Artificial Intelligence: threat or opportunity for the future of work?

For centuries, skills transfer has been based on a direct link and exchange between experts and apprentices, a model that should continue to guide the training of new generations of professionals, enriched by technological tools. However, one of the most feared threats of the development of Artificial Intelligence is the cutting of jobs even among the 'white collar': clerks, managers, consultants, etc. There is much fear of job cuts as a result of Artificial Intelligence and less fear of changes in the work and skills required. Even less is said about how future skills will be trained.

We have grown as humanity by learning skills from more experienced people with the aim of looking ahead and evolving in knowledge and knowing. In the age of Artificial Intelligence, many tasks traditionally entrusted to juniors are being automated and the lack of professional contact between seniors and juniors often becomes synonymous with limiting learning.

But despite the concerns, we must not forget that Ia implicitly offers extraordinary opportunities for personalised training and interactive learning.

The crucial point is therefore not to oppose and hinder innovation, but rather to rethink the growth path of future professionals. Several companies are already facing this challenge, using interactive simulations to train their employees, achieving extraordinary results. According to the findings of a Bip survey 'Ia & People analytics', 62% of the HR leaders of the sample of Italian companies surveyed recognise Artificial Intelligence as a strategic lever to redesign learning paths, through simulations, automated feedback and customised training. Artificial Intelligence could be used as a learning tool to create interactive simulations, provide real-time feedback, analyse decisions and explain the underlying logic. Role rotation could be improved, facilitating a broader understanding of operations and processes with a more holistic view. More mentorship and coaching could, on the other hand, help the growth of junior profiles.

The use of platforms with simulated environments could leverage complex case studies, where it is possible to have the support of experienced professionals in solving them on already tested training models. This new training environment, midway between case simulation and virtual senior support, would allow more space for horizontal training, where relational knowledge and holistic understanding of competences, often neglected in vertical training, can be developed. The more the development and implementation of artificial intelligence proceeds, the more business models will change. It will be difficult to imagine in the future continuing to charge for the hours spent on a particular job. According to evidence from the 'Navigating Ai complexity' study conducted by Bip in cooperation with Aused, 44% of organisations are already migrating towards business models oriented towards value created rather than hours spent. Artificial Intelligence allows for a reduction in operational time, leaving room for a greater focus on the analytical and strategic capabilities of people. It is conceivable that the future business model will be based more on the value created, the result produced rather than the hours and software used to produce a result. As Matt Beane effectively addresses in his book 'The Skill Code', new technologies will have to be used in learning processes without compromising human interaction. Structured pathways need to be created in which Ia complements, rather than replaces, the traditional learning process. It will be the business models that will incorporate and integrate these changes. Only through an integrated approach will it be possible to turn innovation into an opportunity for all. Bip's 'From ego-system to fair-system' report highlights how organisations that foster shared learning environments, mentorship and skills contamination increase engagement by 21%. It is imperative that business leaders drive this transformation, ensuring that technological innovation serves people. Only then can we transform Ia from threat to opportunity.