human-machine interfaces must be thoughtfully designed and tested to assure that they work in practice, and that there are manual failovers if automation fails.

As for employees' employment concerns and pushback, CEOs, CIOs, other C-level executives and middle managers can ease these issues if they develop an overall digitalization plan that they share with employees. They can assist employees by retraining them for new or changed jobs. If there are employees who stand to lose their jobs, companies can help them by assisting them in securing employment elsewhere.

All of these steps require a unified effort among executives, human resources and department heads. They can and must be done if companies want to get the most out of their digitalization investments.

What to Read Next

Interim CIOs Favored as Organizations Seek Digitalization Push

CIOs Shift Out of Reactionary Mode

Ineffective Change Management (or the Short Shelf Life of Some CIOs)

Editor's Choice
James M. Connolly, Contributing Editor and Writer
Carrie Pallardy, Contributing Reporter
Shane Snider, Senior Writer, InformationWeek
Sara Peters, Editor-in-Chief, InformationWeek / Network Computing
Brandon Taylor, Digital Editorial Program Manager
Jessica Davis, Senior Editor
John Edwards, Technology Journalist & Author

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How AI Can Help Workers At Every Stage Advance

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Artificial Intelligence has crossed over into the mainstream. In my house, my daughter and I recently used ChatGPT to brainstorm a campaign slogan for her upcoming run for fifth grade class representative. Meanwhile, across the nation, AI is drawing drawing scrutiny from Congress, setting college faculty on edge, and raising a key question for leaders everywhere: will this help or hurt? As writer and podcaster Derek Thompson says, “Too many people put themselves in one of two camps….they are either in the camp of ‘This is perfect and it’s going to save the world and the future’ or ‘We’re all going to die.’”

As I tend to on most issues—I believe the answer is somewhere in between: AI will offer a whole new constellation of tools and platforms to change the jobs we do, the way we work, and the way we learn—unlocking human potential in ways we haven’t yet fully imagined. But it’s up to today’s leaders to make sure the benefits from those changes are distributed equitably, ensuring that workers whose jobs and skills are most vulnerable to displacement aren’t left behind. Already, we’re seeing a divide between C-suite executives, who say they are already personally using AI tools for work, and workers who are open to learning how to use it, but concerned about whether their organizations will help them build the skills they need.

There’s no doubt that integrating AI into the workplace responsibly, ethically, and equitably will take hard work. If developed and deployed thoughtfully, however—with workers, employers, and communities consulted in the process—AI has the potential to not only change the way we work, but help millions more workers find and flourish in quality jobs. Here are three ways the AI transformation is already helping workers advance:

Expanding the talent search.

Even when unemployment is low, people without four-year degrees often miss out on quality jobs with opportunities for learning and advancement. Skills-first hiring is gaining ground with many employers, but developing new ways to use data to identify the right person for the job—without the overly-simple filter of whether or not a candidate has a bachelor’s degree—can be a heavy and time-consuming lift for talent leaders. AdeptID has developed software that uses machine learning and predictive analytics to better identify talent among the millions of workers who possess in-demand skills and knowledge but do not have a college degree. The company’s model also addresses the bias that some early AI adopters have reported, testing results to see if the algorithm delivers different recommendations by race and gender and disclosing information about its transparency and security practices.

Illuminating career pathways.

AI can also personalize career navigation, connecting a worker’s skills, experiences, and aspirations to opportunities for work, education, and training. AI-based platforms like Eightfold.ai and Gloat take skills-based approaches to help companies recruit from within, matching employee skills to new projects and pathways that can lead to new opportunities within an organization. Extending this skills-first approach deep into organizations and leveraging it to support internal talent mobility helps expand opportunities for workers, especially those who may be interested in, or a good fit for, opportunities that diverge from their current path.

Personalizing the deskless experience.

Deskless workers make up an estimated 80% of the global workforce, but recent data shows this key population is at high risk of feeling disconnected and disengaged from their employers. Using AI communications tools can help companies connect with these critically important employees at both a larger scale, and in more personal ways. Anthill, for example, is a mobile-based communications platform that gives workers round-the-clock access to job- and company-specific information, with features including automatic translation so workers can communicate in whatever language they’re most comfortable.

All of these companies also center equity and anti-bias programming in their work—a must for any organization that aims to use AI to offer opportunities for equitable economic advancement.

Business leaders are right to approach AI integration with care, thought, and caution—its potential and power are transformative, and we need to carefully understand how AI will impact certain jobs and skills differently to help workers and companies fully prepare. But workers are ready and eager to explore the power of AI, and are looking to their organization’s leaders for guidance and training. If leaders center worker voices, offer upskilling and training opportunities, and choose AI-fueled platforms that are grounded in equity, AI isn’t a threat— it’s a fast-moving opportunity to transform the future of work for the better.

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How HR Professionals Can Coexist With AI Tools

Jagdish Chugani is the Chief People Officer at Appfire.

Artificial intelligence has been top of mind as everyone wonders how this powerful technology will impact their day-to-day work. There's been an explosion of AI-based solutions being leveraged across industries to streamline processes, garner more insights from data and improve employee and customer experiences. But as AI has become more mainstream, preconceived notions among employees about what it will mean for their future have emerged.

One popular belief is that AI-powered tools will replace jobs. With ChatGPT already being used to write code, draft news articles and elevate the customer experience, it's easy to understand why people might be concerned. However, instead of rushing to believe we'll be replaced, we should instead discuss how this technology can complement existing roles and responsibilities.

How AI Elevates HR Teams

When we look at the human resources industry in particular, generative AI has already made its way into people processes, with some teams using the tool to write performance reviews or shortlist candidates. While some individuals may continue to be weary of it, there's a great opportunity for AI and HR professionals to coexist.

Talent Acquisition

One of the main benefits of AI is its ability to comb through enormous amounts of data quickly. In the world of HR, this could be anything from market data around compensation trends to public information about candidates' job histories. With AI-based solutions, talent acquisition teams can focus on higher-level tasks such as building candidate relationships and sharing valuable insights about the company to facilitate the right hire.

People Operations

For HR professionals in people operations or compensation and benefits roles, the process of compiling a competitive compensation package can be time-consuming. This is primarily because there's so much information to comb through and make decisions on; it’s like piecing together a very complex puzzle. With prediction analytic technology, the mundane part of the project—data gathering and analysis—is eliminated. That way, teams can spend more time fine-tuning the package components to ensure they offer what matters most to prospective employees.

Employee Engagement

Employee engagement is another area where AI-powered tools can be valuable. Many HR teams rely on annual employee surveys to assess engagement, which are often lengthy and produce copious amounts of data to sift through to extract notable trends and takeaways. Today, some companies have pivoted to quarterly pulse surveys, which tend to be shorter but still collect a great deal of written feedback. With either survey approach, AI can help gain valuable insights on the status of employee engagement and sentiment more quickly. Thus, HR teams can focus on implementing initiatives that address feedback, improve morale and optimize team performance. AI tools can also highlight trends related to employee departures and any common factors that resulted in them leaving.

Learning And Development

With today's economic downturn resulting in teams shrinking in size while expectations on performance and results remain the same, upskilling is even more important to ensure dips in productivity don’t happen. By leveraging AI-powered tools, organizations' L&D teams can develop and implement personalized training programs that are aligned with each employee's learning pattern and style, resulting in more meaningful trainings. This AI-as-a-service concept is one that will likely see increased adoption as L&D continues to play a critical role in retaining talent.

How To Successfully Integrate AI Into HR Processes

It's clear that AI-powered solutions can offer a variety of benefits to HR teams and departments. As organizations look to deploy them, it’s important to keep in mind that successful integration hinges on two factors: a mindset shift in employees and guidance from the leadership team. Here are some tips for supporting AI integration.

1. Create awareness. It’s important that employees understand how these technologies will ultimately help them hone their skills and level up their careers. Clearly communicating the benefits before any kind of AI implementation helps ease any concerns about job replacement or elimination.

2. Be transparent. For some employees, change is hard. To work through any resistance, communication and transparency are key. Be open about why you decided to implement these solutions, what the rollout timeline is and what progress is being made. The more transparent you are about the process and how it's evolving, the more comfortable employees will feel.

3. Invest in training. Any tool has significant advantages when used properly, but when misused, it can create more work and frustration. To avoid challenges when you introduce new technology to your team, be sure to invest in proper training. This way, teams will fully understand the capabilities of the software they're using and the right way to use it. This can help ensure successful implementation, as well as employees' confidence in the tools.

4. Take a bottoms-up approach with implementation. Your teams will help you determine where AI tools fit best into their workflow. So provide overall guidelines for use, then give teams the space and time to test them.

There's always some uncertainty when it comes to introducing new technology, especially AI. But it’s always worth a closer look because it can be a huge asset. When AI is properly introduced and integrated, and there's acceptance from team members, HR professionals can spend their time on the high-value tasks that support their organization's success.

Forbes Human Resources Council is an invitation-only organization for HR executives across all industries. Do I qualify?

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Title:

Content: WEF Adviser Yuval Harari: ‘We Just Don’t Need the Vast Majority of the Population’ in Today’s World

Breitbart – by Robert Kraychik

Yuval Noah Harari, historian, futurist, and World Economic Forum (WEF) adviser, said, “We just don’t need the vast majority of the population” in the early 21st century given modern technologies’ rendering human labor economically and militarily “redundant.”

Harari’s remarks were made in an interview with Chris Anderson, the head of TED, published on Tuesday. He assessed widespread contemporary disillusionment among “common people” as being rooted in a fear of being “left behind” in a future run by “smart people.” Such fears are justified, he added, given his projection that emerging technologies will displace economic needs to many categories of existing work:

A lot of people sense that they are being left behind and left out of the story, even if their material conditions are still relatively good. In the 20th century, what was common to all the stories — the liberal, the fascist, the communist — is that the big heroes of the story were the common people, not necessarily all people, but if you lived, say, in the Soviet Union in the 1930s, life was very grim, but when you looked at the propaganda posters on the walls that depicted the glorious future, you were there. You looked at the posters which showed steel workers and farmers in heroic poses, and it was obvious that this is the future.

Now, when people look at the posters on the walls, or listen to TED talks, they hear a lot of these these big ideas and big words about machine learning and genetic engineering and blockchain and globalization, and they are not there. They are no longer part of the story of the future, and I think that — again, this is a hypothesis — if I try to understand and to connect to the deep resentment of people, in many places around the world, part of what might be going there is people realize — and they’re correct in thinking that — that, ‘The future doesn’t need me. You have all these smart people in California and in New York and in Beijing, and they are planning this amazing future with artificial intelligence and bio-engineering and in global connectivity and whatnot, and they don’t need me. Maybe if they are nice, they will throw some crumbs my way like universal basic income,’ but it’s much worse psychologically to feel that you are useless than to feel that you are exploited.

Harari contrasted the 20th century with the 21st while forecasting what he said is the current century’s and future economies progressively diminishing need for human beings. He said:

If you go back to the middle of the 20th century — and it doesn’t matter if you’re in the United States with Roosevelt, or if you’re in Germany with Hitler, or even in the USSR with Stalin — and you think about building the future, then your building materials are those millions of people who are working hard in the factories, in the farms, the soldiers. You need them. You don’t have any kind of future without them.

“Now, fast forward to the early 21st century when we just don’t need the vast majority of the population,” he concluded, “because because the future is about developing more and more sophisticated technology, like artificial intelligence [and] bioengineering, Most people don’t contribute anything to that, except perhaps for their data, and whatever people are still doing which is useful, these technologies increasingly will make redundant and will make it possible to replace the people.”

https://www.breitbart.com/economy/2022/08/10/wef-adviser-yuval-harari-we-just-dont-need-the-vast-majority-of-the-population-in-todays-world/

Maynard Keynes introduced the concept of "technological unemployment" in the 1930s, referring to job crises caused by new technology.

The digital revolution may bring great progress, but also significant risks like mass unemployment and disrupted traditional ways of life.

Yuval Noah Harari believes that most people are no longer needed in the 21st century due to modern technologies, potentially causing feelings of uselessness and resentment.

Title:

Content: WEF Adviser Yuval Harari: ‘We Just Don’t Need the Vast Majority of the Population’ in Today’s World

Breitbart – by Robert Kraychik

Yuval Noah Harari, historian, futurist, and World Economic Forum (WEF) adviser, said, “We just don’t need the vast majority of the population” in the early 21st century given modern technologies’ rendering human labor economically and militarily “redundant.”

Harari’s remarks were made in an interview with Chris Anderson, the head of TED, published on Tuesday. He assessed widespread contemporary disillusionment among “common people” as being rooted in a fear of being “left behind” in a future run by “smart people.” Such fears are justified, he added, given his projection that emerging technologies will displace economic needs to many categories of existing work:

A lot of people sense that they are being left behind and left out of the story, even if their material conditions are still relatively good. In the 20th century, what was common to all the stories — the liberal, the fascist, the communist — is that the big heroes of the story were the common people, not necessarily all people, but if you lived, say, in the Soviet Union in the 1930s, life was very grim, but when you looked at the propaganda posters on the walls that depicted the glorious future, you were there. You looked at the posters which showed steel workers and farmers in heroic poses, and it was obvious that this is the future.

Now, when people look at the posters on the walls, or listen to TED talks, they hear a lot of these these big ideas and big words about machine learning and genetic engineering and blockchain and globalization, and they are not there. They are no longer part of the story of the future, and I think that — again, this is a hypothesis — if I try to understand and to connect to the deep resentment of people, in many places around the world, part of what might be going there is people realize — and they’re correct in thinking that — that, ‘The future doesn’t need me. You have all these smart people in California and in New York and in Beijing, and they are planning this amazing future with artificial intelligence and bio-engineering and in global connectivity and whatnot, and they don’t need me. Maybe if they are nice, they will throw some crumbs my way like universal basic income,’ but it’s much worse psychologically to feel that you are useless than to feel that you are exploited.

Harari contrasted the 20th century with the 21st while forecasting what he said is the current century’s and future economies progressively diminishing need for human beings. He said:

If you go back to the middle of the 20th century — and it doesn’t matter if you’re in the United States with Roosevelt, or if you’re in Germany with Hitler, or even in the USSR with Stalin — and you think about building the future, then your building materials are those millions of people who are working hard in the factories, in the farms, the soldiers. You need them. You don’t have any kind of future without them.

“Now, fast forward to the early 21st century when we just don’t need the vast majority of the population,” he concluded, “because because the future is about developing more and more sophisticated technology, like artificial intelligence [and] bioengineering, Most people don’t contribute anything to that, except perhaps for their data, and whatever people are still doing which is useful, these technologies increasingly will make redundant and will make it possible to replace the people.”

https://www.breitbart.com/economy/2022/08/10/wef-adviser-yuval-harari-we-just-dont-need-the-vast-majority-of-the-population-in-todays-world/

Harari thinks emerging technologies like AI and bioengineering will make many jobs redundant.

Title:

Content: WEF Adviser Yuval Harari: ‘We Just Don’t Need the Vast Majority of the Population’ in Today’s World

Breitbart – by Robert Kraychik

Yuval Noah Harari, historian, futurist, and World Economic Forum (WEF) adviser, said, “We just don’t need the vast majority of the population” in the early 21st century given modern technologies’ rendering human labor economically and militarily “redundant.”

Harari’s remarks were made in an interview with Chris Anderson, the head of TED, published on Tuesday. He assessed widespread contemporary disillusionment among “common people” as being rooted in a fear of being “left behind” in a future run by “smart people.” Such fears are justified, he added, given his projection that emerging technologies will displace economic needs to many categories of existing work:

A lot of people sense that they are being left behind and left out of the story, even if their material conditions are still relatively good. In the 20th century, what was common to all the stories — the liberal, the fascist, the communist — is that the big heroes of the story were the common people, not necessarily all people, but if you lived, say, in the Soviet Union in the 1930s, life was very grim, but when you looked at the propaganda posters on the walls that depicted the glorious future, you were there. You looked at the posters which showed steel workers and farmers in heroic poses, and it was obvious that this is the future.

Now, when people look at the posters on the walls, or listen to TED talks, they hear a lot of these these big ideas and big words about machine learning and genetic engineering and blockchain and globalization, and they are not there. They are no longer part of the story of the future, and I think that — again, this is a hypothesis — if I try to understand and to connect to the deep resentment of people, in many places around the world, part of what might be going there is people realize — and they’re correct in thinking that — that, ‘The future doesn’t need me. You have all these smart people in California and in New York and in Beijing, and they are planning this amazing future with artificial intelligence and bio-engineering and in global connectivity and whatnot, and they don’t need me. Maybe if they are nice, they will throw some crumbs my way like universal basic income,’ but it’s much worse psychologically to feel that you are useless than to feel that you are exploited.

Harari contrasted the 20th century with the 21st while forecasting what he said is the current century’s and future economies progressively diminishing need for human beings. He said:

If you go back to the middle of the 20th century — and it doesn’t matter if you’re in the United States with Roosevelt, or if you’re in Germany with Hitler, or even in the USSR with Stalin — and you think about building the future, then your building materials are those millions of people who are working hard in the factories, in the farms, the soldiers. You need them. You don’t have any kind of future without them.

“Now, fast forward to the early 21st century when we just don’t need the vast majority of the population,” he concluded, “because because the future is about developing more and more sophisticated technology, like artificial intelligence [and] bioengineering, Most people don’t contribute anything to that, except perhaps for their data, and whatever people are still doing which is useful, these technologies increasingly will make redundant and will make it possible to replace the people.”

https://www.breitbart.com/economy/2022/08/10/wef-adviser-yuval-harari-we-just-dont-need-the-vast-majority-of-the-population-in-todays-world/

The term "Luddite" refers to people, including Elon Musk, Stephen Hawking, and Bill Gates, who express caution or opposition to AI development.

Title:

Content: The new is the old well forgotten.
Where in the Network there was a fashionable insult to the opponents of AI
In the Internet discourse, deep in the study of sarcastic comments of anonymous persons, you can find the term "Luddite".
This label is often referred to as people who dare to express the slightest inclination to inhibit the constant development of artificial intelligence (AI).
Related video
Interestingly, such prominent figures as Elon Musk, Stephen Hawking and Bill Gates have been awarded the Luddite Award, which is recognition of their cautionary position regarding the potential dangers associated with artificial intelligence.
During the ceremony, Robert D. Atkinson, the organizer of the award, noted: “Unfortunately, luminaries such as Elon Musk and Stephen Hawking have contributed to the feverish refraction of hands about the impending apocalypse of artificial intelligence, ” writes IFLScience.
In Focus.Technology appeared its own Telegram-channel.
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Atkinson also explained: "Do we consider any of them personally Luddites?
No, of course not.
They are pioneers of science and technology.
But they and others have done a disservice to the public — and undoubtedly have helped and comforted the increasingly common neo-Luddist impulse in modern society — by demonizing AI in the popular imagination.
But how did the term come about?
Its roots can be traced back to the early 1800s in England.
Before the industrial revolution, skilled craftsmen who knew a lot about textile production made clothes using their own machines and specialized tools.
However, a situation arose when new technologies and methods of mass production appeared, as a result of which artisans were unable to compete.
The result was a movement whose purpose was the destruction of the textile industry and the destruction of new machines.
Although there is some truth to this story, it does not reflect the whole essence of the Luddite movement.
Their actions were not driven solely by a reaction to new technologies; rather, they were a response to the profound transformations taking place in their professional activities.
While it is true that they often attacked a knitting machine known as a stocking frame, as well as other mechanized fixtures, their main concern was the labor practices associated with these machines.
Kevin Binfield, editor of the Luddite and Compassionate Works, explained their motives: "They simply wanted machines to produce high-quality goods, and that these machines employed workers who had been trained and received fair wages.
It was their only concern. ”
The nickname "Luddites" comes from the nickname "Ned Ludd", an apocryphal figure who allegedly sabotaged a textile factory in 1779, although historical evidence suggests that this man was most likely a fictional one.
In a 2007 paper, researcher David Linton explained: “Some say that a young man, possibly with cognitive impairment, named Ned Ludd once misunderstood an order and accidentally broke his frame machine.
Others argue that this was done deliberately, in a fit of anger.
Whatever the motive, it seems to have become a joke phrase that whenever the machine breaks, for whatever reason, you can say something like, "Ludd must have been here."
From this construction, it is a short step to the ironic application of the name Ludd to vandalism for political purposes. "
Between 1811 and 1816, the Luddite movement held sporadic and somewhat unorganized protests, characterized by the destruction of cars and the burning of factories.
In response, the mill owners resorted to extreme measures, using deadly force against the Luddites.
In April 1812, there was a grim turning point in Huddersfield, where at least four people died at the hands of the mill owners.
In retaliation, the Luddites killed the owner of the mill, William Horsfall, who boldly declared his intention to "smear himself with Luddite blood to the saddles."
Horsfall was shot while sitting on his horse.
Faced with these uprisings, the government immediately sent thousands of soldiers to quell the protests.
Moreover, they adopted a law according to which the breakdown of cars was subject to the death penalty or sending to colonies.
Subsequently, the movement dissipated, but the stable expression "Luddite" could not accurately convey the ideals and goals of the Luddites.
Previously, Focus wrote about the first IPSO in the history of mankind.
It turns out that it was invented in Babylon and it concerns the Flood.

Resistance to new technology can be triggered by employee anxiety and uncertainty about change.

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The Right Way To Evaluate A Technology Solution For Your Organization

Founder and CEO at Ludi, Inc., a healthcare technology company making it easy for hospitals to pay physicians.

Selecting a new technology for your company can be daunting. Organizations usually begin this process with a desire to either streamline or solve specific pain points. Regardless of your specific needs, implementing new technology will involve change. For your organization as an entity, change can be great. Change can reduce inefficiencies and errors, as well as usher in new opportunities. But for the people who work for your organization, change can trigger anxiety and ultimately resistance to the new technology. Here are six things to keep in mind when evaluating new technology:

1. Identify your problem. It sounds simple, but many organizations jump straight to the solutions they find appealing. If you focus on the true problem you’re trying to solve, you will stay goal-oriented while searching for a vendor.

2. Keep an open mind. You may have seen a solution you find appealing, but remember that you don’t know what you don’t know. The technology partner you choose should be an expert in the field and may offer you products that you didn’t even know existed. Stay open to new ideas and solutions. One of the things I’ve noticed is prospective clients saying, “We can’t buy this product unless it handles this exact case we’re trying to solve for.” That’s not always the most effective approach because it doesn’t take all the variables into consideration. For example, my company works with hospitals to streamline complex physician payment structures. The hospital may have had the doctor recording their time one way because they were using a paper system and approvals needed to be checked in a certain manner for that doctor to get paid. Once you eliminate paper, though, in that particular scenario, everything is up for discussion – not just the way doctors record their time, but the entire physician payment process at the hospital. Rigidity will not benefit you when evaluating new technology.

3. Get your people on the same page. Meet with department heads to pull together all the pain points that need to be solved. You must be comprehensive during your internal review because needs come out differently across different departments. You may not be able to solve everyone’s problem with the new technology, but it’s important to align your team before you bring in a vendor. Then prioritize your needs. Once your departments agree on the priorities, be clear with your team on who is making the final decision. Departmental input is important, but knowing who the purchaser is within your organization is equally important. Remember: Don’t lose sight of why you're buying this technology. Keep the ultimate purpose in mind.

4. Consider internal change management. Change is difficult for many of us, so it’s important to stop and consider the people who will be affected by this change. Resistance to change can originate from any of the following: loss of control, insecurities about competence, feeling defensive about past work, concern about more work and general uncertainty. Be proactive in preparing your staff for a change, because all of these responses tend to have a ripple effect in corporate cultures.

5. Focus on the future. If you’ve ever bought a house, you know that there are things you didn’t know you needed until you lived with your investment for a few years. Technology is no different. You may have a list of goals for your business, but there is no telling what you’ll need 10 years from now. The best technology partner will be flexible enough to support your organization as it grows. How can you find a partner with this type of future-focused outlook? See point number two.

6. Listen and be patient. The people delivering technology solutions in the market are experts and can offer you insights into the industry. I suggest finding a solution that can handle 90% of what you need out of the box. Work with your solution provider and try their out-of-the-box solutions for 90 days before you decide what you need next. Make sure the product you choose is flexible enough to grow with your business, but resist over-customizing the product because that can back you into a corner.

Technology solutions truly can help you streamline and standardize your business. Time spent organizing what problem you are trying to solve will make the search much more efficient. While there may not be a solution out there that does everything you hope to accomplish, keep an open mind and you'll find a solution that's right for your specific needs.

Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?

Follow me on Twitter or LinkedInCheck out my website

Insecurities, defensiveness, and uncertainty can contribute to resistance to change.

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The Right Way To Evaluate A Technology Solution For Your Organization

Founder and CEO at Ludi, Inc., a healthcare technology company making it easy for hospitals to pay physicians.

Selecting a new technology for your company can be daunting. Organizations usually begin this process with a desire to either streamline or solve specific pain points. Regardless of your specific needs, implementing new technology will involve change. For your organization as an entity, change can be great. Change can reduce inefficiencies and errors, as well as usher in new opportunities. But for the people who work for your organization, change can trigger anxiety and ultimately resistance to the new technology. Here are six things to keep in mind when evaluating new technology:

1. Identify your problem. It sounds simple, but many organizations jump straight to the solutions they find appealing. If you focus on the true problem you’re trying to solve, you will stay goal-oriented while searching for a vendor.

2. Keep an open mind. You may have seen a solution you find appealing, but remember that you don’t know what you don’t know. The technology partner you choose should be an expert in the field and may offer you products that you didn’t even know existed. Stay open to new ideas and solutions. One of the things I’ve noticed is prospective clients saying, “We can’t buy this product unless it handles this exact case we’re trying to solve for.” That’s not always the most effective approach because it doesn’t take all the variables into consideration. For example, my company works with hospitals to streamline complex physician payment structures. The hospital may have had the doctor recording their time one way because they were using a paper system and approvals needed to be checked in a certain manner for that doctor to get paid. Once you eliminate paper, though, in that particular scenario, everything is up for discussion – not just the way doctors record their time, but the entire physician payment process at the hospital. Rigidity will not benefit you when evaluating new technology.

3. Get your people on the same page. Meet with department heads to pull together all the pain points that need to be solved. You must be comprehensive during your internal review because needs come out differently across different departments. You may not be able to solve everyone’s problem with the new technology, but it’s important to align your team before you bring in a vendor. Then prioritize your needs. Once your departments agree on the priorities, be clear with your team on who is making the final decision. Departmental input is important, but knowing who the purchaser is within your organization is equally important. Remember: Don’t lose sight of why you're buying this technology. Keep the ultimate purpose in mind.

4. Consider internal change management. Change is difficult for many of us, so it’s important to stop and consider the people who will be affected by this change. Resistance to change can originate from any of the following: loss of control, insecurities about competence, feeling defensive about past work, concern about more work and general uncertainty. Be proactive in preparing your staff for a change, because all of these responses tend to have a ripple effect in corporate cultures.

5. Focus on the future. If you’ve ever bought a house, you know that there are things you didn’t know you needed until you lived with your investment for a few years. Technology is no different. You may have a list of goals for your business, but there is no telling what you’ll need 10 years from now. The best technology partner will be flexible enough to support your organization as it grows. How can you find a partner with this type of future-focused outlook? See point number two.

6. Listen and be patient. The people delivering technology solutions in the market are experts and can offer you insights into the industry. I suggest finding a solution that can handle 90% of what you need out of the box. Work with your solution provider and try their out-of-the-box solutions for 90 days before you decide what you need next. Make sure the product you choose is flexible enough to grow with your business, but resist over-customizing the product because that can back you into a corner.

Technology solutions truly can help you streamline and standardize your business. Time spent organizing what problem you are trying to solve will make the search much more efficient. While there may not be a solution out there that does everything you hope to accomplish, keep an open mind and you'll find a solution that's right for your specific needs.

Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?

Follow me on Twitter or LinkedInCheck out my website

Some people resist adopting new technology like AI due to fear of job loss, as it has automated many tasks and made some jobs obsolete.

FOMO and choice overload from online platforms can spark anxiety, prompt hasty decisions, and influence attitudes towards technology.

Title:

Content: By Fiona Lobo
Head – Training & Development
Mindtree International, Kuwait.

In today’s evolving digital geography, the psychology behind decision-making is witnessing a profound metamorphosis. The omnipresence of technology and the internet have introduced new challenges and openings that impact our daily choices. This article explores the intricate interplay between psychology and decision-making in the digital era, throwing light on the underpinning factors that shape our choices and offering strategies to make further informed opinions.

Factors that affect Decision-Making
1. Information Load: One of the most significant shifts in the digital age is the constant deluge of information from various online sources. This information load can overwhelm individuals, leading to decision fatigue. The sheer volume of data available makes it quite difficult to sift through and make well-considered choices.

2. Effect of Social Media: Social media platforms have revolutionized how we interact with information and make opinions. Addictive designs and algorithms are created to utilize cognitive impulses, encouraging impulsive decisions like endless scrolling, or clicking on clickbait articles.

3. Fear of Missing Out (FOMO): The feeling of potentially missing out on something is a wonder that our brain creates, and in the digital age, it can become even stronger. It can spark anxiety and prompt people to form hasty decisions, whether buying certain products, attending events, or joining trends without careful consideration. FOMO-driven decisions are frequently driven by the desire to stay socially connected and applicable in the digital world.
4. Choice Overload: Online platforms offer an endless array of options, which can lead to choice overload. When faced with numerous choices, individuals can witness decision palsy, making it challenging to arrive at a decision that aligns with their values and preferences.

5. Online Evidence Bias: Evidence bias, a well-established cognitive bias, is accentuated in the digital age. People tend to seek information that confirms their beliefs, reinforcing their impulses and potentially leading to misinformed decisions.

6. Anonymity: In the digital world, anonymity can lead people to act differently than in person. This can impact decision-making as people may act impulsively or recklessly when shielded by the screen.

7. Algorithm-Driven Recommendations: Digital platforms like Netflix, Amazon etc. use algorithms to give substantiated content and product recommendations. While accessible, these algorithms subtly impact our choices by shaping the content we view and the products we buy.

8. Instant Gratification: Social media platforms provide instant gratification through likes, shares, and comments. This system is based on a cost that can create a cycle of decision-making driven by the need for immediate validation, which can affect our choices online.

  • Strategies to better our Decision-Making
  • People can improve their decision-making skills in the digital age to make better choices. This includes:
  • Being mindful of their digital consumption
  • Setting boundaries for screen time
  • Carefully evaluating the information, they encounter and
  • Make informed and thoughtful decisions.
  • By doing so, individuals can navigate the challenges of the digital age with great success and confidence.

The field of decision-making psychology in the digital age is complex and constantly evolving. As we navigate an increasingly disconnected world, it is vital to understand the factors that influence our choices and to adopt strategies for making decisions that align with our values and beliefs. By gaining insights into the psychology behind decision-making in the digital age, we can navigate the digital landscape more effectively and with greater civility.

Read Today's News TODAY... on our Telegram Channel click here to join and receive all the latest updates t.me/thetimeskuwait

People often seek confirming information and act impulsively online, leading to misinformed decisions and anti-technology sentiments.

Title:

Content: By Fiona Lobo
Head – Training & Development
Mindtree International, Kuwait.

In today’s evolving digital geography, the psychology behind decision-making is witnessing a profound metamorphosis. The omnipresence of technology and the internet have introduced new challenges and openings that impact our daily choices. This article explores the intricate interplay between psychology and decision-making in the digital era, throwing light on the underpinning factors that shape our choices and offering strategies to make further informed opinions.

Factors that affect Decision-Making
1. Information Load: One of the most significant shifts in the digital age is the constant deluge of information from various online sources. This information load can overwhelm individuals, leading to decision fatigue. The sheer volume of data available makes it quite difficult to sift through and make well-considered choices.

2. Effect of Social Media: Social media platforms have revolutionized how we interact with information and make opinions. Addictive designs and algorithms are created to utilize cognitive impulses, encouraging impulsive decisions like endless scrolling, or clicking on clickbait articles.

3. Fear of Missing Out (FOMO): The feeling of potentially missing out on something is a wonder that our brain creates, and in the digital age, it can become even stronger. It can spark anxiety and prompt people to form hasty decisions, whether buying certain products, attending events, or joining trends without careful consideration. FOMO-driven decisions are frequently driven by the desire to stay socially connected and applicable in the digital world.
4. Choice Overload: Online platforms offer an endless array of options, which can lead to choice overload. When faced with numerous choices, individuals can witness decision palsy, making it challenging to arrive at a decision that aligns with their values and preferences.

5. Online Evidence Bias: Evidence bias, a well-established cognitive bias, is accentuated in the digital age. People tend to seek information that confirms their beliefs, reinforcing their impulses and potentially leading to misinformed decisions.

6. Anonymity: In the digital world, anonymity can lead people to act differently than in person. This can impact decision-making as people may act impulsively or recklessly when shielded by the screen.

7. Algorithm-Driven Recommendations: Digital platforms like Netflix, Amazon etc. use algorithms to give substantiated content and product recommendations. While accessible, these algorithms subtly impact our choices by shaping the content we view and the products we buy.

8. Instant Gratification: Social media platforms provide instant gratification through likes, shares, and comments. This system is based on a cost that can create a cycle of decision-making driven by the need for immediate validation, which can affect our choices online.

  • Strategies to better our Decision-Making
  • People can improve their decision-making skills in the digital age to make better choices. This includes:
  • Being mindful of their digital consumption
  • Setting boundaries for screen time
  • Carefully evaluating the information, they encounter and
  • Make informed and thoughtful decisions.
  • By doing so, individuals can navigate the challenges of the digital age with great success and confidence.

The field of decision-making psychology in the digital age is complex and constantly evolving. As we navigate an increasingly disconnected world, it is vital to understand the factors that influence our choices and to adopt strategies for making decisions that align with our values and beliefs. By gaining insights into the psychology behind decision-making in the digital age, we can navigate the digital landscape more effectively and with greater civility.

Read Today's News TODAY... on our Telegram Channel click here to join and receive all the latest updates t.me/thetimeskuwait

Certain consumers are more skeptical of new technology due to factors like low trust, low technology readiness, and high risk aversion.

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Content:
This article has been reviewed according to Science X's editorial process and policies. Editors have highlighted the following attributes while ensuring the content's credibility:

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peer-reviewed publication

trusted source

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How can companies address consumers who are averse to products using a novel technology?

Researchers from IE Business School and Indian Institute of Management Shillong have published a new study that examines why certain consumers are averse to products using a novel technology and what strategies marketers can use to remedy this aversion.

The study, which appears in the Journal of Marketing, is titled "Adoption of New Technology Vaccines" and is authored by Laura Zimmermann, Jeeva Somasundaram, and Barsha Saha.

In October 2023, the Food and Drug Administration (FDA) granted emergency-use authorization for the COVID-19 vaccine produced by Novavax. This was the third coronavirus vaccine available to Americans, but the only one not made with messenger RNA (mRNA) technology. The shot was marketed as an alternative for those who were skeptical of vaccines made with mRNA technology.

The COVID-19 vaccines produced by Pfizer and Moderna introduce a piece of mRNA that corresponds to a viral protein, usually one found on the outer membrane of the coronavirus. The recognizes this foreign protein and produces antibodies to fight it. These antibodies remain in the body even after the pathogen has been destroyed. If exposed to the virus after receiving an mRNA-based vaccine, antibodies can quickly recognize and fight it before it causes serious illness.

The skepticism about mRNA centers around claims that it could spread itself throughout the body and alter the basic DNA of those vaccinated. This belief persists despite several leading scientists and policymakers assuring the public that the mRNA is broken down shortly after vaccination and does not stay in the body.

This new study finds that certain consumers are surprisingly averse to products described as employing a , like vaccines based on mRNA technology. The researchers investigate how consumers react to technological innovations that have the following specific features:

  • When consumers cannot test and trial the new product to reduce uncertainty
  • When the new product might lead to a health loss
  • When other consumers' adoption of the might undermine the importance of the new technology

Examples of such innovations are mRNA vaccines and other pharmaceutical products, and also products such as nanoparticle pesticides, lithium-ion battery technology, and hydrogen energy.

Zimmermann explains, "We find that consumers demand higher vaccine efficacy to offset the higher perceived uncertainty that surrounds a new technology compared to a traditional vaccine. On average, our participants required a 19% higher vaccine efficacy to adopt a new technology vaccine."

This aversion was more pronounced among certain consumer segments, such as people who have little trust in their government. Consumers less inclined to embrace new technology in general were also more likely to avoid a vaccine employing new technology. Finally, consumers who are risk-averse, especially regarding small probabilities of losses, tended to show a stronger aversion to adopting a new technology vaccine.

Nudges to 'follow the herd'

One way to reduce this aversion is with a social proof nudge: to communicate that other consumers have adopted the new technology.

"When we communicated that a higher percentage of the population had adopted the new technology, people saw it as a proxy trial experience, which reduced their uncertainty. They were therefore more likely to 'follow the herd' and adopt the new technology," says Somasundaram.

But this strategy can be a double-edged sword: When people know that a high percentage of the population has taken up a vaccine, they might be less likely to vaccinate because they believe they are protected due to herd immunity.

Saha says, "Our research indicates, however, that a social proof nudge has an overall net positive effect in this context and reduces aversion to new technology vaccines." The same pattern applies to other domains such as novel energy-efficient technology (i.e., hydrogen energy heating, lithium-battery cars), nanoparticle pesticides, and other pharmaceutical products.

Lessons for marketers and policymakers

  • Marketers can identify consumers with low trust in government, low technology readiness, and high aversion to risk based on their willingness to pay for , past purchases of high-tech products, and their age and education level.
  • Companies can adjust their communication strategies to better connect with different groups of consumers by predicting how each would respond to the introduction of new technologies.
  • Consumers can make more informed choices about new technology by understanding how their personal beliefs and attitudes, such as trust in government and risk preferences, as well as social proof nudges influence their choices.
  • Policymakers and marketers must carefully consider the potential (long-term) risks of new technology and respect the autonomy of decision makers. This is because social proof nudges might bias information processing in ways that lead consumers to overlook uncertainty when they should not.
  • When a technology's greatest need lies in communities prone to distrust (e.g., new technology pesticides for farmers in ), marketers should understand the root causes of distrust, seek feedback, and focus on reducing the perceived uncertainty in a transparent fashion because exaggerated claims may contribute to further distrust.

More information: Laura Zimmermann et al, Adoption of New Technology Vaccines, Journal of Marketing (2023). DOI: 10.1177/00222429231220295

Journal information: Journal of Marketing

Citation: How can companies address consumers who are averse to products using a novel technology? (2024, April 16) retrieved 16 April 2024 from https://phys.org/news/2024-04-companies-consumers-averse-products-technology.html
This document is subject to copyright. Apart from any fair dealing for the purpose of private study or research, no part may be reproduced without the written permission. The content is provided for information purposes only.

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The notion that technology is neutral overlooks its dangers and shifts blame to users, fostering a lack of accountability.

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Jerry Mander's eight attitudes toward technology

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In 2014, the late Jerry Mander (author of 1978's Four Arguments for the Elimination of Television and 1984's In the Absence of the Sacred) organized "Techno-Utopianism & the Fate of the Earth," a teach-in at Cooper Union in New York City. In his opening remarks, Jerry recommended eight attitudes about technology. They're still totally relevant.

Anyone considering a newer car, a newer fridge, a solar PV system, a smartphone, a newer computer or a house would do well to apply these attitudes. (Actually, if you're set to buy a house or anything else that would put you in debt first watch "The Great Taking" with David Rogers Webb.)

Any municipality faced with permitting infrastructure like a new substation and power lines, smart meters, a large-scale solar facility, a battery energy storage system (BESS), 5G, a data storage center or a mandate to sell increasing numbers of electric vehicles should apply them, too.

With much appreciated permission from Koohan Paik-Mander, Jerry's widow, here are his eight attitudes:

#1 The precautionary principle

Since nearly all of what we are told about technology comes from its proponents, be deeply skeptical of all the claims. What's been left out of the story? We can no longer assume that new technology is innocent until proven guilty. The opposite should be the case guilty until proven innocent. That's the precautionary principle. It must be codified.

#2 Never judge technology by the way it benefits you personally.

Always seek a holistic view of a technology's impacts on nature, on resources, on people, on the future. The operative question is not whether it benefits you, but who benefits most and to what ends, and with what consequences?

#3 Get rid of the idea that all technology is 'neutral,' that it can be used for good or bad.

Every technology has inherent, identifiable social, political, cultural, and environmental consequences. Langdon Winner calls it Autonomous Technology. If society accepts automobiles, you get roads covering land, oil development and so on. There is no way around that. The idea that technology is neutral is itself not neutral. It ignores intrinsic dangers and puts blame solely on users.

#4 Remember that individual technologies are only one piece of a larger web of integrated technologies mega-technology.

Every technology builds on the scaffolding of prior tech invention. Your cell phone may seem harmless, but for that little bit of radiation, but for the lithium in the batteries resulting from years of horrible mining practices on indigenous land. Don't ignore the infrastructure it requires.

#5 Distinguish between technologies that primarily serve the small community, like local solar and small-scale farming, and those that inherently operate on a large scale, like nuclear fossil fuels and monocrops.

Always favor the former.

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Katie Singer writes about nature and technology in Letters to Greta. She spoke about the Internet's footprint in 2018, at the United Nations' Forum on Science, Technology & Innovation, and, in 2019, on a panel with the climatologist Dr. (more...)

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The relationship between technology and culture is complex, influencing individuals' perceptions and attitudes towards technology.

Title:

Content: Introduction
Gilbert Simondon (1924 – 1989) was a French philosopher best known for his work on exclusivity and technology.
Simondon's singularity theory had a significant impact on the work of Gilles Deleuze as well as Bernard Stigler, Brian Masumi, Adrian McKenzie and many others.
He studied at the École Normale Supérieure in Ulm and the Sorbonne, and defended his doctoral thesis in 1958.
His main thesis, Singularity in the Light of the Concepts of Form and Information, was published in two parts - the first in 1964.
Under the title of the individual and his physiological and biological upbringing in the French university publication, while it was only in 1989 that Hubert published the second part, Psychological and Collective Singularity.
While his main treatise, which laid the foundations of his thinking, was not widely read until it was revised by Gilles Deleuze in 1966, his supplementary treatise, On the Way Things Exist Techniques, was published by Opier shortly after its completion (1958).
In 2005, Jerome Mellon published a full edition of the master thesis.
So how did Gilbert Simondon conceptualize technology and technical topics?
Technical topics
The general problem that Simondon ’ s book enriches technical topics is this: Should we oppose culture and technology to the extent that the standardization of technologies leads to acculturation?
Or does technology give us the means to achieve ourselves culturally?
The general thesis and premise of the book is this: Technology should not be understood as a gesture or a set of things useful to men; it is a system that profoundly changes the way we exist in the world.
As such, they must not be opposed to or subservient to culture, but must form a way to deal with and solve humanitarian problems.
Is technology the same for philosophers and historians?
Is there a common world between the philosophical and historical world?
Can Simondon ’ s thought serve as a facade between the philosopher and the historian?
This book, by one of the best philosophers of his generation, Gilbert Simondon and by a professor at the Sorbonne, founder of the Laboratory of General Psychology and Technology, remained unknown despite the great influence of a historical book: On the Way of the Existence of Technical Things (1958) and the partial publication of his thesis, The Individual and Its Physiological and Biological Origins, in 1964 from the University Press in France.
As a good expert in the physical and biological sciences, and himself a technician, Gilbert Simondon has always rejected the conflict between technology and culture; he has tried to think together about biological, psychological and technological matters.
This work seeks to explain the richness of thinking and the system of thought “necessary for our time. ”
Could Gilbert Simondon ’ s thinking be useful to a tech historian?
Is technology the same for philosophers and historians?
Is there a common world between the philosophical and historical world?
Can Simondon ’ s thought serve as a facade between the philosopher and the historian?
Culture and Technology
Although short, Simondon ’ s essay “Culture and Technology ” is no less intense.
He analyzes the differences in the meaning of the term "culture", which also allows him to construct a definition of this technique.
This joint construction highlights the complex relationship between the two terms.
Initially, the term culture is understood in the literal sense of agriculture: we work on plant and animal species and their environment to obtain a production that meets our needs.
However, this procedure is nothing more than an application of technical gestures.
Therefore, there is no reason to oppose culture and technology.
The term culture is then used in the sense of a body of knowledge.
Then culture will be superior on the intellectual side.
It would define our business goals, while technology, from the manual side, would be content to play the role of an enforcer.
But education means influencing a child to make them acquire new knowledge, just as technology is working on our world to shape it to our liking.
The third meaning given is the meaning of culture as a set of traditions specific to a group.
The technique then appears as a tool for consolidation and acculturation, in which only the most productive techniques are retained.
However, cultures should not be understood as static entities, protectors of traditions, and incapable of evolution: they can open up to a common technique, understood as a system, without this integration being brutal.
We then come to understand technology as a pluralistic and open reality, shared by all to the extent that it unfolds in our shared world, not as a simple sum of individual gestures and objects.
Technology understood as universal can then be the key to achieving intercultural conflict resolution, not in place of culture itself, but in close collaboration with it.
But there seems to be a conflict between culture and technology.
However, isn ’ t culture in its basic sense the simple application of agricultural production techniques?
Since we are looking for the conflict between technology and culture, we must start from the first meaning.
Plant cultivation and animal husbandry are nothing but the implementation of certain techniques, gestures, tools and species selections to achieve our goals.
Simondon asserts that it is inaccurate to associate culture in this sense with the idea of progress, if we consider this progress absolute.
In fact, all agricultural practices and techniques applied are aimed only at meeting human needs, so this progress is relative to us.
The result is that these species lose their natural strength, that is, their ability to survive independently of humans.
However, this distinction does not justify a radical opposition to the two terms.
Being an intellectual means having the theoretical knowledge to better understand and act on the world.
Isn ’ t technology, then, culturally dependent, in the sense that it ’ s simply what allows us to implement intelligence directives?
We tend to oppose technology to public culture.
The latter is appreciated because it serves no purpose other than itself; it is free and justified by the mere pleasure of knowledge.
On the contrary, technology emerges as a physical necessity, fully geared towards the necessity of responding best to our needs, and sometimes the most basic.
It will then be culture that determines the ends, determines the direction of progress and determines the projects that humanity must present for itself.
The technology will be just as dependent on it as a worker who blindly executes his boss ’ s orders.
It will be up to him simply to determine the means by which humans must achieve these ends.
However, Simondon points out that the term culture is used in the same sense to refer to education.
Culture, then, is a way of transforming a child whose development must be directed.
Therefore, the conflict between the two terms is not justified here either.
As such, being cultured means having the theoretical knowledge to better understand and act on the world.
Isn ’ t technology, then, culturally dependent, in the sense that it ’ s simply what allows us to implement intelligence directives?
We tend to oppose technology to public culture.
The latter is appreciated because it serves no purpose other than itself; it is free and justified by the mere pleasure of knowledge.
On the contrary, technology emerges as a physical necessity, fully geared towards the necessity of responding best to our needs, and sometimes the most basic.
It will then be culture that determines the ends, determines the direction of progress and determines the projects that humanity must present for itself.
The technology will be just as dependent on it as a worker who blindly executes his boss ’ s orders.
It will be up to him simply to determine the means by which men must achieve these ends.
However, Simondon points out that the term culture is used in the same sense to refer to education.
Culture, then, is a way of transforming a child whose development must be directed.
Therefore, the conflict between the two terms is not justified here either.
In a time of globalization of production, does the spread of technologies not lead to the disappearance of the diversity of human cultures?
If a technique is defined by a human gesture, perhaps accompanied by tools, it can be one way of expressing culture: each people has developed its own technologies to meet its needs, based on existing traditions that endure across generations, but also according to the resources available to it in its immediate environment.
However, globalization, which historically leads to colonialism, leads to the imposition of new Western technologies that are more efficient and less outdated.
So it may seem that technology is the vector of acculturation, and in this sense there will be opposition.
Based on what has been shown, Simondon identifies that it is culture that directly affects men while technology affects the environment.
Technology certainly changes lifestyles as it transforms the environment, but it cannot be responsible for a direct and brutal act of destroying tradition.
If there is a conflict, it is between ancient technologies shared by a small group and modern technologies that modify the environment on a planetary scale and impose themselves through this medium, but not between technology and culture.
If technology is transforming all of our planet ’ s environments, it puts us on an unprecedented responsibility.
Isn ’ t it wise to give up on technology?
Before manufacturing, the technique operated in a closed loop: an individual or group applied a technical means to obtain a result that had no effect except on their immediate environment, and in the desired direction.
Today, the impact of technology on the environment is much wider and extends to almost the entire world.
This large-scale environmental modification is often seen as a risk.
However, according to Simondon, we should not view this modification of the environment as a disaster: on the contrary, it is an opportunity to provoke new developments, forms of adaptation, in other words progress.
And then technology is redefined not as a simple means, but as a verb, in the strong sense of the word, prompting us to constantly reconstruct our existence to adapt it to shifts in the environment: this is the meaning of life.
If technologies are constantly evolving to modify and adapt our environment, should culture play the role of guarantor of tradition?
Culture, if understood independently of technology, actually appears as one that perpetuates tradition through the transmission of ancestral gestures.
But this meaning of culture then comes to oppose the first meaning of the term.
Culture is progress that makes man detach from the state of nature and respond better and better to his needs.
If there is to be opposition, it is rooted in the concept of culture.
On the contrary, technology seems to be a cultural act par excellence.
Simondon then suggests distinguishing between simple techniques and key techniques: the former operate in closed loops as described above slightly and do not affect outside the region.
On the contrary, the main techniques, which he also calls pure techniques, are broader in scope and above all are not limited to utilitarian purposes: they risk by pushing the boundaries of what is technically possible and aim for some form of intrinsic perfection.
Technology is transforming our environment and forcing us to adapt to our environment: isn ’ t this, after all, a form of acculturation?
Suggesting a comparison with colonialism, Simondon explains that technology is different in every way.
It is not about imposing another culture directly on the individual, but indirectly by modifying the environment and thus their needs.
Hence, this change is not sudden, it happens gradually.
The model proposed by Simondon is rather a merging model, inspired by Lamarck biology.
Organisms have always evolved, modified their internal structure, to adapt to changes in their environment.
The incorporation of new technologies is by no means a monstrous process, but rather resembles a natural evolution that the individual himself is unaware of.
Technical progress is then assimilated, in exactly the same way as cultural practices.
So, when we raise a child, we simultaneously teach him culture and technology, without discrimination.
If technology is not opposed to or dependent on culture but closely intertwined with it, how can we define it?
We often misunderstand technology only through the prism of its purposes.
Nor are they the sum of gestures isolated from each other.
These are just simple techniques.
Key technologies emerge as systemic reality, that is, a set of interconnected elements that make up our living environment.
Simondon offers the car ’ s example: the technology is not just in the car, but in the entire road network that had to be built to allow it to be used and that today shapes our space, our movements and our perception of distance.
The networks created by this technology are polymorphic, intertwined and present at every level of reality: this is what makes them difficult to understand.
Culture tends to impose on us a helomorphic scheme, that is, we separate inert matter from the activity of formation.
Pure technique is too complex to conform to this scheme, which explains why it is so difficult to understand through culture.
The importance of this work lies in the influence of Simondon and, among his contemporaries, largely on the thinking of Gilles Deleuze, who contributed greatly to the discovery of his work.
This task is still incomplete today, and many philosophy researchers continue to work on his texts, sometimes unpublished, in order to highlight the complexity and originality of his thinking.
Although it is a field that remains under-studied to this day, Simondon has opened the way for a wide field of research.
More and more young researchers are devoting themselves to the philosophy of technology in order to reflect on its developments and think prominently about contemporary issues such as the ecological crisis or new forms of control and restriction of freedom.
CONCLUSION
Technology is what shapes our collective world, along with other factors such as culture.
This modification of the environment does not take place without provoking conflicts, especially between cultural groups.
But these conflicts are not symptoms of the clash between culture and technology.
On the contrary, technology contributes to the development of a common world, a fertile base on which diverse cultures evolve and adapt.
Understanding the essence of technology and not just manifesting it through objects allows us to expand our “cognitive and ecological domain ”, in other words our understanding of the world we live in.
For humanitarian problems that arise, the path to a solution is rarely entirely cultural or technical.
When a conflict arises, it does not involve only two individuals - in this case the solution will be purely cultural - or the individual and his environment - in this case, the solution will be purely technical: it often involves several individuals and shares with them an environment.
We must now work to find the balance between these two methods of solution to find the best possible solution: this is the task of the philosopher.
Finally, Simondon succeeded in establishing a definition of culture as a collection and a definition of technology as a system.
Both present themselves as a set of complex and interconnected networks that shape our environment and shape our lifestyles.
Together they give meaning to human life by not confining them to utilitarian purposes.
Cultural learning and technical progress are thus done simultaneously by adapting to our environment.
So there is no reason to subject technology to culture, and no reason to oppose it.
How did Simondon's ideas contribute to the philosophy of technology and artificial intelligence?
Source:
Gilbert Simondon, Du Mode d 'existence des objets techniques, editions Aubier, Paris, 1958; 1969;

New technology in the workplace can trigger employee anxiety and resistance, hindering its acceptance and adoption.

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The Right Way To Evaluate A Technology Solution For Your Organization

Founder and CEO at Ludi, Inc., a healthcare technology company making it easy for hospitals to pay physicians.

Selecting a new technology for your company can be daunting. Organizations usually begin this process with a desire to either streamline or solve specific pain points. Regardless of your specific needs, implementing new technology will involve change. For your organization as an entity, change can be great. Change can reduce inefficiencies and errors, as well as usher in new opportunities. But for the people who work for your organization, change can trigger anxiety and ultimately resistance to the new technology. Here are six things to keep in mind when evaluating new technology:

1. Identify your problem. It sounds simple, but many organizations jump straight to the solutions they find appealing. If you focus on the true problem you’re trying to solve, you will stay goal-oriented while searching for a vendor.

2. Keep an open mind. You may have seen a solution you find appealing, but remember that you don’t know what you don’t know. The technology partner you choose should be an expert in the field and may offer you products that you didn’t even know existed. Stay open to new ideas and solutions. One of the things I’ve noticed is prospective clients saying, “We can’t buy this product unless it handles this exact case we’re trying to solve for.” That’s not always the most effective approach because it doesn’t take all the variables into consideration. For example, my company works with hospitals to streamline complex physician payment structures. The hospital may have had the doctor recording their time one way because they were using a paper system and approvals needed to be checked in a certain manner for that doctor to get paid. Once you eliminate paper, though, in that particular scenario, everything is up for discussion – not just the way doctors record their time, but the entire physician payment process at the hospital. Rigidity will not benefit you when evaluating new technology.

3. Get your people on the same page. Meet with department heads to pull together all the pain points that need to be solved. You must be comprehensive during your internal review because needs come out differently across different departments. You may not be able to solve everyone’s problem with the new technology, but it’s important to align your team before you bring in a vendor. Then prioritize your needs. Once your departments agree on the priorities, be clear with your team on who is making the final decision. Departmental input is important, but knowing who the purchaser is within your organization is equally important. Remember: Don’t lose sight of why you're buying this technology. Keep the ultimate purpose in mind.

4. Consider internal change management. Change is difficult for many of us, so it’s important to stop and consider the people who will be affected by this change. Resistance to change can originate from any of the following: loss of control, insecurities about competence, feeling defensive about past work, concern about more work and general uncertainty. Be proactive in preparing your staff for a change, because all of these responses tend to have a ripple effect in corporate cultures.

5. Focus on the future. If you’ve ever bought a house, you know that there are things you didn’t know you needed until you lived with your investment for a few years. Technology is no different. You may have a list of goals for your business, but there is no telling what you’ll need 10 years from now. The best technology partner will be flexible enough to support your organization as it grows. How can you find a partner with this type of future-focused outlook? See point number two.

6. Listen and be patient. The people delivering technology solutions in the market are experts and can offer you insights into the industry. I suggest finding a solution that can handle 90% of what you need out of the box. Work with your solution provider and try their out-of-the-box solutions for 90 days before you decide what you need next. Make sure the product you choose is flexible enough to grow with your business, but resist over-customizing the product because that can back you into a corner.

Technology solutions truly can help you streamline and standardize your business. Time spent organizing what problem you are trying to solve will make the search much more efficient. While there may not be a solution out there that does everything you hope to accomplish, keep an open mind and you'll find a solution that's right for your specific needs.

Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?

Follow me on Twitter or LinkedInCheck out my website

Involving business users in the decision-making process for new technology can help address concerns and uncover requirements.

Evaluating new technology requires identifying the specific problem and considering new ideas with an open mind.

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The Right Way To Evaluate A Technology Solution For Your Organization

Founder and CEO at Ludi, Inc., a healthcare technology company making it easy for hospitals to pay physicians.

Selecting a new technology for your company can be daunting. Organizations usually begin this process with a desire to either streamline or solve specific pain points. Regardless of your specific needs, implementing new technology will involve change. For your organization as an entity, change can be great. Change can reduce inefficiencies and errors, as well as usher in new opportunities. But for the people who work for your organization, change can trigger anxiety and ultimately resistance to the new technology. Here are six things to keep in mind when evaluating new technology:

1. Identify your problem. It sounds simple, but many organizations jump straight to the solutions they find appealing. If you focus on the true problem you’re trying to solve, you will stay goal-oriented while searching for a vendor.

2. Keep an open mind. You may have seen a solution you find appealing, but remember that you don’t know what you don’t know. The technology partner you choose should be an expert in the field and may offer you products that you didn’t even know existed. Stay open to new ideas and solutions. One of the things I’ve noticed is prospective clients saying, “We can’t buy this product unless it handles this exact case we’re trying to solve for.” That’s not always the most effective approach because it doesn’t take all the variables into consideration. For example, my company works with hospitals to streamline complex physician payment structures. The hospital may have had the doctor recording their time one way because they were using a paper system and approvals needed to be checked in a certain manner for that doctor to get paid. Once you eliminate paper, though, in that particular scenario, everything is up for discussion – not just the way doctors record their time, but the entire physician payment process at the hospital. Rigidity will not benefit you when evaluating new technology.

3. Get your people on the same page. Meet with department heads to pull together all the pain points that need to be solved. You must be comprehensive during your internal review because needs come out differently across different departments. You may not be able to solve everyone’s problem with the new technology, but it’s important to align your team before you bring in a vendor. Then prioritize your needs. Once your departments agree on the priorities, be clear with your team on who is making the final decision. Departmental input is important, but knowing who the purchaser is within your organization is equally important. Remember: Don’t lose sight of why you're buying this technology. Keep the ultimate purpose in mind.

4. Consider internal change management. Change is difficult for many of us, so it’s important to stop and consider the people who will be affected by this change. Resistance to change can originate from any of the following: loss of control, insecurities about competence, feeling defensive about past work, concern about more work and general uncertainty. Be proactive in preparing your staff for a change, because all of these responses tend to have a ripple effect in corporate cultures.

5. Focus on the future. If you’ve ever bought a house, you know that there are things you didn’t know you needed until you lived with your investment for a few years. Technology is no different. You may have a list of goals for your business, but there is no telling what you’ll need 10 years from now. The best technology partner will be flexible enough to support your organization as it grows. How can you find a partner with this type of future-focused outlook? See point number two.

6. Listen and be patient. The people delivering technology solutions in the market are experts and can offer you insights into the industry. I suggest finding a solution that can handle 90% of what you need out of the box. Work with your solution provider and try their out-of-the-box solutions for 90 days before you decide what you need next. Make sure the product you choose is flexible enough to grow with your business, but resist over-customizing the product because that can back you into a corner.

Technology solutions truly can help you streamline and standardize your business. Time spent organizing what problem you are trying to solve will make the search much more efficient. While there may not be a solution out there that does everything you hope to accomplish, keep an open mind and you'll find a solution that's right for your specific needs.

Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?

Follow me on Twitter or LinkedInCheck out my website

Internal change management is critical to address potential resistance to change due to loss of control, insecurities, defensiveness, and uncertainty.

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The Right Way To Evaluate A Technology Solution For Your Organization

Founder and CEO at Ludi, Inc., a healthcare technology company making it easy for hospitals to pay physicians.

Selecting a new technology for your company can be daunting. Organizations usually begin this process with a desire to either streamline or solve specific pain points. Regardless of your specific needs, implementing new technology will involve change. For your organization as an entity, change can be great. Change can reduce inefficiencies and errors, as well as usher in new opportunities. But for the people who work for your organization, change can trigger anxiety and ultimately resistance to the new technology. Here are six things to keep in mind when evaluating new technology:

1. Identify your problem. It sounds simple, but many organizations jump straight to the solutions they find appealing. If you focus on the true problem you’re trying to solve, you will stay goal-oriented while searching for a vendor.

2. Keep an open mind. You may have seen a solution you find appealing, but remember that you don’t know what you don’t know. The technology partner you choose should be an expert in the field and may offer you products that you didn’t even know existed. Stay open to new ideas and solutions. One of the things I’ve noticed is prospective clients saying, “We can’t buy this product unless it handles this exact case we’re trying to solve for.” That’s not always the most effective approach because it doesn’t take all the variables into consideration. For example, my company works with hospitals to streamline complex physician payment structures. The hospital may have had the doctor recording their time one way because they were using a paper system and approvals needed to be checked in a certain manner for that doctor to get paid. Once you eliminate paper, though, in that particular scenario, everything is up for discussion – not just the way doctors record their time, but the entire physician payment process at the hospital. Rigidity will not benefit you when evaluating new technology.

3. Get your people on the same page. Meet with department heads to pull together all the pain points that need to be solved. You must be comprehensive during your internal review because needs come out differently across different departments. You may not be able to solve everyone’s problem with the new technology, but it’s important to align your team before you bring in a vendor. Then prioritize your needs. Once your departments agree on the priorities, be clear with your team on who is making the final decision. Departmental input is important, but knowing who the purchaser is within your organization is equally important. Remember: Don’t lose sight of why you're buying this technology. Keep the ultimate purpose in mind.

4. Consider internal change management. Change is difficult for many of us, so it’s important to stop and consider the people who will be affected by this change. Resistance to change can originate from any of the following: loss of control, insecurities about competence, feeling defensive about past work, concern about more work and general uncertainty. Be proactive in preparing your staff for a change, because all of these responses tend to have a ripple effect in corporate cultures.

5. Focus on the future. If you’ve ever bought a house, you know that there are things you didn’t know you needed until you lived with your investment for a few years. Technology is no different. You may have a list of goals for your business, but there is no telling what you’ll need 10 years from now. The best technology partner will be flexible enough to support your organization as it grows. How can you find a partner with this type of future-focused outlook? See point number two.

6. Listen and be patient. The people delivering technology solutions in the market are experts and can offer you insights into the industry. I suggest finding a solution that can handle 90% of what you need out of the box. Work with your solution provider and try their out-of-the-box solutions for 90 days before you decide what you need next. Make sure the product you choose is flexible enough to grow with your business, but resist over-customizing the product because that can back you into a corner.

Technology solutions truly can help you streamline and standardize your business. Time spent organizing what problem you are trying to solve will make the search much more efficient. While there may not be a solution out there that does everything you hope to accomplish, keep an open mind and you'll find a solution that's right for your specific needs.

Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?

Follow me on Twitter or LinkedInCheck out my website

Preparing staff for change and adopting new technology in phases can minimize resistance and disruption.

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The Right Way To Evaluate A Technology Solution For Your Organization

Founder and CEO at Ludi, Inc., a healthcare technology company making it easy for hospitals to pay physicians.

Selecting a new technology for your company can be daunting. Organizations usually begin this process with a desire to either streamline or solve specific pain points. Regardless of your specific needs, implementing new technology will involve change. For your organization as an entity, change can be great. Change can reduce inefficiencies and errors, as well as usher in new opportunities. But for the people who work for your organization, change can trigger anxiety and ultimately resistance to the new technology. Here are six things to keep in mind when evaluating new technology:

1. Identify your problem. It sounds simple, but many organizations jump straight to the solutions they find appealing. If you focus on the true problem you’re trying to solve, you will stay goal-oriented while searching for a vendor.

2. Keep an open mind. You may have seen a solution you find appealing, but remember that you don’t know what you don’t know. The technology partner you choose should be an expert in the field and may offer you products that you didn’t even know existed. Stay open to new ideas and solutions. One of the things I’ve noticed is prospective clients saying, “We can’t buy this product unless it handles this exact case we’re trying to solve for.” That’s not always the most effective approach because it doesn’t take all the variables into consideration. For example, my company works with hospitals to streamline complex physician payment structures. The hospital may have had the doctor recording their time one way because they were using a paper system and approvals needed to be checked in a certain manner for that doctor to get paid. Once you eliminate paper, though, in that particular scenario, everything is up for discussion – not just the way doctors record their time, but the entire physician payment process at the hospital. Rigidity will not benefit you when evaluating new technology.

3. Get your people on the same page. Meet with department heads to pull together all the pain points that need to be solved. You must be comprehensive during your internal review because needs come out differently across different departments. You may not be able to solve everyone’s problem with the new technology, but it’s important to align your team before you bring in a vendor. Then prioritize your needs. Once your departments agree on the priorities, be clear with your team on who is making the final decision. Departmental input is important, but knowing who the purchaser is within your organization is equally important. Remember: Don’t lose sight of why you're buying this technology. Keep the ultimate purpose in mind.

4. Consider internal change management. Change is difficult for many of us, so it’s important to stop and consider the people who will be affected by this change. Resistance to change can originate from any of the following: loss of control, insecurities about competence, feeling defensive about past work, concern about more work and general uncertainty. Be proactive in preparing your staff for a change, because all of these responses tend to have a ripple effect in corporate cultures.

5. Focus on the future. If you’ve ever bought a house, you know that there are things you didn’t know you needed until you lived with your investment for a few years. Technology is no different. You may have a list of goals for your business, but there is no telling what you’ll need 10 years from now. The best technology partner will be flexible enough to support your organization as it grows. How can you find a partner with this type of future-focused outlook? See point number two.

6. Listen and be patient. The people delivering technology solutions in the market are experts and can offer you insights into the industry. I suggest finding a solution that can handle 90% of what you need out of the box. Work with your solution provider and try their out-of-the-box solutions for 90 days before you decide what you need next. Make sure the product you choose is flexible enough to grow with your business, but resist over-customizing the product because that can back you into a corner.

Technology solutions truly can help you streamline and standardize your business. Time spent organizing what problem you are trying to solve will make the search much more efficient. While there may not be a solution out there that does everything you hope to accomplish, keep an open mind and you'll find a solution that's right for your specific needs.

Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?

Follow me on Twitter or LinkedInCheck out my website

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Three Change Management Priorities For Seamless GenAI Deployment

President & CTO at ContractPodAi.

There is no question that generative artificial intelligence (GenAI) is emerging as a powerful, transformative force in today’s business. In its 27th Annual Global CEO Survey, PwC looked at how GenAI would significantly change how organizations operate. They concluded the technology is "approaching a critical juncture, seemingly poised to transform business models, redefine work processes and overhaul entire industries."

In the next year, more than 50% of CEOs surveyed said they expect GenAI to "enhance their ability to build trust with stakeholders," while roughly 60% expect it to "improve product or service quality." Within the next three years, nearly 70% also anticipate that GenAI will "increase competition, drive changes to their business models and require new skills from their workforce." The lasting business impacts that CEOs expect from the technology include boosted efficiency and increased time-to-revenue.

Generative AI comes with a low barrier to entry, empowering organizations to start small and grow their usage of this technology over time. Because of this, I recommend starting with a particular use case and scaling it to the greater organization from there. The secret to the scaling process is for senior leaders to keep a close pulse on their change management efforts. After all, if your organization does not have a smooth adoption and implementation process and is neither aligned nor trained sufficiently around new technology, you'll likely fall short of reaping the full ROI from your digital investment moving forward.

Here are three change management strategies to keep in mind if you’re planning to embrace GenAI in your organization.

Taking A Phased Adoption Approach

Integrating AI into the day-to-day work of the organization necessitates a simple and seamless adoption process. To foster this digital transformation, senior leaders should consider a phased approach that sees AI deployed gradually and refine processes as needed. This gives employees time to familiarize themselves with the technology to maximize its benefits and minimize its disruption to the business.

Additionally, they can build a digital infrastructure characterized by robust digital resources, dedicated support teams and user feedback loops. All of this goes a long way in preventing the problems that typically arise in the adoption process.

Fostering A Culture Of Trust

Another change management strategy is mitigating organizational resistance around AI. This is achieved through clear and direct communication about the business objectives and expected outcomes of AI adoption, and an open discussion about the collaborative partnerships that can form between employees and the technology.

Transparency is key here. On top of establishing these lines of communication, senior leaders should ensure that AI solutions are designed with security, transparency and accountability measures in place. It’s also important for employees and customers to be assured that their data privacy will continue to be top of mind as the technology becomes further scaled to be used within day-to-day workstreams. Be sure to communicate that protocols and guidelines will evolve in the spirit of fostering an ethical and socially responsible AI culture. All of this translates to more support and buy-in across the enterprise.

Redesigning Career Paths And Skills

The advent of GenAI does not have to mean the disruption of traditional job roles but rather a redesign of professional skills and career paths. As AI is gradually integrated into everyday operations, employees should be taught new skills, allowing them to leverage the technology to its fullest.

Some examples of this include advanced training in applied AI, machine learning (ML) and natural language processing (NLP). As AI scales to take on both repetitive and complex tasks, organizations should concentrate on bolstering employees' built-in business instincts and reinforcing their natural human skills. This involves nurturing areas such as business creativity along with strategic and critical analytical abilities and enhancing emotional intelligence within the workplace. This effort should be coupled with a special focus on fostering employees' continuous improvement.

At the end of the day, having a successful digital transformation journey calls for prioritizing the change management strategies mentioned above and exploring other best practices.

Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?

Follow me on LinkedInCheck out my website

Transparent communication and employee involvement in AI design and implementation can help gain workforce buy-in and empower employees.

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Content: Contact Center AI: An Interview with Talkdesk’s Ben Rigby

Question: Ben, What Is the Current Sentiment Around AI and Automation in Contact Centers?

Answer: Today, contact centers have started to feel the concrete benefits of AI, from its ability to improve customer satisfaction to increasing agent productivity and upskilling employees.

While some companies still struggle to understand how automation can fit into their tech stack to transform how they operate as a business, many have started to experiment with AI technology to support specific processes or tasks in their contact centers.

Q: The Report Shows That Only 15 Percent of Organizations Are Taking Advantage of Emerging AI Technology, Such As Human-in-the-Loop. What Might Be Causing the Hesitation?

A: Our survey shows that contact center professionals are lacking confidence in their understanding of AI and the business results they should expect. As with implementing any new technology, AI comes with challenges, and our survey found that security and IT risks around legacy contact center equipment rank number one for concern.

Companies are also facing resistance from leaders and staff within their organization while grappling with labor shortages, all of which make it difficult to build, use, and maintain new automated systems. CX (customer experience) leaders need to be transparent with their workforce, emphasizing the core benefits and uses of AI and automation.

In addition to improving a business’s processes and bottom line, this technology also has the power to streamline employees’ day-to-day activities by filtering out the repetitive tasks. By openly communicating these direct benefits, companies can gain buy-in from their entire workforce, from entry level staff all the way up to managers and above.

Q: What Are the Security Risks That Come with AI Technology?

While security and IT risks of outdated contact center equipment are a main barrier to adoption, once deployed as part of a digital transformation initiative, AI actually makes contact centers more secure. Three in four CX professionals agree that AI tech will allow customer data to be more secure than a live agent, and four in five agree that AI will significantly help companies improve identity and authentication security in the next two years.

Q: How Can CX Leaders Address These Risks?

A: If AI has the potential to improve contact center security, the question then becomes, how can companies securely implement the technology? The answer is simple: businesses must put the strongest foundation in place to support AI. Specifically, they’ll need to invest in modern cloud architecture that will seamlessly and securely integrate AI technology.

Q: If a Company Has Not Yet Adopted This Technology, Are They Falling Behind?

A: Companies that continue to be resistant to AI adoption will undoubtedly fall behind in two areas: EX [employee experience] and CX. In today’s contact center workforce, AI technology helps reduce the repetitive tasks and transactional work for agents, alleviating stress, reducing workloads, and allowing teams to rebuild their contact center workforce.

AI provides the much-needed support during ongoing labor shortages and will be instrumental in upskilling workers to provide a more meaningful role in the contact center.

In terms of CX, conversational AI can help contact centers provide high-quality experiences by instantly responding to customer queries at any time of the day. AI can also equip agents with the contextual, personalized knowledge they need to accurately answer customer questions. This leaves customers highly satisfied and eases friction that comes with lengthy interactions.

Q: In Making the Decision to Implement More Advanced AI Technology, What Do CX Professionals Need to Consider?

A: There are three things CX professionals and leaders should consider:

First, do our agents have the right training and resources to leverage this technology effectively? Before launching new tech solutions, it’s important that the current agents have a strong skill set and understanding of how this will impact day-to-day operations, as well as best practices to work in tandem once the technology is in place.

Second, do we have the internal resources to make AI operations accessible? AI will continue to become more advanced and the only way for a company to reap the benefits of this technology is by making it accessible to everyone, even those who don’t have formal technical training or backgrounds.

Third, do we have a current system that can support a safe integration of advanced AI technology? Without the right foundation, you won’t be able to utilize AI to its full potential. Prior to deploying AI technology, take the time to consolidate redundant tech stacks.

Q: With 79 Percent of CX Leaders Planning to Increase Contact Center Investments, What Do You Think the State of AI and Automation in Contact Centers Will Look Like in 2023?

A: In 2023, the realization of AI’s capabilities and benefits will be more apparent than ever. While some companies may still be hesitant, there will be many more use cases and success stories to reference and tout the positive outcomes for contact centers.

We can all agree that AI technology will continue to evolve and adapt to new business needs within the next year. Along with that, the growth of no-code solutions will continue to shine a light on the true ease of adoption, putting a rest to concerns around the challenges of adoption.

Thank you, Ben, for taking time to share your insight.

It’s been my pleasure!

Ben Rigby is the SVP and Global Head of Product & Engineering at Talkdesk, an end-to-end contact center solutions provider.

Comprehensive education and training can alleviate employees' AI fears by demystifying the technology and emphasizing human-machine collaboration.

Clear ethical guidelines for AI use in the workplace can address fears of job loss, privacy concerns, and bias.

Offering upskilling and reskilling programs can help employees adapt to changing AI-driven skill requirements.

About 300 million jobs are threatened by artificial intelligence, potentially increasing poverty, unemployment, and strain on social welfare systems.

Investing in continuing education and training is essential for workers to adapt to a changing labor market.

Title:

Content: TechnologyNews
300 million jobs threatened by artificial intelligence
Analysis and Reflections
The world is witnessing an unprecedented shift in the work and employment environment.
News from Libya 24
With rapid advances in technology, the world is witnessing an unprecedented shift in the work and employment environment.
Artificial intelligence (AI) has become a key driver of this change, with the ability to perform complex tasks that previously required human intervention.
This stunning progress raises many questions about the future of jobs, with some studies suggesting that artificial intelligence could threaten about 300 million jobs in the coming decades.
In this article, we will review the scientific and literary analysis of this phenomenon, focusing on the economic, social and psychological dimensions of this radical transformation.
Artificial intelligence.
Economic transformation and jobs at risk
Economically, the enormous impact of artificial intelligence on the labor market is undeniable.
This impact relies heavily on the technical ability of AI to perform tasks more efficiently and at a lower cost than humans.
In sectors such as manufacturing, logistics, and retail, robots and artificial intelligence systems are beginning to replace workers in routine and repetitive tasks.
For example, AI systems can manage inventory, process orders, and even deliver logistics in a more efficient way.
This progress reduces production costs and increases profits for companies, but at the same time causes the loss of a large number of traditional jobs.
A study by Oxford University suggests that about 47% of jobs in the United States are threatened by automation over the next two decades.
This high percentage raises concerns about the fate of millions of workers who may find themselves unemployed in the near future.
Artificial intelligence.
Social and psychological dimensions of transformation
Besides the economic dimensions, there are social and psychological dimensions that must be taken into account.
Job loss is a threat to social stability, as many individuals and families depend on their jobs for their daily livelihood.
Keeping a large proportion of the workforce jobless can lead to increased rates of poverty and unemployment, putting additional strain on social welfare systems.
Psychologically, job loss can cause mental health problems such as anxiety and depression.
Work is a big part of individuals ’ identity and sense of self-worth.
When people lose their jobs, they may feel empty and lose purpose, leading to a deterioration in their mental state and health.
In addition, older people may have difficulty adapting to technological changes and learning new skills, increasing their sense of helplessness and marginalization.
Challenges and opportunities in education and rehabilitation
To meet this huge challenge, governments and educational institutions must take decisive steps in education and rehabilitation.
Investing in continuing education and training is essential to enable workers to acquire the skills needed to adapt to the demands of a changing labor market.
Customized educational and training programs can develop technical and digital skills, allowing workers to move into new jobs that require advanced skills.
In addition, aseptic intelligence itself can play an important role in improving education and training.
Artificial intelligence technologies can be used to deliver customized learning experiences that meet the needs of individual learners, increasing the effectiveness of the educational process and enhancing the chances of success in acquiring new skills.
The future horizon.
Balance between technology and humanity
Despite the great challenges that AI poses, we must remember that it also represents tremendous opportunities for humanity.
Artificial intelligence can improve many aspects of our lives, from healthcare to transportation to scientific research.
To make the most of these opportunities, we must strike a balance between technological progress and human needs.
It is important to develop policies and laws that ensure that the benefits of AI are distributed fairly and equitably.
Governments must work to create an environment that encourages innovation, while at the same time providing the necessary support to workers affected by automation.
This can be achieved through financial support programs and vocational training, as well as strengthening social safety nets.
Ultimately, AI is both a challenge and a valuable opportunity.
While threatening to lose 300 million jobs, it could also open up new avenues for innovation and economic growth.
To achieve this, we must be prepared to face the economic, social and psychological challenges that this transformation poses.
By investing in education and training, and developing equitable government policies, we can ensure that the future is bright for all, where everyone benefits from the advancement of AI and no one is left behind.
At this crucial moment in human history, we must adopt a holistic approach that combines technological progress and human care, creating a world in which AI is a positive force that enhances the well-being of all.
By doing so, we can turn threats into opportunities, and cross into a better and brighter future.
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Organizations can balance innovation with worker support by providing ongoing learning opportunities.

Title:

Content: The Future of Employee Experience: Trends and Predictions for 2021 and Beyond

The employee experience has become a crucial aspect of modern organizations. As companies realize the impact of employee satisfaction on productivity and success, they are focusing on creating a positive and engaging work environment. In this article, we will explore the future of employee experience, including current trends and predictions for 2021 and beyond.

Introduction

Employee experience refers to the overall journey and interactions an employee has with an organization. It encompasses every touchpoint, from recruitment and onboarding to daily work activities and career development. A positive employee experience leads to higher job satisfaction, increased productivity, and lower turnover rates. Understanding the trends and predictions for the future of employee experience is essential for businesses looking to attract and retain top talent.

Definition of Employee Experience

Employee experience is the sum of all experiences an employee has with their employer. It includes their physical, emotional, and cognitive interactions within the workplace. A positive employee experience is characterized by a supportive culture, opportunities for growth, and meaningful work.

Importance of Employee Experience

The importance of employee experience cannot be overstated. A positive employee experience leads to higher levels of engagement, motivation, and commitment. It fosters a sense of belonging and loyalty, which directly impacts productivity and business outcomes. In a competitive job market, companies with a strong employee experience have a significant advantage in attracting and retaining talent.

Current Trends in Employee Experience

Personalization: Companies are tailoring the employee experience to meet individual needs and preferences. This includes customized learning and development programs, flexible work arrangements, and personalized recognition.

Technology: The integration of technology has revolutionized the employee experience. From onboarding processes to performance management systems, organizations are leveraging digital tools to enhance communication, collaboration, and employee engagement.

Remote Work: The COVID-19 pandemic accelerated the adoption of remote work. As a result, organizations are rethinking traditional work models and embracing hybrid or fully remote setups. The future of employee experience will involve creating inclusive and connected virtual workplaces.

Well-being: Employee well-being has gained significant attention in recent years. Organizations are prioritizing mental and physical health initiatives, offering wellness programs, flexible schedules, and encouraging work-life balance.

Diversity and Inclusion: Inclusive workplaces that celebrate diversity are essential for a positive employee experience. Organizations are focusing on creating diverse teams, implementing inclusive policies, and fostering a culture of belonging.

Technology in Employee Experience

Technology plays a critical role in shaping the future of employee experience. From AI-powered chatbots for HR support to virtual reality training programs, innovative technologies are transforming how employees engage with their work environment. Automation and digitization streamline processes, enabling employees to focus on high-value tasks and improving overall efficiency.

Remote Work and Employee Experience

The rise of remote work has had a profound impact on employee experience. While it offers flexibility and work-life balance, it also presents challenges such as communication barriers and isolation. Organizations must adapt their strategies to ensure remote employees feel connected, supported, and engaged.

Personalization in Employee Experience

Personalization is becoming a key driver of employee satisfaction. Companies are leveraging data and analytics to understand individual preferences and create tailored experiences. From personalized learning paths to career development plans, customization enhances engagement and empowers employees to reach their full potential.

Well-being and Employee Experience

Prioritizing employee well-being has become a cornerstone of the employee experience. Organizations are implementing wellness programs, mental health initiatives, and flexible work arrangements to support the holistic well-being of their employees. A focus on well-being leads to reduced stress, increased job satisfaction, and improved overall performance.

Diversity and Inclusion in Employee Experience

Creating a diverse and inclusive workplace is crucial for a positive employee experience. Companies are embracing diversity in their recruitment processes, implementing inclusive policies, and fostering a culture of belonging. Diverse teams bring a range of perspectives, leading to enhanced creativity, innovation, and collaboration.

Leadership and Employee Experience

Leadership plays a pivotal role in shaping the employee experience. Effective leaders prioritize communication, provide regular feedback, and empower their teams. Organizations need strong leaders who inspire, motivate, and create an environment where employees can thrive.

Predictions for the Future of Employee Experience

AI and Automation: Artificial intelligence and automation will continue to transform the employee experience. Chatbots, predictive analytics, and machine learning algorithms will streamline HR processes and provide personalized support.

Flexible Work Arrangements: Flexibility in work arrangements will become the norm. Organizations will offer hybrid work models, allowing employees to choose when and where they work to achieve a better work-life balance.

Virtual Reality and Augmented Reality: Virtual reality and augmented reality technologies will enhance training and development programs. Immersive experiences will allow employees to learn and practice new skills in a realistic and engaging environment.

Emphasis on Employee Well-being: Companies will invest more in employee well-being initiatives, including mental health support, wellness programs, and flexible benefits. Employers will recognize the importance of creating a work environment that supports the whole person.

Continuous Learning: Lifelong learning will be essential for career growth and adaptability. Organizations will provide ongoing learning opportunities and encourage employees to acquire new skills and knowledge.

Challenges and Opportunities in Employee Experience

While the future of employee experience holds great promise, it also presents challenges. Some of the key challenges include adapting to new technologies, managing remote teams effectively, and ensuring equitable access to opportunities. However, these challenges also present opportunities for innovation, creativity, and growth.

Conclusion

The future of employee experience is evolving rapidly, driven by technological advancements, changing work models, and a focus on well-being and inclusion. Organizations that prioritize the employee experience will attract and retain top talent, foster a culture of innovation, and achieve long-term success.

FAQs

1. How can organizations improve the employee experience?

Organizations can improve the employee experience by prioritizing communication, offering growth and development opportunities, promoting work-life balance, and creating a culture of inclusivity and belonging.

2. What role does technology play in shaping the employee experience?

Technology plays a crucial role in shaping the employee experience by enabling seamless communication, providing personalized support, automating administrative tasks, and enhancing collaboration and productivity.

3. How can companies support remote employees and ensure their engagement?

Companies can support remote employees by fostering a sense of connection through virtual team-building activities, providing the necessary tools and resources for remote work, and promoting regular communication and feedback.

4. What are the benefits of a diverse and inclusive workplace?

A diverse and inclusive workplace fosters innovation, creativity, and collaboration. It brings together a range of perspectives and experiences, leading to better decision-making, increased employee engagement, and improved business performance.

5. What are some upcoming technologies that will shape the future of employee experience?

Upcoming technologies that will shape the future of employee experience include artificial intelligence, virtual reality, augmented reality, and automation. These technologies will revolutionize HR processes, training programs, and communication within organizations.

Leadership plays a pivotal role in shaping the employee experience by balancing technological innovation with worker support through effective communication and empowerment.

Building trust with workers is crucial, and can be achieved by retraining them and providing new skills and opportunities.

Title:

Content: Automation and the future of jobs.
The technological challenge for the world ’ s workers and governments
Automation will fill more than 11 million jobs in the United States alone in the next decade, according to a report released by Forrester.
That ’ s the bad news, but the good news is that automation will simultaneously create 9.63 million new jobs, and on that basis the net loss of jobs will be 1.42 million.
According to a recently published report by the World Economic Forum, the rate of reliance on machines in all types of jobs will rise to 52% by 2025, and automation, robotics and artificial intelligence will eliminate 85 million jobs globally in the same period.
But what is optimistic is that automation will also create 97 million new jobs in the future, and this is something to hope for, although these jobs will be completely new, many of which have not yet existed, and in any case these are large numbers and huge changes will occur in the future labor market in different countries and societies, which requires quick and practical intervention by governments, companies and workers themselves.
What can we do to meet this challenge?
To answer this question, John P. Mello, an American technology journalist and writer, polled a group of experts on Tech News World, including Forrester vice president J.P. Gounder and one of the authors of the report, and began by saying, “This will mean that employees need to be rehabilitated and acquire new skills, which is not something that every worker can do on their own. ”
“However, the ability of countries ’ public policies to succeed in meeting this challenge will vary from country to country, for example in Germany, where there are strong links between universities and employers, it will be easier to succeed than in the United States, where employees are often expected to find their own solutions. ”
The Importance of Rehabilitation and Skills Enhancement
Jayant Narayan, director of the World Economic Forum ’ s Global AI Action Alliance, told TechNews World that job losses will create challenges in both the public and private sectors “at the level of governments, it raises questions about social safety nets, investment in lifelong learning programs, training citizens in science, technology, engineering and mathematics and other important factors. ”
"Some of these criteria, such as reskilling, will have a medium- to long-term horizon, and we should not expect a quick solution to reskilling skills.
In the private sector, this raises questions about helping workers move out of traditional jobs and occupations towards developing a broader set of skills that are in keeping with the spirit of the times. ”
Darryl West, vice president of government studies at the Brookings Institution, a nonprofit public policy organization in Washington, says “a lot of retraining is needed. ”
"There are retraining programs that are already in place, but they are often not good enough and do not qualify people for the new jobs that are created.
“We need better programs that are compatible with new jobs, and the problem is that many people who are threatened with losing their jobs don ’ t have the skills needed for these new jobs. ”
“Many programs focus on very specific tasks, but the workplace is changing so dramatically that it ’ s hard to find jobs for people who can only do one thing.
We need programs that understand what companies need and the skills they are looking for and cover them with the right training for workers. ”
Future Careers and the Importance of Coexistence between Humans and Robots
Back to Jayant Narayan, who told John P. Mello on the platform that universities can help re-hone skills by creating hybrid courses that combine humanities and technical sciences.
"Engineers need to understand the ethics and implications of systems before designing them," he said.
Darrell West said community colleges with only two years of schooling do a better job than four-year colleges at preparing students for jobs.
“Community colleges are more oriented towards the local labor market.
They are trying to give students the practical skills that will provide them with jobs in the future, while some universities are teaching and training students on professions that previously existed, not on new professions that are emerging now. ”
Forster explained that the new jobs created by automation will be in professional services and information technology, as well as in new industries, such as renewable energy, green buildings, smart cities and infrastructure.
Gounder said people working in new jobs should be aware of working alongside machines.
"Whether you have technical skills or not, you should be comfortable working in a mixed team of humans and machines in which smart software plays a key role," he said.
He added that the biggest impact of technology in the next phase will be the issue of “changing tasks ” that underpin any given job, not doing or taking over the job itself.
Forrester explained that waiving a specific task — such as automating expense reports, increasing the ability to solve data problems, or allowing a robot to scan the floor — changes the configuration of a particular function rather than replacing it.
Forster predicts that 80% of jobs will be affected by this method by 2030, improving the employee experience as specific tasks shift to machines rather than humans.
Leaders are changing their positions.
Forrester also found a change in attitude among senior leaders regarding automation.
Leaders and managers have stopped seeing it primarily as an opportunity to cut costs and now see automation as a wider range of potential benefits.
She cited company data showing that 41% of data and analytics decision makers described cost savings as an advantage of automation adoption in 2018, but only 25% said the same in 2021.
In addition, Forrester found a significant rise in the percentage of leaders who cited deeper insights and saw “competitive differentiation ” as advantages created by automation.
Other benefits of automation include bridging talent gaps, freeing employees to perform more advanced work, improving customer experience, quality and safety, and gaining deeper insights from data analysis to improve and develop tasks and processes within the workplace.
West told Tech News World: “Automation can be useful in relieving humans of dirty, dangerous jobs, and completely routine and inferior jobs. ”
Building Confidence
Concerns that the technology will destroy jobs that are still common among broad sectors of people may be justified, but the impact of automation on jobs will be much lighter than expected in the future.
Instead, technology and people will continue to increasingly engage in iterative and interconnected collaborations, forming human / machine teams that lead to new levels of quality and productivity, improved customer service and improved services for people.
Narayan commented on this point in his remarks to John P. Milo: “This is a process of building trust, and workers should feel like they are part of the journey. ”
“The most important thing companies can do is retrain their workers and staff.
If people see that an employer brings automation but trains employees and workers in his company for other types of new jobs instead of firing them, workers will be more receptive.
What the workers don ’ t want is to be fired from their jobs and remain without enough income to support themselves and their families. ”
Source: Al Jazeera + Websites

Companies should support employee career development to attract and retain top talent.

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Content: Limited Time Free
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[Technology Workplace] 149 million more digital jobs in 2025, half of employees need training
10: 00 2023 / 08 / 20
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Although technology can bring the benefits of automation and help improve work efficiency, it does not mean “dehumanizing ”. (AFP)
The market generally expects the economy to slow down significantly this year, but labor demand in many growth industries remains strong, especially in order to promote digital transformation, employers will pay more attention to cultivating their own talent to fill the positions of middle and senior skills.
In the Newcomer Smart Age: Workforce Trends 2023 report, 149 million new digital jobs will be created by 2025 in areas such as cybersecurity, data analytics, machine learning, artificial intelligence (AI), cloud and software development; as technology adoption increases, half of employees will need to be retrained by 2025.
Facilities Management Embracing Technology for Individually Active Young People
Tomas Chamorro-Premuzic, innovation director at ManpowerGroup, said that despite more than 140,000 tech employees being laid off in the past year, as many as 72 percent were able to find a new job within three months, while 76 percent said they were working to fill IT and technology positions.
There is a growing gap between the skills people have and the professional skills that companies need, resulting in the current strong recruitment growth that cannot be met.
He suggested that companies should pay more attention to and support the career development of their employees, which will help attract, develop, manage and retain the next generation of talent.
But he also stressed that while technology can bring the benefits of automation and help improve work efficiency, it does not mean “dehumanizing ”.
“It ’ s a trend to become a data scientist and learn to program, but what we really need is to improve the skills and talent that are unique to humans, because that ’ s the most valuable skill. ”
【 Made in Hong Kong 】 Robotics Start-up Local Factory to Control Quality and Educate Talents
As indicated in the survey, more employees believe that collaboration (83%), problem-solving (82%) and trustworthy quality (82%) are more important to doing a good job, followed by efficiency (76%).
Employers also believe that integrity is the most important employee trait (40%), followed by flexibility (31%) and reliability (31%).
Reporter: Chan Cheuk-yin
"ET Winners Have a Plan" Each episode invites Hong Kong corporate brands to share business tips.
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Employee pushback can be addressed by developing a digitalization plan and retraining employees for new or changed jobs.

A unified effort is necessary to maximize digitalization investments and address employee concerns.

The skills gap is a significant challenge as new technologies make current skills potentially outdated.

Title:

Content: Ready, set, upskill: The way forward for Australia's workforce

The significance of upskilling so you can get a grip on how to tackle today's job market.

This is branded content.

The fast evolution of technology and industries requires everyone to adapt, grow and enhance their skills. However, this is even more important in a changing job landscape where roles are created and transformed. It's not enough to improve knowledge with a miniature course, we need to employ a flexible learning approach that involves everything from hands-on education to studying online.

Now that we know that upskilling is the driving force that will empower the workforce to tackle the challenges of the future, this detailed guide will highlight the significance of upskilling so you can get a grip on how to tackle today's job market.

Challenges facing today's workforce

With the state of the current workforce and its obstacles in today's rapidly changing job market, there are constant changes happening all around us. That's why it is essential to be ready for any new hurdles. Let's delve into some of these challenges.

Addressing skills shortages

One challenge confronting Australia's workforce is the expanding skills gap. As new technologies emerge in the market and alter our work methods, skills that are highly sought after today could become outdated tomorrow. The absence of adaptation threatens productivity, hinders progress and may decrease competitiveness for businesses and organisations nationwide.

Advancements in technology

Artificial intelligence, machine learning and data analysis are not abstract terms but essential elements in work settings moving forward. However, with innovation comes the necessity for adjustment, and many traditional job roles are becoming obsolete. This is why the workforce must keep up with these advancements and remain relevant in the employment landscape.

Global competition

In an increasingly interconnected world, Australia's workforce is not being measured against its own standards anymore. Instead, it is engaging in global competition and to stay ahead, employees must continuously enhance their skills and knowledge to meet standards and ensure they are included in the job market.

Skills enhancement solutions

Fortunately, there are methods through which organisations can enhance their capabilities to fulfill requirements. These methods include hands-on training, online courses and workshops. Companies have various investment options; let's delve into it.

Digital learning platforms

E-learning has revolutionised education with platforms such as Coursera or Udemy that offer education from institutions at the convenience of one's home or workplace. This type of skill enhancement is not just convenient; it's often more cost-effective and time-saving, enabling employees to learn at their own speed. If an employee can implement their own platforms this will give a major advantage and more efficiency when training.

Job training programs

Technical and Further Education (TAFE), along with training institutions, play a crucial role in imparting practical job-specific skills to both aspiring professionals and seasoned workers. Emphasising hands-on learning, these programs produce well-prepared graduates to meet the industry's demands. These must be utilised where required because having these standards helps staff ensure they meet industry requirements.

Advantages of skill enhancement

No one wants to remain in the same position, knowledge and certifications forever; skill enhancement is essential and comes with an array of advantages. It can improve multiple aspects of your personal and professional life.

Enhanced employability

Acquiring skills enhances employees' appeal to employers. An individual who stays current with industry trends and technologies is more likely to secure and retain employment opportunities amidst layoffs and unpredictable job markets. When you include these new skills or training in your resume, you will become most attractive to employers.

Career progression

Skill enhancement can pave the way, for higher-paying positions and more fulfilling career pathways. It empowers employees to take on responsibilities, lead projects and eventually secure a promotion or transition into a gratifying role. It can help you become a leader in your industry and help put you in better positions within your organisation.

Adapting to change

Change is ever-present in today's dynamic work environment. Individuals who enhance their skills cultivate an adaptable mindset, enabling them to navigate changes within their workplace, industry or the broader economy. Studying courses that are in line with future trends and technological changes means that you're going to be more adaptable moving forward.

The importance of collaboration between educational institutions and industries

Educational institutions must collaborate closely with industry partners to grasp future skill requirements. If these collaborations are initiated with good industry understanding they can deliver programs that directly benefit workers and contribute to growth in the long term. While the traditional approach is needed, it must be mixed with upskilling solutions that meet the needs of the industry.

We all need education and this includes newcomers to experienced professionals, the sooner we realise that learning doesn't end after graduation, the sooner we can facilitate better programs for those already working. When this is widely accepted, we can all foster educational development for professionals who want to stay motivated, acquire new skills, and excel in their fields.

Conclusion

Upskilling in Australia isn't just a convenient option but is now a requirement; by implementing these strategies and providing support networks, we can empower employees with the resources to grow and adapt during transitional periods. It is not only the responsibility of the individual but also vital for institutions to create a conducive setting to enhance educational growth. By improving our skills today, we prepare ourselves for the uncertain possibilities and new developments that lie ahead.

Artificial intelligence can perform complex tasks, increasing efficiency and lowering costs, but also raising job displacement concerns.

Title:

Content: TechnologyNews
300 million jobs threatened by artificial intelligence
Analysis and Reflections
The world is witnessing an unprecedented shift in the work and employment environment.
News from Libya 24
With rapid advances in technology, the world is witnessing an unprecedented shift in the work and employment environment.
Artificial intelligence (AI) has become a key driver of this change, with the ability to perform complex tasks that previously required human intervention.
This stunning progress raises many questions about the future of jobs, with some studies suggesting that artificial intelligence could threaten about 300 million jobs in the coming decades.
In this article, we will review the scientific and literary analysis of this phenomenon, focusing on the economic, social and psychological dimensions of this radical transformation.
Artificial intelligence.
Economic transformation and jobs at risk
Economically, the enormous impact of artificial intelligence on the labor market is undeniable.
This impact relies heavily on the technical ability of AI to perform tasks more efficiently and at a lower cost than humans.
In sectors such as manufacturing, logistics, and retail, robots and artificial intelligence systems are beginning to replace workers in routine and repetitive tasks.
For example, AI systems can manage inventory, process orders, and even deliver logistics in a more efficient way.
This progress reduces production costs and increases profits for companies, but at the same time causes the loss of a large number of traditional jobs.
A study by Oxford University suggests that about 47% of jobs in the United States are threatened by automation over the next two decades.
This high percentage raises concerns about the fate of millions of workers who may find themselves unemployed in the near future.
Artificial intelligence.
Social and psychological dimensions of transformation
Besides the economic dimensions, there are social and psychological dimensions that must be taken into account.
Job loss is a threat to social stability, as many individuals and families depend on their jobs for their daily livelihood.
Keeping a large proportion of the workforce jobless can lead to increased rates of poverty and unemployment, putting additional strain on social welfare systems.
Psychologically, job loss can cause mental health problems such as anxiety and depression.
Work is a big part of individuals ’ identity and sense of self-worth.
When people lose their jobs, they may feel empty and lose purpose, leading to a deterioration in their mental state and health.
In addition, older people may have difficulty adapting to technological changes and learning new skills, increasing their sense of helplessness and marginalization.
Challenges and opportunities in education and rehabilitation
To meet this huge challenge, governments and educational institutions must take decisive steps in education and rehabilitation.
Investing in continuing education and training is essential to enable workers to acquire the skills needed to adapt to the demands of a changing labor market.
Customized educational and training programs can develop technical and digital skills, allowing workers to move into new jobs that require advanced skills.
In addition, aseptic intelligence itself can play an important role in improving education and training.
Artificial intelligence technologies can be used to deliver customized learning experiences that meet the needs of individual learners, increasing the effectiveness of the educational process and enhancing the chances of success in acquiring new skills.
The future horizon.
Balance between technology and humanity
Despite the great challenges that AI poses, we must remember that it also represents tremendous opportunities for humanity.
Artificial intelligence can improve many aspects of our lives, from healthcare to transportation to scientific research.
To make the most of these opportunities, we must strike a balance between technological progress and human needs.
It is important to develop policies and laws that ensure that the benefits of AI are distributed fairly and equitably.
Governments must work to create an environment that encourages innovation, while at the same time providing the necessary support to workers affected by automation.
This can be achieved through financial support programs and vocational training, as well as strengthening social safety nets.
Ultimately, AI is both a challenge and a valuable opportunity.
While threatening to lose 300 million jobs, it could also open up new avenues for innovation and economic growth.
To achieve this, we must be prepared to face the economic, social and psychological challenges that this transformation poses.
By investing in education and training, and developing equitable government policies, we can ensure that the future is bright for all, where everyone benefits from the advancement of AI and no one is left behind.
At this crucial moment in human history, we must adopt a holistic approach that combines technological progress and human care, creating a world in which AI is a positive force that enhances the well-being of all.
By doing so, we can turn threats into opportunities, and cross into a better and brighter future.
More News
Go to the top button

Robots and AI are replacing workers in routine tasks, highlighting the need for new skills.

Title:

Content: TechnologyNews
300 million jobs threatened by artificial intelligence
Analysis and Reflections
The world is witnessing an unprecedented shift in the work and employment environment.
News from Libya 24
With rapid advances in technology, the world is witnessing an unprecedented shift in the work and employment environment.
Artificial intelligence (AI) has become a key driver of this change, with the ability to perform complex tasks that previously required human intervention.
This stunning progress raises many questions about the future of jobs, with some studies suggesting that artificial intelligence could threaten about 300 million jobs in the coming decades.
In this article, we will review the scientific and literary analysis of this phenomenon, focusing on the economic, social and psychological dimensions of this radical transformation.
Artificial intelligence.
Economic transformation and jobs at risk
Economically, the enormous impact of artificial intelligence on the labor market is undeniable.
This impact relies heavily on the technical ability of AI to perform tasks more efficiently and at a lower cost than humans.
In sectors such as manufacturing, logistics, and retail, robots and artificial intelligence systems are beginning to replace workers in routine and repetitive tasks.
For example, AI systems can manage inventory, process orders, and even deliver logistics in a more efficient way.
This progress reduces production costs and increases profits for companies, but at the same time causes the loss of a large number of traditional jobs.
A study by Oxford University suggests that about 47% of jobs in the United States are threatened by automation over the next two decades.
This high percentage raises concerns about the fate of millions of workers who may find themselves unemployed in the near future.
Artificial intelligence.
Social and psychological dimensions of transformation
Besides the economic dimensions, there are social and psychological dimensions that must be taken into account.
Job loss is a threat to social stability, as many individuals and families depend on their jobs for their daily livelihood.
Keeping a large proportion of the workforce jobless can lead to increased rates of poverty and unemployment, putting additional strain on social welfare systems.
Psychologically, job loss can cause mental health problems such as anxiety and depression.
Work is a big part of individuals ’ identity and sense of self-worth.
When people lose their jobs, they may feel empty and lose purpose, leading to a deterioration in their mental state and health.
In addition, older people may have difficulty adapting to technological changes and learning new skills, increasing their sense of helplessness and marginalization.
Challenges and opportunities in education and rehabilitation
To meet this huge challenge, governments and educational institutions must take decisive steps in education and rehabilitation.
Investing in continuing education and training is essential to enable workers to acquire the skills needed to adapt to the demands of a changing labor market.
Customized educational and training programs can develop technical and digital skills, allowing workers to move into new jobs that require advanced skills.
In addition, aseptic intelligence itself can play an important role in improving education and training.
Artificial intelligence technologies can be used to deliver customized learning experiences that meet the needs of individual learners, increasing the effectiveness of the educational process and enhancing the chances of success in acquiring new skills.
The future horizon.
Balance between technology and humanity
Despite the great challenges that AI poses, we must remember that it also represents tremendous opportunities for humanity.
Artificial intelligence can improve many aspects of our lives, from healthcare to transportation to scientific research.
To make the most of these opportunities, we must strike a balance between technological progress and human needs.
It is important to develop policies and laws that ensure that the benefits of AI are distributed fairly and equitably.
Governments must work to create an environment that encourages innovation, while at the same time providing the necessary support to workers affected by automation.
This can be achieved through financial support programs and vocational training, as well as strengthening social safety nets.
Ultimately, AI is both a challenge and a valuable opportunity.
While threatening to lose 300 million jobs, it could also open up new avenues for innovation and economic growth.
To achieve this, we must be prepared to face the economic, social and psychological challenges that this transformation poses.
By investing in education and training, and developing equitable government policies, we can ensure that the future is bright for all, where everyone benefits from the advancement of AI and no one is left behind.
At this crucial moment in human history, we must adopt a holistic approach that combines technological progress and human care, creating a world in which AI is a positive force that enhances the well-being of all.
By doing so, we can turn threats into opportunities, and cross into a better and brighter future.
More News
Go to the top button

Oxford University research suggests 47% of US jobs are at risk of automation over the next two decades.

Title:

Content: TechnologyNews
300 million jobs threatened by artificial intelligence
Analysis and Reflections
The world is witnessing an unprecedented shift in the work and employment environment.
News from Libya 24
With rapid advances in technology, the world is witnessing an unprecedented shift in the work and employment environment.
Artificial intelligence (AI) has become a key driver of this change, with the ability to perform complex tasks that previously required human intervention.
This stunning progress raises many questions about the future of jobs, with some studies suggesting that artificial intelligence could threaten about 300 million jobs in the coming decades.
In this article, we will review the scientific and literary analysis of this phenomenon, focusing on the economic, social and psychological dimensions of this radical transformation.
Artificial intelligence.
Economic transformation and jobs at risk
Economically, the enormous impact of artificial intelligence on the labor market is undeniable.
This impact relies heavily on the technical ability of AI to perform tasks more efficiently and at a lower cost than humans.
In sectors such as manufacturing, logistics, and retail, robots and artificial intelligence systems are beginning to replace workers in routine and repetitive tasks.
For example, AI systems can manage inventory, process orders, and even deliver logistics in a more efficient way.
This progress reduces production costs and increases profits for companies, but at the same time causes the loss of a large number of traditional jobs.
A study by Oxford University suggests that about 47% of jobs in the United States are threatened by automation over the next two decades.
This high percentage raises concerns about the fate of millions of workers who may find themselves unemployed in the near future.
Artificial intelligence.
Social and psychological dimensions of transformation
Besides the economic dimensions, there are social and psychological dimensions that must be taken into account.
Job loss is a threat to social stability, as many individuals and families depend on their jobs for their daily livelihood.
Keeping a large proportion of the workforce jobless can lead to increased rates of poverty and unemployment, putting additional strain on social welfare systems.
Psychologically, job loss can cause mental health problems such as anxiety and depression.
Work is a big part of individuals ’ identity and sense of self-worth.
When people lose their jobs, they may feel empty and lose purpose, leading to a deterioration in their mental state and health.
In addition, older people may have difficulty adapting to technological changes and learning new skills, increasing their sense of helplessness and marginalization.
Challenges and opportunities in education and rehabilitation
To meet this huge challenge, governments and educational institutions must take decisive steps in education and rehabilitation.
Investing in continuing education and training is essential to enable workers to acquire the skills needed to adapt to the demands of a changing labor market.
Customized educational and training programs can develop technical and digital skills, allowing workers to move into new jobs that require advanced skills.
In addition, aseptic intelligence itself can play an important role in improving education and training.
Artificial intelligence technologies can be used to deliver customized learning experiences that meet the needs of individual learners, increasing the effectiveness of the educational process and enhancing the chances of success in acquiring new skills.
The future horizon.
Balance between technology and humanity
Despite the great challenges that AI poses, we must remember that it also represents tremendous opportunities for humanity.
Artificial intelligence can improve many aspects of our lives, from healthcare to transportation to scientific research.
To make the most of these opportunities, we must strike a balance between technological progress and human needs.
It is important to develop policies and laws that ensure that the benefits of AI are distributed fairly and equitably.
Governments must work to create an environment that encourages innovation, while at the same time providing the necessary support to workers affected by automation.
This can be achieved through financial support programs and vocational training, as well as strengthening social safety nets.
Ultimately, AI is both a challenge and a valuable opportunity.
While threatening to lose 300 million jobs, it could also open up new avenues for innovation and economic growth.
To achieve this, we must be prepared to face the economic, social and psychological challenges that this transformation poses.
By investing in education and training, and developing equitable government policies, we can ensure that the future is bright for all, where everyone benefits from the advancement of AI and no one is left behind.
At this crucial moment in human history, we must adopt a holistic approach that combines technological progress and human care, creating a world in which AI is a positive force that enhances the well-being of all.
By doing so, we can turn threats into opportunities, and cross into a better and brighter future.
More News
Go to the top button

Investing in continuing education and training is essential for workers to adapt to a changing labor market.

Title:

Content: TechnologyNews
300 million jobs threatened by artificial intelligence
Analysis and Reflections
The world is witnessing an unprecedented shift in the work and employment environment.
News from Libya 24
With rapid advances in technology, the world is witnessing an unprecedented shift in the work and employment environment.
Artificial intelligence (AI) has become a key driver of this change, with the ability to perform complex tasks that previously required human intervention.
This stunning progress raises many questions about the future of jobs, with some studies suggesting that artificial intelligence could threaten about 300 million jobs in the coming decades.
In this article, we will review the scientific and literary analysis of this phenomenon, focusing on the economic, social and psychological dimensions of this radical transformation.
Artificial intelligence.
Economic transformation and jobs at risk
Economically, the enormous impact of artificial intelligence on the labor market is undeniable.
This impact relies heavily on the technical ability of AI to perform tasks more efficiently and at a lower cost than humans.
In sectors such as manufacturing, logistics, and retail, robots and artificial intelligence systems are beginning to replace workers in routine and repetitive tasks.
For example, AI systems can manage inventory, process orders, and even deliver logistics in a more efficient way.
This progress reduces production costs and increases profits for companies, but at the same time causes the loss of a large number of traditional jobs.
A study by Oxford University suggests that about 47% of jobs in the United States are threatened by automation over the next two decades.
This high percentage raises concerns about the fate of millions of workers who may find themselves unemployed in the near future.
Artificial intelligence.
Social and psychological dimensions of transformation
Besides the economic dimensions, there are social and psychological dimensions that must be taken into account.
Job loss is a threat to social stability, as many individuals and families depend on their jobs for their daily livelihood.
Keeping a large proportion of the workforce jobless can lead to increased rates of poverty and unemployment, putting additional strain on social welfare systems.
Psychologically, job loss can cause mental health problems such as anxiety and depression.
Work is a big part of individuals ’ identity and sense of self-worth.
When people lose their jobs, they may feel empty and lose purpose, leading to a deterioration in their mental state and health.
In addition, older people may have difficulty adapting to technological changes and learning new skills, increasing their sense of helplessness and marginalization.
Challenges and opportunities in education and rehabilitation
To meet this huge challenge, governments and educational institutions must take decisive steps in education and rehabilitation.
Investing in continuing education and training is essential to enable workers to acquire the skills needed to adapt to the demands of a changing labor market.
Customized educational and training programs can develop technical and digital skills, allowing workers to move into new jobs that require advanced skills.
In addition, aseptic intelligence itself can play an important role in improving education and training.
Artificial intelligence technologies can be used to deliver customized learning experiences that meet the needs of individual learners, increasing the effectiveness of the educational process and enhancing the chances of success in acquiring new skills.
The future horizon.
Balance between technology and humanity
Despite the great challenges that AI poses, we must remember that it also represents tremendous opportunities for humanity.
Artificial intelligence can improve many aspects of our lives, from healthcare to transportation to scientific research.
To make the most of these opportunities, we must strike a balance between technological progress and human needs.
It is important to develop policies and laws that ensure that the benefits of AI are distributed fairly and equitably.
Governments must work to create an environment that encourages innovation, while at the same time providing the necessary support to workers affected by automation.
This can be achieved through financial support programs and vocational training, as well as strengthening social safety nets.
Ultimately, AI is both a challenge and a valuable opportunity.
While threatening to lose 300 million jobs, it could also open up new avenues for innovation and economic growth.
To achieve this, we must be prepared to face the economic, social and psychological challenges that this transformation poses.
By investing in education and training, and developing equitable government policies, we can ensure that the future is bright for all, where everyone benefits from the advancement of AI and no one is left behind.
At this crucial moment in human history, we must adopt a holistic approach that combines technological progress and human care, creating a world in which AI is a positive force that enhances the well-being of all.
By doing so, we can turn threats into opportunities, and cross into a better and brighter future.
More News
Go to the top button

Customized programs can develop technical and digital skills for new jobs.

Title:

Content: TechnologyNews
300 million jobs threatened by artificial intelligence
Analysis and Reflections
The world is witnessing an unprecedented shift in the work and employment environment.
News from Libya 24
With rapid advances in technology, the world is witnessing an unprecedented shift in the work and employment environment.
Artificial intelligence (AI) has become a key driver of this change, with the ability to perform complex tasks that previously required human intervention.
This stunning progress raises many questions about the future of jobs, with some studies suggesting that artificial intelligence could threaten about 300 million jobs in the coming decades.
In this article, we will review the scientific and literary analysis of this phenomenon, focusing on the economic, social and psychological dimensions of this radical transformation.
Artificial intelligence.
Economic transformation and jobs at risk
Economically, the enormous impact of artificial intelligence on the labor market is undeniable.
This impact relies heavily on the technical ability of AI to perform tasks more efficiently and at a lower cost than humans.
In sectors such as manufacturing, logistics, and retail, robots and artificial intelligence systems are beginning to replace workers in routine and repetitive tasks.
For example, AI systems can manage inventory, process orders, and even deliver logistics in a more efficient way.
This progress reduces production costs and increases profits for companies, but at the same time causes the loss of a large number of traditional jobs.
A study by Oxford University suggests that about 47% of jobs in the United States are threatened by automation over the next two decades.
This high percentage raises concerns about the fate of millions of workers who may find themselves unemployed in the near future.
Artificial intelligence.
Social and psychological dimensions of transformation
Besides the economic dimensions, there are social and psychological dimensions that must be taken into account.
Job loss is a threat to social stability, as many individuals and families depend on their jobs for their daily livelihood.
Keeping a large proportion of the workforce jobless can lead to increased rates of poverty and unemployment, putting additional strain on social welfare systems.
Psychologically, job loss can cause mental health problems such as anxiety and depression.
Work is a big part of individuals ’ identity and sense of self-worth.
When people lose their jobs, they may feel empty and lose purpose, leading to a deterioration in their mental state and health.
In addition, older people may have difficulty adapting to technological changes and learning new skills, increasing their sense of helplessness and marginalization.
Challenges and opportunities in education and rehabilitation
To meet this huge challenge, governments and educational institutions must take decisive steps in education and rehabilitation.
Investing in continuing education and training is essential to enable workers to acquire the skills needed to adapt to the demands of a changing labor market.
Customized educational and training programs can develop technical and digital skills, allowing workers to move into new jobs that require advanced skills.
In addition, aseptic intelligence itself can play an important role in improving education and training.
Artificial intelligence technologies can be used to deliver customized learning experiences that meet the needs of individual learners, increasing the effectiveness of the educational process and enhancing the chances of success in acquiring new skills.
The future horizon.
Balance between technology and humanity
Despite the great challenges that AI poses, we must remember that it also represents tremendous opportunities for humanity.
Artificial intelligence can improve many aspects of our lives, from healthcare to transportation to scientific research.
To make the most of these opportunities, we must strike a balance between technological progress and human needs.
It is important to develop policies and laws that ensure that the benefits of AI are distributed fairly and equitably.
Governments must work to create an environment that encourages innovation, while at the same time providing the necessary support to workers affected by automation.
This can be achieved through financial support programs and vocational training, as well as strengthening social safety nets.
Ultimately, AI is both a challenge and a valuable opportunity.
While threatening to lose 300 million jobs, it could also open up new avenues for innovation and economic growth.
To achieve this, we must be prepared to face the economic, social and psychological challenges that this transformation poses.
By investing in education and training, and developing equitable government policies, we can ensure that the future is bright for all, where everyone benefits from the advancement of AI and no one is left behind.
At this crucial moment in human history, we must adopt a holistic approach that combines technological progress and human care, creating a world in which AI is a positive force that enhances the well-being of all.
By doing so, we can turn threats into opportunities, and cross into a better and brighter future.
More News
Go to the top button

The pandemic has accelerated changes in work, requiring new skills.

Title:

Content: Outside the Box

Opinion: Companies can’t just wait for the skills they need to show up—they need to train the workers they have

Employers who reimagine how they train their workers and redeploy talent will gain a competitive edge and be well-positioned for long-term success

Referenced Symbols

As the nation emerges from the pandemic’s economic fallout, workforce trends are under way that could constrain the long-term recovery. The changing nature of work and lost learning opportunities will threaten to stretch a national skills gap into a skills canyon.

Skilling must be at the cornerstone of the nation’s recovery. Employers who reimagine how they train their workers and redeploy talent will gain a competitive edge and be well-positioned for long-term success, particularly in an environment where talent is increasingly on the move.

The changing nature of work

The pandemic has taken the future of work from concept to reality overnight, leading to lasting effects on how we work and demanding new skills to execute. Prudential’s latest Pulse of the American Worker Survey found half of workers say the pandemic has changed how work is done, and recognize they will need to learn new skills to continue to do their jobs. Yet workers’ growing need for skills training comes at a time when they have had limited opportunities to learn on the job due to the pandemic.

Now read: Job openings hit another record high in July

A year before COVID became a household word, there already were about 7 million open roles across the United States, largely due to workers not having the skills required. The number of unfilled jobs has now ballooned to nearly 11 million and may surge higher.

These openings aren’t simply a byproduct of frontline-worker shortages, which are likely to abate as the pandemic subsides. Marketplace shifts, technology adoption and automation are creating new roles and with them a demand for different skill sets.

In the end, it comes down to a simple skills equation. Closing this skills gap will remain a challenge for employers well beyond the dislocations associated with the initial phase of recovery from the pandemic and will clamp down on long-term growth if not addressed.

Moving with urgency

Much like American corporations’ rapid transition to remote work at the onset of the pandemic, we will once again be thrust into a grand experiment. Employers may not have all the answers, but what is clear is that we cannot simply hire our way out of the skills gap. Companies must invest in internal training tools and platforms, while providing time and managerial support so workers can maximize training opportunities.

Further escalating the pressure on employers, today’s workforce is facing an inflection point. Referred to as “the Great Rethink,” workers en masse are shifting their expectations of work, reimagine their careers and leaving their employers behind. Employers will need to react quickly to these phenomena or risk their own growth and the broader economic recovery.

At Prudential PRU, , we’ve been highly focused on career development and cultivating a culture of continuous learning to ensure our talent has access to the training tools and opportunities they need to deliver for our customers.

Several years ago, we launched our AI-powered skills-training platform—a foundational component of Prudential’s Talent Marketplace. The platform identifies skills gaps, provides training and matches new skill sets with internal mobility opportunities for our existing talent. Our training platform is complemented with apprenticeships to enhance on-the-job learning and further generate a robust talent pipeline.

Under this approach, Prudential employees have logged well over 100,000 skilling hours during the pandemic, and in the past six months alone, we have received more than 5,000 internal applicants for open positions, more than 50% of which have been filled with our existing talent.

Winning the long game

While eliminating the skills gap entirely will likely require an “all of the above” approach—including a public-policy response and partnerships with academic and other institutions—employers who provide skills-training opportunities and support will be well-positioned for the long term.

 By training workers and creating internal mobility options, companies will be able to redeploy talent into roles that can deliver the highest value. The companies that do this well will maximize their talent advantage while helping to shrink the skills canyon and fast-track the nation’s economic recovery.

Rob Falzon is vice chair of Prudential Financial, Inc. and a member of Prudential’s Board of Directors.

How has COVID-19 changed the way you view your job?

Which jobs pay $100K or more? This list might surprise you

Investors care more about fair wages for workers than environmental issues, ESG survey shows

Half of workers say the pandemic has changed their jobs, requiring them to learn new skills.

Title:

Content: Outside the Box

Opinion: Companies can’t just wait for the skills they need to show up—they need to train the workers they have

Employers who reimagine how they train their workers and redeploy talent will gain a competitive edge and be well-positioned for long-term success

Referenced Symbols

As the nation emerges from the pandemic’s economic fallout, workforce trends are under way that could constrain the long-term recovery. The changing nature of work and lost learning opportunities will threaten to stretch a national skills gap into a skills canyon.

Skilling must be at the cornerstone of the nation’s recovery. Employers who reimagine how they train their workers and redeploy talent will gain a competitive edge and be well-positioned for long-term success, particularly in an environment where talent is increasingly on the move.

The changing nature of work

The pandemic has taken the future of work from concept to reality overnight, leading to lasting effects on how we work and demanding new skills to execute. Prudential’s latest Pulse of the American Worker Survey found half of workers say the pandemic has changed how work is done, and recognize they will need to learn new skills to continue to do their jobs. Yet workers’ growing need for skills training comes at a time when they have had limited opportunities to learn on the job due to the pandemic.

Now read: Job openings hit another record high in July

A year before COVID became a household word, there already were about 7 million open roles across the United States, largely due to workers not having the skills required. The number of unfilled jobs has now ballooned to nearly 11 million and may surge higher.

These openings aren’t simply a byproduct of frontline-worker shortages, which are likely to abate as the pandemic subsides. Marketplace shifts, technology adoption and automation are creating new roles and with them a demand for different skill sets.

In the end, it comes down to a simple skills equation. Closing this skills gap will remain a challenge for employers well beyond the dislocations associated with the initial phase of recovery from the pandemic and will clamp down on long-term growth if not addressed.

Moving with urgency

Much like American corporations’ rapid transition to remote work at the onset of the pandemic, we will once again be thrust into a grand experiment. Employers may not have all the answers, but what is clear is that we cannot simply hire our way out of the skills gap. Companies must invest in internal training tools and platforms, while providing time and managerial support so workers can maximize training opportunities.

Further escalating the pressure on employers, today’s workforce is facing an inflection point. Referred to as “the Great Rethink,” workers en masse are shifting their expectations of work, reimagine their careers and leaving their employers behind. Employers will need to react quickly to these phenomena or risk their own growth and the broader economic recovery.

At Prudential PRU, , we’ve been highly focused on career development and cultivating a culture of continuous learning to ensure our talent has access to the training tools and opportunities they need to deliver for our customers.

Several years ago, we launched our AI-powered skills-training platform—a foundational component of Prudential’s Talent Marketplace. The platform identifies skills gaps, provides training and matches new skill sets with internal mobility opportunities for our existing talent. Our training platform is complemented with apprenticeships to enhance on-the-job learning and further generate a robust talent pipeline.

Under this approach, Prudential employees have logged well over 100,000 skilling hours during the pandemic, and in the past six months alone, we have received more than 5,000 internal applicants for open positions, more than 50% of which have been filled with our existing talent.

Winning the long game

While eliminating the skills gap entirely will likely require an “all of the above” approach—including a public-policy response and partnerships with academic and other institutions—employers who provide skills-training opportunities and support will be well-positioned for the long term.

 By training workers and creating internal mobility options, companies will be able to redeploy talent into roles that can deliver the highest value. The companies that do this well will maximize their talent advantage while helping to shrink the skills canyon and fast-track the nation’s economic recovery.

Rob Falzon is vice chair of Prudential Financial, Inc. and a member of Prudential’s Board of Directors.

How has COVID-19 changed the way you view your job?

Which jobs pay $100K or more? This list might surprise you

Investors care more about fair wages for workers than environmental issues, ESG survey shows

The US had around 7 million open roles pre-COVID-19, which has now grown to nearly 11 million, largely due to skill gaps.

Title:

Content: Outside the Box

Opinion: Companies can’t just wait for the skills they need to show up—they need to train the workers they have

Employers who reimagine how they train their workers and redeploy talent will gain a competitive edge and be well-positioned for long-term success

Referenced Symbols

As the nation emerges from the pandemic’s economic fallout, workforce trends are under way that could constrain the long-term recovery. The changing nature of work and lost learning opportunities will threaten to stretch a national skills gap into a skills canyon.

Skilling must be at the cornerstone of the nation’s recovery. Employers who reimagine how they train their workers and redeploy talent will gain a competitive edge and be well-positioned for long-term success, particularly in an environment where talent is increasingly on the move.

The changing nature of work

The pandemic has taken the future of work from concept to reality overnight, leading to lasting effects on how we work and demanding new skills to execute. Prudential’s latest Pulse of the American Worker Survey found half of workers say the pandemic has changed how work is done, and recognize they will need to learn new skills to continue to do their jobs. Yet workers’ growing need for skills training comes at a time when they have had limited opportunities to learn on the job due to the pandemic.

Now read: Job openings hit another record high in July

A year before COVID became a household word, there already were about 7 million open roles across the United States, largely due to workers not having the skills required. The number of unfilled jobs has now ballooned to nearly 11 million and may surge higher.

These openings aren’t simply a byproduct of frontline-worker shortages, which are likely to abate as the pandemic subsides. Marketplace shifts, technology adoption and automation are creating new roles and with them a demand for different skill sets.

In the end, it comes down to a simple skills equation. Closing this skills gap will remain a challenge for employers well beyond the dislocations associated with the initial phase of recovery from the pandemic and will clamp down on long-term growth if not addressed.

Moving with urgency

Much like American corporations’ rapid transition to remote work at the onset of the pandemic, we will once again be thrust into a grand experiment. Employers may not have all the answers, but what is clear is that we cannot simply hire our way out of the skills gap. Companies must invest in internal training tools and platforms, while providing time and managerial support so workers can maximize training opportunities.

Further escalating the pressure on employers, today’s workforce is facing an inflection point. Referred to as “the Great Rethink,” workers en masse are shifting their expectations of work, reimagine their careers and leaving their employers behind. Employers will need to react quickly to these phenomena or risk their own growth and the broader economic recovery.

At Prudential PRU, , we’ve been highly focused on career development and cultivating a culture of continuous learning to ensure our talent has access to the training tools and opportunities they need to deliver for our customers.

Several years ago, we launched our AI-powered skills-training platform—a foundational component of Prudential’s Talent Marketplace. The platform identifies skills gaps, provides training and matches new skill sets with internal mobility opportunities for our existing talent. Our training platform is complemented with apprenticeships to enhance on-the-job learning and further generate a robust talent pipeline.

Under this approach, Prudential employees have logged well over 100,000 skilling hours during the pandemic, and in the past six months alone, we have received more than 5,000 internal applicants for open positions, more than 50% of which have been filled with our existing talent.

Winning the long game

While eliminating the skills gap entirely will likely require an “all of the above” approach—including a public-policy response and partnerships with academic and other institutions—employers who provide skills-training opportunities and support will be well-positioned for the long term.

 By training workers and creating internal mobility options, companies will be able to redeploy talent into roles that can deliver the highest value. The companies that do this well will maximize their talent advantage while helping to shrink the skills canyon and fast-track the nation’s economic recovery.

Rob Falzon is vice chair of Prudential Financial, Inc. and a member of Prudential’s Board of Directors.

How has COVID-19 changed the way you view your job?

Which jobs pay $100K or more? This list might surprise you

Investors care more about fair wages for workers than environmental issues, ESG survey shows

Employers must invest in internal training and provide support to bridge the skills gap.

Title:

Content: Outside the Box

Opinion: Companies can’t just wait for the skills they need to show up—they need to train the workers they have

Employers who reimagine how they train their workers and redeploy talent will gain a competitive edge and be well-positioned for long-term success

Referenced Symbols

As the nation emerges from the pandemic’s economic fallout, workforce trends are under way that could constrain the long-term recovery. The changing nature of work and lost learning opportunities will threaten to stretch a national skills gap into a skills canyon.

Skilling must be at the cornerstone of the nation’s recovery. Employers who reimagine how they train their workers and redeploy talent will gain a competitive edge and be well-positioned for long-term success, particularly in an environment where talent is increasingly on the move.

The changing nature of work

The pandemic has taken the future of work from concept to reality overnight, leading to lasting effects on how we work and demanding new skills to execute. Prudential’s latest Pulse of the American Worker Survey found half of workers say the pandemic has changed how work is done, and recognize they will need to learn new skills to continue to do their jobs. Yet workers’ growing need for skills training comes at a time when they have had limited opportunities to learn on the job due to the pandemic.

Now read: Job openings hit another record high in July

A year before COVID became a household word, there already were about 7 million open roles across the United States, largely due to workers not having the skills required. The number of unfilled jobs has now ballooned to nearly 11 million and may surge higher.

These openings aren’t simply a byproduct of frontline-worker shortages, which are likely to abate as the pandemic subsides. Marketplace shifts, technology adoption and automation are creating new roles and with them a demand for different skill sets.

In the end, it comes down to a simple skills equation. Closing this skills gap will remain a challenge for employers well beyond the dislocations associated with the initial phase of recovery from the pandemic and will clamp down on long-term growth if not addressed.

Moving with urgency

Much like American corporations’ rapid transition to remote work at the onset of the pandemic, we will once again be thrust into a grand experiment. Employers may not have all the answers, but what is clear is that we cannot simply hire our way out of the skills gap. Companies must invest in internal training tools and platforms, while providing time and managerial support so workers can maximize training opportunities.

Further escalating the pressure on employers, today’s workforce is facing an inflection point. Referred to as “the Great Rethink,” workers en masse are shifting their expectations of work, reimagine their careers and leaving their employers behind. Employers will need to react quickly to these phenomena or risk their own growth and the broader economic recovery.

At Prudential PRU, , we’ve been highly focused on career development and cultivating a culture of continuous learning to ensure our talent has access to the training tools and opportunities they need to deliver for our customers.

Several years ago, we launched our AI-powered skills-training platform—a foundational component of Prudential’s Talent Marketplace. The platform identifies skills gaps, provides training and matches new skill sets with internal mobility opportunities for our existing talent. Our training platform is complemented with apprenticeships to enhance on-the-job learning and further generate a robust talent pipeline.

Under this approach, Prudential employees have logged well over 100,000 skilling hours during the pandemic, and in the past six months alone, we have received more than 5,000 internal applicants for open positions, more than 50% of which have been filled with our existing talent.

Winning the long game

While eliminating the skills gap entirely will likely require an “all of the above” approach—including a public-policy response and partnerships with academic and other institutions—employers who provide skills-training opportunities and support will be well-positioned for the long term.

 By training workers and creating internal mobility options, companies will be able to redeploy talent into roles that can deliver the highest value. The companies that do this well will maximize their talent advantage while helping to shrink the skills canyon and fast-track the nation’s economic recovery.

Rob Falzon is vice chair of Prudential Financial, Inc. and a member of Prudential’s Board of Directors.

How has COVID-19 changed the way you view your job?

Which jobs pay $100K or more? This list might surprise you

Investors care more about fair wages for workers than environmental issues, ESG survey shows

Skills-training opportunities can give employers a competitive edge and long-term success.

Title:

Content: Outside the Box

Opinion: Companies can’t just wait for the skills they need to show up—they need to train the workers they have

Employers who reimagine how they train their workers and redeploy talent will gain a competitive edge and be well-positioned for long-term success

Referenced Symbols

As the nation emerges from the pandemic’s economic fallout, workforce trends are under way that could constrain the long-term recovery. The changing nature of work and lost learning opportunities will threaten to stretch a national skills gap into a skills canyon.

Skilling must be at the cornerstone of the nation’s recovery. Employers who reimagine how they train their workers and redeploy talent will gain a competitive edge and be well-positioned for long-term success, particularly in an environment where talent is increasingly on the move.

The changing nature of work

The pandemic has taken the future of work from concept to reality overnight, leading to lasting effects on how we work and demanding new skills to execute. Prudential’s latest Pulse of the American Worker Survey found half of workers say the pandemic has changed how work is done, and recognize they will need to learn new skills to continue to do their jobs. Yet workers’ growing need for skills training comes at a time when they have had limited opportunities to learn on the job due to the pandemic.

Now read: Job openings hit another record high in July

A year before COVID became a household word, there already were about 7 million open roles across the United States, largely due to workers not having the skills required. The number of unfilled jobs has now ballooned to nearly 11 million and may surge higher.

These openings aren’t simply a byproduct of frontline-worker shortages, which are likely to abate as the pandemic subsides. Marketplace shifts, technology adoption and automation are creating new roles and with them a demand for different skill sets.

In the end, it comes down to a simple skills equation. Closing this skills gap will remain a challenge for employers well beyond the dislocations associated with the initial phase of recovery from the pandemic and will clamp down on long-term growth if not addressed.

Moving with urgency

Much like American corporations’ rapid transition to remote work at the onset of the pandemic, we will once again be thrust into a grand experiment. Employers may not have all the answers, but what is clear is that we cannot simply hire our way out of the skills gap. Companies must invest in internal training tools and platforms, while providing time and managerial support so workers can maximize training opportunities.

Further escalating the pressure on employers, today’s workforce is facing an inflection point. Referred to as “the Great Rethink,” workers en masse are shifting their expectations of work, reimagine their careers and leaving their employers behind. Employers will need to react quickly to these phenomena or risk their own growth and the broader economic recovery.

At Prudential PRU, , we’ve been highly focused on career development and cultivating a culture of continuous learning to ensure our talent has access to the training tools and opportunities they need to deliver for our customers.

Several years ago, we launched our AI-powered skills-training platform—a foundational component of Prudential’s Talent Marketplace. The platform identifies skills gaps, provides training and matches new skill sets with internal mobility opportunities for our existing talent. Our training platform is complemented with apprenticeships to enhance on-the-job learning and further generate a robust talent pipeline.

Under this approach, Prudential employees have logged well over 100,000 skilling hours during the pandemic, and in the past six months alone, we have received more than 5,000 internal applicants for open positions, more than 50% of which have been filled with our existing talent.

Winning the long game

While eliminating the skills gap entirely will likely require an “all of the above” approach—including a public-policy response and partnerships with academic and other institutions—employers who provide skills-training opportunities and support will be well-positioned for the long term.

 By training workers and creating internal mobility options, companies will be able to redeploy talent into roles that can deliver the highest value. The companies that do this well will maximize their talent advantage while helping to shrink the skills canyon and fast-track the nation’s economic recovery.

Rob Falzon is vice chair of Prudential Financial, Inc. and a member of Prudential’s Board of Directors.

How has COVID-19 changed the way you view your job?

Which jobs pay $100K or more? This list might surprise you

Investors care more about fair wages for workers than environmental issues, ESG survey shows

Training workers and creating internal mobility options helps companies redeploy talent into high-value roles.

Title:

Content: Outside the Box

Opinion: Companies can’t just wait for the skills they need to show up—they need to train the workers they have

Employers who reimagine how they train their workers and redeploy talent will gain a competitive edge and be well-positioned for long-term success

Referenced Symbols

As the nation emerges from the pandemic’s economic fallout, workforce trends are under way that could constrain the long-term recovery. The changing nature of work and lost learning opportunities will threaten to stretch a national skills gap into a skills canyon.

Skilling must be at the cornerstone of the nation’s recovery. Employers who reimagine how they train their workers and redeploy talent will gain a competitive edge and be well-positioned for long-term success, particularly in an environment where talent is increasingly on the move.

The changing nature of work

The pandemic has taken the future of work from concept to reality overnight, leading to lasting effects on how we work and demanding new skills to execute. Prudential’s latest Pulse of the American Worker Survey found half of workers say the pandemic has changed how work is done, and recognize they will need to learn new skills to continue to do their jobs. Yet workers’ growing need for skills training comes at a time when they have had limited opportunities to learn on the job due to the pandemic.

Now read: Job openings hit another record high in July

A year before COVID became a household word, there already were about 7 million open roles across the United States, largely due to workers not having the skills required. The number of unfilled jobs has now ballooned to nearly 11 million and may surge higher.

These openings aren’t simply a byproduct of frontline-worker shortages, which are likely to abate as the pandemic subsides. Marketplace shifts, technology adoption and automation are creating new roles and with them a demand for different skill sets.

In the end, it comes down to a simple skills equation. Closing this skills gap will remain a challenge for employers well beyond the dislocations associated with the initial phase of recovery from the pandemic and will clamp down on long-term growth if not addressed.

Moving with urgency

Much like American corporations’ rapid transition to remote work at the onset of the pandemic, we will once again be thrust into a grand experiment. Employers may not have all the answers, but what is clear is that we cannot simply hire our way out of the skills gap. Companies must invest in internal training tools and platforms, while providing time and managerial support so workers can maximize training opportunities.

Further escalating the pressure on employers, today’s workforce is facing an inflection point. Referred to as “the Great Rethink,” workers en masse are shifting their expectations of work, reimagine their careers and leaving their employers behind. Employers will need to react quickly to these phenomena or risk their own growth and the broader economic recovery.

At Prudential PRU, , we’ve been highly focused on career development and cultivating a culture of continuous learning to ensure our talent has access to the training tools and opportunities they need to deliver for our customers.

Several years ago, we launched our AI-powered skills-training platform—a foundational component of Prudential’s Talent Marketplace. The platform identifies skills gaps, provides training and matches new skill sets with internal mobility opportunities for our existing talent. Our training platform is complemented with apprenticeships to enhance on-the-job learning and further generate a robust talent pipeline.

Under this approach, Prudential employees have logged well over 100,000 skilling hours during the pandemic, and in the past six months alone, we have received more than 5,000 internal applicants for open positions, more than 50% of which have been filled with our existing talent.

Winning the long game

While eliminating the skills gap entirely will likely require an “all of the above” approach—including a public-policy response and partnerships with academic and other institutions—employers who provide skills-training opportunities and support will be well-positioned for the long term.

 By training workers and creating internal mobility options, companies will be able to redeploy talent into roles that can deliver the highest value. The companies that do this well will maximize their talent advantage while helping to shrink the skills canyon and fast-track the nation’s economic recovery.

Rob Falzon is vice chair of Prudential Financial, Inc. and a member of Prudential’s Board of Directors.

How has COVID-19 changed the way you view your job?

Which jobs pay $100K or more? This list might surprise you

Investors care more about fair wages for workers than environmental issues, ESG survey shows

Gen Z workers are more likely to use AI, with 40% adoption compared to 28% among Baby Boomers.

Title:

Content: From education to employment

How Recruiting Younger Talent May Make the Most of Better Technology

With a recent study showing that kids are more tech savvy at 12 than their parents, it therefore makes sense that a younger workforce will be more accustomed to the implementation of the best technology available.

When we look at developments such as AI, 40% of Gen Z use AI in their working lives compared to only 28% of Baby Boomers, and this is just one example.

Here we discuss how to benefit from having younger staff due to their inherent knowledge of technology and how this can benefit the business they work for.

Consider it at the Recruitment Stage

When recruiting younger talent, you should be prepared to bring in staff who may will have less experience than other candidates, but that could prove to be more beneficial to business performance in the longer term.

Someone who is more willing to learn and adapt will be very promising for the future, especially when it comes to making the most of available technology.

At the time of recruitment, this is something for an employer to bear in mind. Applicants may have years of experience in areas of the welding industry and may be suitable for the job in its current form.

Younger applicants may not have a similar level of experience, but could be more able to adapt to the changing technologies in the industries.

This will help the future of the business, build a workforce willing to develop and learn, and help with overall company development and performance in the years ahead as they grow within the organisation.

They can influence older employees

Having more younger talent as part of your workforce can influence the other employees in the organisation. Education is one way that businesses can make the most of technology, and this is the case across many business sectors.

Whether you operate in customer services, offer technical services such as hardfacing applications, or even work in the financial sector, utilising the available technology is one of the keys to business success.

The implementation and understanding of something called “reverse mentorship” is a way that younger members of staff can help the business make the most of technology, and also to assist with bridging the skills gap.

By using this approach, recruiting of younger talent can help the existing workforce get to grips with technological advances.

New processes in welding applications could be technologically-related in terms of preventive maintenance and monitoring, and junior staff teaching specific skills or sharing information upwards will be a way the whole organisation could benefit.

Emphasise the Important of Digital Skills

A business needs to recognise the importance of digitalisation in the current environment if it is to stand the best chance of making technology work for them. In 2021, it was estimated that nearly 12 million workers lack essential digital skills.

That is a problem in terms of businesses not having the talent they need, but also indicates that as technology advances, workforces are not developing and adapting to change quickly enough.

Former education minister Michelle Donelan said “employers both large and small are crying out for more people to be trained in digital skills”, and pointed to the idea of apprenticeships to help narrow this skills gap.

By utilising apprenticeships, businesses in any industry can develop employees to suit their current and future needs – and this can apply to those looking to upskill, not just young people, further narrowing the skills gap.

The Skills Gap Could be Getting Smaller

Though a younger generation may generally be more receptive to technological change, we are seeing evidence of increasing technological skills in the older workforce and generation.

Longer life expectancy means that multigenerational workforces are very much here to stay, with people extending their careers longer than before.

Businesses are moving beyond the stereotypes of older people and technology, and building inclusive, training focussed workplaces to help develop skills – benefitting the employee and the organisation.

The multigenerational workforce can help the organisation build the best workforce possible.

We spoke about reverse mentoring, but of course the older generation will have skills to pass onto younger workers too. By combining the two, businesses can get the most out of technology, and gain vital learnings from those who have spent many years in and around the industry.

Ultimately, a business can benefit from encompassing all aspects of the workforce, and utilising the younger generation where it is applicable to help them advance.

Investing in tech training improves employability of every employee throughout their career. In turn, this boosts business performance, efficiency, and gives the increasing ability to adapt to technological change.

Recommend0 recommendationsPublished in Employability, Skills and apprenticeships, Work and leadership

Related Articles

Recruiting younger talent can bring in staff who adapt to new technologies, benefiting business performance.

Title:

Content: From education to employment

How Recruiting Younger Talent May Make the Most of Better Technology

With a recent study showing that kids are more tech savvy at 12 than their parents, it therefore makes sense that a younger workforce will be more accustomed to the implementation of the best technology available.

When we look at developments such as AI, 40% of Gen Z use AI in their working lives compared to only 28% of Baby Boomers, and this is just one example.

Here we discuss how to benefit from having younger staff due to their inherent knowledge of technology and how this can benefit the business they work for.

Consider it at the Recruitment Stage

When recruiting younger talent, you should be prepared to bring in staff who may will have less experience than other candidates, but that could prove to be more beneficial to business performance in the longer term.

Someone who is more willing to learn and adapt will be very promising for the future, especially when it comes to making the most of available technology.

At the time of recruitment, this is something for an employer to bear in mind. Applicants may have years of experience in areas of the welding industry and may be suitable for the job in its current form.

Younger applicants may not have a similar level of experience, but could be more able to adapt to the changing technologies in the industries.

This will help the future of the business, build a workforce willing to develop and learn, and help with overall company development and performance in the years ahead as they grow within the organisation.

They can influence older employees

Having more younger talent as part of your workforce can influence the other employees in the organisation. Education is one way that businesses can make the most of technology, and this is the case across many business sectors.

Whether you operate in customer services, offer technical services such as hardfacing applications, or even work in the financial sector, utilising the available technology is one of the keys to business success.

The implementation and understanding of something called “reverse mentorship” is a way that younger members of staff can help the business make the most of technology, and also to assist with bridging the skills gap.

By using this approach, recruiting of younger talent can help the existing workforce get to grips with technological advances.

New processes in welding applications could be technologically-related in terms of preventive maintenance and monitoring, and junior staff teaching specific skills or sharing information upwards will be a way the whole organisation could benefit.

Emphasise the Important of Digital Skills

A business needs to recognise the importance of digitalisation in the current environment if it is to stand the best chance of making technology work for them. In 2021, it was estimated that nearly 12 million workers lack essential digital skills.

That is a problem in terms of businesses not having the talent they need, but also indicates that as technology advances, workforces are not developing and adapting to change quickly enough.

Former education minister Michelle Donelan said “employers both large and small are crying out for more people to be trained in digital skills”, and pointed to the idea of apprenticeships to help narrow this skills gap.

By utilising apprenticeships, businesses in any industry can develop employees to suit their current and future needs – and this can apply to those looking to upskill, not just young people, further narrowing the skills gap.

The Skills Gap Could be Getting Smaller

Though a younger generation may generally be more receptive to technological change, we are seeing evidence of increasing technological skills in the older workforce and generation.

Longer life expectancy means that multigenerational workforces are very much here to stay, with people extending their careers longer than before.

Businesses are moving beyond the stereotypes of older people and technology, and building inclusive, training focussed workplaces to help develop skills – benefitting the employee and the organisation.

The multigenerational workforce can help the organisation build the best workforce possible.

We spoke about reverse mentoring, but of course the older generation will have skills to pass onto younger workers too. By combining the two, businesses can get the most out of technology, and gain vital learnings from those who have spent many years in and around the industry.

Ultimately, a business can benefit from encompassing all aspects of the workforce, and utilising the younger generation where it is applicable to help them advance.

Investing in tech training improves employability of every employee throughout their career. In turn, this boosts business performance, efficiency, and gives the increasing ability to adapt to technological change.

Recommend0 recommendationsPublished in Employability, Skills and apprenticeships, Work and leadership

Related Articles

Education and training are essential for utilizing technology, and apprenticeships can help narrow the skills gap.

Title:

Content: From education to employment

How Recruiting Younger Talent May Make the Most of Better Technology

With a recent study showing that kids are more tech savvy at 12 than their parents, it therefore makes sense that a younger workforce will be more accustomed to the implementation of the best technology available.

When we look at developments such as AI, 40% of Gen Z use AI in their working lives compared to only 28% of Baby Boomers, and this is just one example.

Here we discuss how to benefit from having younger staff due to their inherent knowledge of technology and how this can benefit the business they work for.

Consider it at the Recruitment Stage

When recruiting younger talent, you should be prepared to bring in staff who may will have less experience than other candidates, but that could prove to be more beneficial to business performance in the longer term.

Someone who is more willing to learn and adapt will be very promising for the future, especially when it comes to making the most of available technology.

At the time of recruitment, this is something for an employer to bear in mind. Applicants may have years of experience in areas of the welding industry and may be suitable for the job in its current form.

Younger applicants may not have a similar level of experience, but could be more able to adapt to the changing technologies in the industries.

This will help the future of the business, build a workforce willing to develop and learn, and help with overall company development and performance in the years ahead as they grow within the organisation.

They can influence older employees

Having more younger talent as part of your workforce can influence the other employees in the organisation. Education is one way that businesses can make the most of technology, and this is the case across many business sectors.

Whether you operate in customer services, offer technical services such as hardfacing applications, or even work in the financial sector, utilising the available technology is one of the keys to business success.

The implementation and understanding of something called “reverse mentorship” is a way that younger members of staff can help the business make the most of technology, and also to assist with bridging the skills gap.

By using this approach, recruiting of younger talent can help the existing workforce get to grips with technological advances.

New processes in welding applications could be technologically-related in terms of preventive maintenance and monitoring, and junior staff teaching specific skills or sharing information upwards will be a way the whole organisation could benefit.

Emphasise the Important of Digital Skills

A business needs to recognise the importance of digitalisation in the current environment if it is to stand the best chance of making technology work for them. In 2021, it was estimated that nearly 12 million workers lack essential digital skills.

That is a problem in terms of businesses not having the talent they need, but also indicates that as technology advances, workforces are not developing and adapting to change quickly enough.

Former education minister Michelle Donelan said “employers both large and small are crying out for more people to be trained in digital skills”, and pointed to the idea of apprenticeships to help narrow this skills gap.

By utilising apprenticeships, businesses in any industry can develop employees to suit their current and future needs – and this can apply to those looking to upskill, not just young people, further narrowing the skills gap.

The Skills Gap Could be Getting Smaller

Though a younger generation may generally be more receptive to technological change, we are seeing evidence of increasing technological skills in the older workforce and generation.

Longer life expectancy means that multigenerational workforces are very much here to stay, with people extending their careers longer than before.

Businesses are moving beyond the stereotypes of older people and technology, and building inclusive, training focussed workplaces to help develop skills – benefitting the employee and the organisation.

The multigenerational workforce can help the organisation build the best workforce possible.

We spoke about reverse mentoring, but of course the older generation will have skills to pass onto younger workers too. By combining the two, businesses can get the most out of technology, and gain vital learnings from those who have spent many years in and around the industry.

Ultimately, a business can benefit from encompassing all aspects of the workforce, and utilising the younger generation where it is applicable to help them advance.

Investing in tech training improves employability of every employee throughout their career. In turn, this boosts business performance, efficiency, and gives the increasing ability to adapt to technological change.

Recommend0 recommendationsPublished in Employability, Skills and apprenticeships, Work and leadership

Related Articles

In 2021, nearly 12 million workers lacked essential digital skills.

Title:

Content: From education to employment

How Recruiting Younger Talent May Make the Most of Better Technology

With a recent study showing that kids are more tech savvy at 12 than their parents, it therefore makes sense that a younger workforce will be more accustomed to the implementation of the best technology available.

When we look at developments such as AI, 40% of Gen Z use AI in their working lives compared to only 28% of Baby Boomers, and this is just one example.

Here we discuss how to benefit from having younger staff due to their inherent knowledge of technology and how this can benefit the business they work for.

Consider it at the Recruitment Stage

When recruiting younger talent, you should be prepared to bring in staff who may will have less experience than other candidates, but that could prove to be more beneficial to business performance in the longer term.

Someone who is more willing to learn and adapt will be very promising for the future, especially when it comes to making the most of available technology.

At the time of recruitment, this is something for an employer to bear in mind. Applicants may have years of experience in areas of the welding industry and may be suitable for the job in its current form.

Younger applicants may not have a similar level of experience, but could be more able to adapt to the changing technologies in the industries.

This will help the future of the business, build a workforce willing to develop and learn, and help with overall company development and performance in the years ahead as they grow within the organisation.

They can influence older employees

Having more younger talent as part of your workforce can influence the other employees in the organisation. Education is one way that businesses can make the most of technology, and this is the case across many business sectors.

Whether you operate in customer services, offer technical services such as hardfacing applications, or even work in the financial sector, utilising the available technology is one of the keys to business success.

The implementation and understanding of something called “reverse mentorship” is a way that younger members of staff can help the business make the most of technology, and also to assist with bridging the skills gap.

By using this approach, recruiting of younger talent can help the existing workforce get to grips with technological advances.

New processes in welding applications could be technologically-related in terms of preventive maintenance and monitoring, and junior staff teaching specific skills or sharing information upwards will be a way the whole organisation could benefit.

Emphasise the Important of Digital Skills

A business needs to recognise the importance of digitalisation in the current environment if it is to stand the best chance of making technology work for them. In 2021, it was estimated that nearly 12 million workers lack essential digital skills.

That is a problem in terms of businesses not having the talent they need, but also indicates that as technology advances, workforces are not developing and adapting to change quickly enough.

Former education minister Michelle Donelan said “employers both large and small are crying out for more people to be trained in digital skills”, and pointed to the idea of apprenticeships to help narrow this skills gap.

By utilising apprenticeships, businesses in any industry can develop employees to suit their current and future needs – and this can apply to those looking to upskill, not just young people, further narrowing the skills gap.

The Skills Gap Could be Getting Smaller

Though a younger generation may generally be more receptive to technological change, we are seeing evidence of increasing technological skills in the older workforce and generation.

Longer life expectancy means that multigenerational workforces are very much here to stay, with people extending their careers longer than before.

Businesses are moving beyond the stereotypes of older people and technology, and building inclusive, training focussed workplaces to help develop skills – benefitting the employee and the organisation.

The multigenerational workforce can help the organisation build the best workforce possible.

We spoke about reverse mentoring, but of course the older generation will have skills to pass onto younger workers too. By combining the two, businesses can get the most out of technology, and gain vital learnings from those who have spent many years in and around the industry.

Ultimately, a business can benefit from encompassing all aspects of the workforce, and utilising the younger generation where it is applicable to help them advance.

Investing in tech training improves employability of every employee throughout their career. In turn, this boosts business performance, efficiency, and gives the increasing ability to adapt to technological change.

Recommend0 recommendationsPublished in Employability, Skills and apprenticeships, Work and leadership

Related Articles

Apprenticeships can help develop employees to meet current and future business needs, regardless of age.

Title:

Content: From education to employment

How Recruiting Younger Talent May Make the Most of Better Technology

With a recent study showing that kids are more tech savvy at 12 than their parents, it therefore makes sense that a younger workforce will be more accustomed to the implementation of the best technology available.

When we look at developments such as AI, 40% of Gen Z use AI in their working lives compared to only 28% of Baby Boomers, and this is just one example.

Here we discuss how to benefit from having younger staff due to their inherent knowledge of technology and how this can benefit the business they work for.

Consider it at the Recruitment Stage

When recruiting younger talent, you should be prepared to bring in staff who may will have less experience than other candidates, but that could prove to be more beneficial to business performance in the longer term.

Someone who is more willing to learn and adapt will be very promising for the future, especially when it comes to making the most of available technology.

At the time of recruitment, this is something for an employer to bear in mind. Applicants may have years of experience in areas of the welding industry and may be suitable for the job in its current form.

Younger applicants may not have a similar level of experience, but could be more able to adapt to the changing technologies in the industries.

This will help the future of the business, build a workforce willing to develop and learn, and help with overall company development and performance in the years ahead as they grow within the organisation.

They can influence older employees

Having more younger talent as part of your workforce can influence the other employees in the organisation. Education is one way that businesses can make the most of technology, and this is the case across many business sectors.

Whether you operate in customer services, offer technical services such as hardfacing applications, or even work in the financial sector, utilising the available technology is one of the keys to business success.

The implementation and understanding of something called “reverse mentorship” is a way that younger members of staff can help the business make the most of technology, and also to assist with bridging the skills gap.

By using this approach, recruiting of younger talent can help the existing workforce get to grips with technological advances.

New processes in welding applications could be technologically-related in terms of preventive maintenance and monitoring, and junior staff teaching specific skills or sharing information upwards will be a way the whole organisation could benefit.

Emphasise the Important of Digital Skills

A business needs to recognise the importance of digitalisation in the current environment if it is to stand the best chance of making technology work for them. In 2021, it was estimated that nearly 12 million workers lack essential digital skills.

That is a problem in terms of businesses not having the talent they need, but also indicates that as technology advances, workforces are not developing and adapting to change quickly enough.

Former education minister Michelle Donelan said “employers both large and small are crying out for more people to be trained in digital skills”, and pointed to the idea of apprenticeships to help narrow this skills gap.

By utilising apprenticeships, businesses in any industry can develop employees to suit their current and future needs – and this can apply to those looking to upskill, not just young people, further narrowing the skills gap.

The Skills Gap Could be Getting Smaller

Though a younger generation may generally be more receptive to technological change, we are seeing evidence of increasing technological skills in the older workforce and generation.

Longer life expectancy means that multigenerational workforces are very much here to stay, with people extending their careers longer than before.

Businesses are moving beyond the stereotypes of older people and technology, and building inclusive, training focussed workplaces to help develop skills – benefitting the employee and the organisation.

The multigenerational workforce can help the organisation build the best workforce possible.

We spoke about reverse mentoring, but of course the older generation will have skills to pass onto younger workers too. By combining the two, businesses can get the most out of technology, and gain vital learnings from those who have spent many years in and around the industry.

Ultimately, a business can benefit from encompassing all aspects of the workforce, and utilising the younger generation where it is applicable to help them advance.

Investing in tech training improves employability of every employee throughout their career. In turn, this boosts business performance, efficiency, and gives the increasing ability to adapt to technological change.

Recommend0 recommendationsPublished in Employability, Skills and apprenticeships, Work and leadership

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The AI revolution is changing how we live, work, and learn, and may drastically alter hundreds or thousands of job categories.

Workers and students must continually learn new skills to stay relevant.

Colleges and universities must update their curricula to teach future skills due to rapid technological change.

Universities need a paradigm shift to close the gap between industry demands and their curricula.

Practice-based learning is effective and can be scaled and personalized with AI technology.

Companies and workers must commit to ongoing learning to adapt to changing technologies.

Industry must shift from 'learn and work' to 'learn, work and re-learn' to encourage lifelong learning and adaptability.

Employers can invest in upskilling and reskilling to fill skill gaps and prepare for future jobs.

AI innovations can personalize learning, making it more effective.

Institutions must evolve their teaching to keep up with technological innovation, especially in AI.

The fast evolution of technology requires workers to continually adapt and enhance their skills.

A flexible learning approach is necessary to address the skills gap.

Artificial intelligence, machine learning, and data analysis are essential for workers to remain relevant.

Australian workers must continuously enhance their skills to meet international standards and remain employable.

Organizations can provide opportunities for workers to develop new skills through training, courses, and workshops.

Digital platforms like Coursera and Udemy offer convenient education and skill enhancement opportunities.

TAFE job training programs impart practical job-specific skills to workers.

Skill enhancement is essential for personal and professional growth.

Collaboration between education and industry is necessary to meet future skill requirements.

Upskilling is now a requirement for workers to remain relevant in the job market.

Institutions play a vital role in supporting educational growth and skill development.

The World Economic Forum predicts 44% of workers' skills will be obsolete within five years.

Title:

Content: Money and Business
According to the World Economic Forum, 44% of workers ’ skills will be unskilled.
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According to the World Economic Forum, 44% of workers will have no skills.
From the Department of Finance and Business
DUBAI, June 18, 2023 (WEF) - The World Economic Forum (WEF) has published a report on the future of jobs 2023, predicting that 44% of the skills of employees in organizations will be useless over the next five years, reflecting the growing importance of continuous training in the workplace to solve complex problems and keep pace with the times.
Six out of 10 workers will need training in 2027, he said, noting that the top priority is training in analytical thinking skills, which represents 10% of training initiatives on average, the second priority is developing the workforce and promoting creative thinking, and 8% of initiatives aimed at improving skills.
Employers have expressed confidence in the development of their current workforce, however, they are less optimistic about the talent outlook available over the coming years, with organizations seeing skills gaps and the inability to attract talent as the main barriers preventing the development of the industry.
48% of companies surveyed responded to calls for talent development and promotions to attract skilled people as a key business practice by increasing pay, leading to talent availability and more effective skills.
Companies surveyed reported that investing in on-the-job learning and training is one of the most common strategies employers have to deliver on their organization ’ s business goals.
Four out of five respondents expected investment in education and on-the-job training to be implemented in the next five years, while 27% said training was the responsibility of workers and expected external training solutions to be rejected in favor of company-led initiatives.
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Most workers will need training in 2027.

Title:

Content: Money and Business
According to the World Economic Forum, 44% of workers ’ skills will be unskilled.
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According to the World Economic Forum, 44% of workers will have no skills.
From the Department of Finance and Business
DUBAI, June 18, 2023 (WEF) - The World Economic Forum (WEF) has published a report on the future of jobs 2023, predicting that 44% of the skills of employees in organizations will be useless over the next five years, reflecting the growing importance of continuous training in the workplace to solve complex problems and keep pace with the times.
Six out of 10 workers will need training in 2027, he said, noting that the top priority is training in analytical thinking skills, which represents 10% of training initiatives on average, the second priority is developing the workforce and promoting creative thinking, and 8% of initiatives aimed at improving skills.
Employers have expressed confidence in the development of their current workforce, however, they are less optimistic about the talent outlook available over the coming years, with organizations seeing skills gaps and the inability to attract talent as the main barriers preventing the development of the industry.
48% of companies surveyed responded to calls for talent development and promotions to attract skilled people as a key business practice by increasing pay, leading to talent availability and more effective skills.
Companies surveyed reported that investing in on-the-job learning and training is one of the most common strategies employers have to deliver on their organization ’ s business goals.
Four out of five respondents expected investment in education and on-the-job training to be implemented in the next five years, while 27% said training was the responsibility of workers and expected external training solutions to be rejected in favor of company-led initiatives.
We have presented to you our esteemed visitors the most important details of the news of the World Economic Forum: 44% of the skills of workers will be without...
On the Gulf Dot in this article and we hope that we have provided you with all the details clearly and more credibility and transparency and if you want to follow more of our news you can subscribe with us for free through our system alerts on your browser or by joining the mailing list and we see to provide you with all that is new.
We should also remind you that this content is already published on the site of Habi newspaper and may have been the editorial team in Dot Al-Khaleej to confirm or modify it or quote it or may have been transferred in full and you can read and follow up on the news from its main source.
You may also read.

Analytical thinking skills are the top training priority, accounting for 10% of initiatives on average.

Title:

Content: Money and Business
According to the World Economic Forum, 44% of workers ’ skills will be unskilled.
• 1 / 6
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• 3 / 6
• 4 / 6
• 5 / 6
• 6 / 6
According to the World Economic Forum, 44% of workers will have no skills.
From the Department of Finance and Business
DUBAI, June 18, 2023 (WEF) - The World Economic Forum (WEF) has published a report on the future of jobs 2023, predicting that 44% of the skills of employees in organizations will be useless over the next five years, reflecting the growing importance of continuous training in the workplace to solve complex problems and keep pace with the times.
Six out of 10 workers will need training in 2027, he said, noting that the top priority is training in analytical thinking skills, which represents 10% of training initiatives on average, the second priority is developing the workforce and promoting creative thinking, and 8% of initiatives aimed at improving skills.
Employers have expressed confidence in the development of their current workforce, however, they are less optimistic about the talent outlook available over the coming years, with organizations seeing skills gaps and the inability to attract talent as the main barriers preventing the development of the industry.
48% of companies surveyed responded to calls for talent development and promotions to attract skilled people as a key business practice by increasing pay, leading to talent availability and more effective skills.
Companies surveyed reported that investing in on-the-job learning and training is one of the most common strategies employers have to deliver on their organization ’ s business goals.
Four out of five respondents expected investment in education and on-the-job training to be implemented in the next five years, while 27% said training was the responsibility of workers and expected external training solutions to be rejected in favor of company-led initiatives.
We have presented to you our esteemed visitors the most important details of the news of the World Economic Forum: 44% of the skills of workers will be without...
On the Gulf Dot in this article and we hope that we have provided you with all the details clearly and more credibility and transparency and if you want to follow more of our news you can subscribe with us for free through our system alerts on your browser or by joining the mailing list and we see to provide you with all that is new.
We should also remind you that this content is already published on the site of Habi newspaper and may have been the editorial team in Dot Al-Khaleej to confirm or modify it or quote it or may have been transferred in full and you can read and follow up on the news from its main source.
You may also read.

Developing the workforce is the second priority, accounting for 8% of initiatives.

Title:

Content: Money and Business
According to the World Economic Forum, 44% of workers ’ skills will be unskilled.
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• 3 / 6
• 4 / 6
• 5 / 6
• 6 / 6
According to the World Economic Forum, 44% of workers will have no skills.
From the Department of Finance and Business
DUBAI, June 18, 2023 (WEF) - The World Economic Forum (WEF) has published a report on the future of jobs 2023, predicting that 44% of the skills of employees in organizations will be useless over the next five years, reflecting the growing importance of continuous training in the workplace to solve complex problems and keep pace with the times.
Six out of 10 workers will need training in 2027, he said, noting that the top priority is training in analytical thinking skills, which represents 10% of training initiatives on average, the second priority is developing the workforce and promoting creative thinking, and 8% of initiatives aimed at improving skills.
Employers have expressed confidence in the development of their current workforce, however, they are less optimistic about the talent outlook available over the coming years, with organizations seeing skills gaps and the inability to attract talent as the main barriers preventing the development of the industry.
48% of companies surveyed responded to calls for talent development and promotions to attract skilled people as a key business practice by increasing pay, leading to talent availability and more effective skills.
Companies surveyed reported that investing in on-the-job learning and training is one of the most common strategies employers have to deliver on their organization ’ s business goals.
Four out of five respondents expected investment in education and on-the-job training to be implemented in the next five years, while 27% said training was the responsibility of workers and expected external training solutions to be rejected in favor of company-led initiatives.
We have presented to you our esteemed visitors the most important details of the news of the World Economic Forum: 44% of the skills of workers will be without...
On the Gulf Dot in this article and we hope that we have provided you with all the details clearly and more credibility and transparency and if you want to follow more of our news you can subscribe with us for free through our system alerts on your browser or by joining the mailing list and we see to provide you with all that is new.
We should also remind you that this content is already published on the site of Habi newspaper and may have been the editorial team in Dot Al-Khaleej to confirm or modify it or quote it or may have been transferred in full and you can read and follow up on the news from its main source.
You may also read.

Employers are confident in their current workforce, but less optimistic about future talent.

Title:

Content: Money and Business
According to the World Economic Forum, 44% of workers ’ skills will be unskilled.
• 1 / 6
• 2 / 6
• 3 / 6
• 4 / 6
• 5 / 6
• 6 / 6
According to the World Economic Forum, 44% of workers will have no skills.
From the Department of Finance and Business
DUBAI, June 18, 2023 (WEF) - The World Economic Forum (WEF) has published a report on the future of jobs 2023, predicting that 44% of the skills of employees in organizations will be useless over the next five years, reflecting the growing importance of continuous training in the workplace to solve complex problems and keep pace with the times.
Six out of 10 workers will need training in 2027, he said, noting that the top priority is training in analytical thinking skills, which represents 10% of training initiatives on average, the second priority is developing the workforce and promoting creative thinking, and 8% of initiatives aimed at improving skills.
Employers have expressed confidence in the development of their current workforce, however, they are less optimistic about the talent outlook available over the coming years, with organizations seeing skills gaps and the inability to attract talent as the main barriers preventing the development of the industry.
48% of companies surveyed responded to calls for talent development and promotions to attract skilled people as a key business practice by increasing pay, leading to talent availability and more effective skills.
Companies surveyed reported that investing in on-the-job learning and training is one of the most common strategies employers have to deliver on their organization ’ s business goals.
Four out of five respondents expected investment in education and on-the-job training to be implemented in the next five years, while 27% said training was the responsibility of workers and expected external training solutions to be rejected in favor of company-led initiatives.
We have presented to you our esteemed visitors the most important details of the news of the World Economic Forum: 44% of the skills of workers will be without...
On the Gulf Dot in this article and we hope that we have provided you with all the details clearly and more credibility and transparency and if you want to follow more of our news you can subscribe with us for free through our system alerts on your browser or by joining the mailing list and we see to provide you with all that is new.
We should also remind you that this content is already published on the site of Habi newspaper and may have been the editorial team in Dot Al-Khaleej to confirm or modify it or quote it or may have been transferred in full and you can read and follow up on the news from its main source.
You may also read.

Skills gaps and talent attraction are the main barriers to industry development.

Title:

Content: Money and Business
According to the World Economic Forum, 44% of workers ’ skills will be unskilled.
• 1 / 6
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• 4 / 6
• 5 / 6
• 6 / 6
According to the World Economic Forum, 44% of workers will have no skills.
From the Department of Finance and Business
DUBAI, June 18, 2023 (WEF) - The World Economic Forum (WEF) has published a report on the future of jobs 2023, predicting that 44% of the skills of employees in organizations will be useless over the next five years, reflecting the growing importance of continuous training in the workplace to solve complex problems and keep pace with the times.
Six out of 10 workers will need training in 2027, he said, noting that the top priority is training in analytical thinking skills, which represents 10% of training initiatives on average, the second priority is developing the workforce and promoting creative thinking, and 8% of initiatives aimed at improving skills.
Employers have expressed confidence in the development of their current workforce, however, they are less optimistic about the talent outlook available over the coming years, with organizations seeing skills gaps and the inability to attract talent as the main barriers preventing the development of the industry.
48% of companies surveyed responded to calls for talent development and promotions to attract skilled people as a key business practice by increasing pay, leading to talent availability and more effective skills.
Companies surveyed reported that investing in on-the-job learning and training is one of the most common strategies employers have to deliver on their organization ’ s business goals.
Four out of five respondents expected investment in education and on-the-job training to be implemented in the next five years, while 27% said training was the responsibility of workers and expected external training solutions to be rejected in favor of company-led initiatives.
We have presented to you our esteemed visitors the most important details of the news of the World Economic Forum: 44% of the skills of workers will be without...
On the Gulf Dot in this article and we hope that we have provided you with all the details clearly and more credibility and transparency and if you want to follow more of our news you can subscribe with us for free through our system alerts on your browser or by joining the mailing list and we see to provide you with all that is new.
We should also remind you that this content is already published on the site of Habi newspaper and may have been the editorial team in Dot Al-Khaleej to confirm or modify it or quote it or may have been transferred in full and you can read and follow up on the news from its main source.
You may also read.

48% of companies surveyed increased pay to attract skilled people.

Title:

Content: Money and Business
According to the World Economic Forum, 44% of workers ’ skills will be unskilled.
• 1 / 6
• 2 / 6
• 3 / 6
• 4 / 6
• 5 / 6
• 6 / 6
According to the World Economic Forum, 44% of workers will have no skills.
From the Department of Finance and Business
DUBAI, June 18, 2023 (WEF) - The World Economic Forum (WEF) has published a report on the future of jobs 2023, predicting that 44% of the skills of employees in organizations will be useless over the next five years, reflecting the growing importance of continuous training in the workplace to solve complex problems and keep pace with the times.
Six out of 10 workers will need training in 2027, he said, noting that the top priority is training in analytical thinking skills, which represents 10% of training initiatives on average, the second priority is developing the workforce and promoting creative thinking, and 8% of initiatives aimed at improving skills.
Employers have expressed confidence in the development of their current workforce, however, they are less optimistic about the talent outlook available over the coming years, with organizations seeing skills gaps and the inability to attract talent as the main barriers preventing the development of the industry.
48% of companies surveyed responded to calls for talent development and promotions to attract skilled people as a key business practice by increasing pay, leading to talent availability and more effective skills.
Companies surveyed reported that investing in on-the-job learning and training is one of the most common strategies employers have to deliver on their organization ’ s business goals.
Four out of five respondents expected investment in education and on-the-job training to be implemented in the next five years, while 27% said training was the responsibility of workers and expected external training solutions to be rejected in favor of company-led initiatives.
We have presented to you our esteemed visitors the most important details of the news of the World Economic Forum: 44% of the skills of workers will be without...
On the Gulf Dot in this article and we hope that we have provided you with all the details clearly and more credibility and transparency and if you want to follow more of our news you can subscribe with us for free through our system alerts on your browser or by joining the mailing list and we see to provide you with all that is new.
We should also remind you that this content is already published on the site of Habi newspaper and may have been the editorial team in Dot Al-Khaleej to confirm or modify it or quote it or may have been transferred in full and you can read and follow up on the news from its main source.
You may also read.

Investing in on-the-job learning helps employers deliver on their business goals.

Title:

Content: Money and Business
According to the World Economic Forum, 44% of workers ’ skills will be unskilled.
• 1 / 6
• 2 / 6
• 3 / 6
• 4 / 6
• 5 / 6
• 6 / 6
According to the World Economic Forum, 44% of workers will have no skills.
From the Department of Finance and Business
DUBAI, June 18, 2023 (WEF) - The World Economic Forum (WEF) has published a report on the future of jobs 2023, predicting that 44% of the skills of employees in organizations will be useless over the next five years, reflecting the growing importance of continuous training in the workplace to solve complex problems and keep pace with the times.
Six out of 10 workers will need training in 2027, he said, noting that the top priority is training in analytical thinking skills, which represents 10% of training initiatives on average, the second priority is developing the workforce and promoting creative thinking, and 8% of initiatives aimed at improving skills.
Employers have expressed confidence in the development of their current workforce, however, they are less optimistic about the talent outlook available over the coming years, with organizations seeing skills gaps and the inability to attract talent as the main barriers preventing the development of the industry.
48% of companies surveyed responded to calls for talent development and promotions to attract skilled people as a key business practice by increasing pay, leading to talent availability and more effective skills.
Companies surveyed reported that investing in on-the-job learning and training is one of the most common strategies employers have to deliver on their organization ’ s business goals.
Four out of five respondents expected investment in education and on-the-job training to be implemented in the next five years, while 27% said training was the responsibility of workers and expected external training solutions to be rejected in favor of company-led initiatives.
We have presented to you our esteemed visitors the most important details of the news of the World Economic Forum: 44% of the skills of workers will be without...
On the Gulf Dot in this article and we hope that we have provided you with all the details clearly and more credibility and transparency and if you want to follow more of our news you can subscribe with us for free through our system alerts on your browser or by joining the mailing list and we see to provide you with all that is new.
We should also remind you that this content is already published on the site of Habi newspaper and may have been the editorial team in Dot Al-Khaleej to confirm or modify it or quote it or may have been transferred in full and you can read and follow up on the news from its main source.
You may also read.

Most respondents expected investment in education and on-the-job training within five years.

Title:

Content: Money and Business
According to the World Economic Forum, 44% of workers ’ skills will be unskilled.
• 1 / 6
• 2 / 6
• 3 / 6
• 4 / 6
• 5 / 6
• 6 / 6
According to the World Economic Forum, 44% of workers will have no skills.
From the Department of Finance and Business
DUBAI, June 18, 2023 (WEF) - The World Economic Forum (WEF) has published a report on the future of jobs 2023, predicting that 44% of the skills of employees in organizations will be useless over the next five years, reflecting the growing importance of continuous training in the workplace to solve complex problems and keep pace with the times.
Six out of 10 workers will need training in 2027, he said, noting that the top priority is training in analytical thinking skills, which represents 10% of training initiatives on average, the second priority is developing the workforce and promoting creative thinking, and 8% of initiatives aimed at improving skills.
Employers have expressed confidence in the development of their current workforce, however, they are less optimistic about the talent outlook available over the coming years, with organizations seeing skills gaps and the inability to attract talent as the main barriers preventing the development of the industry.
48% of companies surveyed responded to calls for talent development and promotions to attract skilled people as a key business practice by increasing pay, leading to talent availability and more effective skills.
Companies surveyed reported that investing in on-the-job learning and training is one of the most common strategies employers have to deliver on their organization ’ s business goals.
Four out of five respondents expected investment in education and on-the-job training to be implemented in the next five years, while 27% said training was the responsibility of workers and expected external training solutions to be rejected in favor of company-led initiatives.
We have presented to you our esteemed visitors the most important details of the news of the World Economic Forum: 44% of the skills of workers will be without...
On the Gulf Dot in this article and we hope that we have provided you with all the details clearly and more credibility and transparency and if you want to follow more of our news you can subscribe with us for free through our system alerts on your browser or by joining the mailing list and we see to provide you with all that is new.
We should also remind you that this content is already published on the site of Habi newspaper and may have been the editorial team in Dot Al-Khaleej to confirm or modify it or quote it or may have been transferred in full and you can read and follow up on the news from its main source.
You may also read.

Employee training, such as mindfulness-based training, can positively impact workers' wellbeing, job satisfaction, and work engagement.

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Content: Skip to content
Big Think+

15 research-backed benefits of employee training

The benefits of employee training are felt far and wide, from improvements in workers' wellbeing to better customer interactions.

The total annual expenditure for training in the U.S. is now in excess of $100 billion. With high inflation, increasing interest rates, and an atmosphere of economic uncertainty, it’s safe to assume that business leaders will want to know if the benefits of employee training are worth the investment.

It’s more important than ever for learning and development leaders to be able to articulate what the organization and its employees have to gain from training. To get the wheels turning, this article will present a variety of ways L&D has a meaningful impact on the business, backed by recent research.

15 benefits of employee training

People who stop learning stop growing, and the same is true of organizations. In this ever-changing world, an organization that doesn’t keep developing its workforce is not likely to survive very long. In addition to increasing the vitality of an organization, here are 15 benefits of training employees.

1. Positive psychological effects

Chief among the intangible benefits of employee training is the confidence that comes from feeling competent. People who are confident in their roles are typically more motivated to seek new responsibilities and take advantage of upskilling opportunities.

Additionally, learning programs that directly focus on employee wellness produce positive psychological effects. For example, one study analyzing the effects of mindfulness-based training in occupational settings found improvements in employee wellbeing, job satisfaction, and work engagement.

2. Improved individual performance

Another one of the benefits of employee training is the impact it can have when the time for performance assessments comes. Custom learning pathways provide a means for employees to develop in their identified areas for improvement.

Additionally, because performance assessments are typically tied to promotions and salary increases, training can be a key contributor to an individual’s compensation. This is significant because of the correlation between monetary compensation and employee job satisfaction, which increases retention.

3. Reduced turnover

The cost of replacing an employee can be as much as twice the individual’s annual salary. The intangible costs of losing employees are also significant, including the loss of expertise and the negative effect on team morale.

However, a recent study comparing the results of multiple surveys found that companies highly rated for employee training have 53% less attrition than companies with poor ratings for training. And 94% of employees said they’d remain with a company that invests in their development.

Employees who feel valued because of the investment in their development are more engaged and connected with their organization. The competence they gain, one of the key benefits of employee training, gives them the confidence to tackle challenges rather than jump ship in difficult times.

4. Stronger collaboration

In an in-person training, learners typically have the opportunity to interact with their peers, often from different functional areas, in small-group activities. This allows employees to expand their peer networks while exercising their collaboration skills.

And the ripple effect of collaborative exercises is felt far and wide. Collaboration facilitates the exchange of knowledge, promotes innovation and creativity, and improves problem-solving. Not to mention its potential for decreasing the isolation that is often felt in remote workforces – never underestimate the value of including breakout rooms and group chats in virtual instructor-led training.

5. Boosted productivity

Learning and development can have a positive impact on employee productivity by offering training on skills like how to communicate concisely, conduct meetings effectively, and increase focus while working from home.

However, quantifying the impact of training on productivity can be a tricky business that relies heavily on establishing some reasonable basis for comparison. For many organizations, that entails measuring the length of time for a new hire to become fully productive in a given role, and seeing if that time can be reduced through training. For example, Glassdoor reported a 70%+ increase in productivity as a result of onboarding that included advanced learning tools.

Discover how a culture of learning can prepare your workforce for the future.

6. Better managers and leaders

Facebook conducted a study and discovered certain commonalities among employees who were predicted to leave the company but stayed anyway. They concluded that these employees’ managers played a large role in retaining them.

Leadership development is one of the biggest benefits of employee training for the simple fact that the old adage, “People don’t quit a job; they quit a boss,” rings true. Some of the skills that have become extremely important for managers to develop, even more so in remote-first workplaces, include emotional intelligence, inclusivity, and trust-building.

7. Attracting new talent

Providing opportunities to learn and grow is now deemed the top characteristic of an exceptional work environment. SHRM has also stated that people prefer to work for an employer that helps them develop new skills. Job seekers are well aware of the need to continue adding onto their skillset to remain competitive in the talent marketplace.

To fully realize L&D’s impact on the recruiting process, consider including a description of the organization’s learning programs in job postings, posting employee success stories on the website, and sharing about L&D offerings during interviews with candidates.

8. Bridged skill gaps

It wouldn’t be a list of employee training benefits without mention of closing skill gaps. Skill gaps were exacerbated by the COVID-19 pandemic and related talent shortage. A McKinsey & Company study found that 87% of companies have either identified current skill gaps in their workforce or expect to experience skill gaps in the near future.

According to the World Economic Forum, more than half of all employees will require significant reskilling and upskilling by 2025. Learning and development teams will be responsible for bridging these gaps, and around the world they’ve identified reskilling and upskilling as their top priority of the year.

9. A more inclusive workplace

According to Newsweek, a recent survey of large companies found that more employees have attended training on diversity, equity, and inclusion (90%) than training programs intended to improve their work performance (78%).

It’s clear that more and more organizations are beginning to recognize the importance of DEI programming. And the benefits resulting from the training investment are an added bonus. For example, research completed by global nonprofit Catalyst found that companies with inclusive cultures report a 59% increase in creativity, innovation, and openness.

10. Breaking down silos

Another one of the benefits of employee training is its ability to break down organizational silos, which have been described as the “greatest threat to organizational performance.” Information silos exist when people in one functional area don’t have easy access to information used and maintained in other areas.

Training on collaboration and cross-functional project work can develop a silo-busting mindset without setting fire to the org chart. With this perspective, employees don’t hesitate to share information or seek input from sources beyond the four walls of their department.

11. A competitive advantage

Most organizations have come to recognize the L&D function is not merely a cost center that provides support but doesn’t generate revenue. Increasingly, learning leaders are being viewed as strategic business partners to operating units and executive leadership. In fact, Forbes has described L&D as a competitive differentiator.

One of the biggest benefits of employee training is that it provides a competitive advantage by enabling employees to stay at the top of their fields. For example, organizations that keep workers’ digital fluency and tech skills up to date are better able to make good use of data and develop new products as soon as customers’ needs shift. In today’s rapidly changing business environment, this ability to innovate on a dime is invaluable.

12. Fewer compliance problems

On average, non-compliance costs U.S. companies about $14.82 million annually. Employees who understand the compliance issues associated with their job are less likely to commit violations and incur fines or penalties.

A 2022 study examined the potential ROI that organizations could realize by implementing a compliance training solution. The researchers found that the composite company used in the study would realize an ROI of 317% and would save $3.37 million due to the lower risk of compliance failure.

13. A proactive strategy

It’s commonly known that employee training creates opportunities for upward mobility, which aids in succession planning. But it’s also preparing workers for entirely new roles as technology, particularly artificial intelligence, eliminates jobs and changes the nature of work.

For example, there is a growing demand for capabilities that enable employees to utilize AI, such as data science, machine learning, and robotics. But the soft skills or “human skills” that technology cannot replicate will become increasingly important for workers to hone as well.

14. Better financial performance

All of the benefits of employee training listed in this article have a combined impact on an organization’s financial performance. Additionally, offering training that is specific to sales techniques can directly impact revenue. A recent survey by ATD found that 70% of organizations intend to maintain or increase their spending on sales training.

Similarly, training on customer service skills can have a significant impact on net promoter scores and customer loyalty, both of which affect revenue. Training can include topics such as empathy, active listening, and effective communication.

15. A culture of learning

One of the greatest benefits of employee training is its potential for building a learning culture throughout the organization. Transformation is the default condition of today’s business world. In these volatile, uncertain, complex, and ambiguous times, reactionary organizations panic and falter. But those with learning cultures evolve, because they provide the time and resources for employees to evolve their skillsets.

A culture of learning fosters a growth mindset that enables organizations to adapt to inevitable change with agility. It also fosters a mindset of inquiry, which can lead to the discovery of new market trends and developments before they become apparent to all.

Final note

Perhaps the best evidence of training’s impact is the year-over-year increase in businesses’ overall L&D spend. A recent Forbes article stated that 67% of HR managers saw their L&D budgets increase in 2022. However, some organizations will experience learning budget cuts this year.

The benefits of employee training that are listed above can serve as a starting point when building a case for resources, but L&D teams should also explore new ways to shine a spotlight on the value of learning. Use technology to your advantage, focus on high-value metrics, and tell a story with the data – minus the L&D jargon – to gain buy-in from decision-makers.

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Custom learning pathways can improve individual performance by addressing areas for improvement.

Companies with strong employee training have 53% less attrition than those with poor training.

94% of employees would stay with a company that invests in their development.

In-person training facilitates collaboration and knowledge exchange among employees.

Onboarding with advanced learning tools can increase employee productivity by over 70%, according to Glassdoor.

Leadership development is a key benefit of employee training, emphasizing skills like emotional intelligence and trust-building.

Learning and growth opportunities are now the top characteristic of an exceptional work environment, according to SHRM.

Employee training can help bridge skill gaps, which 87% of companies have identified or expect to experience soon, according to McKinsey & Company.

Over half of all employees will need reskilling or upskilling by 2025, says the World Economic Forum.

DEI programming can positively impact an organization's culture, leading to a 59% increase in creativity, innovation, and openness.

Employee training can break down organizational silos and facilitate collaboration among employees.

Learning and development can provide a competitive advantage by enabling employees to innovate and adapt to changing customer needs.

A 2022 study found that compliance training can yield a 317% ROI and save $3.