Q. I work in HR. My work is slowly being given to AI. Am I outsourcing my job to technology? I enjoy what I do, but if I’m becoming obsolete, what’s my next step?
A. Embrace technology. Although AI has been around for years, work handled by generative AI can amplify your productivity so you can dive into deep thinking work.
While your profession has a strong people component, the work also includes transactional tasks (like processing an internal transfer date that triggers a new salary and business unit.)
Automation changes the nature of work — both people and technology become more valuable. By partnering with AI to handle monotonous tasks, you can be more high-level strategic by immersing yourself in invigorating brainstorming sessions and exchanging ideas that tap into your highest talents and skills.
According to the IBM Institute for Business Value research, AI is about people and how work gets done. In the AI era, people skills are essential.
The research shows that people, not technology, are the core of chief human resources officers’ (CHRO) strategies. Leaders who are nimble and leverage technology create a competitive edge by cultivating human machine partnerships that ultimately boost employee engagement and productivity.
They prioritize their teams’ focus on unlocking productivity and deep thinking work, realizing you can’t tap into tomorrow’s talent pool with an antiquated operating model. The converse rings true, too: Tomorrow’s organization will be ineffective if talent doesn’t continuously upskilling.
Essentially, technology is changing how we work and jobs themselves — a constant evolution. According to the World Economic Forum, it’s disrupting 85 million jobs globally through 2025 and simultaneously creating 97 million new jobs.
The top new skills in demand will be analytical thinking, creativity and flexibility; the top emerging professions per WEF’s data will be data and artificial intelligence, content creation and cloud computing.
Q. I lead a global team virtually, but I can tell they’re disengaged, multitasking on calls. I have a hunch they’re going to leave. What should I do to keep them?
A. Pay them what they’re worth. Upskill and reskill them. Speak with them individually and continuously so it’s not a one-and-done conversation. Ask how you can best support them; ask about their career goals and how you can help them reach them.
Ask them for upward feedback and how you’re doing as their boss; be transparent and available and most importantly, present when you talk with them (this is a conversation, a dialogue — it’s not an interaction over emails or online chat). Define a clear path to promotions along with measurable, achievable milestones along the way.
Vicki Salemi is a career expert, former corporate recruiter, author, consultant, speaker, and career coach. Send your questions to hello@vickisalemi.com. For more information and to subscribe to Vicki’s newsletter, visit www.vickisalemi.com./Tribune News Service
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