{"id":500,"date":"2017-04-03T12:06:04","date_gmt":"2017-04-03T12:06:04","guid":{"rendered":"https:\/\/peoplecert.wpengine.com\/getbusy\/en\/?p=500"},"modified":"2017-05-05T11:00:35","modified_gmt":"2017-05-05T11:00:35","slug":"managing-man-and-machine","status":"publish","type":"post","link":"https:\/\/www.hepis.gr\/getbusy\/en\/2017\/04\/03\/managing-man-and-machine\/","title":{"rendered":"Managing man and machine"},"content":{"rendered":"<div class=\"nobg parbase section text\">\n<div class=\"text-component\">\n<p>Twenty years ago, there were fewer than 700,000 industrial robots worldwide; today, there are 1.8 million, and the number could soar to 2.6 million by 2019. Robots have also entered the services arena; 3-D printing can be used to make cars and aircraft; biotechnology is changing the way we produce food and medicines; and nanotechnology and artificial intelligence will transform numerous industries. Given these advances, it\u2019s no wonder that many people fear for their jobs. This year, we surveyed more than 5,000 members of the public in 22 countries to find out what they think about some of the same issues we raised with CEOs: 79% believe technology will cause job losses over the next five years.<\/p>\n<p>&nbsp;<\/p>\n<p>Yet CEOs still need people. Only 16% plan to cut their company\u2019s headcount over the next 12 months \u2013 and only a quarter of them say it\u2019s primarily because of technology. Conversely, 52% plan to hire more employees. Clearly, CEOs see the value of marrying technology with uniquely human capabilities. The skills they consider most important are those that can\u2019t be replicated by machines. In fact, they\u2019re precisely the qualities required to stimulate innovation \u2013 the area CEOs most want to strengthen to capitalise on new opportunities.<\/p>\n<p>&nbsp;<\/p>\n<p>Technology also creates new jobs: jobs for people who can design, monitor, maintain and fix technology; jobs for people in sectors that benefit indirectly from technology; and new versions of \u2018old-world\u2019 jobs. Witness the rise of on-demand companies that match customers with contractors selling everything from taxi services to accommodation. Ultimately, though, it\u2019s the ability to acquire new skills that\u2019s kept people employed through past disruptions. And the intersection between man and machine can generate more value than either alone.<\/p>\n<p>&nbsp;<\/p>\n<p>The challenge is getting to that point: 77% of CEOs worry that skills shortages could impair their company\u2019s growth. And they say it\u2019s the soft skills they value most that are hardest to find. Creative, innovative leaders with emotional intelligence are in very short supply. If anything, indeed, they\u2019re even thinner on the ground than they were in 2008, when we asked a similar question, whereas people with technological skills are more plentiful than before.<\/p>\n<\/div>\n<\/div>\n<div class=\"nobg parbase section text\">\n<div class=\"text-component\">\n<p>&nbsp;<\/p>\n<p>So how are CEOs addressing the skills crunch?\u00a0They\u2019re promoting diversity; looking for the best people, irrespective of who or where they are; and moving employees where they\u2019re needed. More than three-quarters of CEOs have also changed their talent strategies to reflect the skills and employment structures their firms will require in the future, whereas the number who say their company uses technology to hire, train and retain people is considerably smaller.<\/p>\n<p>&nbsp;<\/p>\n<p>In fact, new strategies to find and train people won\u2019t be enough. Organisations will have to collaborate with government, educational and vocational institutes and employees to redesign the entire system within which people work. They\u2019ll have to appoint executive teams that reflect the diversity of the employee pool, create a purpose and culture that inspires people and help the workforce manage turbulence. Retaining the human element in an increasingly virtual world will be vital for future success.<\/p>\n<\/div>\n<p>&nbsp;<\/p>\n<p>Source: <a href=\"https:\/\/www.pwc.com\/gx\/en\/ceo-agenda\/ceosurvey\/2017\/gx\/talent.html\">pwc.com<\/a><\/p>\n<\/div>\n","protected":false},"excerpt":{"rendered":"<p>20th CEO Survey<\/p>\n","protected":false},"author":2,"featured_media":501,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"jetpack_post_was_ever_published":false,"_jetpack_newsletter_access":"","_jetpack_newsletter_tier_id":0,"footnotes":"","jetpack_publicize_message":"","jetpack_is_tweetstorm":false,"jetpack_publicize_feature_enabled":true,"jetpack_social_post_already_shared":false,"jetpack_social_options":{"image_generator_settings":{"template":"highway","enabled":false}}},"categories":[39],"tags":[],"class_list":["post-500","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-surveys-en"],"jetpack_publicize_connections":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v21.5 - 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