The Impact of AI on the Workforce - Stacey Force

1. The Impact of AI on the Workforce
Stacey Force
Stacey.force@manpowergroup.com

2. 70 Years of Global Workforce Solutions Expertise
Most Trusted Brand in the Industry
Most Trusted Brand in the Industry
ManpowerGroup Overview

3. The State of the Labor Market
The Digital Age is Giving Rise to a
Skills Revolution

4. Globally, Talent Shortages Have Reached a 12-Year High

5. 5
Talent Shortages Are Growing Around the World
5

7. Impact of Technology on Productivity and Jobs
Sources: U.S. Department of Labor / BLS & Bruce Steinberg (Indices Base Year 2009)
‘87 ‘88 ‘89 ‘90 ‘91 ‘92 ‘93 ‘94‘ 95 ‘96 ‘97 ‘98 ‘99 ‘ 00 ‘01 ‘02 ‘03 ‘04 ‘05 ‘06 ‘07 ‘08 ‘09 ‘10 ‘11 ‘12 ‘13 ‘14 ‘15 ‘16
125
115
105
95
85
75
65
55
45
155
145
135
125
115
105
95

8. Automation is Replacing Routine Work
Managing
Others
Applying
Expertise
Stakeholder
Interactions
Unpredictable
Physical Work
Data
Collection
Data
Processing
Predictable
Physical Work
Technical feasibility, % of time spent
on activities that can be automated by
adapting currently demonstrated
technology.

9. World Economic Forum: Future of Jobs Report 2016
McKinsey: Fundamentals of Workplace Automation
Forbes: How to Attract Talent for Jobs that Don’t Exist Yet
In-Demand Skills are Changing, Fast

10. What’s the Solution?

11. Hire for Learnability
Develop Digital Leaders
Identify Skills Adjacencies
Solutions for the Skills Revolution
1
2
3

12. Upgrading the Digital IQ of Your Organization
• Create strategy in digital world
• Lead in transparent business environment
• Manage social impact of digitization
• Develop digital solutions
• How do we lead in a new digital world?
• How do we redefine their role in the
digital world?
• New skills are needed for high tech,
high touch roles
Executive
Top Leadership
Middle Management
Front Line
Upgrading the Digital IQ of Your Organization

13. Assess Leaders for Industry 4.0 Skills
✓ Adaptability:
Comfortable with ambiguity, complexity,
and uncertainty
✓ Drive:
Hunger, energy, and desire to be
successful
✓ Endurance:
Highly resilient, tenacious, and has
stamina
✓ Brightness:
Intellectually curious & sharp, with a
strong appetite to continuously learn

14. Welcome to the D-Suite
A community of digital-ready, analytically-minded and connected leaders
dedicated to creating the necessary culture and capability within the
organization to unlock opportunities and drive successful digital
transformation.

15. Not a Complete Reinvention of Leadership: 80% is the Same
1. Drive
2. Brightness
3. Expertise
4. People Skills
5. Integrity
But if your foundation isn’t solid, you are starting from behind

16. The Other 20%: New Leadership in the Digital Age
1. Learnability
2. Entrepreneurship
3. Empowering People

17. Digital Leaders: Are You Ready to Lead?

18. Our 12-week program with Rockwell
Automation will upskill 1000 US military
veterans per year for advanced manufacturing
jobs.
Hire for Learnability: The Academy of Advanced Digital
Manufacturing
First veterans graduated on November 9th —
all had job offers, with some doubling or
even tripling their salaries.
Find out more at:
Experisjobs.us/Veterans

19. Identify Skills Adjacencies: Mapping the Future of Digital
Manufacturing
Working with the Digital
Manufacturing Design Innovation
Institute we have defined the emerging
roles in advanced digital manufacturing
as part of a new digital jobs taxonomy.
We identified 165 potential roles
such as Lifecycle Digital Twin
Architect and Data Management
Analyst that are critical to the success
of digital manufacturing.
That framework enabled us to create
training initiatives tailored to in-
demand skills and future needs.

20. ManpowerGroup Partnering with DMDII
Our goal was to map emerging roles in
advanced digital manufacturing to
ensure work-ready graduates with in-
demand skills
We partnered with the Digital
Manufacturing Design Innovation
Institute in Chicago, GE, Microsoft,
P&G, Caterpillar, Boeing and more
We identified 165 potential roles such
as Lifecycle Digital Twin Architect and
Data Management Analyst that are
critical to the success of digital
manufacturing.

21. Manufacturing is Upskilling
New Futures, New Roles
DIGITAL ENTERPRISE
● Chief Digital Officer - Manufacturing
● Digital Manufacturing Organizational Change
Management Strategist
● Enterprise Supply Network Manager
● Enterprise Digital Ethicist
DIGITAL THREAD
● Digital Thread Engineer
● Manufacturing Cybersecurity Strategist
● Life Cycle Digital Twin Architect
● IT/OT Systems Engineer
DIGITAL DESIGN
● Model Based Systems Engineer (MBSE)
● Virtual Reality/Augmented Reality System
Specialist
● Worker Experience Designer
● User Experience Architect
DIGITAL PRODUCT
● Embedded Product Prognostics Engineer
SUPPLY NETWORK
● Predictive Supply Network Analytics Engineer
● Digital Manufacturing Biomimicry Specialist
DIGITAL MANUFACTURING
● Digital Manufacturing Engineer
● Predictive Maintenance System Specialist
● Machine Learning Specialist
● Factory Automation Engineer
● Collaborative Robotics Specialist

22. Transition Roles Offer a Path Forward
1. Product Life Cycle Quality Data Analyst
2. Supply Network Quality Data Analyst
3. Continuous Improvement Engineer
4. Process Quality Data Manager
5. Embedded Product Prognostics Analyst
6. Digital Design Analyst
7. Manufacturing Cybersecurity Technician
8. Data Management Analyst
9. Digital Data Tester
We identified 35 possible
transition roles including:

23. www.learnabilityquotient.com

24. Five Key Questions to Ask
What capability gaps
do we have as digital
leaders?
How do our mindsets
and culture need to shift
for a successful
transformation?
How do we need to
change our approach to
hiring, developing and
managing?
What is our vision for a
digital organization?
How do we develop and
execute a successful
transformation strategy?

25. Thank You

26. Appendix

27. Gen 0
Standardize &
Power
Gen 1
Digitize &
Automate
Gen 2
Connect
Gen 3
Smart Systems
1900-1980* 1980-2005* 2005-2020* Beyond 2020
Conventional Transitional Transformational Emerging
Manufacturing is Upskilling

28. A new approach to the big talent problem
28

29. BORROW: Growth of Alternative Work Models
Growth of Alternative Work in the U.S.
29