Here’s why tech is giving rise to the ‘superjob’
I had an interesting conversation the other day with Michael Stephan, a principal in Deloitte Consulting’s Human Capital practice. He and I spoke during an interview for an upcoming feature story I’m writing.
Stephan consults regularly with some of the largest and most well-known companies in the U.S. A number of them are, not surprisingly, focused on how to prepare their workforces for the changes that automation and machine learning (aka artificial intelligence) will be bringing to many of today’s jobs. Managers in particular are seeing their roles greatly altered and this is giving rise to what Deloitte is calling the “superjob,” says Stephan.
As an example, he cites a company that operates warehouse-distribution centers. At those locations, many jobs formerly performed by humans are now being performed by robots, thanks in part because it’s so hard to fill these often-grueling jobs in a tight labor market. At the same time, many vital tasks are still done by humans. That’s why a manager’s role at distribution centers like these is becoming a superjob – he or she must not only have the technical and business expertise necessary for the work but be able to determine when hand-offs between the robots and the humans will occur and when changes in such arrangements may be necessary, says Stephan.
Likewise, at a pharmaceutical company, being a manager in the research-and-development division has evolved from overseeing human workers to managing both humans and chatbots as more basic R&D functions have become automated, says Stephan.
“A superjob is developing new technical capabilities while at the same time figuring out how to manage humans and bots side by side,” he says.
(The term “superjob” is of course not to be confused with SuperJob.com, one of Russia’s main job sites and a compiler of statistics such as what the average meatpacker earns in Pskov.)