Robotics And Artificial Intelligence In The Workforce

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Robotics and Artificial Intelligence in the Workforce The workforce will be changing drastically in the near future. More specifically, robots will be taking on a larger role in most organizations. First, please read and review the following two websites: Next, write a paper addressing the following questions: How do we as HRM professionals objectively determine the "value" of using robots in the workforce? Then, discuss the problems of using robots in the workforce that should be taken into consideration by human resource professionals. Finally, make a recommendation as to how robots can be assessed and assessed and used for succession planning.

Paper For Above instruction

As technological advancements continue to revolutionize industries worldwide, the integration of robotics and artificial intelligence (AI) into the workforce presents both opportunities and challenges for human resource management (HRM) professionals. Determining the value of deploying robots involves comprehensive evaluation across various dimensions, including cost-benefit analysis, productivity improvements, quality enhancement, and strategic alignment with organizational goals. This objective assessment requires quantifiable metrics such as return on investment (ROI), reduction in operational costs, and improvements in throughput and accuracy, as well as qualitative factors like employee safety and customer satisfaction (Brynjolfsson & McAfee, 2014). HR professionals can utilize data analytics, pilot programs, and benchmarking against industry standards to measure these parameters effectively, ensuring that decisions regarding robotics integration are grounded in empirical evidence rather than speculation.

However, the infusion of robotics into the workforce is not without its problems. One critical concern is job displacement, which can lead to workforce instability and negatively impact employee morale. As robots replace routine and manual tasks, there is a risk of significant layoffs and increased insecurity among workers, raising ethical and social issues (Cascio & Montealegre, 2016). Furthermore, reliance on robotics can introduce challenges related to technological failures, cybersecurity vulnerabilities, and maintenance costs. There is also the potential for reduced human oversight and decision-making flexibility, which may compromise quality or safety in complex scenarios requiring human judgment (Manyika et al., 2017). HR professionals must consider these factors and develop strategies to mitigate negative impacts, such as reskilling programs and phased implementation plans that balance automation benefits with workforce sustainability.

For effective succession planning, organizations should incorporate systematic assessments of robots’ capabilities and roles. Robots can be evaluated based on their performance metrics, adaptability, integration complexity, and compatibility with existing human teams. An essential step is establishing clear criteria for when and how robots should be used to supplement or replace human roles, ensuring alignment with long-term organizational objectives (Bughin et al., 2019). Human resource professionals can develop frameworks that quantify robot performance and facilitate ongoing monitoring. Moreover, fostering a culture of continuous learning enables employees to upskill and reskill, preparing them to work alongside robotic systems and assume higher-value tasks. By embedding robotic assessments into strategic planning, HR teams can leverage automation to enhance productivity, maintain competitive advantage, and support seamless succession planning where human and artificial roles evolve collaboratively.

References

• Brynjolfsson, E., & McAfee, A. (2014). The second machine age: Work, progress, and prosperity in a time of brilliant technologies. W. W. Norton & Company.
• Cascio, W. F., & Montealegre, R. (2016). How technology is changing work and organizations. Annual Review of Organizational Psychology and Organizational Behavior, 3, 349-375.
• Manyika, J., Chui, M., Miremadi, M., Bughin, J., George, K., Willmott, P., & Dewhurst, M. (2017). A future that works: Automation, employment, and productivity. McKinsey Global Institute.
• Bughin, J., Hazan, E., Ramaswamy, S., Chui, M., Manyika, J., & Dahlström, P. (2019). Notes from the field: How organizations can prepare for the cognitive future. McKinsey Quarterly.
• Autor, D. H. (2015). Why are there still so many jobs? The history and future of workplace automation. Journal of Economic Perspectives, 29(3), 3-30.
• West, D. M. (2018). The future of work: Robots, AI, and automation. Brookings Institution Press.
• Frey, C. B., & Osborne, M. A. (2017). The future of employment: How susceptible are jobs to computerisation? Technological Forecasting and Social Change, 114, 254-280.
• Susskind, R., & Susskind, D. (2015). The future of the professions: How technology will transform the work of human experts. Harvard University Press.
• He, W., & Hu, X. (2020). Impact of AI and robotics on human resource management. Journal of Business Research, 121, 336-342.
• Chui, M., Manyika, J., & Miremadi, M. (2016). Where machines could replace humans—and where they can’t (yet). McKinsey Quarterly.