Bringing the humanity to technology: what leaders need to think about

The rapid evolution of AI technology over the last couple of years is transforming the way we work. Tools like ChatGPT and other AI-driven platforms have given many of us the ability to complete tasks faster than ever before. They enhance communication, enable data-driven decision-making, and even facilitate leadership by helping managers accomplish tasks faster. However, as these technologies continue to integrate more deeply into working environments, it’s important for leaders to consider the effect on their organisations and the people that work within them.

In this article, MatchFit managing director, Bradley Honnor, looks at some of the workforce challenges leaders need to consider when looking to integrate generative AI tools into their organisations.

Completing work faster doesn’t mean less work

The benefits of this technology are clear. AI can streamline processes, generate content, and even support decision-making at speed. Tool like ChatGPT can create themed images that make for stand-out presentations, draft documents that maintain a consistent tone and style throughout or analyse and highlight the key points of a lengthy PDF. This speed and efficiency might point to a lighter workload, however, in reality it may lead to an expectation to produce more in a shorter period.

“Everybody we work with, without exception, is busy all the time with too much to do,” says Bradley. “So the reality of doing things faster by using AI tools is that employees simply take on a bigger workload than they had previously.”

The result, therefore, from the ability to generate work faster may be increased pressure, and stress, as more output is anticipated at a faster rate. Pressure can rise further if the AI tools are not working as anticipated, leading to a false expectation of increased productivity. An employee might be asked to produce a proposal by the next day with the assumption that AI will complete a proportion of the work, only for that employee to find the technology ineffective for that particular task.

“We could see a relentless cycle where, rather than reducing stress, technology actually increases it by accelerating the pace of work and compressing the time available for each task,” Bradley continues.

Leaders need to concern themselves with the human implications of a technologically driven work environment. Machines, after all, do not need rest; they can function continuously, processing information at speed without fatigue. Humans, however, don’t operate in this way. Leaders must be aware of the potential stress of trying to meet expectations in our new technology-driven world and ensure that they are not pushing teams beyond their limits.

Training and development is key to AI integration

As technology continues to advance, organisations need to invest in the continuous learning and development of their employees. This not only applies to new systems that are there to perform specific tasks, but also to tools such as ChatGPT that have more diverse applications, especially where employees are free to use these tools for their own productivity.

Helping employees better understand how to use these tools, the contexts in which their organisation would like them used and how to minimise risk can help to ensure successful integration.

Leaders too can benefit from new learnings. Adopting a growth mindset is essential to managing the challenges and opportunities presented by new technologies. Leaders with this mindset are more likely to embrace change, encourage innovation, and view challenges as opportunities for learning and growth rather than as obstacles.

Part of this learning, however, should focus on understanding the potential effects on a workforce of the introduction of new technologies with this insight helping leaders to have greater empathy and ability to manage and motivate employees. This might include how to best reassure a workforce about their job prospects and seeing technology as an enabler that helps colleagues work more effectively for customers, rather than something that will replace their jobs. How to implement guidelines and processes to reduce risk might be another subject tackled via training.

Leaders must recognise the importance of maintaining a wellbeing balance within their workforce, ensuring that the drive for efficiency does not overshadow the need for rest and recuperation. This might involve setting clear boundaries around working hours, encouraging breaks, and promoting a culture where it’s acceptable to disconnect. Technology should be a tool that enhances human capability, not something that diminishes it by pushing people even harder. Leaders need to be mindful of the pace at which they expect their teams to work and the implications this has on their wellbeing.

In a world where technology is often evolving faster than our capacity to adapt, the focus must shift towards creating a work environment that is growth focused but also respects the human need for rest, balance, and personal time. By doing so, leaders can ensure that their teams not only use technology to be productive but are also healthy and motivated, ready to meet the challenges of the future with a positive and sustainable approach.