Citing a Microsoft study from
earlier this year, she said that every technology investment made by companies should be matched with an investment in human expertise. “Navigating this disruption is
going to require all of us to be really invested in our own knowledge base. Making training and learning vital, not just for frontline workers but all the way up to executive level.” Looking closer at talent management specifically, she added that companies are shifting from “knowing employees to learning employees”. “The traditional HR strategy
was to go out into the market and find the person that had the exact skill-set and bring them into the organisation but technology is moving so fast that that’s no longer going to be possible. We now need to hire people with a rich capacity to learn.” Sharing the profile of what a
employees to custom training. But in an age of automated
and augmented creativity, research shows we are moving from a “searching culture” to a “generating culture” that is changing how we learn, said Harfoush. “We used to look for answers
and piece things together to find a solution from different sources. For an entire generation, that process is going to look completely different. If they have a question, they’re going to ask the AI, and the AI will give them a solution. How are we going to interact with ideas if we’re just given one solution instead of finding one? One of the biggest risks of not being intentional with these tools is that we risk losing the mastery of thinking.” Mastery of thinking includes the
ability to problem solve, generate solutions, to iterate and bounce back after failure. “Problem solving isn’t just about
finding a solution. It’s a really good practice for your brain and we have to make sure technology doesn’t remove that and hurt our skills.”
successful candidate looks like, she stated that we are now moving away from seeking purely expertise, towards: “Is this person curious? Are they comfortable with change? Do they have a flexible thinking mindset? Because those are the sorts of people who will be able to learn again, and again.” Harfoush
also
Harfoush’s top tips for companies navigating disruption
1. Deep thinking – Design work environments that prioritise focus and reflection to be able to process, innovate and create
2. Build human knowledge and expertise with AI – Use AI tools that deepen the human expertise of your workforce, not replace it
3. Look for encoded beliefs in your technology – Understand the underlying cultural values of the technologies you adopt in the workplace
4. Seek and connect diverse views – Embrace platforms like TikTok, which offer insights into real-world workplace experiences
5. Embrace duality and change – Understand that tech will simultaneously help and harm, raising critical questions about ethics, environmental concerns, truth, and democracy
urged
organisations to use digital and social platforms to better understand their employees and tap into the diverse experiences of employees across the globe. Most importantly, she told
organisations to carefully consider the cultural context embedded within the technologies they use. “Technology is the manifestation of belief systems,” warned Harfoush. “Every piece of technology
that you use has someone’s idea of what the world looks like. When we use these tools we are effectively co-signing on their vision of what they want the world to look like. If we’re not careful, we can risk being swayed by those views without even knowing it. If you bring technology into your home or workplace without thinking about what it believes, you might be gaining information with a very specific worldview.”
GLOBAL LEADERS FORUM
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GLOBAL LEADERSHIP
TECHNOLOGY
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