Harnessing the Influence of Human Skills in the Age of Machines

The influence of people and machinery in the workplace influence not only organizations but also wider society. This is the primary challenge in this present age. Also, this is a great treat for CEOs in every region and sector. The advent of artificial intelligence and automation has brought about increased productivity, efficiency and profitability for CEOs to improve their organizations.

The logical answer to the unrelenting march of automation is to change the role of people at work. Many skills will be required, some roles with not exist again and other will change. Organizations will need only a few people while others may need more people. There will be a modification of human capital as organizations adjust. This will influence the function of human resources. The role may lead to second thoughts.

The working environment is changing-are you prepared?

Meeting up with human capital
Many organizations will always require people, and recent CEO Survey by PwC supports that view. In 2016, more than 52% of CEOs planned to increase the number of people within the next 12 months and just 16% plan to reduce their company’s population in the coming year.

CEOs are interested in the future employees, and the willingness to employ more workforces is an indication that CEOs are trying to balance their worker’s population. This innovation will improve the digital and technology abilities and capitalize on these new opportunities to support investment and skills.

The search for human abilities and competing for the best skills
About 77% of CEOs believed that the accessibility of skills is the biggest business threat. Skills are in high demand with CEOs combining the value in technology with human abilities. They believed that the skills are the most essential and unique human collaborative abilities that cannot be replaced by machines. Due to this, many parts of the recruitment sector are becoming competitive.

The skilled strategy is difficult and risky to get right. For many years, CEOs have recognized that the strategy has transformed and about 78% claimed that they had changed their strategy to influence the employment and skills structures they require for the future. They have also taken necessary steps to improve access to skill and focus on people they need.

The challenging period for Human Resources
About 60% of CEOs claimed that they reconsider the role of their human resources. Also, the human resources must convince business owners to achieve their role.

The challenge is not about searching for innovative and new means of accessing the talent market. Instead, it involves a complete range of human resources expertise and tools to recognize skills gaps, influence needs and build the workforce for the future.

CEOs are aware of this and try to find solutions to assess the importance of diversity and culture. This requires action, not discussion, and human resources and human resources can lead the way.