‘Peo­ple, Ma­chines will Work To­gether in Fu­ture’

PwC’s global sur­vey shows 52% of global CEOs ex­plore ben­e­fits of such an ar­range­ment; 77% see non-avail­abil­ity of key skills as big­gest threat

The Economic Times - - Econ­omy: Macro, Mi­cro & More - Our Bu­reau

Mum­bai: In an au­to­mated world where in­tel­li­gent ma­chines and ro­bots will play an im­por­tant role in most work­places, get­ting their peo­ple strat­egy right will con­tinue to be one of the big­gest chal­lenges for or­gan­i­sa­tions, say global busi­ness lead­ers.

Or­gan­i­sa­tions will thrive on peo­ple and ma­chines work­ing to­gether, rather than one re­plac­ing the other, ac­cord­ing to PwC’s 20th CEO sur­vey based on 1,379 re­sponses from 79 coun­tries.

“Get­ting peo­ple strat­egy right in a world where hu­mans and ma­chines work along­side each other will be the big­gest chal­lenge lead­ers will ever face,” said Jon Williams, leader of PwC’s global peo­ple and or­gan­i­sa­tion prac­tice. “No one can be sure how the world of work will evolve, so or­gan­i­sa­tions must pre­pare for any sce­nario,” he said in a state­ment. Ac­cord­ing to the sur­vey, 52% of global CEOs are ex­plor­ing the ben­e­fits of hu­mans and ma­chines work­ing to­gether, and 39% are con­sid­er­ing the im­pact of ar­ti­fi­cial in­tel­li­gence on fu­ture skills needs. As many as 77% of CEOs say they see the non-avail­abil­ity of key skills as the big­gest busi­ness threat. “It’s the role of busi­ness lead­ers to pro­tect and nur­ture the em­ployee-em­ployer re­la­tion­ship through this tur­bu­lent time. With­out it, or­gan­i­sa­tions will strug­gle to find and keep the peo­ple they need. The chal­lenge for CEOs is to show that in the tech­no­log­i­cal age, hu­mans are their pri­or­ity,” Williams said.

In-de­mand skills in the given con­text are ex­clu­sively hu­man ca­pa­bil­i­ties. They in­clude adapt­abil­ity, prob­lem solv­ing, cre­ativ­ity and lead­er­ship. “It’s the same sit­u­a­tion in In­dia as well. Lead­ers need to have these at­tributes and soft­ware can­not im­i­tate or change that,” said Pad­maja Ala­ganan­dan, leader – peo­ple and or­gan­i­sa­tion, at PwC In­dia.

Ac­cord­ing to the sur­vey, 78% of CEOs are ac­tively tak­ing steps to im­prove their ac­cess to ta­lent and at­tract the right peo­ple by chang­ing their peo­ple strat­egy to re­flect the skills and em­ploy­ment struc­ture they need for the fu­ture. Williams said there are five skills busi­ness lead­ers need to work on to en­sure they have the right ta­lent fit for the chal­lenges ahead. These in­clude: plan­ning for mul­ti­ple fu­tures, pre­par­ing HR for the re­cruit­ment chal­lenge, nur­tur­ing soft skills, de­liv­er­ing the right ex­pe­ri­ence for peo­ple, and work­ing on trust, with a pur­pose.

in PwC’s 20th CEO Sur­vey are ex­plor­ing ben­e­fits of hu­mans and ma­chines work­ing to­gether im­pact of ar­ti­fi­cial in­tel­li­gence on fu­ture skills needs

a pur­pose

skills right ex­pe­ri­ence for peo­ple

trust, with

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