Article: Is AI making humans lazy? Dr Ben Hamer answers

Strategic HR

By Mint KangJul, 24 2024 @5:09pm IST

Artificial Intelligence is not only changing the world around us but also reshaping the way we think and respond to these changes. While the importance of upskilling in AI to leverage emerging tech is rising, emphasising unique human skills is equally crucial. The impact of AI on augmenting human expertise also raises concerns, particularly regarding ethical challenges and other risks. This underscores the need for a proper understanding and utilisation of AI.

In an exclusive interaction with People Matters, Dr. Ben Hamer, Chief Futurist at ThinkerTank, discussed AI's complex nature and its potential to disrupt and enhance human intelligence during the Qualtrics X4 Sydney event. He also shared insights on Gen Z's influence in reshaping the workplace culture, and how AI affects talent upskilling needs, soft skills, and the mental well-being of today’s workforce.

Here are the edited excerpts:

How do you think evolving work priorities will shape the future of the workplace?

AI will be the biggest disrupter in the workplace in the next five to ten years. Instead of resisting this technological shift, how can humans best adapt and thrive in this changing landscape? While billions are invested in AI, we must also focus on developing skills that technology can't replicate, like empathy and collaboration. According to an IBM study that tracked the value of key skills over time, In 2016, STEM skills were paramount, but today skills like time management, teamwork, and adaptability are crucial. This shift highlights the need to curate compelling experiences and build relationships as work evolves with technology.

Contrary to fears that AI will make us lazy or obsolete, I believe AI should be used to handle 80 per cent of tasks, with the remaining 20 per cent relying on our problem-solving and judgement. This approach enhances our roles rather than replaces them, similar to how calculators changed accounting. AI can free us from mundane tasks, allowing us to focus on meaningful work and add greater value in our jobs.

What is the role of AI in shaping future workplaces? Will it guide people, and if so, to what extent? Who will direct how AI guides us?

The greater emphasis should be on educating people on how to use AI. Initially, many universities and organisations tried to ban Artificial Intelligence due to privacy and security concerns. This only led to unethical and improper use. We need to learn and train ourselves to work with AI properly to address ethical issues. A Microsoft Work Trends Index report found that 71 per cent of organisations prefer hiring candidates with AI skills over more qualified candidates without them. However, only 25 per cent of organisations are training their employees how to use AI technologies. These skills are highly valued and can set people apart, but they often have to learn it on their own. This poses a risk, as it highlights the need for a healthy partnership and proper training in AI use to enhance work and skills.

How can we clarify that "AI skills" aren't just technical expertise but also involve using human judgement to direct AI ethically and effectively, applying our sense of ethics and governance to ensure it works properly for everyone?

Take the case of calculators, people once feared it would make us lazy and render accountants obsolete, even suggesting we might stop teaching maths. Yet, maths education evolved to be more complex with the calculator as a tool. Similarly, with AI, it’s not about coding or building the technology, but learning how to use it effectively.

Think of AI as your intern. For instance, if you were a marketing professional, what tasks would you delegate to an intern? Apply the same approach to AI. Start by understanding that it’s more than just a sophisticated search engine. The key is prompt engineering—asking the right questions to get valuable responses. The difference between a basic and an excellent response often depends on how you frame your queries. Once you get a response, add your own insights to make it uniquely yours.

Why do you think people view AI as making humans lazy?

I believe those who see AI as making us lazy are often not using it themselves. If you use AI regularly, you understand its power and limitations. It's not advanced enough to produce perfect results with a simple copy-paste. Many can recognise generative AI content because it often lacks depth. Active users know that while AI can handle 80 per cent of the work, the final 20 per cent requires personal input and refinement. This approach speeds up tasks but still demands meaningful human contribution. If someone thinks AI makes people lazy, I'd suggest they try using it themselves to see its true potential and the effort involved.

As AI replaces traditional skills with new ones like judgement and AI direction, how do you foresee the evolution of foundational skills over the next 10 to 15 years?

I agree, looking at the evolution of work, it’s clear that we’ve shifted from manual labour during the Industrial Revolution to cognitive tasks with the advent of technology. Now, as AI becomes more embedded in our work, the focus is shifting to critical thinking, judgement, and problem-solving. This evolution reflects a broader change in how work is designed and the skills we need. We often project today’s assumptions onto the future, but we need to recognize that work will continue to evolve. Just as we no longer perform tasks like manually adding numbers or drafting reports by hand, future roles and skills will adapt to a world where AI is integral. This ongoing evolution mirrors the broader evolution of technology and human capabilities.

Given the feedback loop between human thinking and the environment, how much influence does AI really have, or is it entirely determined by human decisions and actions?

We're not yet at a point where we fully understand how to use AI to influence our work effectively. Currently, we're still figuring out when and how to use it properly. There will be a tipping point where familiarity with AI will lead to more transformative impacts on how we work, but we’re not there yet.

Right now, the enthusiasm around AI is significant, but it's mostly in the early adoption phase.

For instance, ChatGPT has seen unprecedented uptake, with one in five people online using it. However, many people are still exploring its potential, and practical, impactful use in work settings is not fully realised. For example, a Qualtrics report found that while 61 per cent of people plan to use AI for writing, this should be closer to 100 per cent, indicating that we haven’t yet fully embraced or understood its potential in work contexts. So, there’s a lot of awareness but still a gap in effective adoption.

Given the skills gap and AI training, how crucial is it to teach human judgement and ethics alongside technical skills? Why do companies often focus more on STEM and soft skills rather than critical thinking and ethics in upskilling programs?

It's a complex issue. Many employers value university degrees not just for technical skills but for the soft skills developed through years of education, like problem-solving, teamwork, and critical thinking. University assignments and group projects foster these abilities over time, which is why a degree often signifies these skills more than specific technical expertise.

However, soft skills take longer to develop and can't be acquired through short courses or brief training sessions. These skills are cultivated through ongoing practice and real-world experience. Leaders and managers play a crucial role in this process. They should act as coaches, providing regular feedback and mentoring to help team members improve their effectiveness, communication, and time management.

The disconnect arises because traditional training programs often fall short in developing these nuanced skills. Addressing the skills gap requires a shift from quick training courses to continuous, personalised development supported by effective leadership and real-world application.

Will the pandemic-era lockdown create a gap in the future workforce due to limited socialisation and foundational learning among young people? How do you think this potential gap might affect their adaptation to the evolving workplace?

Absolutely, this year marked the first wave of graduates entering the workforce who began their studies during the pandemic. For those who started a three-year bachelor’s degree in 2020, 2024 is their first year out in the professional world. Employers are reporting a noticeable skills gap, particularly in non-technical areas. They feel that the current graduates lack some of the core skills—like communication and teamwork—that were more prevalent in previous cohorts.

Organisations are now grappling with the need to address these gaps, often having to provide additional training to help new hires develop these essential skills. The shift to hybrid and online learning during the pandemic was abrupt, with many institutions merely transferring their face-to-face methods to a digital format. This approach didn’t fully consider how to effectively teach and develop skills in a virtual environment. Designing for online and hybrid learning requires a thoughtful approach. It’s not just about moving lectures online but about creating an environment that fosters collaboration, leadership, and other soft skills in both virtual and physical settings. The transition between these formats and the handoff of skills requires careful planning.

The education sector is beginning to adapt, aiming to design learning experiences that better reflect the future of work—where hybrid and geographically dispersed teams are the norm. With these more intentional designs, we can expect the skills gap to narrow, leading to graduates who are more prepared for the demands of the modern workplace.

How do you view the slow progress in addressing mental health and well-being in the workplace, and what role do you think mental health education will play in the future of work?

When it comes to mental health and well-being, a study I was part of about two years ago highlighted an interesting generational shift. Gen Z places the highest value on mental health and well-being, largely because they are the most mental health literate generation we've seen. This generational difference reflects broader questions about what role employers should play in supporting mental health compared to individual responsibility.

Older generations, who often hold decision-making roles within organisations, generally agree that mental health is important. However, they sometimes question the extent to which employers should be responsible for mental health and well-being. There's also a prevailing sentiment among some that mental health concerns are a personal issue, and there's a belief that previous generations managed without the same level of support. This has led to a perception that younger employees are perhaps less resilient or expecting too much from their workplaces.

This generational divide is evident on platforms like TikTok, where a sub-thread known as "WorkTok" features people airing grievances about workplace issues. Many Gen Z users highlight problems like unsustainable workloads, long hours, and burnout, pointing to toxic work cultures and poor management practices. On one side, you have Gen Z pushing for a supportive work environment that addresses these issues. On the other, some older perspectives may see these demands as unrealistic or as a sign of entitlement. This tension between expectations around work, workload, and well-being reflects deeper shifts in how we view work culture and employee support. As these differences continue to play out, organisations will need to find ways to bridge these generational gaps and create a work environment that supports mental health across all age groups. This is likely to escalate as Gen Z continues to make up a larger share of the workforce while older generations still hold many leadership positions. With Gen Z expected to comprise 20-25 per cent of all workers in the next few years, their influence and vocal demands for mental health support and progressive workplace practices will only grow.

As these younger workers bring their high expectations and mental health literacy into the workplace, older leaders may continue to push back due to differing values and experiences. However, as older generations gradually retire and new leaders who align more with Gen Z's perspectives rise, we can expect a shift towards more progressive workplace practices. This transition could lead to a more inclusive and supportive work environment that better addresses mental health and well-being concerns across all generations.

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From a generational perspective, what other dramatic changes can we expect beyond communication and work norms?

Looking ahead, younger generations are poised to drive some significant shifts in the future of work. One notable trend will be the rise of entrepreneurship. With their tech-savvy nature and innovative ideas, many young people are more inclined to start their own businesses, develop apps, or pursue roles that offer greater control and autonomy. The traditional path of working for someone else and contributing to their success doesn't appeal to many in this generation. As a result, we can expect to see a growth in sole traders, contractors, small businesses, startups, and portfolio careers, alongside a resurgence of the gig economy. Although the gig economy faced challenges during the pandemic, it’s likely to rebound as younger generations seek flexible and independent work arrangements.

In addition to entrepreneurship and gig work, another major shift will be a focus on social responsibility and the ESG (Environmental, Social, and Governance) agenda. Gen Z, in particular, views organisations not just as profit-driven entities but as platforms for societal impact. They expect companies to leverage their influence to drive positive change. This is already evident in how businesses have taken stances on issues previously considered outside their scope, such as marriage equality and environmental sustainability. As more Gen Z individuals enter the workforce, the pressure on organisations to adopt and advance socially and environmentally responsible practices will only increase.

Overall, as younger generations shape the workplace, their emphasis on entrepreneurship, social responsibility, and environmental sustainability will become more pronounced, driving changes in how businesses operate and interact with society.

How will the values and perspectives of Gen Z today shape the future of work?

Absolutely. Many organisations still view Gen Z as a future concern, but with this generation projected to make up 20-25 per cent of the workforce in the next few years, it’s crucial to act now.

From an HR perspective, it’s essential to design a compelling employee value proposition that attracts and retains high-performing Gen Z talent. This means reevaluating how you engage with and onboard this generation.

The significant generational shift—moving from Baby Boomers and Gen X to a predominantly Gen Z workforce—requires a change in approach. Continuing with outdated practices won’t be enough to keep a highly engaged and motivated Gen Z team. To succeed in the future of work, organisations must adapt their strategies to meet the expectations and needs of this emerging workforce.