AI is rapidly advancing, but the human touch is still essential. Organizations must invest in both AI technology and human capital to navigate the future of work successfully.
The future vision of Artificial intelligence (AI) is one where machines can think and act like humans, tackling complex tasks with efficiency and accuracy.
OpenAI recently shared a set of metrics comprising five levels which allows it to track the progress toward building AI capable of outperforming humans. These levels are:
Level 1: Conversational AI focused on language processing and understanding. This allows AI to use conversational language with people with examples including ChatGPT, Google Gemini, Claude, and Meta AI.
Level 2: Reasoning AI, referred to as ‘reasoners’ that have reached human-level problem solving and can process information, analyze data, and make logical deductions.
Level 3: Autonomous AI, referred to as AI ‘agents’ that can operate independently, making decisions and taking actions without human intervention.
Level 4: Innovating AI that goes beyond problem-solving. AI ‘innovators’ can come up with new concepts and solutions, contributing to research, development, and creative processes.
Level 5: Organizational AI is the final stage which involves AI ‘organizations’ that can carry out the work of a whole organization, with no human intervention.
Amid the evolving landscape of AI, the human touch is still necessary
It is estimated that the current state of AI is at level 1, on the cusp of reaching level 2.
According to ManpowerGroup’s report “Building a People-First Strategy for AI Implementation”, in its current state, AI based technology aimed at workforce operations still require substantial human oversight, and most organizations are still deciding how to use AI effectively for many business purposes and problems.
While speaking at a recent Singapore Human Resources Institute (SHRI) event, Joyce Bijl, Business Development Director, APME, ManpowerGroup points out that even with the advancement of AI, we still need human beings.
Tapping on an example of many of us may be familiar with – AI customer service chatbots, she presents some food for thought, “AI may be proficient in technical matters and efficient in providing immediate support. However, there are situations where we would rather be talking to a human representative.”
To illustrate this point, she shares an example of losing baggage while traveling which can be a stressful and emotional experience. In such a situation, human representatives can provide better support and reassurance to customers in distress due to their ability to offer empathy, navigate complex tracking processes, and provide personalized solutions.
While AI may not be able to replace humans, that doesn’t negate the fact that AI technology is rapidly advancing and becoming more integrated into our daily lives and workplaces.
In fact, according to the ManpowerGroup Q3 2024 Employment Outlook Survey, nearly half (48%) of companies said they have already adopted AI and 33% of organizations who are yet to adopt the technology are planning to roll out AI tools in the next three years. This will increase the global average use of these applications to 81% of employers worldwide by 2027.
Navigating the challenges of AI implementation in Singapore
While implementing AI, employers in Singapore face challenges such as high cost of investment (42%), workers lacking the skills to use AI effectively (36%), and concerns around privacy and regulations (35%). Other challenges include a complex implementation process and resistance to change from employees and business leaders.
Bijl says, “Our research found that 39% of workers expressed negative feelings about AI like nervousness, confusion, and panic. We also found that optimism about AI varies by seniority level, with office workers as well as middle and senior management being significantly more optimistic compared to office workers.”
This perception gap points out areas organizations should focus on when implementing AI. She says, “We need to consider what this does to our company culture and why there’s such a big perception gap.”
She encourages employers to ask themselves the following questions when deciding to implement AI:
What is our current IT infrastructure like?
How can we develop our current IT infrastructure to include AI?
Does our AI strategy consider risk management, law, and ethics?
Do we have a proper change management plan in place?
How have we have been communicating with employees?
What skills do we need for successful AI implementation in the long term?
How can we ensure workers have the skills needed to use AI?
What can we do to support every employee through the transition?
"For AI implementation to be effective, as leaders we should think how we can support workers in preparing themselves for AI and as employers we must ensure we take care of every employee, from the C-suite to the factory floor,” Bijl says.
Beyond technical skills: The human factors of future-ready employees
Despite having a set of metrics to track AI’s progress and experts predicting it would take between 10 to 50 years to reach level 5, the reality is — we don’t know with certainty where we are going with AI. In such a situation, how can organizations future-proof their workforce?
Bijl says: “With every new wave of technology, there is often a sense of unease and uncertainty about the future. In such scenarios, employers and employees need to make sure that we are adaptable. Instead of focusing only on the hard skills like programming, employers should look towards shifting mindsets and developing agile and resilient employees.”
To develop resilient employees who can embrace changes and quickly bounce back from setbacks, it’s crucial for organizations to build a culture of innovation, experimentation and risk-taking which involves:
Giving teams the autonomy to make decisions and take risks.
Creating a safe environment where employees are not afraid to fail and learn from their mistakes.
Allocating resources for experimentation and research.
Recognizing and rewarding employees for their innovative ideas and contributions.
“In Singapore, there’s still a tendency for people to be risk averse. To build such a culture requires leadership to set the right tone and put the right metrics in place to help drive it,” says Bijl.
An underlying factor in creating a culture of experimentation is psychological safety which requires leaders to create a supportive environment, encourage open communication, set clear expectations, ensure accountability, and lead by example.
While the onus is on employers to create a culture that enables innovation, keeping up with the evolving landscape of the modern workforce requires employees to have a change in perspective.
In today’s age, where we're likely to see many workplace transformations, it’s no longer about lifelong employment, it’s about lifelong employability. Individuals hoping to thrive in the future of work should be ready to make these 8 changes:
Be willing to step out of comfort zones and embrace a risk-taking mindset.
Develop entrepreneurial thinking, transitioning from being a doer to a problem solver.
Build and leverage professional networks.
Learn and gain skills across various domains to enhance adaptability.
Embrace diversity and multi-generational collaboration.
Develop a strong personal brand by excelling in their field to ensure they stand out.
Practice self-awareness and authenticity, as well as understanding the purpose in their work.
Practice empathy, active listening and understanding context.
As AI continues to evolve, it is crucial for organizations and individuals to embrace the opportunities and address the challenges to harness the power of AI to drive innovation, improve efficiency, while remembering that at the heart of our organizations are people.
The above contains insights gained during "Future of Work: Workforce Resilience & AI Skills" event, exclusively sponsored by ManpowerGroup, and co-organized by SHRI and SkillsFuture.
Download our whitepaper “Building A People-First Strategy For AI-Powered Workforce Productivity” to find out more about bringing your workforce operations and human resources by 2030 and beyond.