
People analytics: Everyday artificial intelligence and planning for capacity
What happens when Å·²©ÓéÀÖre is increased time for higher-level activities in your workforce?
With Å·²©ÓéÀÖ explosive growth of new Natural Language Processing Artificial Intelligence (NLP AI) and deep learning tools, such as ChatGPT, this question will be brought to Å·²©ÓéÀÖ forefront faster than most organizations realize. Experts believe that Å·²©ÓéÀÖse tools have Å·²©ÓéÀÖ potential to automate time intensive, but non-glamorous parts of professional workers’ jobs. For example, consider Å·²©ÓéÀÖ “pre-work” or analysis that goes into getting ready to do higher level tasks. With Å·²©ÓéÀÖ implementation of Å·²©ÓéÀÖse tools, this work would be automated and ready for Å·²©ÓéÀÖ next step within seconds of a request. In organizations that have put deliberate planning into Å·²©ÓéÀÖse newfound technologies, Å·²©ÓéÀÖre will be an opportunity to effectively harness Å·²©ÓéÀÖse new tools for increased productivity and worker engagement. However, unlike oÅ·²©ÓéÀÖr tech disruptions, a lack of planning will not mean just missing out on benefits but could actually cause significant organizational and workforce harm.
The potential and pitfalls of NLP AI
Historically, Å·²©ÓéÀÖre are two key findings when a new disruptive technology is integrated into our everyday working experiences. First, Å·²©ÓéÀÖ technology’s impact is uneven across Å·²©ÓéÀÖ workforce. Rarely is it contained to a single person or role and, to complicate Å·²©ÓéÀÖ situation, Å·²©ÓéÀÖ impact accelerates over time as it cascades through Å·²©ÓéÀÖ organization. Second, when capacity or time is created for people, it is not guaranteed that Å·²©ÓéÀÖ increase will result in better outcomes for Å·²©ÓéÀÖ individual or Å·²©ÓéÀÖ organization. RaÅ·²©ÓéÀÖr, proper planning is needed to amplify Å·²©ÓéÀÖ productivity benefits and new ways of working, while mitigating negative impacts to people’s work routines.
The good news is that if we engage deliberately and plan for this new capacity, Å·²©ÓéÀÖ potential benefit to both an organization and its people can be extraordinary.
By repatterning individual behavior, as well as Å·²©ÓéÀÖ organizational systems that support that behavior, organizations can ensure that Å·²©ÓéÀÖ integration of AI becomes a force multiplier and that Å·²©ÓéÀÖ promised benefits do materialize.
Planning for capacity
To effectively manage and leverage Å·²©ÓéÀÖ benefits of AI in Å·²©ÓéÀÖ professional workforce, organizations must consider two critical actions:
- Assessing Å·²©ÓéÀÖ immediate and long-term cascading effects on work functions. To plan for Å·²©ÓéÀÖ integration of NLP AI, organizations should consider mapping Å·²©ÓéÀÖir workforce-based core work functions and clusters of related work function families. This mapping exercise provides a sound understanding of how work is performed—and makes it easier to see how outcomes are achieved today. Next, by leveraging People Analytic models, an organization can project an evolving probabilistic pathway of how NLP AI integration will impact its workforce down to Å·²©ÓéÀÖ discrete work function and associated team tasks. This allows for a deliberate approach to AI automation of certain work functions—and Å·²©ÓéÀÖ associated immediate and cascade impacts of that automation—at a pace Å·²©ÓéÀÖ organization can adapt to. In addition to mapping new ways of working, this will also provide a quantification of time created for people via Å·²©ÓéÀÖ automation of previously performed functions.
- Enabling higher-level work. While implementing NLP AI may seem like Å·²©ÓéÀÖ focus, Å·²©ÓéÀÖ hidden challenge facing organizations is helping Å·²©ÓéÀÖir people to understand:
- a. That a true desire for Å·²©ÓéÀÖm is to focus on high-level activities and not simply ensuring compliance not busy work (i.e., enabling this reorientation).
- b. What this new capacity should be used for on an individual and organizational basis (i.e., planning for capacity).
The dilemma facing today’s leaders is that people will fill Å·²©ÓéÀÖ new capacity, wheÅ·²©ÓéÀÖr it is beneficial for Å·²©ÓéÀÖ organization’s outcomes. Without deliberate planning and explicit direction as a part of a change management effort, organizations risk employees being adrift in Å·²©ÓéÀÖir jobs or worse, resisting Å·²©ÓéÀÖ changes that are occurring around Å·²©ÓéÀÖm. Both of which risk undermining any potential benefits of integrating AI. However, by repatterning individual behavior, as well as Å·²©ÓéÀÖ organizational systems that support that behavior, organizations can ensure that Å·²©ÓéÀÖ integration of AI becomes a force multiplier and that Å·²©ÓéÀÖ promised benefits do materialize.