WEBVTT - Integrating Humans and Tech With Superteams

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<v Speaker 1>This is Bloomberg Business Week with Carol Masser and Jason

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<v Speaker 1>Kelly on Bloomberg Radio. I would say one of the

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<v Speaker 1>top two or three topics that we're talking about just

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<v Speaker 1>about every day on air off Eric Carroll, is how

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<v Speaker 1>do we get back to the office, What does it

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<v Speaker 1>look like? And how has work fundamentally changed. On the

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<v Speaker 1>other side of this, well, we have someone an expert

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<v Speaker 1>who's been on this show before, who has She has

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<v Speaker 1>all the answers. So you need look no further than

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<v Speaker 1>our next guest, Erica Volini, back with us global human

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<v Speaker 1>capital leader at Delat Consulting, joining us on the phone

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<v Speaker 1>from Phoenix. So no pressure, Erica, but you're here to

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<v Speaker 1>solve all of our problems and to answer all of

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<v Speaker 1>our questions about everything related to getting back to work.

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<v Speaker 1>So um, you know you've got seven or eight minutes

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<v Speaker 1>to accomplish this. Um. But in all seriousness, like we

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<v Speaker 1>are starting to now think about this, but we're thinking

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<v Speaker 1>about it through a lens. I think for many of

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<v Speaker 1>us that is fundamentally different from when we went into

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<v Speaker 1>this ten or eleven weeks ago. What are you guys hearing? Absolutely,

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<v Speaker 1>I mean we're seeing major organizations right now make announcements

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<v Speaker 1>around the return to work, and I think fundamentally, at

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<v Speaker 1>the core, organizations are trying to understand, um, what work

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<v Speaker 1>should they be doing, how can that work be done,

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<v Speaker 1>what work can be done remotely, what work requires the

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<v Speaker 1>need to be done on site, and what whatever way

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<v Speaker 1>work being done. How is the organization going to prepare

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<v Speaker 1>its leaders, it's infrastructure to be able to support work

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<v Speaker 1>moving forward, because it is going to look fundamentally different. Yeah,

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<v Speaker 1>you know, I was thinking about it, and actually our

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<v Speaker 1>producer Paul Brennan was reminding us. You know, you talked

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<v Speaker 1>to us about these surveys you do every year, and

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<v Speaker 1>I think last time we talked about the robot apocalypse

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<v Speaker 1>and how AI can work in concert with humans. And

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<v Speaker 1>I do think even more than ever before, we're going

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<v Speaker 1>to need technology right to especially in big cities, to

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<v Speaker 1>kind of help us get back and feel comfortable about

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<v Speaker 1>our work settings exactly. And Deloitte just produced Human Capital Report.

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<v Speaker 1>We just released it a few weeks ago, and the

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<v Speaker 1>title of our report is all about the integration of

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<v Speaker 1>humans and technology. And to your point, Carol, technology is

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<v Speaker 1>absolutely essential, but there is a recognition that technology is

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<v Speaker 1>not enough. In fact, Our survey, which UM surveyed over

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<v Speaker 1>nine thousand people around the world, found that only twelve

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<v Speaker 1>percent of organizations are planning on using technology like AI

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<v Speaker 1>to replace workers. Instead, we're seeing a shift of integrating

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<v Speaker 1>humans and technology into what we're calling super team and

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<v Speaker 1>really leveraging the power of that technology to augment what

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<v Speaker 1>human are doing. I actually think a perfect example in

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<v Speaker 1>the context of the pandemic is contact tracing. Everyone is

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<v Speaker 1>talking about all these contact tracing technologies, but in the

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<v Speaker 1>US we're currently looking for between a hundred and three

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<v Speaker 1>hundred thousand human contact tracers. So it's a recognition that

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<v Speaker 1>even though the technology is there, we need humans with empathy,

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<v Speaker 1>with listening skills, with the ability to relate to individuals

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<v Speaker 1>in times of stress to actually make that technology work.

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<v Speaker 1>And that's really the mindset that we think organizations need

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<v Speaker 1>to have as the enter this next decade. I think

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<v Speaker 1>people don't understand AI, and maybe we've done you know,

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<v Speaker 1>everybody hasn't done the best job at explaining how it works.

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<v Speaker 1>Like we've talked to We've had some great stories in

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<v Speaker 1>the magazine and Business Week magazine about AI and hospitals.

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<v Speaker 1>How you can make it possible for workers to do

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<v Speaker 1>even more by using kind of AI screening UM with patients,

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<v Speaker 1>and I just think maybe maybe we've got to do

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<v Speaker 1>a better job of explaining it. Yeah, AI is is

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<v Speaker 1>a tremendous technology that will transform the way that works

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<v Speaker 1>getting done, but it will not ultimately replace those essential

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<v Speaker 1>human skills. And I think we've actually learned a lot

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<v Speaker 1>through the pandemic about how agile, nimble, and adaptable, and

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<v Speaker 1>how important those essential human skills are. If we think

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<v Speaker 1>about going to the grocery store, going to the pharmacy,

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<v Speaker 1>interacting with UM with customer service representative, that ability to empathize,

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<v Speaker 1>to listen, to understand the customers needs, and to interact

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<v Speaker 1>with them differently, that's not something that technology is going

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<v Speaker 1>to be able to do alone. So I think now

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<v Speaker 1>is the time for organizations to even double down more

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<v Speaker 1>on investing in those human skills. And one of the

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<v Speaker 1>statistics that really worried us in our survey this year

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<v Speaker 1>is that only sixteen per cent, so that one and

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<v Speaker 1>six of our respondents said that they're going to significantly

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<v Speaker 1>invest in reskilling and focusing on continual reinvention of the

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<v Speaker 1>workforce over the next three years. Despite the fact that

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<v Speaker 1>the majority of our respondents said that between half and

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<v Speaker 1>of the workforce are going to need to fundamentally change

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<v Speaker 1>their skills. So there's just a huge disconnect there. I

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<v Speaker 1>feel like, Jason, we talked yesterday Erico with pare yillen Hammer,

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<v Speaker 1>long time CEO of volvo Um, you know, a few

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<v Speaker 1>decades ago. But nonetheless he's got a book out and

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<v Speaker 1>he was talking about leadership and integrity but the importance

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<v Speaker 1>of the blue collar worker, kind of a responsibility of

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<v Speaker 1>a company to workers. And I do wonder if that,

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<v Speaker 1>you know, I don't know if this comes up in

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<v Speaker 1>your surveys, but I do feel like companies don't necessarily

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<v Speaker 1>feel responsible to workers, maybe like they used to. And

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<v Speaker 1>I don't want to make a blanket statement because I

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<v Speaker 1>don't think that's fair. And I work for a great

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<v Speaker 1>company UM that takes care of of its workforce. But

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<v Speaker 1>I do wonder is there something missing? More broadly, well

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<v Speaker 1>interestingly enough, the number one and two trends in this

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<v Speaker 1>year's survey were belonging and well being, and I think

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<v Speaker 1>that's big scarle exactly to what you're saying, which is

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<v Speaker 1>and their acknowledgement by the way of our respondent said

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<v Speaker 1>that it's an organizational responsibility to focus on the well

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<v Speaker 1>being of its workers. So there's acknowledgement that it's a responsibility,

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<v Speaker 1>but the execution is not quite there because only our

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<v Speaker 1>response and said they're not even measuring the impact of

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<v Speaker 1>their well being programs. So took to me the missing

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<v Speaker 1>piece is how do you actually take what you um,

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<v Speaker 1>what you're stating in these mission statements that you're making,

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<v Speaker 1>and translate it to the day to day worker, translated

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<v Speaker 1>into the work themselves. And the best way to do

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<v Speaker 1>that is design work for well being. Make sure you're

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<v Speaker 1>investing in reskilling programs and helping workers build new capabilities,

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<v Speaker 1>give them an understanding of how you're rewarding them, what's

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<v Speaker 1>the basis for your compensation strategies. Be more open and

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<v Speaker 1>transparent around what's going on. And that's the the execution

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<v Speaker 1>part is what's not happening right now and not translating

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<v Speaker 1>Based on our survey Erica, how much do you worry

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<v Speaker 1>that in the midst of a job crisis and a

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<v Speaker 1>health crisis some of these things that maybe we're committed

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<v Speaker 1>to in theory fallback in practice when we are on

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<v Speaker 1>the other side of this and We're in an economy

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<v Speaker 1>that's tough. People are happy to just have a job

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<v Speaker 1>only about a minute left. But how much is that, uh,

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<v Speaker 1>factoring into how you look at things. I worry about

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<v Speaker 1>it a lot, and I think you know. One of

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<v Speaker 1>the phrases we're using is let's return to work in

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<v Speaker 1>the future of work, because what we're trying to communicate

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<v Speaker 1>organizations is that we can't just think about returning to

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<v Speaker 1>work the same way we did before. We have to

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<v Speaker 1>keep an eye towards the future, and we need to

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<v Speaker 1>make sure we're investing for the future. The war for

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<v Speaker 1>talent has never really ended, and it will pick up

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<v Speaker 1>again as the economy picks up, and employees and workers

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<v Speaker 1>will remember how organizations treated them. And there's a real

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<v Speaker 1>opportunity right now for organizations to set the tone that's

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<v Speaker 1>going to be not just as they dam but for

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<v Speaker 1>the next decade. All Right, we're gonna leave it. They're

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<v Speaker 1>great to catch up with you. Thanks so much for

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<v Speaker 1>the time. Erica Velini is Global Human Capital leader Forward

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<v Speaker 1>Deloitte Consulting, joining us on the phone from Phoenix. A

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<v Speaker 1>really interesting conversation and an important one as we all

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<v Speaker 1>think about returning to the office, not returning the office,

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<v Speaker 1>and what work is going to click