Leveraging Generative AI for Job Augmentation and Workforce Productivity 2024

should educate teams on how to use GenAI by covering essential topics on what GenAI is, how to access it and how to prompt effectively. Additionally, they should provide thorough training on practical applications and use cases to help teams understand what GenAI can be used for and how to unlock its potential. It is recommended to make training on the responsible use of GenAI mandatory to proactively mitigate risks. In addition to the direct benefits, early adopter interviewees emphasized that training also builds trust and alleviates uncertainty among employees, thereby giving people confidence to adapt to and embrace GenAI. Scaling actions –Facilitate r edeployment: Organizations should proactively identify roles affected and jobsdisplaced due to GenAI adoption and considertransferring employees into different jobs orreshaping roles, while reskilling them to avoidfurther job displacement.– This can be achieved by understanding job adjacencies to pr omote internal mobility and the development of parallel career pathways in aworkforce disrupted by GenAI. –Redesign jobs: Organizations can augmentroles on a larger scale by embedding GenAItools and use cases into existing organizationalpr ocesses to streamline workflows and improve efficiency. This will allow employees to focuson tasks not impacted by GenAI, requiringstrategic, interpersonal and creative skills andcreating more meaningful jobs. –Conduct strategic workfor ce planning: Strategic workforce planning can help enablealignment between the organization’s workforceresources and capabilities and the organization’sstrategic goals and objectives. This should entailregularly assessing workforce capacity andskill gaps created by GenAI to determine areasthat need further resourcing, reshaping andreskilling. Gaps may be identified with surveys,skills assessments or strategic workforceplanning technologies. Strategically selecting and disseminating appropriate use cases for GenAI workforce adoption is crucial to demonstrating benefits, improving business outcomes, gaining stakeholder buy-in and informing decision-making about further workforce GenAI implementation. Use cases can be powerful tools in demonstrating how the implementation of GenAI aligns with overall business strategies and addresses challenges such as productivity growth and employee job satisfaction. Starting actions –Identify and disseminate strategic usecases: This should entail engaging theorganization thoroughly to collectively identifywhere GenAI can add the most value. Whenidentifying use cases, organizations shouldconsider the potential impact of use cases onemployees’ r oles and responsibilities to address potential job changes, employee sentiments andthe need for reskilling. These use cases shouldbe identified through both bottom-up and top-down approaches, engaging all stakeholders.An initial focus on out-of-the-box products andsimple use cases for repetitive tasks may helprealize easy adoption and efficiency gains. –Start with a pilot: Organizations shouldconsider pilot GenAI deployments to gainvaluable insights from initial small-scaleimplementations, enabling informed decisionsand adjustments when scaling up. This appr oach will help identify any challenges early on, secure stakeholder buy-in before further investment and provide a platform for experimentation and learning from failures. –Set Key Performance Indicators (KPIs)and measur e returns: Organizations should determine KPIs that will be used to measuresuccess, such as workforce adoption,employee well-being and productivity gains.The measurement framework should besupported by a combination of available harddata and self-reported data from interviewsand employee surveys, and it should take adual approach focusing on KPIs targeting bothsenior leadership and frontline workers. KPIsshould be tracked to identify a baseline andconduct continuous evaluation of progressand goal achievement, such as possiblereduction in costs and productivity gains.Collecting feedback from both leadership andemployees can help to understand whetherleaders accurately capture the overall valuebeing created. Results should be used to adaptcurrent and inform future strategies. –Cr eate a business case: Organizations may wish to create a robust business case byhighlighting the benefits generated by GenAIimplementation (such as perceived productivitygains, time savings and employee satisfaction).The validation of the business case may theninfluence decisions on further rollout and cansupport gaining buy-in from leadership to scaleUse-case management 4.5 25