Since companies are facing pressure to bring new AI tools, they face the double challenge of integrating technology effectively in their operations and helping their workforce to take advantage of the best technology.
Long -term ways to assess the skills and performance of the employee, as well as employment practices, are raised and re -imagined, according to business leaders who spoke in wealth Mental storm technique Tuesday conference in Park City, Utah.
Technical skills, contrary to what you might think, are not of utmost importance in the era of artificial intelligence. In fact, for many employers, technical skills have become less important.
“For the first time this summer on our platform, we have seen a shift,” said Hydeen Brown, CEO of UpWork, an online job market for the struggles. In the past, when UpWork asked the employers on their platform about the most important skills they were employing, the answer was always involved in deep experience in certain technical fields. “For the first time this summer, they are now soft skills. They are human skills; they are things like solving problems, wisdom, creativity and taste.”
Jim Rowan, head of the artificial intelligence company at DELOTTE, which sponsored the discussion of brainstorming, said the employee’s “fluency” of the employee should not be a final goal in itself. More importantly, intellectual curiosity about new tools and technology.
This is something that should start at the top.
“We have made a lot of work with the executive teams to ensure that the higher levels of the organization and paintings are aware of Amnesty International,” said Rowan. “This helps because they can then better communicate with their teams and know what they are doing.”
For Toni Vanwinkle, Vice President of Adobe digital staff experience, it is important for employees to all levels of the organization to have a “moment of her” with artificial intelligence technology. The best way to bring this is that each employee gets the “first ten hours”.
“Go to play with it,” says Vanwenkel. “Sit your email box, take notes at your meeting, and create a marketing campaign, whatever you do.” Through this initial process of personal exploration, you begin to understand technology capabilities, she says.
Vanwinke says that the next step is cooperation, discussions and experimenting between colleagues in the same departments or jobs.
“This whole spirit is for experience, learn quickly. A muscle can turn into a value of value when people speak frankly,” says Vanwenkel.
The chief information official, Anthony Mimenant, said that the importance of adopting and strengthening the experience as a value within the organization.
“I think about the pilots we run, most of them fail. I am not embarrassing at all to say that,” said Mimen. All of this is due to what a specific organization improves, and in reality, Moisant says, “What we go to is a fast banging muscle. Can we move faster?”
By encouraging more experiences on low risk with artificial intelligence, companies can get valuable visions and experiences that employees can benefit quickly when their mission is. “The only way to move faster is to take some bets early, without a long -term long -term strategic investment in the long run,” says Moisant.
Vice President Ai Kathy Pham emphasizes that with new tools such as AI, it may take a full picture of the employee’s value and perform a little longer than some people are used to. “Part of the measurement is a better understanding of the return and for any time.”
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