2023-10-18 04:00:17
“Before ChatGPT, the leadership position on artificial intelligence was ‘don’t be afraid’; now that employees are getting hold of it, they are being told “be careful”. » Here, summarized by Yann Ferguson, is the dissonance that has hit human resources departments in particular over the past year. “It was first of all the workers who took advantage of it in their real work situation, under the radar”recalls this teacher-researcher at the Catholic Institute of Arts and Crafts in Toulouse, scientific manager of LaborIA, an action research laboratory created in 2021 to understand the effects of artificial intelligence on the future of work.
How do HR managers evaluate these effects today? A dozen of them discussed it on Tuesday October 10, in Paris and remotely, during the Rencontres RH, the monthly management news meeting created by The world in partnership with ManpowerGroup Talent Solutions and Malakoff Humanis.
As a preamble, Yann Ferguson looked back on ten years of predictions on the effects – often predicted to be devastating – of artificial intelligence (AI) on jobs. In 2013, a study by the University of Oxford placed half of American jobs at a “high probability of automation”, particularly sales and administration professions. In 2018, a French study concluded that manual tasks are the most threatened.
In July 2023, the OECD indicates almost the opposite: white-collar workers are the most affected by AI, and 32% of jobs are expected to change profoundly. In short, few professions will disappear, but the majority are expected to transform. Generative artificial intelligence (GAI), popularized by ChatGPT, marks a further step, since it allows text and images to be generated in a few seconds.
Employers understood that it was unthinkable to miss the ” revolution ” of AI, and adopt the same line: let employees appropriate these tools, while avoiding abuses, in particular entrusting them with company data. “The challenge is “how do we manage to set a little framework but not too much”, explains Juliette Couaillier, chief talent officer at Havas. Our employees often move faster than we imagine, and we are convinced that this allows creative professions to become even better, but we cannot directly use the results of AI. » The legal department has drawn up a charter to specify what employees can share.
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