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New Study: 64% of People Trust a Robot More Than Their Manager

New Study: 64% of People Trust a Robot More Than Their Manager

Global research highlights how AI is changing the relationship between people and technology at work

Redwood Shores, Calif. – October 15, 2019 – People have more trust in robots than their managers, according to the second annual AI at Work study conducted by Oracle and Future Workplace, a research firm preparing leaders for disruptions in recruiting, development and employee engagement. The study of 8,370 employees, managers and HR leaders across 10 countries, found that AI has changed the relationship between people and technology at work and is reshaping the role HR teams and managers need to play in attracting, retaining and developing talent.

AI is Changing the Relationship Between People and Technology at Work

Contrary to common fears around how AI will impact jobs, employees, managers and HR leaders across the globe are reporting increased adoption of AI at work and many are welcoming AI with love and optimism.

AI is becoming more prominent with 50 percent of workers currently using some form of AI at work compared to only 32 percent last year. Workers in China (77 percent) and India (78 percent) have adopted AI over 2X more than those in France (32 percent) and Japan (29 percent).

The majority (65 percent) of workers are optimistic, excited and grateful about having robot co-workers and nearly a quarter report having a loving and gratifying relationship with AI at work.

Workers in India (60 percent) and China (56 percent) are the most excited about AI, followed by the UAE (44 percent), Singapore (41 percent), Brazil (32 percent), Australia/New Zealand (26 percent), Japan (25 percent), U.S. (22 percent), UK (20 percent) and France (8 percent).

Men have a more positive view of AI at work than women with 32 percent of men optimistic vs. 23 percent of women.

Workers Trust Robots More Than Their Managers

The increasing adoption of AI at work is having a significant impact on the way employees interact with their managers. As a result, the traditional role of HR teams and the manager is shifting.

64 percent of people would trust a robot more than their manager and half have turned to a robot instead of their manager for advice.

Workers in India (89 percent) and China (88 percent) are more trusting of robots over their managers, followed by Singapore (83 percent), Brazil (78%), Japan (76 percent), UAE (74 percent), Australia/New Zealand (58 percent), U.S. (57 percent), UK (54 percent) and France (56 percent).

More men (56 percent) than women (44 percent) have turned to AI over their managers.

82% of people think robots can do things better than their managers.

When asked what robots can do better than their managers, survey respondents said robots are better at providing unbiased information (26 percent), maintaining work schedules (34 percent), problem solving (29 percent) and managing a budget (26 percent).

When asked what managers can do better than robots, workers said the top three tasks were understanding their feelings (45 percent), coaching them (33 percent) and creating a work culture (29 percent).

 AI is Here to Stay: Organizations Need to Simplify and Secure AI to Stay Competitive

The impact of AI at work is only just beginning and in order to take advantage of the latest advancements in AI, organizations need to focus on simplifying and securing AI at work or risk being left behind.

76 percent of workers (and 81 percent of HR leaders) find it challenging to keep up with the pace of technological changes in the workplace.

Workers want a simplified experience with AI at work, asking for a better user interface (34 percent), best practice training (30 percent) and an experience that is personalized to their behavior (30 percent).

Security (31 percent) and privacy (30 percent) are the main concerns preventing workers from using AI at work.

Digital natives Gen Z (43 percent) and Millennials (45 percent) are more concerned about privacy and security at work than Gen X (29 percent) and Baby Boomers (23 percent).

Supporting quotes

“The latest advancements in machine learning and artificial intelligence are rapidly reaching mainstream, resulting in a massive shift in the way people across the world interact with technology and their teams. As this study shows, the relationship between humans and machines is being redefined at work, and there is no one-size-fits-all approach to successfully managing this change. Instead, organizations need to partner with their HR organization to personalize the approach to implementing AI at work in order to meet the changing expectations of their teams around the world,” said Emily He, SVP, Human Capital Management Cloud Business Group, Oracle

“Over the past two years we’ve found that workers have become more optimistic as they’ve adopted AI in the workplace and HR is leading the way. The 2019 study shows that AI is redefining not only the relationship between worker and manager, but also the role of a manager in an AI-driven workplace. Based on the findings, managers will remain relevant in the future if they focus on being human and using their soft skills, while leaving the technical skills and routine tasks to robots,” said Dan Schawbel, Research Director at Future Workplace.

“Our 2019 results reveal that forward looking companies are already capitalizing on the power of AI,” said Jeanne Meister Founding Partner, Future Workplace. “ As workers and managers leverage the power of artificial intelligence in the workplace, they are moving from fear to enthusiasm as they see the possibility of being freed of many of their routine tasks and having more time to solve critical business problems  for the enterprise.”

Read more about this global report here [oracle.com/goto/AIatWork-2019].

Methodology

Research findings are based on a global survey conducted by Savanta between July 2 to August 9, 2019. In total, 8,370 completed the survey. The study was administered online and fielded in 10 different countries (and in six languages). Permanent full-time employees between the ages 18 – 74 years old were eligible to participate. The survey targeted HR Leaders, Managers and Employees. Respondents are recruited through a number of different mechanisms, via different sources to join the panels and participate in market research surveys. All panelists have passed a double opt-in process and complete on average 300 profiling data points prior to taking part in surveys. Respondents are invited to take part via email and are provided with a small monetary incentive for doing so.

Business

Contis enters RBS Capability and Innovation Fund bid seeking £35 million for disruptive SME growth strategy  

Contis enters RBS Capability and Innovation Fund bid seeking £35 million for disruptive SME growth strategy   36

Leading payments provider, Contis, has applied for two grants from the RBS & BCR Alternative Remedies Package, totalling £35 million.  

Unlike most applicants who will deploy funds through a single brand, Contis is taking a completely different approach. The funding will be used to drive fintech innovation in the UK by developing an off the shelf, B2B electronic and card payment technology platform for SMEs. With Contis’ powerful tech stack and regulated status, this will empower hundreds of fintechs to support the SME market with groundbreaking technologies, payments and lending capabilities. Contis today services over 800,000 consumer accounts, 14,500 business accounts and processes £4bn in transactions per year, demonstrating a proven track record.   

UK businesses are facing a challenging economic environment with the impacts of Covid-19 and Brexit. As large corporations and entire sectors are affected, SMEs will play a vital role in the recovery. Contis’ approach is completely disruptive, offering three channels to maximise support for SMEs and sole traders, through three unique brands, all powered by APIs from Contis’ modular and configurable engine. 

1.       Canvas for Business 

Contis is a super-vendor in the world of fintech, offering payments through proven banking rails and card scheme capabilities including issuing pre-paid, debit and virtual cards. They’re linked to digital delivery like Apple Pay and Google Pay, and a trusted tech stack that boasts 99.99% uptime.  

With funding from the Capability and Innovation Fund (CIF), Contis’ technology and regulated services will be made available to the whole fintech community, enabling them to provide dedicated SME accounts with the latest leading-edge capabilities delivered via Contis’ wholly owned, secure, cloud-based technology and apps. Contis’ solution has a firm eye on the need for SMEs to compete internationally, particularly after Brexit, and offers FX integration as standard.  

Canvas for Business will increase competition by providing fintechs serving the SME market with technology that outstrips the big banks. Contis will also provide credit referencing capabilities and empower fintechs to lend to their SME client base through Contis’ own credit licence. Without the constraints of legacy systems, it will enable simple connectivity to accounting and payments solutions, as well as to unlimited future innovations.  

2.       Engage for Business 

Over 150 Credit Unions currently use Contis’ Engage service and technology, and hold an estimated £400 million in undeployed cash reserves. Developed with CIF funding, Engage for Business will enable Credit Unions to launch business accounts and payments products for the first time, and allow excess funds to be redeployed in the SME sector through business support loans. This will revolutionise access to funding for sole traders and small businesses. 

3.       Freedom for Business 

With CIF funding, Contis will also offer large scale SMEs a direct-to-market solution where Contis holds the relationship and provides a bespoke offer to meet the business’ exact needs. 

Contis’ application to the Capability and Innovation Fund is focused on creating the widest possible impact for UK SMEs by fulfilling their accounts & payments needs and driving innovation in SME financial services. 

Through the grant, Contis will empower over 200 fintechs and Credit Unions to provide credit, simplify payments integration into everyday business needs, offer digital credit referencing, provide budgeting tools to SMEs, enable automated payments, give predictive insight on cash flow, provide rewards to SMEs on spending, and much more. 

Peter Cox, Founder and Executive Chairman of Contis said: “Our mission is to democratise payments and financial services for all SMEs, so they’re spoilt for choice with innovative and affordable solutions that meet their exact needs. Our approach, based upon proven technologies, will broaden and disrupt the services available to SMEs far beyond the capabilities of existing providers such as the big banks.  

“By driving competition and innovation, while improving the availability of funding, our approach will increase the services on offer to SMEs and make them more affordable, therefore becoming easier for every entrepreneurial person with vision to run their own businesses.” 

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Business

Four years of digital transformation in four weeks: UK lockdown puts pressure on brands to digitally deliver

Four years of digital transformation in four weeks: UK lockdown puts pressure on brands to digitally deliver 37

Nearly a third (32%) of consumers would switch providers if a brand’s website is unavailable for more than 24 hours

A study released today reveals the scale of omni-channel pressure brands now faced as a result of the Covid-19 pandemic, as consumers flock to apps and websites to as the priority destination to transact with brands.

The UK has experienced a huge leap in use of online services thanks to lockdown, with the public appearing to have less concern for the availability of a brand’s physical location. Research by Sungard Availability Services (Sungard AS) uncovers a “window of availability” that UK businesses now have before consumer loyalty changes:

  • If a brand’s website is down for 24 hours – 32 percent of consumers would switch provider
  • If a brand’s app is down for 24 hours – 28 percent of consumers would switch provider
  • If a physical store is closed for 24 hours – 20 percent of consumers would switch provider

The results by industry paint an interesting picture of the availability timeframes brands are expected to adhere to:

  • For online retailers, excluding grocery retailers – 23 percent of consumers would switch provider if they could not access online services for 12 hours, rising to over a third (34 percent) after 24 hours
  • For financial services and entertainment streaming platforms – 21 percent of consumers would switch provider after 12 hours, rising to 33 percent after 24 hours
  • In the case of online grocery shopping – 20 percent would switch provider after 12 hours, rising to one third 33 percent after 24 hours

The findings also highlight that as digital reliance increases, so will consumer expectations towards availability in the future. Over the coming two years, a third (33 percent) of consumers expect online financial services to always be available, rising to 35 percent for streaming services.

“UK consumers have become reliant on the constant availability of online services, and lockdown has only served to heighten this,” comments Chris Huggett, SVP, EMEA at Sungard AS. “What used to be a choice between physical and digital has now firmly accelerated into digital environments across various industries. As online worlds continue to outpace bricks and mortar as the face of businesses, ensuring constant availability and clear communications on downtime will be key for brands to build trust and loyalty.

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Business

Demonstrating the value of collaborative leadership during crises

Demonstrating the value of collaborative leadership during crises 38

By Jean Stephens, CEO, RSM International

In 2000, a leading expert in behavioural science, Daniel Goleman, outlined the six key styles of leadership: autocratic, paternalistic, democratic, laissez-faire, transactional and transformational, with each having their own merits and drawbacks. However, the recent global pandemic has irrevocably altered the business landscape, as traditional work practices and routines have been forced to adapt to the needs of an increasingly remote workforce. These changes have been easier for some and presented new challenges for others. At C-suite level, it has been integral that leaders continue to harness the potential within their workforces to ensure that growth and innovation do not fall by the wayside.  As such, it has become increasingly clear that our new normal calls for a seventh, more collaborative style of leadership to come to the fore. Through this, middle-market business leaders can continue to drive growth by empowering others to collectively nurture and experiment with new ideas across their business.

In a survey conducted by RSM International earlier this year, it was revealed that nearly half (48%) of new ideas within European businesses were never explored by senior management, with 37% stating that resistance from senior leadership is the greatest barrier to change. But change should not be feared; it is an opportunity to unlock new opportunities and to challenge the norm. As a middle-market business leader, letting go of control can sometimes seem the hardest task of all, particularly in times like these where the wrong move can spell disaster. But micro-management can stifle creativity and diminish potential, especially in moments of rapid evolution. It can prevent brilliant thinkers from experimenting, provide a false sense of security and render organisations inflexible.

New challenges will continue to arise as lockdown measures ease and tighten as the virus recedes and spreads. It is the responsibility of collaborative leaders to empower those within their businesses to find comprehensive and innovative solutions to these new problems. By working together and supplying teams with the necessary support and toolkits, leaders can face challenging situations head on, rather than simply directing from above.

Demonstrating collaboration is also a powerful way to motivate employees through difficult times. Businesses across the globe have been hit hard by the COVID-19 crisis, with some having to introduce unpaid leave, cut pay or make redundancies. Asking employees to make these sacrifices while continuing to deliver in their roles requires trust in the leadership, transparency in the decision-making process and support where it is needed. In practice this can take many different forms; from weekly virtual meetings, where teams are encouraged to be open about the challenges they are facing, to offering additional technology and office equipment to those who do not have dedicated working areas at home. Internal surveys can act as a barometer for the mood of an organisation and show senior management how to help their employees’ transition to the new normal that bit easier. Weekly internal newsletters can also provide another layer of connection between staff in each corner of a sprawling business, from back office to support to front line workers, demonstrating that they are all part of a single team driving towards the same objectives.

As a leader, displaying understanding and empathy has also never been more crucial. Video conferencing has given us a window into the homes and lives of colleagues who we would not, ordinarily, have seen outside the office. Workers at all levels have taken responsibility for the emotional well-being of isolated colleagues. As a leader, all it takes is a little compassion and empathy to listen to those problems, provide support and help find a solution. Diffusing this ethos across a business will foster a community in which no one feels alone or abandoned in the face of pressure or stress, be it personal or professional.

2020 will be marked as a turning point for not only business but society as a whole. Many middle-market businesses have already proven themselves able to adapt rapidly to face new challenges and situations, but the change does not have to stop there. New circumstances provide new opportunities to listen, learn and innovate, to ensure your business and workforce can continue to thrive. We cannot predict how long this current situation will continue for but, as we continue to adapt, an empowered workforce under strong, collaborative leadership has the most potential to emerge more resilient and innovative than before – to thrive and not just survive.

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