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WHO IS AFRAID OF THE BIG BAD ROBOT ?
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Artificial Intelligence
Machine Learning
Neural networks
Deep Learning
Big Data
Automation
Robotics
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“ Systems endowed with the intellectual processes characteristic of humans, such as the ability to reason, discover meaning, generalize, or learn from past experience ”
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The Evolution
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Timeline
Dartmouth CollegeAi was born. Programs were taught checkers. By 1959 they could beat their human counterparts
Deep BlueBeats Gary Kasparov in chess
1960’sAi research received substantial funding from the US and British Governments
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90
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Ai WinterProgress all but ceased
2018 onwards
Self driving cars, voice assistance like siri,
facial recognition software, and the list
continues
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Ai and Robotics
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Ai and Robotics Today
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Ai Today
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Super Intelligence
General Intelligence
Narrow Intelligence
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Ai Today
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Ai Impact
0 10 20 30 40 50 60 70 80 90 100
Lawyers
Musicians & singers
Reporters & correspondents
Nurses
Construction workers
Truck drivers
Personal financial advisors
Bartenders
Cooks, fast food
Security guards
Taxi drivers & chauffeurs
Movers & warehouse workers
Retail salespersons
Cleaners
Paralegals & legal assistants
Receptionists & administration clerks
Probability of automation (%)
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Implications on the Global Mining Industry
Automated Outsourced
Surveyor
This analysis identifies the following potential for jobs* in the mining industry to be:
Rock Drill Operator
*Note: These are preliminary numbers from the Future of Workforce Planning data model. Numbers are based on bespoke mapping of mining occupations to jobs as categorized by the Occupational Information Network (O*NET) developed under the sponsorship of the U.S. Department of Labor / Employment and Training Administration.
60%36%
17%63%
Haul Truck Driver 26%60%
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Implications for HR
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Implications for HR
Strategic Alignment and Workforce Determination
Key questions :
• What are your Organisations Strategic imperatives in the next 5 – 10 years?
• What must your workforce look like, in order to deliver on those imperatives?
Key deliverables/objectives:
• Define roles/ tasks
• Understand available technologies for Ai and automation
• Understand Financial implications
• Understand future state of technologies
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Implications for HR
Strategic Analysis and Redeployment
Key questions :
• What percentage of roles/ tasks can be automated with todays technology?
• What percentage of roles/ tasks can be automated with tomorrows technology?
• Which roles cannot?
Key deliverables/objectives:
• Identify skills/staff that can be easily retrained and redeployed
• Identify skills that will not be replaced
• Actively work towards an evolution of your workforce
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Q&A
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