After the rise of generative AI in 2022, it has penetrated into almost every work process. From email replying, briefing production to copywriting output, etc., relevant tools can be used. What is strange is that every employee has not made good use of their work to improve efficiency. , for example, it still takes 15 minutes to reply to letters every day, and the briefings are still typed by themselves, etc.
According to ManpowerGroup's "2024 Taiwan Labor Trend Survey", up to 43% of companies reported that "employees lack the skills to effectively use AI", which has become the main obstacle for companies to promote AI transformation.
Although, in the survey, 74% of Taiwanese employers believe that AI will bring positive benefits to the enterprise, and 64% of middle- and senior-level executives are optimistic about AI, almost all organizations have encountered difficulties in the introduction process.
Regarding the management issue of how to improve employees' AI skills, THE INTERN conducted a special interview with Dr. Tomas Chamorro-Premuzic, one of the world's top 50 management thinkers, to discuss related challenges. with solutions.
Re-evaluate talent selection methods and resource allocation to increase the influence of mid-level managers
Facing the challenge of AI transformation, Tomas pointed out that middle-level supervisors are the most critical group of people because they are the bridge for internal communication within the enterprise, organizing teams downwards and feeding problems upwards to senior supervisors, so that the organization can adapt to the AI era. , they need to drive the team.
However, in enterprises, middle-level managers are the most overlooked group, and people tend to focus on lower-level employees and senior managers.
It is not difficult to imagine such a situation. For example, in a project review meeting, the employees responsible for implementation will be encouraged for their outstanding performance. Senior managers are also vulnerable to attention because they are often portrayed by the media as "great leaders." In these situations, middle managers are often absent and become the "forgotten middle."
Tomas suggested that companies should pay attention to the promotion evaluation methods and resource allocation of middle-level managers.
In the promotion section, he pointed out that companies have some blind spots when selecting candidates, such as promotion based on work ability and productivity. However, workers with outstanding performance may not necessarily be good leaders, but may inhibit the development of subordinates, such as Excellent but lacking empathy, leaving the team feeling unsupported.
"Soft power is more important!" Tomas pointed out that in an era of rapid changes, how managers can lead their teams to accept unprecedented challenges (such as the epidemic) and learn quickly has become the key.
Therefore, when evaluating candidates, the following three qualities should be taken into consideration:
- Learning ability: Able to quickly understand new knowledge, adapt to changes, and master methods to solve problems
- Interpersonal skills, the ability to establish relationships with others, manage others, and manage one's own emotions and behaviors to make teamwork smoother.
- Work motivation: Willing to work hard, continue to focus on the goal, and not give up easily.
Create consensus and culture, build a sense of security for the team, and be more willing to try AI tools
In order for organizations to improve their AI skills, in addition to investing more effort in cultivating middle-level managers, the management methods of middle-level managers themselves also need to be adjusted.
Tomas pointed out several problems that companies face due to the introduction of AI. The first one is that there is no consensus between supervisors and employees on the use of AI tools. As a result, employees are afraid to let their supervisors know that they are using AI tools and are worried about As efficiency increases, more work will be assigned.
In response to such problems, companies can formulate regulations for employees to use AI tools on their own, including what is available and what needs to be paid attention to (because some data may be wrong and have copyright issues). Tomas suggested that supervisors should focus on measuring results rather than how much time employees put into work. When employees become more efficient, they should be encouraged and provided with incentives so that they can use the time saved to further their studies, so as to create a positive cycle.
In addition, employees will worry about being replaced by AI. Supervisors can establish a culture of trying AI tools and help employees develop their own uniqueness and increase their sense of security.
For example, reserve time for AI sharing in weekly meetings, with supervisors taking the lead and sharing their own experiences in using AI tools (regardless of failure or success), creating an atmosphere in which all employees try AI tools.
In addition, supervisors can also encourage employees to add their own uniqueness when using AI tools. For example, when writing an article using ChatGPT, you should add your own opinions, or try to identify where it can be improved or there are errors, etc. . By creating a unique and open corporate culture, and reaching a consensus on the use of tools with employees, they will be more willing to try it, and the company must also support middle-level managers so that the power to promote AI can be passed down from level to level.
Tomas Chamorro-Premuzic
Tomas is a professor of business psychology at University College London (UCL) and an adjunct professor at Columbia University, and the Chief Innovation Officer of the ManpowerGroup. Starting from psychology, he focuses on the study of talent management and workplace development. He published the book "Why Do So Many Incompetent Men Become Leaders? (And How to Fix It)" in 2019, which pointed out the problem of unconscious bias in talent selection in the workplace. Selected as a monthly business book by the Financial Times, "I, Human: AI, Automation, and the Quest to Reclaim What Makes Us Unique" will be published in 2023 to explore the impact of AI on humans, and was selected into the 2023 Thinkers50 list of best new management books.
