The workplace of the future used to feel like an imagination game, a fun “what if” then the scenario. But then the pandemic came along and really did change how companies operate and how they use technology. The pressure for automation is already here but, in coming years, it will intensify. Artificial intelligence is predicted to grow. And, with all of this, companies will have to change how they are structured.
Mark Jordan, chief strategy officer, Skillnet Ireland
“Skillnet is a talent development agency that helps businesses identify their talent gaps, providing courses or identifying useful courses they can take part in.
“The big challenge for companies is the ability to innovate, and a big inhibitor here is that they do not always operate in an automated environment with the right technological platform.
“But Covid meant that they had to go online and take an omni-channel approach to connect with their customers. Business leaders want us to help them get to market with a leaner, more data-focused operation, especially in areas like professional and financial services.
“In coming years, technology will play a larger role and a lot of the work that was done by humans will be automated, and this will relieve staff from more mundane activities to develop talent and expertise at a higher level.”
Mary Connaughton, director, CIPD Ireland
“CIPD is the professional body for HR and people development. We have over 6,000 members in Ireland and our mission is to champion better work and working lives.
“The implementation of HR technology is increasing [and this is] empowering managers and improving the employee experience. In terms of digital tools, there is a growth in the use of virtual-based learning, online mental-health programmes and online employee assistance programmes along with automation in the recruitment process.
“For nearly two-thirds of professionals, digital transformation, not Covid or hybrid working, has been the driver of internal change. Employers are facing skills shortages in many areas, and this will add to the pressure for greater automation of work – in our research only 21 per cent reported that technology and automation had replaced some jobs in 2021.
“The increased opportunity to use AI will feed into areas where we have not yet seen significant change – these include, for example, the use of gamification tools, employee engagement and talent management.”
Barry Scanell, consultant with William Fry’s technology department
“As technology becomes increasingly complex, it’s not enough to simply be an expert in technology law any more. In the field of AI, for example, in order to provide clients with the best service, lawyers must also understand various types of machine learning, such as artificial neural networks.
“As AI and machine learning systems become available which allow lawyers to work more efficiently, clients want firms that are investing in these technologies, so that they know they are getting the best service and value for money. AI is helping with everything from tasks like timekeeping, to legal research and carrying out due diligence. In order to survive and thrive, law firms will need to be more open to changing how things are done and rely more on technology.
“Up until quite recently, a fourth industrial revolution driven by Big Data was just a buzzword, but it’s happening right now and is very much a reality. Data will play a central role in the frontier tech beginning to come online, such as augmented reality, virtual reality, metaverse technologies.
“As data becomes an increasingly valuable commodity for companies, law firms will need to pivot towards an ever-larger data and AI service offering. Future EU legislation will apply to AI and all kinds of data, and there will also be restrictions on non-personal data as well as personal data.”
Vipin Tanwar, senior manager with Deloitte’s human capital department
“Deloitte is a leading global provider of audit and assurance, consulting, financial advisory, risk advisory, tax and related services. Specifically within human capital consulting we help our clients to harness the power of technology to understand how their people can get the most out of it – and how they can use technology to get the most out of their people.
“Recharging the workforce [means] re-energising existing workers. It should be near the top of every leader’s agenda, a goal that may mean rethinking and reworking existing talent models to support new career configurations and pathways.
“Leaders should consider revisiting recruiting processes to leverage new recruiting tools such as Al screening or click-to-hire.
“It’s worth noting that 66 per cent of organisations are redesigning physical spaces to accommodate hybrid work environments.
“There is a tangible disconnect between the significant number of remote employees (43 per cent) and hybrid employees (44 per cent) who don’t feel included in meetings. However, only 27 per cent of organisations have developed any hybrid meeting protocols.
“Remote work is here to stay, and leaders need to consider the tools and resources their workers need to be productive, engaged and motivated while working digitally.”