Businesses may address job security concerns in the era of robots and automation by broadening the discourse about robotization beyond the three D's to include the four D's, the most important of which is diversity.
How important is diversity in the development of robots and the future of the workplace? According to recent research, when people and robots collaborate, their skills complement one another, resulting in improved overall job performance. While the first three D's all present compelling arguments for why humans should be replaced by robots, the fourth D, diversity, provides a compelling case for why individuals should continue to participate in a diverse range of professional activities despite technological progress.
As robots and artificial intelligence (AI) continue to rethink how and what types of labor are done, high-level cognitive tasks that have traditionally required specific human skills, such as financial accounting or basic programming, may be replaced by machines in the future. The fact is that we humans will be able to specialize in things that are uniquely recognizable by our own human skills, regardless of our different backgrounds, education, or experience.
A DEI technique is being utilized to bring human relevance to the forefront of the design process.
Diversity, equality, and inclusion (DEI) have lately risen to the forefront of workplace human-relations concerns, and adding diversity as a feature in the development of robot-human labor exchanges will almost surely bring it up again. This isn't a coincidence since the benefits of variety are the same in both realms.
When businesses explain why diversity is important in human relationships, they often stress how mixing different ideas from a varied collection of people results in superior outcomes, products, and/or services. This is simply for the purpose of debate. I'm not sure what makes you believe robots are any different.
If human workers are to be more relevant, organizations must learn how to effectively incorporate human variety into robots. The following is a guideline from DEI's experts that organizations should follow:
Step 1: Learn as much as you can about the DEI. Where does a variety of human touches play a part in your company's business operations? Your goal is to come up with objectives that include both the potential advantages of robots and the wide range of human abilities. After a comprehensive review of the organization's existing status, this choice will be made. Employees from your human resources department who stand out for their distinctive capabilities, intuitive knowledge, and problem-solving skills should be considered.
Patience, innovative thinking, and the capacity to cope with the problems that come with a product's initial beta release are all essential for correctly debugging a new technology issue during a product's first beta release. Despite the fact that each complaint comes from a distinct client, dealing with the same technical issue becomes standard practice once the nth complaint is received. Additional human labor is not required for work that can be accomplished by a robotic system.
Step 2: Continue your investigation into the information you've gathered. Diversity is intended to guarantee that your company's personnel represents a broad range of personal and professional experiences and perspectives. Examine what your different human workers are now strong at, as well as what new skills they'd want to acquire and what goals they'd like to see accomplished as a result of their efforts. Based on your current understanding of how humans and machines contribute to the attainment of a job's goal, make the assumption that future work will be done cooperatively. “Inclusion” here refers to “the process of widening the robot box's reach to include specific human abilities,” rather than “the process of putting people in the robot box depending on their talents.”
Setting quantifiable objectives is the third phase in the process. Success should be measured in terms of both human resources and industrial output. When it comes to organizational diversity, we may look at human diversity in the same way that most companies today report on their diversity metrics in terms of employee talent and set goals to track progress. Do you have a variety of vocations to choose from? What percentage of occupations are filled by humans rather than machines? What percentage of your staff are happy in their present positions? Which vocations or groups of occupations have greater employee turnover rates than others? What are the factors that influence employee turnover? Is there a particular job classification or group of jobs with a greater percentage of employee turnover than others? Above all, one must take personal responsibility for one's conduct, which may be accomplished by aligning management incentives to promote fair human participation throughout the robot invasion process.
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