智能時(shí)代，如何與機(jī)器人合作？

Weinstein says that kind of refocusing strengthens clients’ relationship with the firm and makes employees more valuable. In addition, they have more flexibility. More work can be done remotely because they don’t need to be in the office, reading contracts and comparing numbers. HR teams, managers, company leaders, and the employees themselves must recognize that these changes will shift the fundamental assumptions about and requirements for how work gets done and respond to those shifts, Smith says.

However, the transformation of work is only as good as the tools that facilitate it–and the ability of people to use them. Many of today’s automation tools have significant limitations and require human input and management to be most effective, Hauser says. You can’t teach the system to do more than it’s designed to do, he says. However, by giving it feedback or making tweaks to its programming, a company and its workers could make it better. A very simple example of how humans can give feedback to help refine a system is spam filtering. As you mark certain email messages as spam or not, the platform begins to be more effective at filtering out what you don’t want and keeping what you do. Similarly, if an automation platform has feedback mechanisms, employees should be trained to use them to improve the system.

As new technologies emerge, new security concerns do, too. Employees need to be trained in how to keep such platforms safe from cyber criminals, to the extent that they can control, Poole says. And HR professionals are going to need to integrate these tools into their own work, as well as become part futurist, looking at the skills that will be needed for certain roles in the long-term and recruiting for those skills, Smith says.

People are also going to have to accept new ways of getting things done, especially when they’re more efficient, and be forward-thinking about where technology will disrupt traditional jobs, Hauser says. For example, within the next two decades, autonomous vehicles will fundamentally change how goods and people are transported. Understanding how those shifts will affect your company and your employees’ roles will be essential for maximizing the potential for both through retraining and reconstructing their roles.

These changes also require a shift in culture where employers recognize the value of the employees’ new roles, while helping them make the most of their opportunities. Some workers may not be comfortable with the higher-level tasks or responsibilities of their new jobs. “You have to focus on being analytical and problem solving,” he says. “How do you get people comfortable with the uncomfortable? Change management,” he says.