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Summary:

Greg Miller’s career has been focused on one of his greatest passions—tackling significant socioeconomic challenges like the digital skills gap. After starting his career at Oracle, Greg worked in senior leadership roles at leading tech companies such as PeopleSoft and, most recently, SAP where he was Chief Operating Officer. After his tenure at SAP, he raised social venture capital to enable youth STEM innovation and grow the next generation of digital skills in Australia. 

In 2017, Greg co-founded Faethm—an AI-powered SaaS platform that provides organizations with information on how automation will impact every job. In September 2021, Faethm was acquired by British workforce education giant, Pearson, and Greg became the SVP Customer, Workforce Skills at Pearson. 

In this episode, Greg talks about socially responsible automation and how implementing a people-first strategy can protect social equity in the age of AI. 

Chapters:

[0:00 - 5:32] Introduction

• Welcome, Greg!
• Today’s Topic: socially responsible automation

[5:33 - 8:18] What is socially responsible automation? 

• Understanding the impact new technologies have on the people in an organization
• Planning to re-skill and up-skill employees for emerging technologies

[8:19 - 21:09] How do emerging technologies disproportionately impact certain workers and job roles? 

• Job roles that emerging technologies impact the most 
• Favoring job augmentation over job displacement

[21:10 - 27:00] How can HR help business leaders make more socially responsible decision when tasked with introducing new technologies?

• Why socially responsible automation decision should be made by a board 
• Arming HR with meaningful data 

[27:01 - 31:08] Final Thoughts & Closing

• Socially responsible automation is a current problem that needs to be addressed now
• Thanks for listening!

Quotes:

“If I'm going to build a strategy that's socially responsible when it comes to automation . . . I want to understand what the impact on my people will be. And if I know that, then I can organize myself to say, well, over that two or three year horizon of implementing this big digital transformation, rather than firing those people impacted by these technologies, using that as my cost savings, and displacing these workers, I’m gonna actually say, I have a bunch of future jobs that I need to add to my organization.”

“I had the chief caregiver officer, the head of HR for a Cleveland clinic say to me, well, my number one objective is to grow revenues . . . I need to open up more centers. Well to do that, I need more nurses. How do I get more nurses when kids aren't getting their nursing credentials anymore? I need to bring in technology to augment nurses and make nurses to the power of two—then I can grow revenue.”

Contact:

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Produced by Affogato Media