20th March 2024
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The World Economic Forum's Future of Jobs Report for 2023 forecasts that approximately 23% of jobs will experience churn — a combination of new roles created and existing ones eliminated — over the next five years. While this may be perceived as a challenging development for those directly affected, the accelerated progress of Artificial Intelligence (AI) mirrors the trajectory of previous technological advancements: a source of excitement, concern, and, ultimately, a driver of benefits for the global economy.
Remarkably, there is a notable consensus among workers worldwide regarding the impact of AI on their careers. According to a recent Randstad Workmonitor Pulse poll, 52% of surveyed workers express optimism, believing that AI will contribute to their career growth and advancement rather than leading to job losses. Furthermore, 47% of respondents express excitement about the prospect of AI integration in the workplace, surpassing the 39% who harbor concerns about its implications. Interestingly, one-third of workers are already utilizing AI tools in their current roles, and a significant 53% anticipate their industries and job functions to be part of the ongoing AI revolution.
These findings underscore a prevailing sentiment among workers that AI, far from being a threat, is perceived as a catalyst for career development and positive change. The optimism expressed by the majority aligns with a growing recognition of AI's potential to enhance productivity, streamline processes, and open up new opportunities within various sectors. As the global workforce adapts to the evolving landscape of automation and AI integration, these insights provide valuable perspectives on the prevailing attitudes towards this transformative technological shift.
Service, Artificial Intelligence (AI) stands out as a transformative force in the service sector, recognized for its unparalleled potential by scholars such as Huang and Rust (2021). Unlike conventional information technology, AI possesses the capacity to learn, connect, and adapt, demonstrating capabilities that mirror human intelligence (Huang and Rust 2018). Descriptions often frame AI as machines exhibiting aspects of human intelligence or the ability to mimic intelligent human behavior (Syam and Sharma 2018). However, a key distinction lies in AI's reliance on patterns, inclinations, and intentions derived from vast datasets through the amalgamation of deep learning and big data, surpassing the cognitive capacities of the human brain (Flavián et al. 2021; Rajkomar et al. 2019).
Categorically, AI encompasses four types of intelligence: mechanical, analytical, intuitive, and empathetic (Huang and Rust 2018). Each type has its unique strengths, with mechanical AI excelling in standardized tasks, analytical AI in data-centric operations, and empathetic AI proving invaluable in tasks requiring communication and emotional solutions (Huang et al. 2019). The synergy between human and AI capabilities is essential, with mechanical AI suitable for repetitive tasks, analytical AI for data-driven functions, and a collaborative approach, termed augmentation, when intuition and experience play pivotal roles (Wilson and Daugherty 2018; Huang and Philp 2020; Davenport and Kirby 2015; Vorobeva et al. 2022).
In the context of service tasks, the strategic deployment of AI types becomes crucial. Mechanical AI ensures efficiency in standardized processes, analytical AI leverages data for personalized solutions, while empathetic AI excels in tasks requiring emotional intelligence and experience-based responses (Huang et al. 2019). The harmonious integration of these AI types with human intelligence forms the cornerstone of effective service augmentation, a symbiotic relationship where both human employees and thinking AI collaboratively address and solve a diverse array of tasks (Davenport and Kirby 2015; Vorobeva et al. 2022). This nuanced understanding of AI's diverse capabilities positions it as a powerful tool for enhancing and expanding the service sector in a dynamic and adaptive manner.
Employee Happiness, in recent years, there has been a notable surge in research focused on understanding and enhancing employee happiness in the workplace. Various authors, including Layous (2019), have delved into identifying the contributing factors that underpin workplace happiness. Recognizing the multifaceted nature of this phenomenon, researchers have highlighted its significance for organizations (Chen et al. 2018). The benefits of fostering employee happiness are far-reaching, encompassing improved physical and psychological well-being (Park et al. 2014), enhanced resilience in the face of stressors (Wood and Joseph 2010), superior job performance (Kun and Gadanecz 2022), and heightened job satisfaction (Mérida-López et al. 2019).
Research indicates that individuals with elevated levels of happiness exhibit enhanced workplace performance, a greater inclination towards prosocial and cooperative behavior, improved self-control, superior self-regulation and coping abilities, more satisfying interpersonal relationships, and reduced burnout rates (Chen et al. 2018; Layous 2019). As a result, organizations are increasingly recognizing the pivotal role of employee happiness in cultivating a positive and productive work environment.
It is crucial to distinguish employee happiness from other related constructs such as job satisfaction, work engagement, and affective organizational commitment. While factors like high job control or organization-based self-esteem can contribute to job satisfaction, work engagement, and affective organizational commitment, they may not necessarily elevate the emotional experience of happiness (Fisher 2010). In this research, employee happiness in the workplace is defined as the state wherein employees feel energized, enthusiastic about their work, find meaning and purpose in their tasks, foster positive relationships in the workplace, and exhibit commitment to their responsibilities (Kun and Gadanecz 2022).
In a novel exploration, this research posits that the utilization and interaction with AI algorithms and agents in service-oriented workplaces have the potential to elevate employee happiness, contingent upon specific conducive conditions. This assertion emphasizes the dynamic role that emerging technologies can play in shaping the overall well-being and satisfaction of employees in contemporary work settings.
While workers express enthusiasm about the potential of AI in shaping the future, there's a notable call for support in navigating this transformative era. A striking 55% of workers emphasize the need for learning opportunities to future-proof their careers, with the highest sentiment observed among those aged 35-44, where 60% share this perspective. In contrast, individuals aged 55-67 are less likely, with 47% feeling the same way.
Despite the optimistic outlook, there exists a skills gap that demands attention. While 59% believe they possess the right skills for utilizing the latest technology, 17% feel they do not. The disparity between the skills workers have and what they require is evident, with 22% expressing a desire for learning and development support in AI, but only 13% reporting having received it in the past 12 months. This gap in training is concerning, as 37% of workers state they would consider leaving their jobs if their expectations for skill development are not met. Notably, 47% of Gen Z respondents express a similar inclination.
The impending AI revolution carries the potential for significant labor market disruption. Policymakers, employers, and workers must proactively address the evolving landscape to prevent being left behind. Failing to adapt could result in increased unemployment and talent shortages simultaneously. The longstanding skills gap, already present for years, may worsen without concerted efforts from the global community to act in anticipation of the transformative impact of AI on the workforce.
The results of an Adobe survey shed light on the workplace priorities of Generation Z, revealing a distinctive emphasis on competitive pay and opportunities for professional advancement. In the 'Future of Workplace' study conducted by Adobe, it was found that 46% of respondents identified 'no clear path for promotion' as the top reason for considering a job change, closely followed by 'less than satisfactory pay,' cited by 43%.
Gen Z, defined by the Pew Research Center as individuals born between 1997 and 2012, showcases a strong ambition for career advancement, with 93% expressing a desire to reach the C-suite and increase their impact in their roles. The survey also highlights their enthusiasm for embracing new technologies, with 91% feeling ready for the implementation of innovative tools like generative AI in their daily work.
Interestingly, 81% of Gen Z respondents reported experimenting with AI tools to support their work, irrespective of whether their employers had established policies around such technology. Mentorship emerges as a crucial factor for this generation, as 91% deem a workplace mentor essential for their career development. However, only 76% of respondents reported having a mentor at work.
The study further unveils reasons for potential job dissatisfaction among Gen Z workers, with 39% citing 'work not interesting enough to make an impact,' and 42% expressing concern about 'lack of transparency about the future of the business and company.' Additionally, almost 37% of respondents highlighted the absence of talent development programs as a factor contributing to job dissatisfaction.
Conducted among over a thousand Gen Z early career professionals in medium- to large-sized Indian firms, the study provides valuable insights into the expectations and preferences of this emerging generation in the workforce.
Adobe's comprehensive Future Workforce Study delves into the career motivations and workplace expectations of Generation Z (Gen Z) professionals in India. The study, involving over 1,000 Gen Z early career starters in medium to large-sized Indian companies, provides valuable insights into their perspectives on technology, career development, corporate values, and social responsibility.
Prativa Mohapatra, Vice President and Managing Director at Adobe India, emphasizes the need for organizations to adopt a forward-thinking outlook to attract and retain the best of the Gen Z workforce. With Gen Z being highly tech-savvy and eager to embrace disruptive technologies like generative AI, a balanced approach is crucial.
Key findings from the study include:
The study underscores the evolving dynamics of Gen Z in the workforce, emphasizing the importance of embracing technological advancements, fostering mentorship, and prioritizing values and social responsibility for employee satisfaction and retention.
The collaboration between Generation Z (born roughly between the mid-1990s and early 2010s) and Generation AI (those who grew up surrounded by artificial intelligence and advanced technology) can indeed foster a dynamic and productive work environment. Both generations share a natural affinity for technology, and their combined strengths can create a synergy that benefits the workplace in various ways: Tech-Savvy Collaboration: Gen Z individuals are known for their tech-savvy nature, having grown up with smartphones, social media, and the internet. On the other hand, Generation AI is likely to be even more immersed in advanced technologies like artificial intelligence, machine learning, and automation. Together, they can bring a comprehensive understanding of technology to the workplace, facilitating efficient collaboration and problem-solving. Adaptability: Both generations have experienced rapid technological advancements during their formative years, making them adaptable to change. This shared characteristic can contribute to a workplace that readily embraces new technologies and adapts to evolving business landscapes. Innovation: The combination of Gen Z's creative thinking and Generation AI's familiarity with cutting-edge technologies can drive innovation in the workplace. These individuals may be more open to exploring and implementing new ideas, leading to the development of innovative solutions and approaches. Digital Communication: Gen Z and Generation AI have grown up in an era of digital communication, making them proficient in various online communication tools. This can enhance collaboration, especially in virtual or remote work settings, as they are comfortable with platforms for messaging, video conferencing, and collaborative project management. Learning and Development: Both generations value continuous learning and personal development. Gen Z is known for its desire for career growth, while Generation AI understands the importance of staying updated on the latest technological trends. This shared enthusiasm for learning can create a culture of ongoing skill development within the workplace. Diversity of Perspectives: Combining the perspectives of Gen Z, who bring fresh ideas and a different worldview, with Generation AI, which has a deep understanding of technology, can lead to well-rounded decision-making. Diverse perspectives foster creativity and innovation, contributing to a more dynamic and competitive work environment. However, it's essential to recognize that every individual is unique, and generalizations about entire generations may not apply to everyone. Additionally, effective collaboration requires open communication, mutual respect, and an understanding of each other's strengths and weaknesses. Organizations that leverage the strengths of both Gen Z and Generation AI are likely to create a vibrant and forward-thinking workplace culture.
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