ARTIFICIAL INTELLIGENCE IN THE WORKPLACE - CREATING EFFECTIVE MACHINE-WORKFORCE COLLABORATION
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ARTIFICIAL INTELLIGENCE IN THE WORKPLACE CREATING EFFECTIVE MACHINE-WORKFORCE COLLABORATION
The Adecco Group Foundation
The Adecco Group Foundation (AGF), created in 2017, focuses on
supporting underserved populations to access to the labour
market and be holistically healthy and able to work. We deliver
this through three types of activities: thought leadership and
insights, a social innovation lab and global programmes. These
activities allow us to drive rigorous research and host stakeholder
interactions, to create practical solutions to challenges related to
employment, and to disseminate and scale these models with
target audiences around the world. Flagship programmes include
CEO for One Month, Experience Work Day and Win4Youth.
Further information can be found at
www.adeccogroupfoundation.org.
Boston Consulting Group
Boston Consulting Group partners with leaders in business and
society to tackle their most important challenges and capture
their greatest opportunities. BCG was the pioneer in business
strategy when it was founded in 1963. Today, we help clients with
total transformation – inspiring complex change, enabling
organizations to grow, building competitive advantage, and
driving bottom-line impact. To succeed, organizations must blend
digital and human capabilities. Our diverse, global teams bring
deep industry and functional expertise and a range of
perspectives to spark change. BCG delivers solutions through
leading-edge management consulting along with technology and
design, corporate and digital ventures – and business purpose. We
work in a uniquely collaborative model across the firm and
throughout all levels of the client organization, generating results
that allow our clients to thrive. Learn more at www.bcg.com.
ARTIFICIAL
INTELLIGENCE IN
THE WORKPLACE
CREATING EFFECTIVE MACHINE-WORKFORCE
COLLABORATION
CONTENTS
06
Introduction to this report
08
The Changing Roles of Humans and Ma-
chines in the Workplace
12
6 ways to encourage human-machine
18
Introducing the Bionic Organization
collaboration Chart
22
Summary of best practices and recom-
24
Closing remarks
mendations
25
About the Study
26
Appendix
28
Acknowledgements
Copyright picture p. 4: robotic arms with empty conveyor belt (copyright) phonlamaiphoto #120657036/stock.adobe.com
| 5
INTRODUCTION TO
THIS REPORT
What do the advertisements we watch, In this study, we aimed to understand The study disconfirms the prevalent jobs being replaced. However, we have
the games we play, the virtual assistants what it will take to ensure effective opinion that technology will replace also found that a significant portion
we talk to, and the marketing e-mails we machine-workforce interaction with a human jobs, and reinforces the value of of respondents feel overwhelmed by
receive have in common? All these specific focus on white collar workers. advanced software – also recognized by advanced software, and may need help
activities, often taken for granted, The decision to focus on white collar the workers. The report finds a positive to adjust to it. Reaping the full value of
are increasingly being powered by workers was motivated by the scarce attitude towards the future use of AI, thus, requires organizations to upskill,
intelligent algorithms which process research on the segment. Despite the machines, with only a very low share of enable and motivate workers for more
huge amounts of data to imitate significant impact they have experienced workers being concerned about their efficient use of intelligent machines.
cognitive human capabilities. – and continue experiencing – on
their working lives, skills and roles, the
Advances in Artificial Intelligence (AI) majority of studies focus on the blue
and other technologies, such as robotic collar population. To deeply understand
process automation, are transforming
the workplace and driving radical shifts
the challenges white collar workers
and their employers are facing, a
How do we
in the way organizations operate and the
roles workers play. The most successful
survey with more than 1,000 workers
and HR practitioners was conducted.
define
organizations are moving towards a
bionic model, combining capabilities of
This perspective was complemented
by in-depth interviews with business
artificial
humans and machines to drive superior
results and customer solutions. Yet, while
leaders. Spanning across nine countries,
the research focused primarily on the
intelligence?
the potential of these technologies to financial services/insurance industry and
boost human potential and unlock on the consumer/retail segment; both
significant business value is increasingly subject to the major digital disruption
recognized, many struggle to adapt to and significant employers of white-collar For the purpose of this study, we have
and adopt these. workers. Within these industries, we used a broad concept of AI, defining
surveyed people in roles that are likely to it as advanced forms of software that
In 2019, when The Adecco Group be impacted by technological changes have the ability to imitate cognitive
Foundation and BCG set out to explore such as Finance Advisors, Traders or human capabilities in various fields
how machines and employees can better Sales representatives (see Appendix). of activity. These technologies can
collaborate, we did not yet imagine how This approach provides not only a global update themselves in real time, adapt to
COVID-19 will turn the world upside picture on key qualitative trends, but changing environments, autonomously
down, speeding up our dependence on also offers sufficient data to generate improve information processing, and
technology and digital tools at an quantitative insights. While our research interact with workers in a collaborative
unprecedented rate. As they continue to was conducted before the COVID-19 way. Applications include optimizing
work remotely, hundreds of millions of crisis, we feel that the insights gathered prices in real time, using augmented
people are now in closer contact with the are still relevant. As workers' exposure to reality to create visualizations of
tech solutions they need for their jobs digital tools and technological solutions products or automating customer
than with their human team members. If has recently skyrocketed, and human- service to answer queries.
employers are smart, they’ll use the machine touchpoints have significantly
opportunity to optimize these person-to- increased, this topic is more important
technology interactions to create a than ever.
modern bionic organization that’s poised
for the future.
6 | | 7
Rather than fearing substitution, most majority of workers (83%) stated that
workers displayed a fairly positive advanced software will help perform
sentiment towards new technologies; their tasks more efficiently in three
especially positive in light of the majority years from now (Exhibit 2), and nearly
of workers exposed to some kind of all respondents saw a clear added
advanced software (83% worked with value of advanced software to their
at least one). Looking forward, a large jobs (96%).
Exhibit 2
In 3 years, will your tasks be performed
THE CHANGING ROLES OF How many types of advanced
software are integral to your job?
more effectively through the application
of an advanced software?
HUMANS AND MACHINES IN 5%
9% 8%
13%
17%
THE WORKPLACE 20%
45% 83%
AI will augment, not displace 0 1 No
2-3 4-8 Yes
With machines increasingly capable by technology in the medium-term.
of replicating tasks that otherwise However, our survey results suggest that 9-16 I don’t know
required human cognition, jobs of full substitution situations are unlikely
many white-collar professions are to occur frequently in the near future;
expected to be disrupted. With AI- rather, AI will augment the contributions
enabled software being able to detect of humans. This is evidenced by the fact
emotions, recognize speech, analyze that less than 5% of respondents felt that
text, and respond accurately to visual their tasks are completely substitutable
data, it has been put forward that many by advanced software in the next six
white-collar workers will be displaced years (Exhibit 1). For those with basic to advanced knowledge on AI, do you feel
you achieve the value expected from advanced software? (Multiple selection)
Exhibit 1: Percentage of respondents indicating a 60%
substitution situation2 50%
40% 49%
50%
30% 40%
3.4% 20%
33% 32%
40%
10%
4%
30% 0%
Advanced Advanced Advanced Advanced Advanced
software helps software helps software software helps software does
20%
me work me conduct helps me to me make not add any
faster and better predictions reduce errors more targeted value to my tasks
10% more efficient suggestions
3.8% 4.0%
0.0%
in 3 years in 6 years
1 N (all workers) = 1,088 3 N (all workers) = 1,088
2 Substitution situations: These refer to instances wherein current human roles become irrelevant because they are com-
pletely taken over by advanced software.
8 | | 9Workers are willing to leverage the potential of AI – even if not
fully ready Exhibit 4: Are you overwhelmed by the advanced technology
software you work with?4
But how well prepared are workers to Our survey shows that only 13% of
100% I feel it is difficult to keep track
adapt to the new collaboration models? respondents greatly enjoy working with 90% or am unable to cope with the
According to our research, they are not advanced technologies, and 34% are 80%
31% 24% advanced software in my work-
place
(yet) fully ready. Employee resistance comfortable with advanced software in 70%
26%
and organizational inertia to adopt their workplaces. 26% feel challenged 60% I am indifferent
50% 29%
advanced software are still there, and or unable to cope – a high number
40%
workers seem to lack confidence in their considering that all our respondents I feel confortable or greatly enjoy
30% working with advanced software
ability to perform well in the workplace work in roles which will be significantly 20%
51%
40%
of the future. transformed by technology (Exhibit 3). 10%
0%
Non-STEM STEM
4
N (Non-STEM) = 398; N (STEM) = 690
Exhibit 3: Are you overwhelmed by the advanced technology
software you work with?3 Despite feeling seemingly unprepared, not want to work more closely with
the survey revealed a willingness of advanced software”. Here again, the
employees to engage with and leverage number was higher for respondents over
40% technology going forward; a positive 55 (14%).
signal for future developments. In fact,
when asked about their feelings towards More interestingly, 81% of workers from
30% 34%
the use of advanced software in their developing countries indicated being
27%
jobs, many workers indicated they open or keen to work more closely with
were either open or keen to work more advanced software (only 14% being
20%
20% closely with machines (~55%) and 35% neutral, 5% skeptical). For respondents
were neutral towards it. For respondents from developed countries, the share of
10% 13% between 18 and 54, less than 10% individuals showing a positive attitude to
displayed a negative attitude, indicating technology was only 49%.
6% they were “skeptical or absolutely did
0%
I am unable to It is difficult for me to I am indifferent I feel comfortable I greatly enjoy being
cope with the keep track of all the with working with all surrounded and
advanced software advanced software the existing types working with
at my workplace at my workplace of advanced software advanced software Exhibit 5: How do you feel about using advanced software in
your job?5 6
100% 5%
11%
3
N (all workers) = 1,088 90% 14% I am skeptical or absolutely do
80% not want to work more closely
with advanced software
70% 40%
60% Neutral
50%
Unsurprisingly, the survey shed light a significant impact of educational 81%
40% I am open or keen to work more
on generational and educational backgrounds on the acceptance of 30% closely with advanced software
differences in being prepared to work intelligent machines. While 51% of 20%
49%
N (all workers)= 1,088
with new technology. For instance, the respondents educated in STEM fields
5
10% 6
Workers from Developing countries:
older respondents indicated they face (science, technology, engineering, and 0% China & India (N=369) ; Developed
Developed Developing countries: US, UK, France, Germany,
difficulty in distinguishing the types of math) stated they greatly enjoyed being Italy, Switzerland, Japan (N=719)
advanced software in their workplaces surrounded by intelligent machines and
when compared to younger people. In felt comfortable with working with all
fact, only 8% of respondents over age 55 types of advanced software, a smaller
indicated they would be able to name proportion (40%) of non-STEM-educated While the above paints a mixed picture, develop a comprehensive strategy for
all types of advanced software they respondents agreed (Exhibit 4). it reveals the need for equipping encouraging collaboration between
work with. For those aged between 18 In contrast, we did not find major workers with the necessary skills and workers and machines, learning from
and 34 years, the percentage doubled differences based on gender. confidence to work with advanced best practices in the market, such as the
to 15%. Additionally, the survey revealed software, leveraging on their willingness ideas presented in the next chapter.
to engage with it. Organizations should
10 | | 11Empower managers as digital champions
Our interviews suggest that managers specifically, leaders need to be trained
have an important role in the successful to navigate the new environment, but
integration of AI into the workplace. They also to ensure they are able to support
need to be seen as champions, and be the development of workers and guide
empowered to build the digital journey the reskilling efforts. They should also
of their divisions. This requires the be enabled to communicate difficult
development of a targeted leadership messages: success cases had leaders in
development strategy addressing the common who made the need for
organizational challenges of the change clear and benefits and
advanced software adoption. More tradeoffs transparent.
As part of its digital transformation efforts, L’Oréal created a leadership
RECOMMENDATIONS TO development program specifically addressing the knowledge, ways of working,
and mind-set needed for leading people into the digital age. To date, over
1,000 executives have gone through the process of building digital journeys for
IMPROVE HUMAN-MACHINE their particular business divisions and have modelled the critical team
behaviors needed for success. These included a willingness to experiment,
openness to collaborate and build external partnerships, and team structures
COLLABORATION that are more autonomous.
Overcome resistance to tech change
Resistant workers – e.g. due to lack to build a company culture that
Overall, the survey results shed light advanced software, most are lacking of faith in advanced software, weak encourages positive attitudes towards
on the discrepancy between the value a clear direction, as highlighted by an understanding of technologies, or fear advanced software have been developed.
workers see in advanced software and interviewee from a leading global bank: of job loss – represent a key challenge Creative incentives and rewards for the
their abilities to deal with it. In order to “for the moment, we are just trying to for successful adoption of AI. While the use of advanced software have been
understand what leading companies are figure out how to use AI in different survey revealed the early willingness of widely used, complemented by strong
doing to overcome this, we interviewed ways, and are unclear on the full picture many workers to engage with advanced positive messaging and role modeling
CHROs, technology managers, and of workforce implications”. Still, our software, best practices have shown the by CEOs. The examples below depict
business leaders from 15 companies. interviews uncovered several good need to push efforts further. To address different methods to get workers on the
The interviews revealed that while practice measures, summarized in 6 key the challenge, innovative measures boat.
organizations are taking various steps intervention areas.
towards improving the way they harness
Wipro has developed a concept called Botcoins to reward developers and sales
teams for using technology and coming up with new ideas for integrating
Exhibit 6: Six best practices to encourage human-machine col- digital tools into everyday work. These Botcoins can be converted into cash
laboration in your company rewards, supporting Wipro’s overall automation strategy.
Vanderbloemen introduced an advanced AI-based marketing software product
1 Empower managers as digital champions called Hubspot to increase the company’s sales. To drive quick adoption within
the firm, the CEO launched a contest, in which the employee who generated
the highest internet traffic over one month won two first class airline tickets. “It
2 Overcome resistance to tech change
was a way to make it fun for people and also a way for us to unearth the folks
3 Cultivate people's ability to learn
we didn’t know were experts,” the CEO said. “Now I have those people teaching
others how to do it.” 7
4 Close the divide between experts and workers
Alibaba has developed a company culture that places its people at the center.
By repeatedly communicating with employees and leadership that machines
will not replace humans but should be seen as team members, the CEO
5 Step up investment in learning culture
constantly seeks to create a positive momentum. His communication focuses
6 Build a holistic strategy from a Bionic Org. Chart
around the importance of human creativity, as a key differentiator in the era of
intelligent machines, in order to grow the willingness of employees to work with
Managers Workers Digital Experts machines and overcome the potential resistance.
Copyright picture p. 12: Alexander Limbach/stock.adobe.com
7
Harvard Business Review, Convincing Skeptical Employees to adopt New Technology, 2015
12 | | 13Cultivate people’s ability to learn
As the resistance is often driven by the hard skills is another major roadblock.
lacking ability to understand the Successful reskilling efforts require
technology, it is also crucial to build innovation both in how needed skills
workers’ capabilities. This includes are defined as well as in how learning
building capabilities to learn as well as interventions are delivered. This is
developing hard tech skills. even more true in the post-COVID
world, where learning needs to happen
First, to cope with the ever-changing mostly virtually. Best practices include
technological requirements, workers defining individual reskilling plans
need to widen their mental boundaries, for each persona and leveraging AI-
i.e. improve their learning agility. In order driven predictive analytics to create
to do so, organizations have, for example, customized, on-demand, and adaptive
developed mindfulness trainings; training content. These allow for
allowing employees to free up mental organizations to improve the targeting
capacity and broaden their perspectives. of training interventions and maximize
benefit for the organization and the
While an open mind is key to adapt employees.
to new technologies, lack of needed
Jaguar Land Rover conducts mindfulness trainings to enable continuous learning.
The firm believes that mindfulness – the state of being present in the moment –
helps employees navigate the heavy inflow of information in the digital age and
let go of their judgements. A recent BCG study8 has confirmed this assumption,
having found that mindfulness helps develop the clarity and open-mindedness
required to successfully adapt to today’s digital challenges and unpredictable
environments. Ultimately, mindfulness helps employees build mental agility,
increasing the comfort and willingness to work with the new technologies.
L’Oréal has enrolled more than 15,500 of its digital marketing employees in an
upskilling program, which includes competencies such as digital analytics, digital
media allocation, and search engine optimization. The company has appointed
a digital transformation learning director to establish a baseline of digital
knowledge that is relevant for each employee and has partnered with General
Assembly, the training provider, to create tailored content. A range of methods,
such as employee incentives, executive communication, and gamification, have
helped the company to achieve a 90% global completion rate and enabled its
marketing, communications, and go-to-market strategy to be digitally powered.
IBM uses AI-generated advice to build employee-specific training programs
based on employees’ previous and current roles, anticipated future roles,
interests, and trainings they have completed in the past. Beyond technical skill
development, the company has also created exclusive training programs – with
animated simulations of different personas, which showcase useful behaviors,
such as providing constructive criticism – for employees who will be working in
agile or cross-functional team setups
Close the divide between experts and workers
Beyond the lack of skills, one of the handful of experts can be dangerous,
major challenges in the establishment as digital transformations can lose a lot
of an effective human-machine of momentum when colleagues with
collaboration is the deep divide between unique tech expertise leave. Experts
digital experts and workers who are not being available to help the average
everyday users. Relying only on a workers through everyday challenges
8
BCG, Unleashing the Power of Mindfulness in Corporations, 2018
Copyright picture p. 15: Techno girl pressing virtual buttons (copyright) Elnur #117167188/stock.adobe.com
14 | | 15of using tools and resolving teething Companies are also setting up expert the resources for learning and a flexible framework to use them.
troubles can also rapidly lead to workers units comprised of data scientists and
feeling unable to collaborate effectively digital tool developers that employees Summary: choose the right intervention by developing an
with the machines. can directly and quickly interact with overarching man-machine collaboration strategy
when encountering tech challenges or
In order to avoid this, employers should developing new solutions. These units In the AI-led revolution, companies 2. The machine view: the type of
consider democratizing technology, can also help to implement initiatives able to treat intelligent machines as software used, the frequency of
training a larger group of workers to be ranging from formulation to execution. high-potential colleagues will be the human-machine interaction, and the
advanced users instead of focusing only winners. However, as our interviews business criticality and cost of the
on the bare minimum of skills. highlighted, employers often lack a technology
conscious, comprehensive strategy to
enable employers to work with new Understanding these dimensions helps
technologies in an efficient partnership. provide a roadmap with regards to how
In defining an AI strategy and deciding and in which parts of the organization
Aegon NL believes in the idea of democratizing technology and in the on the collaboration types needed and to implement the best practices above.
importance of ensuring its employees are comfortable using it. Thus, employees, how to support upskilling, two major
irrespective of seniority, have been provided Robotic Process Automation (RPA) perspectives must be jointly considered. The Bionic Organization Chart,
software licenses and provides free training on it. The company has also trained introduced in the next chapter, is one
70 volunteers on collaboration with its 70 automation bots. The company plans to 1. The human view: the worker who possible tool to gain transparency on the
have 150 RPA bots in use by the end of the year and to ensure that they are user- uses the technology, including adoption of intelligent machines and
ready for employees across all levels. This is a major shift from previous strategy their skills, motivation, qualification, their role and place in the organization.
which relied on a few experts to deal with these technologies. organizational position
IBM has introduced IBM Garage, a network of physical innovation hubs that
are designed to enable agile working capabilities and enhanced technology
collaborations. Inside the Garage, IBM experts sit near their client employees and
work with them to rapidly develop, test, and improve new ideas.
Step-up investment in learning culture
Beyond providing the right training skills in novel ways. In light of the current
opportunities and incentives, need for upskilling millions of workers at
organizations need to re-think where an unprecedented speed, such a flexible
ownership lies for training interventions. yet consistent approach can prove
In a fast-changing world, empowering extremely beneficial in helping to build
both employees and managers to take a continuously learning and self-tuning
responsibility for learning needs is organization.
essential for future success; an outcome
achieved through two interventions. Second, innovative financing methods
fostering ownership in employees can
First, learning contracts, which align also be helpful to master the reskilling
the learning journey of an organization challenge. This approach advocates
with the learning intent of individuals, the benefits of shifting training related
are recommended. Learning contracts decisions to the hands of the employees
emerge from a discussion between – engaging them in the selection and
employees and employers and enable completion of their trainings. In France,
companies to grow empowerment in for example, a learning account has
leaders. Ultimately, managers become been developed, where each worker
coaches helping employees define their is entitled to a right of twenty hours of
path and apply learnings into real work. training to be spent as he or she sees fit;
However, the learnings contracts to be a sort of “government-created statutory
successful, enterprises must commit to right to training” financed by the
measuring and rewarding business and Mutualized Contribution CPF. Employers
learning outcomes – “proxy” credentials, could consider implementing a similar
for example, often used to recognize new approach that provides employees both
16 | | 17contact centres, for example, use various on their level of tech savviness (e.g.,
intelligent tools to support most roles, as self-assessment survey/employee focus
depicted in the illustration. groups), and on the opinion of their
managers and senior leadership of
Once identified, the traditional org the unit (e.g., survey/workshops). The
chart of this unit, showing reporting output is shown on the illustration
lines, different job roles, and the size of below, representing the tech savviness
teams should be drawn up and serve levels of the different teams and roles in
as a starting point. Next, organizations the contact centre. Insights from such
should define their ideal level of digital an exercise make it possible to plan
preparedness, and assess each worker’s interventions that can bring about mind-
comfort with using the required set shifts within the workforce based on
technology. Ideally, the assessment is current levels of preparedness (Exhibit 7).
based both on workers’ own opinion
Exhibit 7: Mapping the human aspect of the Bionic Org Chart
INTRODUCING THE BIONIC COO
ORGANIZATION CHART
HEAD OF CUSTOMER SERVICE HEAD OF IT
25 15 60 30 30 12 50
While companies often recognize areas of human-machine collaboration
WORKFORCE SITE MANAGER TRAINING TEAM QUALITY AND ANALYTICS TEAM CUSTOMER IT SUPPORT TEAM
a gap in the adopting of intelligent within an organization. This can be used MANAGEMENT PERFORMANCE LIFECYCLE
TEAM TEAM MANAGEMENT
machines, most also face the challenge to keep track of and assess the human- TEAM
of understanding how to direct their machine collaboration points, and plan 70
investments effectively to create most interventions to enable humans to work SUPERVISOR
impact and ensure workers are on- effectively with machines. 600 150
board with the technology. This is
mainly fuelled by the lack of visibility In the following chapter, we illustrate CUSTOMER SERVICE
ADVISOR (GENERALIST)
CUSTOMER SERVICE
ADVISOR (SPECIALIST)
of the technologies used within the the step-by-step process of introducing Source: Extract of BCG Bionic Org. Chart, the human view
organization, the missing overview a Bionic Org Chart using a generic
of the availability of skills needed to example of a contact centre organization.
leverage these and the insufficient In a nutshell, first, the human view – an Creating the machine view
communication around the importance overview of key organizational units
of technology solutions. collaborating with technology, and their After the human view, companies should Once these solutions are identified, their
level of savviness – needs to be created. create a comprehensive list of major importance to running the business
Addressing the challenge and gaining Second, the machine view should be software solutions that are in use by must be assessed, i.e. what value would
transparency requires companies to added: a list of the advanced software the various teams of the focus unit in be lost if a disruption or downtime
move away from considering employee that supports the various units, their cost order to define the technology view. In concerning the specific software would
skills and needs separately from and business importance. Third, the full our contact centre example, this might arise? Rating can be assigned based
technology. To help companies identify picture including the level and frequency include a CRM system, a speech analytics on input from both IT and business
worker-technology interdependencies of collaboration between humans and solution, a chat interface, etc. To get a stakeholders, and marked, as seen on
and combine human workers and machines should be drawn; serving as full view, we recommend to start from the example, from low to high. Further,
technologies in one view, BCG has a decision support tool for defining the an existing IT solutions landscape and the running cost of the machines should
developed the Bionic Organization Chart, right strategy to create the workplace of complement it by asking the employees be explored, in order to help steer future
a visual tool to capture business-critical the future. themselves what software and digital investment decisions. From these two
tools they use. In companies with a perspectives, an initial prioritization of
Creating a human view decentralized governance, or with a machines in question – moving from
strong entrepreneurial spirit, various high cost, high value-add solutions to
To introduce a Bionic Org Chart, where human colleagues and machines teams may be using custom made, low cost, low value-add technology – can
organizations must first identify key areas collaborate closely. Banks’ customer self-developed solutions that are not be derived.
transparent to a central IT team.
18 | | 19Exhibit 8: Mapping the machine view of the Bionic Org Chart Exhibit 9: Full view of the Bionic Org Chart
COO
Core Banking System Cards Management CRM Case Management Tool Online Account Portal
System
+
HEAD OF CUSTOMER HEAD OF IT
SERVICE
Chat Interface Contact Routing
(IVR, ACD etc.)
Customer
Communications Portal
Analytics Package Forecasting Tool
25 15 60 30 30 12 50
WORKFORCE SITE MANAGER TRAINING TEAM QUALITY AND ANALYTICS CUSTOMER LIFECYCLE IT SUPPORT
MANAGEMENT TEAM PERFORMANCE TEAM TEAM MANAGEMENT TEAM TEAM
+ + + + + + +
+ + + + + + +
Workforce Knowledgebase Next Best Action Call Recording/ Performance
Scheduling Dashboard
+
Speech Analytics
+ + + + +
+ + +
Business Critical importance High Medium Low
70
Machine Running cost High Medium Low
+ + +
SUPERVISOR
Source: Extract of BCG Bionic Org Chart + +
+
600 150 +
+
+
CUSTOMER SERVICE CUSTOMER SERVICE
Identifying areas for intervention +
ADVISOR (GENERALIST) ADVISOR (SPECIALIST)
+ + +
Finally, the human and machine view organizations can focus their attention +
should be combined to create the on the changes needed to improve + + +
full Bionic Organization Chart. After the quality and efficiency of these +
integrating both angles, the chart human-machine partnerships. Moving + + +
becomes a useful tool to identify areas from a team-specific view, a full +
for intervention, derive the workplace organizational view can be created,
+ + +
+
strategy, and prioritize investments, which would then provide a basis for + +
for example.The highest priority would company-wide changes that need to
+
+
be to upskill teams with low savviness, be made to people processes such + + +
but frequent interactions with a costly, as workforce planning, recruitment +
business critical tool. Reciprocally, and selection, skill development or + + +
interventions that involve groups of workplace infrastructure. Leaders should Users with low savviness
people who only have rare interactions also keep in mind that the Bionic Org.
collaborate with critical,
expensive tools – likely need + + Some IT support colleagues
could be moved closer to
training the frontline to increase
with less important machines, or Chart delivers most value when kept
+ + capabilities
interventions that focus on groups with updated, helping capture shifts in tech
already reasonable skill level, should savviness, collaboration intensity, type + +
be de-prioritized. The illustration below of tech solutions, and can be then used Too complex collaborations
shows the exemplary full view for the as a measure of the effectiveness of the for generalists with low tech
skills – should be simplified
+
contact centre example, and highlights various people-related interventions.
Legend:
the most pressing needs for intervention Overall, a Bionic Org Chart enables a
by evaluating the value to business, common understanding as well as a Business critical importance High Medium Low
degree of collaboration and overall higher level of transparency on how Machine running cost High Medium Low
preparedness level (Exhibit 9). advanced software is being leveraged, Frequency + High + Medium + Low
and where investments are needed to
After having identified the most ensure that existing tools truly augment
Source: Extract of BCG Bionic Org Chart
important areas for collaboration, human capabilities.
20 | | 21SUMMARY OF BEST
PRACTICES AND
RECOMMENDATIONS
Based on the insights from our survey, the success stories of different organizations
and the opportunity presented by the Bionic Organization Chart, this paper drew
a roadmap for organizations to be successful in navigating the new, challenging
environment. The six-step plan is summarized in the visual below.
Empower managers as digital champions
Create a targeted leadership development strategy to build digital leadership skills
Equip leaders with needed communication skills to motivate employees to work with technology
Overcome resistance to tech change
Introduce innovative incentives and reward programs to encourage technology adoption
Create a culture where workers feel empowered and willing to work with advanced software
Cultivate people's capability to learn
Invest in large scale upskilling programs addressing both hard skills and mental agility (e.g. through mindfulness)
Leverage new methods (e.g. predictive analytics) to create adaptive training content
Build a holistic strategy
with a Bionic Org Chart
Close the divide between experts and workers
Establish joint expert-worker teams and encourage close collaboration Create a combined human-machine
view of the organization, ensuring
Democratize technology by increasing skill level of the whole organization rather than selectively training experts
transparency of most pressing
challenges and critical intervention areas
Step up investment in learning culture
Encourage managers to act as learning coaches through a learning contract
Introduce innovative financing methods (e.g. learning accounts) to empower employees to take ownership
22 |CLOSING REMARKS ABOUT THE STUDY
Being concerned about the impact of alongside machines – a challenge The insights in this publication were completion of their tasks, and their views
technology on workers is by no means a underlined by the surge of virtual derived from and supplemented by two on the value provided by advanced
new phenomenon. For the past century, working arrange-ments during the key sources: (1) a worker survey and, (2) software. The survey also reveals workers’
economists have often prophesized the recent COVID-19 crisis.. in-depth interviews with executives. and HR practitioners’ opinions on the
“end of work” due to massive possible interventions organizations
technological unemployment. However, In our report, we laid out several (1) Between December 2018 and January should make in order to adapt to and
these predictions have not yet come initiatives employers can undertake to 2019, The Adecco Group Foundation and capitalize on future changes in human-
true, as technological progress so far improve human-machine collaboration, BCG conducted an extensive online machine collaboration in the workplace.
always had a double effect: displacing both by addressing leaders, workers, and worker survey. Approximately 1,100
some jobs, but also creating and tech experts through targeted workers and 100 human-resource The survey segmented demographic
augmenting others. interventions, and by implementing the practitioners answered the survey information, making it possible to
right enablers, such as the Bionic Org released by Survey Sampling analyze respondents’ attitudes along
Based on the insights from our study, Chart. However, a comprehensive International, a specialized research a number of parameters, including
workers and leaders in fields heavily solution will also require governments to agency. The sample covered white-collar nationality, age, gender, education level,
affected by automation and AI tend to act, for example by incentivizing workers, focusing on 11 preselected industry, specific job role, employment
think that this trend will continue. Jobs investments in reskilling through tax distinct job profiles from financial type, size of organization, maturity level
being displaced by advanced software is policy, or by redesigning the education institutions, insurance firms, and of organization, and years of experience.
not among their top concerns, but system for the digital age. And at the consumer goods and retail companies.
collaborating effectively with new same time, affected individuals will need The survey analyses the specific job- (2) The Adecco Group Foundation and
technological solutions is certainly a key to take ownership of their employability related tasks for each of these 11 job BCG also conducted a series of interviews
issue. Our survey and interviews have as well, by constantly improving their profiles. with executives from both industry and
highlighted that both corporate and technolog-ical skills, and by being ready academia. Interviewees were selected so
social competitiveness will depend on to accept machines as team members. The survey provided insights into as to understand what different
how well workers can adapt to working workers’ perspectives on a variety of organizations are doing to integrate
topics, including their feelings towards technology into their operations and to
new technologies, their levels of comfort gain insights into the operational
in working with advanced software, their challenges of doing so. While not the
knowledge of AI, differences in the time primary focus of the survey, the
they spend on job-specific tasks in the interviews also provided insights into the
past and present, perceptions of the perspectives of upper management level
relevance of advanced software for the executives.
Source: 2020 BCG/Adecco Group Foundation web survey
and analysis.
Note: Percentage may not total 100 because of rounding
24 | | 25APPENDIX
Demographics: A Survey of 1'192 Workforce Respondents
in 9 Countries
1'192 Age Geographic
respondents distribution location
66% France UK Switzerland Japan
15% 15% 4% 19%
58% 42%
Developed countries
Italy Germany USA
13% 13% 20%
34%
Male Female
India China
20 30 40 50 60 Developing countries 51% 49%
Occupation Company
size Human Resources 9% 8% Bank Teller
9%
HR practitioners
Sales Representatives 11% 15% Finance Advisor
28% 2'001+
81%
white collar Workers Stock Controller 8%
18% 500-2'000 7% Loan Counselor
Industry 17% 200-499
Market Research/
Roles 4% Fraud Investigator
Marketing Analyst 6%
7% Traders
44%
Goods/
56%
Finance/ 21% 51–199
Buyer 13% 6% Insurance Claims Processor
Retail Insurance
16% 1–50 Sales Agent 6%
26 | | 27ACKNOWLEDGEMENTS
This report is the second in a series on the Future of Work, produced in a
collaboration of The Adecco Group Foundation and Boston Consulting
Group.
Contributors
BOSTON CONSULTING GROUP
Nadjia Yousif, Managing Director and Partner, BCG London
Andreas Liedtke, Managing Director and Senior Partner, BCG
Switzerland
Orsolya Kovacs-Ondrejkovic, Associate Director, BCG Switzerland
Theodore Roos, Principal, BCG London
THE ADECCO GROUP FOUNDATION
Cynthia Hansen, Head of the Adecco Group Foundation and Social
Innovation
Liana Melchenko, Head of Thought Leadership, The Adecco Group
Foundation
Teppo Paavola, Chief Digital Officer, The Adecco Group
Jake Schwartz, CEO, General Assembly
We thank Zoe Hökfelt, Pragya Maini, Laura Niculae, and Joseph Nelson
for their contribution in research, coordination, and analysis.
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