随着 IT 人才紧缩的持续，首席信息官可以采用新战略，将传统 IT 员工与非传统员工和 AI 相结合，以增强员工队伍。
首席信息官对影响 IT 员工的挑战并不陌生。随着企业越来越多地致力于数字化，实现数字化所需的关键技术人才越来越难找到和留住。这一趋势不会很快逆转。
许多首席信息官依赖于传统的人才战略，尚未完全接受人工智能及其在未来技术劳动力中的作用。首席信息官认为，人类员工的准备情况对于采用人工智能至关重要，但将人工智能与劳动力中的人类相结合需要改变管理人员的技能。首席信息官必须制定战略，将传统 IT 员工与非传统员工和人工智能相结合，以实现工作自动化并增强人才。尽管这听起来很简单，但它需要对劳动力的构成、人才发现、人类角色、管理技能和其他组织基本要素进行深刻的改变。
以下是首席信息官可以开始应对当今人才挑战的四种关键方法，同时在未来五年内建立他们需要的有弹性的员工队伍。 数字化转型网www.szhzxw.cn
一、采用非常规的人才实践
首席信息官通常不会利用所有可用的方法来确保 IT 技能和人才的安全。在 Gartner 最近的一项调查中，首席信息官报告说，他们主要依靠员工再培训和业务技术人员的使用来扩大他们的 IT 人才管道。然而，使用无国界招聘、雇用退休人员或雇用神经发散型人才等策略的首席信息官要少得多。
首席信息官可以通过采用更广泛的人才实践来扩大 IT 人才库，包括从未开发的人才库中招聘、消除组织招聘人才的限制，以及在人才生态系统中培养关系以建立未来的人才管道。通过采用测试和衡量方法，确定哪些替代人才实践最有效。在试点中尝试一种新策略并收集有关其性能的数据。如果性能良好，请将其放大。如果效果不佳，请调整并重试，或停止实验并尝试其他操作。
二、考虑新的基于人和机器的资源
首席信息官预计，全职和兼职员工在五年内从事的技术工作所占比例较小，机器人自动化和人工智能增强将弥补这一差异。Gartner 的数据显示，首席信息官预计其他类型的人力资源（如顾问、承包商和零工）的使用几乎没有变化。 数字化转型网www.szhzxw.cn
然而，现实情况是，这些对机器人自动化和人工智能增强的预测可能有点过于乐观，这可能是由围绕 ChatGPT 和生成式人工智能的炒作推动的。尽管人工智能有望大幅提高生产力，但实施人工智能比简单地部署新工具要复杂得多。
首席信息官必须制定战略，通过考虑广泛的基于人力和机器的资源（如零工和人工智能增强型员工）来执行数字战略，并评估未来如何增加他们的贡献，从而建立一支有弹性的混合型员工队伍。有弹性的员工队伍需要多种才能和能力;人工智能并不能解决所有IT人员配备问题。
详细了解各种 AI 解决方案及其对工作和劳动力的影响。通过与人力资源部门和其他利益相关者讨论他们今天如何使用 AI、未来 AI 最有可能的用例是什么以及成功实施 AI 需要做些什么，为将 AI 融入劳动力做好准备。 数字化转型网www.szhzxw.cn
三、定义 AI 在劳动力中的作用
首席信息官在劳动力中采用人工智能的速度可能很慢，部分原因是他们认识到人工智能对人类工人的复杂影响。技术进步不会简单地取代人类执行繁琐的任务。生成式人工智能解决方案将自动执行更复杂的任务，这些任务构成了当今某些人工作的一部分，例如编写软件代码，并且它们将增强人类 – 更有价值的用例。
这将要求人们以更复杂的方式与人工智能进行交互，而不是输入信息和读取传统应用程序的输出。这种对话互动会受到人类和机器中隐性偏见的影响。人工智能需要可解释性，以便人类进行有效交互。
组织必须做好准备，然后才能与人类劳动力一起有效地使用 AI。首席信息官必须聘请具有人工智能管理专业知识的人，他们知道如何将其融入员工队伍，例如人工智能战略家和机器人经理。目前只有 4-5% 的企业拥有这些角色，但超过一半的企业计划在未来五年内采用这些角色。它们必须到位，然后企业才能实施更高级、更有价值的 AI 用例。 数字化转型网www.szhzxw.cn
与 HR 合作，定义组织需要建立的人员角色，例如 AI 战略家，以设计和部署基于 AI 的数字工作场所解决方案。这些新角色可以：
- 帮助 HR 定义未来人机交互关系所需的技能和能力
- 帮助企业领导者使用 AI 实现其业务目标，以及
- 确定 AI 对客户、社区、员工、投资者和其他利益相关者的影响。
四、让 IT 经理为未来做好准备
首席信息官们认识到，经理的角色正处于巨大变化的边缘。今天的管理者主要关注的是保持员工的生产力，而未来的管理者将不得不协调人机混合劳动力的许多元素。随着 AI 的使用变得越来越普遍，管理人员可能几乎无法控制集中部署或在其他应用程序中部署哪些 AI 技术。在这些情况下，他们必须能够管理人工智能的影响，包括改变工作完成方式。 数字化转型网www.szhzxw.cn
首席信息官不能指望人工智能、其他技术、新的管理技术或任何趋势或发展来拯救他们。为了领导新的混合型员工队伍，IT经理必须提高他们的技术技能，并学习如何与当今的管理方式截然不同的思维和行为方式。首席信息官可以通过与人力资源部门合作，评估和培养 IT 经理领导混合型员工队伍所需的技能和能力，为未来做好准备。
开发支持资源，帮助管理者应对变化并实践以人为本的领导。鼓励管理者通过设计新的绩效衡量标准来迎接未来，这些衡量标准反映了他们角色的新要求，例如围绕人类工人使用人工智能的程度和复杂程度的指标。概述一些简单的 AI 增强方案，并立即开始实施，以转变 IT 经理的思维方式，将人与 AI 融合在一起。
英文原文：
CIOs Can Build a Resilient IT Workforce with AI and Unconventional Talent
As the IT talent crunch continues, chief information officers can embrace new strategies to combine traditional IT staff with nontraditional workers and AI to augment the workforce.
CIOs are no stranger to the challenges impacting the IT workforce. As the enterprise is committing more and more to digitalization, the critical technology talent needed to deliver it is getting harder to find and to keep. This trend will not reverse anytime soon. 数字化转型网www.szhzxw.cn
Many CIOs have relied on traditional talent strategies and have not yet fully embraced AI and its role in the future technology workforce. CIOs view human workers’ readiness as critical for AI adoption, but blending AI with humans in the workforce requires a change in managers’ skills. CIOs must develop strategies to combine traditional IT staff with nontraditional workers and AI to automate work and augment human talent. As simple as that may sound, it will require deep changes in the makeup of the workforce, talent discovery, humans’ roles, management skills and other organizational fundamentals.
Here are four key ways that CIOs can begin to meet today’s talent challenge while building the resilient workforce they will need within the next five years.
1. Employ Unconventional Talent Practices
CIOs often do not exploit all available ways to secure IT skills and talent. In a recent Gartner survey, CIOs reported that they are primarily relying on employee reskilling and the use of business technologists to expand their IT talent pipelines. However, far fewer CIOs were using tactics such borderless recruitment, hiring retirees or hiring neurodivergent talent.
CIOs can enlarge the IT talent pool by employing a broader range of talent practices, including hiring from untapped talent pools, removing limits on where the organization hires talent, and fostering relationships in the talent ecosystem to build future talent pipelines. Determine which alternative talent practices work most effectively by taking a test-and-measure approach. Try a new tactic in a pilot and gather data on its performance. If it performs well, scale it up. If it performs poorly, adjust and try again, or stop the experiment and try something else. 数字化转型网www.szhzxw.cn
2. Consider New Human- and Machine-Based Resources
CIOs expect full-time and part-time employees to do a smaller share of technology work in five years, with robotic automation and AI augmentation making up the difference. Gartner data shows that CIOs project virtually no change in use of other types of human resources, such as consultants, contractors, and gig workers.
However, the reality is that these projections for robotic automation and AI-augmentation are likely a bit too optimistic, perhaps driven by the hype around ChatGPT and generative AI. Although AI promises a substantial increase in productivity, implementing AI is more complicated than simply deploying a new tool.
CIOs must create a strategy for building a resilient, blended workforce by considering a wide range of human- and machine-based resources (such as gig workers and AI-augmented workers) to execute digital strategies, and assessing how their contributions can be increased in the future. A resilient workforce needs many kinds of talent and capabilities; AI will not solve all IT’s staffing problems.
Learn more about various AI solutions and their impact on jobs and the workforce. Prepare for incorporating AI into the workforce by speaking with HR and other stakeholders about how they use AI today, what the most likely use cases for AI in the future will be and what would need to be done to implement AI successfully. 数字化转型网www.szhzxw.cn
3. Define AI’s Role in the Workforce
CIOs may be slow to adopt AI in the workforce in part because they recognize the complicated effects on human workers. Technology advancements will not simply replace humans in performing tedious tasks. Generative AI solutions will automate more complex tasks that form part of some people’s jobs today, such as writing software code, and they will augment humans — the more valuable use case.
This will require people to interact with AI in more intricate ways than entering information and reading the output of a conventional application. Such conversational interactions will be affected by implicit biases in both human and machine. AI needs explainability for humans to interact effectively.
Organizations must prepare before they can use AI effectively alongside the human workforce. CIOs must hire people with AI management expertise who understand how to incorporate it into the workforce — for example, AI strategists and managers of robots. Only 4-5% of enterprises have these roles today, but more than half plan to adopt them within the next five years. They must be in place before the enterprise can implement more advanced, value-creating AI use cases.
Collaborate with HR to define the human roles the organization will need to establish, such as AI strategist, to design and deploy AI-based digital workplace solutions. These new roles can:
- Help HR define skills and competencies needed for the future human-AI relationship
- Help business leaders use AI to accomplish their business objectives, and
- Determine the impact of AI on customers, communities, employees, investors, and other stakeholders. 数字化转型网www.szhzxw.cn
4. Prepare IT Managers for the Future
CIOs recognize that the manager role is on the verge of dramatic change. Whereas managers today focus primarily on maintaining employee productivity, managers in the future will have to orchestrate the many elements of a blended human-machine workforce. As the use of AI becomes more pervasive, managers may have little control over what AI technologies get deployed centrally or within other applications. In those cases, they must be able to manage the impacts of AI, including changes to how work gets done.
CIOs can’t expect AI, other technologies, new management techniques, or any trend or development to rescue them. To lead the new blended workforce, IT managers will have to improve their technical skills and learn how to think and behave quite differently from the ways of management today. CIOs can prepare IT managers for the future by working with HR to assess and develop them on the skills and competencies necessary to lead a blended workforce. 数字化转型网www.szhzxw.cn
Develop support resources to help managers cope with the change and practice human-centric leadership. Encourage managers to embrace the future by devising new measures of their performance that reflect the emerging requirements of their role, such as metrics around the degree and sophistication of human workers’ use of AI. Outline a few simple AI augmentation scenarios and start immediate implementation to shift the IT managers’ mindset toward blending people and AI.
本文由数字化转型网（www.szhzxw.cn）转载而成，来源于INFORMATIONWEEK.COM；编辑/翻译：数字化转型网宁檬树。
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