Alison Hodgson
Director, CIPD in Ireland
For business leaders, the question around artificial intelligence is moving beyond whether to adopt it. Increasingly, it is becoming more fundamental: how should work actually get done?
AI is changing how tasks are completed, how teams are structured and how decisions are made. Simply introducing new technology will not deliver the full opportunity, argues Allison Hodgson, director at the Chartered Institute of Personnel and Development (CIPD). Organisations need to look at the entire system of work – and the people within it. “Productivity and profitability won’t have factored in the wider opportunities available if the new technology is embraced and implemented holistically and systemically,” says Hodgson.
Looking beyond the technology
Look closely at how work is done while stepping back to consider the bigger strategic picture. Increasingly, that could mean blended teams in which humans work alongside AI agents, raising new questions around performance management, quality assurance and accountability.
AI could also improve the experience of work
The starting point should be people. “It’s definitely taking a human-centred approach first of all, understanding the people you’ve got, their skills and doing a gap analysis,” says Hodgson.
McKinsey research suggests that for every $1 invested in an AI technology platform, organisations should invest $3 in redesigning jobs, processes and work structures and $5 in building human capability and change readiness. The ratio may vary, but the principle is clear: the value of AI depends on what happens around the technology. That means creating an environment where people can experiment, learn and adapt alongside it.
A new employee proposition
AI could also improve the experience of work. Repetitive administrative tasks are obvious candidates for automation, freeing employees up to spend more time on higher-value work. That could help attract talent. Hodgson says candidates are increasingly interested in the technology and learning opportunities available to them.
For Ireland, where 91% of organisations report difficulties filling vacancies, developing those capabilities is particularly important. A workforce that can learn and adapt alongside AI will be critical to maintaining Ireland’s competitiveness. The opportunity, says Hodgson, is to redesign work itself, combining technological innovation with human capability to create more productive, resilient and competitive organisations.
