Tech Ethics And The Ethical Implications Of Ai-powered Disaster Prediction And Response – Ethics and the Future of Work by Jeff Schwartz, Brad Denny, David Malone, Yves Van Derme, Maren Hauptmann, Ramona Yan, and Shannon Pointon

Over the past decade, leaders have faced the need to manage the difficult ethical issues that the future of work poses. Questions to ask: Not just “can we,” but “how should we?”

Tech Ethics And The Ethical Implications Of Ai-powered Disaster Prediction And Response

As the future of work rapidly evolves and organizations integrate people, technology, alternative workforces, and new ways of working, leaders are grappling with a growing array of resulting ethical challenges. These challenges are particularly evident at the intersection between humans and technology, where new questions about the impact of emerging technologies on workers and society have risen to the top of the ethical agenda. How organizations connect people and machines, manage new human-machine work combinations, and manage working relationships between humans, teams, and machines will be central to how ethical concerns are addressed for broader benefits. How to deal with it? Organizations that tackle these issues — and shift their approach to consider “how we must” rather than “we can” — will be better positioned to make bold choices that build trust among all stakeholders. Help create.

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Readiness gap: Seventy-five percent of organizations say ethics related to the future of work is important or very important to their success in the next 12 to 18 months, but only 14 percent say they are doing much to address this trend.

Ethical concerns are front and center in today’s organization as the nature of work, the workforce, and the workplace evolve rapidly. Eighty-five percent of respondents to this year’s survey believe the future of work will pose ethical challenges – but only 27 percent have clear policies and leaders in place to address them. The importance of managing ethics as it relates to the future of work continues to grow: more than half of our respondents said it was either one of the top issues facing organizations, and 66 percent said it was one of the top three issues. will happen over the years.

When we asked respondents what the importance of ethics is to the future of work, four factors emerged: legal and regulatory requirements, the rapid adoption of AI in the workplace, changes in the workforce, and pressure from external stakeholders (Fig. 1).

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The main drivers identified by respondents were legal and regulatory requirements. This perception is surprising, given that laws and regulations related to technology and workforce issues are often delayed. Admittedly, there has been some work in this field in the European Union: in February 2019, the European Parliament adopted a resolution to create a European industrial policy on AI and robotics, which aims to “encourage the establishment of rules by design. Promote “ethical” technologies. ,

There are some state and city laws in the United States, including a 2019 law from California, that require hiring firms to treat employees as employees rather than contractors.

However, with the rapid adoption of AI in the workplace, the pressure on ethics is becoming more understandable. AI and other technologies are making ethics more relevant to the future of work, especially as the proliferation of technology is causing a redefinition of work. Perhaps the issue that has attracted the most attention on this topic is the question of how technology affects the role of humans at work. While only a small percentage of respondents to our survey found that robots and AI will be used to replace workers, headlines of the impending “robot apocalypse” are garnering global attention and raising concern. Organizations implementing efficiency-promoting technologies must decide how to redeploy people to add strategic value and whether they can replace jobs.

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As technology becomes more embedded in work, its design and use need to be evaluated for fairness and equity. Organizations should consider questions such as whether applications of technology reduce or increase discriminatory bias; what procedures they have in place to protect the confidentiality of employee information; Are decisions made by technology transparent and explainable; What policies do they have to hold people accountable for the consequences of those decisions?

A third element of the importance of ethics to the future of work, most cited by respondents, is changes in the workforce, which raise issues about the evolving social contract between the individual and the organization and the organization and society. The growth of the alternative workforce is an important phenomenon contributing to these concerns. The number of self-employed workers in the United States is expected to reach 42 million this year.

In the UK, the gig economy more than doubled from 2016 to 2019 and comprises 4.7 million workers.

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Recent research by Mary Gray and Siddharth Suri on Ghostwork: How to Stop Silicon Valley from Building a New Global Underclass highlights the “invisible labor forces” that underlie the unpleasant working conditions of many high-tech piecework workers. (eg, labeling data, captioning images, marking X-rated content, etc.) powered by automation and AI.

The rapid growth of this workforce segment draws attention to ethical concerns related to the fair wages, health care, and other potential benefits of alternative workers.

Our 2020 Global Human Capital Trends survey revealed a serious concern: Organizations may be failing to recognize the importance of alternative workers even though this workforce segment is growing rapidly. Twenty-five percent of organizations consider the treatment of substitute workers a major ethical concern. Only 21 percent of organizations say their wellness strategy includes alternative employees. When it comes to how the changing nature of work affects compensation strategies, only 13 percent of respondents expect growth in casual employment to have the biggest impact, and only 21 percent expect growth in the alternative workforce to have the biggest impact. has the greatest impact on growth.

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In this year’s survey, looking ahead to the next 10 years, 80 percent of respondents cited “radical changes in work, careers, and work due to AI and new work models” as important. But only 45 percent of respondents said they were ready for the change — the lowest readiness score for any of the issues we surveyed as emerging challenges over the next 10 years.

In last year’s report, we called on organizations to shift from a transactional approach to using an alternative workforce to a holistic and strategic approach that can access and optimize this vital and growing pool of talent. This year, we caution organizations not to ignore this growing segment of the workforce critical to talent strategies. The ability to effectively utilize an alternative workforce can help organizations access scarce talent in a rapidly changing labor and employment market. Equally important, an organization’s attitude toward alternative workers can have a positive (or negative) impact on its employment brand.

With one in five of our respondents saying they expect alternative work models to have the biggest impact on HR models over the next 12-18 months, this is an area where leaders need to focus more. This may be necessary.

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A final key element of the importance of ethics in the future of work is that organizations face pressure from customers, investors, and other external stakeholders to act responsibly even on ethical issues that do not affect business operations, such as access. To health care, rising inequality and climate change. Organizations are asked to address these challenges from a future employment perspective by designing work in innovative ways that help address related concerns.

Interestingly, a key stakeholder group, the board of directors, is generally not paying attention to these issues, with only 12 percent of our respondents suggesting that pressure from boards and the C-suite will focus on ethics in the future. concentrates. the work. This finding is somewhat worrisome because boards and leaders must set the right “tone at the top” for organizations to prioritize ethics at work in the future.

These drivers frame a number of specific ethical challenges related to the future of work, which may suggest a workable agenda for addressing these issues. However, respondents overwhelmingly indicated their organizations were unprepared to deal with these ethical challenges, with only 8 to 19 percent saying their organization was “very prepared” for any issues.

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A closer look at our respondents’ views on organizational readiness reveals an interesting insight: organizations are ill-prepared to deal with ethical dilemmas in areas where people and technology intersect. So far, most organizations have reported that they are ready to tackle a technology-focused issue: the maintenance of privacy and control of worker data. Next come the obvious human issues of pay, the design of jobs for stability, and the behavior of substitute workers. But where people and technology come together – automation, the use of AI, the use of algorithms – many organizations appear woefully unprepared (Figure 2).

We believe this gap has to do with the pervasive tendency of organizations to treat technology and humanities as separate paths with their own programs, processes, and solutions. Now, the boundaries between are blurring

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