employee engagement – is around lifelong learning, agility around technology and the skills needed to harness it. “There is a huge amount of uncertainty around future jobs and the skills and the capabilities required. The best response seems to me is flexibility and a willingness to retrain and re-skill later in life with the same intensity, seriousness and single-mindedness we have at the start of our lives.” Governments around the world
are already thinking about this, including introducing personalised learning budgets. This will help address the current underinvestment in employee training. However, it requires a change in thinking at leadership and organisation-design level to overcome both the biggest obstacles to adopting productivity- boosting technology – the space and time for employees to train and reskill – and an ethical, principles- based approach.
transformation and its benefits, Dr Susskind believes in reassessing the skills and capabilities we are training people for today. These often include the routine tasks technology is already more adept at. Instead, we should be focusing on what machines can’t do, including roles that require communication, interpersonal skills, creativity, judgement and empathy. This is about “training people to be the kind of workers who are capable of designing and operating and understanding these technologies and putting them to productive use.” It’s also about using technology
to train people in new, more personalised ways. “One robust finding we have from education research is the effectiveness of one- to-one tuition with a human being,’ said Dr Susskind. “The average student will tend to outperform 98% of students in a traditional classroom setting. It’s incredibly powerful, but it is incredibly expensive. That is why something like
personalised learning
technologies are so exciting. I think we can use technology in quite exciting and interesting ways to change how we train and educate.” The final dimension of the
education response – one that potentially impacts how an employer positions itself for
PRINCIPLES-BASED AI TRANSFORMATION The second day of CIPD ACE covered how to adopt a responsible approach to AI and how leadership can reorient to AI technology and its implications. Joining panel chair Tina Russell, the CIPD’s professional conduct and ethics lead, were Jed Griffiths, Microsoft’s chief digital officer, Dr Abigale Gilbert, director of the Institute for the Future of Work, Rob McCargow, PwC’s technology impact leader and Rachael Saunders, deputy director of the Institute of Business Ethics. Their approach offers insights for
employers yet to design a route map for greater technological adoption as regulatory frameworks globally evolve. At Microsoft, for example, its AI and ethics research committee is cross-disciplinary. Reporting into president and chief legal officer, Brad Smith and Kevin Scott, Microsoft’s chief technology officer, the committee investigates cutting- edge issues from research based on its six ‘north star’ AI principles. Aligned with this group is the Responsible AI Strategy in Engineering (RAISE) initiative. This engineering-focused team enables the dissemination and implementation of responsible
AI rules and processes across the organisation. “If you’re having conversations
and giving people clear guardrails the investigate both right and wrong and that are useful, then you’ll be in a position to innovate and move forward at the pace that’s right for you,” said Rachael Saunders. Rob McCargow was keen to
emphasise what this latest inflexion point for technology and AI means. “There’s been a few false dawns over the last decade and before, but this now is very much in our hands as consumers, as citizens. It feels real since ChatGPT entered our lexicon and pace of change. When you boil this down, it is not a technology topic. It’s a people plus an organisation topic that brings culture, values, purpose, ethics and all these other skills into the equation, so interdisciplinary diversity is crucial. “If I was to look ahead at 2024,
for this profession it’s time to plant the flag right in the middle of the conversation if you’re not already in the room shaping this now. I would be putting this top of the To Do List. It is a once- in-a-generation opportunity to effectively reinvent work for better and we are at risk of squandering that opportunity if we don’t design this well from the bottom up and ensure we ameliorate those risks.” With so much at stake, policymakers, business leaders and individuals cannot afford not to.
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21
GLOBAL LEADERSHIP
AI
& HR TRANSFORMATION
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