This post was prepared in collaboration with Theresa Welbourne, president and CEO of eePulse.
But in order for businesses to stay at the forefront of innovation and for workers to have enough time to gain the skills necessary to use new technology, organizational leaders and managers must be willing to share what they know about emerging automation tools and their potential impact on the business. That involves open discussions about new tools that come on their radar, an exchange of case studies and other means of information gathering and dispersion.
The Impact of Automation Matters
Our research revealed some polarizing results: We found that both leaders and employees were more willing to discuss the potential impact of automation technologies if they believe that this impact would drive positive change, such as certain tasks being simplified. However, if they feared that the impact would be negative—workers might lose their jobs, for example—they were less likely to have open conversations about it.
Below is an overview of our findings:
Society Predicts the Worst From Work Automation
For both employers and employees to fully benefit from automation, transparent discussions about the potential impact of new automation technologies must occur well before implementation is on the horizon. The caveat, however, is that while our survey revealed that optimism is a critical factor in leaders' willingness to be transparent, they are seldom optimistic about automation.
- 72 percent of people worry about a future where robots and computers can do many human jobs.
- 76 percent of people would not apply for a job where a computer program selected applicants.
- 58 percent of people agreed there should be limits on the jobs businesses can replace with machines, even if machines are better and cheaper than humans.
- 85 percent of people favor limiting machines to performing jobs that are dangerous or unhealthy for humans.
If the average leader or worker sees automation as a threat, our survey suggests she won't be willing to share her knowledge about work automation. Yet, this transparency is fundamental to anticipating work evolution early enough to give workers and organizations time to adapt to automation through reskilling, relocation, collaborative work redesign or other means.
Leading Agile Work Requires Managing Perceptions
A negative outlook on automation is no excuse to avoid productive conversations about its impact. Automation is coming, regardless of whether or not leaders and employees discuss it, so rather than hiding from it, they should prepare for the changes it'll bring. And after all, having successful discussions about work automation comes down to how you frame the conversation.
To have a productive discussion about automation, leaders should consult established frameworks that'll help guide their understanding of work automation. The goal of the frameworks is to identify ways to optimize (rather than avoid) human-automation combinations that are not only more efficient, but also generate higher returns on improved performance. And, with more knowledge, leaders are also more likely to gain the level of psychological safety needed to discuss automation openly.
Photo: Creative Commons
Question: Would you and your employees share knowledge about potential work automation if it had these effects ...
(% who agree or strongly agree)
YOU would share knowledge
YOUR EMPLOYEES would share knowledge
Employees Must Learn New Skills
Makes Work More Productive
Employees Would Get Pay Increases
Makes Work More Reliable
Makes Work Safer
Employees Would be Transferred to Other Work
Positively Affect My Employment and Career
Employees Would be Laid Off
Source: eePulse and Center for Effective Organizations, 2018. All rights reserved
Want to keep learning? Explore our products, customer stories, and the latest industry insights.
Introducing an exclusive partnership with WaitWhat's Masters of Scale for an entirely new learning experience
You asked for popular podcast modalities and we delivered through a partnership with WaitWhat’s Masters of Scale. Check out lessons about building teams, developing products and scaling companies from the world's top leaders, now available in multiple Cornerstone Content Anytime subscriptions.
Thriving in a Fast-Paced, Unpredictable World: Strategies for Business Success
The automotive industry is an accurate barometer for how quickly business leaders need to think, act and adapt. Trends like battery electric vehicles, autonomous driving, and shared ownership are upending more than a century of traditional auto manufacturing in just a few years, forcing legacy brands to rip up decades-old operating models, innovate like never before and be more nimble.
Quiet quitting – tragic and unnecessary
All of a sudden everybody is talking about "quiet quitting". Staff who choose to work no more than is absolutely necessary, doing only the bare minimum required and nothing more. It is in protest against not being promoted or acknowledged or not getting better paid, despite working around the clock, stepping up and taking responsibility.