40 ASIAN LEGAL BUSINESS – MARCH 2024 WWW.LEGALBUSINESSONLINE.COM THE BACK PAGE FIND MORE MEANING IN WORK IN THE AGE OF AI BY ALLYSON BRUNETTE Automation and evolving artificial intelligence (AI) technology continue to remove low-value tasks from professionals’ workdays in the legal, accounting, corporate, and government sectors. This shift not only frees up time for professionals to focus on billable and growthoriented tasks but also presents a unique opportunity for managers to strike a balance between technological advancements and employee well-being. And while AI-based tools and work processes likely will augment work for many, they are unlikely to eliminate the need for human labour wholly. The benefits of AI are clear in its ability to make work safer, reduce human error, and increase productivity, but the question remains: How does this technology impact the human beings it works alongside? Protecting meaningful work As AI continues to be implemented in workplaces, its impact on employee wellbeing and motivation is critical. Indeed, management decisions play a pivotal role in either uplifting and empowering meaningful employee experiences or negatively affecting employee wellbeing. Management decisions that protect employee autonomy, increase opportunities for learning and demonstrating skills, and support greater transparency and use of data in decisionmaking increase meaningful work for employees. Alternatively, AI implementation, which reduces employee autonomy, increases employee surveillance, reduces employee socialisation, causes injustice or societal harm, and can’t be clearly explained decreases employees’ sense of meaningful work. These twin needs — for meaningful work and protection of employee well-being — align with public sector-specific industry reports that showed meaningful work was the second-highest driver of employee retention and, more alarmingly, that the public sector had fallen in terms of employee well-being since the global pandemic. How does AI impact well-being? While limited academic literature exists on the subject of employee well-being and automation, one report suggests that middle-skilled workers who perform repetitive functions are at the greatest risk of job displacement, and another found that, on average, 30 percent of workers fear displacement from their present job due to automation and AI. Clearly, anxiety and well-being directly impact job performance, and further studies indicate that dissatisfied employees are less motivated, demonstrate less effort at work, and are more likely to turn over in their positions. Not surprisingly, rapid technological adoption without adequate training can frustrate employees and increase their anxiety. Managers have a clear opportunity to protect their employees’ well-being and ease potential anxiety as automation and AI become more universal in the workplace. Some steps managers can take in this regard include: - Reinforce to employees that technology can augment human effort, rather than replace it. - Encourage employee autonomy in experimentation and adaptation when new technology is introduced. Ask how employees can further agency mission with the use of new technology. - Technology can be isolating in a workplace environment, so it’s crucial to counter the social isolation that technology may bring by providing more opportunities for colleagues to work together. - An onslaught of new technology for employees to learn can be overwhelming and shake their confidence. As new tools are introduced, managers should provide ample learning opportunities and support for their employees. - Share successes in how these tools have furthered the organisation’s mission and reinforce employees’ recognition that their work is, in fact, meaningful. - Automate the most mundane tasks first. Consider processes that are redundant, prone to error, or timeconsuming as the first candidates for automation. This could act as a carrot for employees who may be hesitant about new technology. - Provide one-on-one coaching and support to employees that focuses on strengthening their skills. Automation and AI can complement employee skillsets, which can be linked to higher quality work, and increased employee confidence. If new technologies are implemented in a way that prioritises employee well-being and quality of work (versus quantity), we could see positive impacts such as a more well-rested and alert workforce, reduced carbon impact with a shortened work week, and increased gender equality across many professions. Allyson Brunette is a private consultant who works with local government clients. Her focus areas are modernising workforce culture in government, organisational development, and strategic planning. A version of this piece was originally published by the Thomson Reuters Institute. Reprinted with permission. Asian Legal Business is seeking thought-provoking opinion pieces from readers on subjects ranging from Asia’s legal industry to law firm management, technology and others. Email ranajit.dam@tr.com for submission guidelines.
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