Concerned about AI taking over your job? Research from the University of Southern California suggests it’s not that simple.
The study zeroes in on how artificial intelligence (AI) is used in management. While AI boasts “superior analytical skills” with data, it often comes across as impersonal. Conversely, managers with strong people skills can build trust and boost morale. Blend the two, and a powerful combination might emerge.
An ideal combination
The research concludes that when you merge analytical AI with people-centric managers, it creates a symbiotic relationship in the workplace. This highlights the crucial role of managers with excellent people skills in effectively harnessing AI support tools.
“The ‘human touch’ makes the difference in itself,” the authors explain. “If [the human touch] works alone, it’s going to be less effective than when it is coupled with this highly valid content provided by AI. Both are indispensable.”
The research sample was taken from the fintech industry, specifically in customer service centers where employee actions are readily recorded in phone calls. The recorded data was organized and input into analytics to assess individual performance and identify areas for enhancement and training.
Working together
In this scenario, AI was employed to analyze the recorded data and generate results. It answered questions like: How well were employees doing in their roles? Did they show proficiency, or were there areas needing improvement? This yielded valuable insights that managers could then share with their team members.
“AI can take care of a big part of the content generation, especially when this content is based on data and analysis of data,” the authors continue. “AI just does better than human beings.”
This is where the skills of the manager come into their own, as those with strong people skills are able to adapt even more with the advent of AI-based support, with the add-on effect that the performance of their subordinates increase accordingly.
Trust is key
Why does this matter? Trust plays a crucial role. Employees might be uncertain about feedback from content alone but might be willing to give it a shot if it comes from someone with a human touch. When a manager lacks strong people skills, employees are already doubtful of them. So, if that same manager introduces content, the skepticism extends to the content itself.
An interesting note: the fintech call center employees in this study were well-educated twenty-somethings, a group generally more open to technology. This poses a challenge for managers lacking people skills.
Managers with weak people skills face the risk of being replaced by AI. When combined with AI, these managers achieve similar outcomes as AI alone. This raises the question: Why not just use AI? The suggestion is not to eliminate these managers but for organizations to consider the type of managers they recruit and how they train them in people skills.
The idea that AI will entirely replace humans oversimplifies the situation. The research suggests that organizations can benefit from the unique strengths of both AI and individuals working together as a “team.” The synergy created, which neither can achieve on its own, could bring lasting benefits to employees and the workplace.
