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Who will survive in the age of disruption

As experts discuss the impact of AI and automation on the world, HR leaders are faced with the challenge of creating a future-ready workforce.

The era of disruption brings to mind a period that was previously discussed by American futurist Alvin Toffler, where individuals who are unable to adapt, change their ways, and acquire new knowledge – the ‘illiterates of the 21st century,’ as he put it – would likely be left behind. Therefore, individuals of the future must continue to adapt and grow.

The emergence of digital business models is causing significant disruptions across various industries, consequently impacting the way we work. According to Ashok Krish, Global Head of Digital Workplace Reimagination at Tata Consultancy Services, there is a significant transformation occurring in the production and sharing of knowledge in the workplace.

According to Krish, staying relevant in today’s rapidly changing job market requires interdisciplinary skills. As AI and automation replace certain roles, this presents both a challenge and an opportunity for HR to transform.

According to him, HR should prioritize digital talent upskilling, intrinsic motivation and persuasive design, and Agile work practices in the Industry 4.0 age.

A workforce with diverse skills and abilities

Krish provides valuable insights on how HR and business leaders can proactively navigate the challenges of the Industry 4.0 era.

First and foremost, it is crucial to consistently support and push individuals with diverse skill sets and backgrounds. These workers thrive in environments that promote innovation and embrace a culture of learning from mistakes. They are motivated by the opportunity to tackle fresh challenges and continuously exercise their problem-solving skills.

Additionally, organizations aiming to develop a diverse and versatile workforce should consider exploring candidates from various talent pools. According to Krish, it is important for companies to be open to collaborating with a diverse range of professionals, including full-time employees, freelancers, startups, and academia. This way, they can fully leverage the collective intellectual capabilities of a broader co-innovation network.

Third, businesses should prioritize skills that encompass the realms of business and technology, design and engineering, and agile ways of working. These fundamental digital skills have become crucial at nearly every level of the organization.

Additionally, companies can create interactive learning experiences and practical training settings to encourage their employees to acquire new and pertinent digital skills in a timely and tailored manner.

“Companies in the digital age are constantly undergoing changes,” Krish said.

“Maintaining a perpetual state of transformation necessitates a continuous and innovative dissatisfaction with the current state of affairs throughout the entire organization,” he added.