Artificial intelligence (AI) has become an unavoidable tool in many workplaces, and I-O psychology related fields are not immune to this trend. A report by McKinsey estimates that up to 30% of the hours worked globally could be automated by 2030. While discourse on AI in the workplace previously focused on job replacement, it is quickly shifting to how employees can automate parts of their work and use the bandwidth to reveal new potential.
“When employees are given autonomy to choose how to use AI in their jobs, there are many possibilities to not only enhance efficiency in their work, but also to boost engagement and interest in their daily tasks,” explains SIOP Member Alexis Hanna. “For example, employees can use AI to automate tasks they are less interested in, which would then allow more work hours to allot towards more interesting tasks, social collaboration, and learning.”
It is important to first identify the specific AI tools that are most common for workplace augmentations: generative AI and machine learning (ML). Generative AI is typically applied to creative tasks, such as content creation and design. On the other hand, machine learning is used in more data focused tasks, such as analytics processing or customer relationship management (CRM) platforms. Both offer unique capabilities that, when strategically applied to a task, can drive productivity and enhance creativity.
Despite the growing use of AI tools, only 55% of employees and 62% of leaders felt that it was being properly applied within their organization. So, what can be done to ensure that AI is being utilized in a way that is appropriate, efficient, and productive? The key is in repositioning work, so it leverages the strengths of human workers and AI. Specifically, save the work that requires emotional intelligence for people, and the repetitive, data-driven tasks for AI.
“While AI can be effective for tasks like data processing, email composition, and a myriad other functions that help create capacity or extend capabilities at work, organizations should consider how to mitigate the potential ‘silent’ impacts on workers,” says SIOP Associate Sarah Szpaichler. “For example, AI may lead to fewer on-the-job learning opportunities, decrease human collaboration, or create a loss of autonomy that could expand the experience gap organizations are already seeing in the workforce. At the end of the day, people are at the heart of AI’s potential. Promoting the use of enduring human capabilities like curiosity, divergent thinking, agility, and connected teaming while simultaneously using AI, can create hyperpersonalized work experiences, address motivation at the individual level, or create efficiencies that support work-life balance. This can open the door for a new value proposition for workers and organizational performance.”
The future of work will require a balanced partnership between human intelligence and AI, where each complements the other to drive innovation, productivity, and growth. By strategically integrating AI into tasks that align with its strengths, organizations can empower employees to focus on more innovative and impactful work. Embracing this shift with clear strategies and open-minded leadership will be key to harnessing AI’s full potential in transforming the modern workplace.
For continued reading, consider AI and HR: Join the Conversation and How to Survive the AI Revolution in HR: Culture Change and Immediate Action.
Topic
Artificial Intelligence (AI), Machine Learning
