Technology’s impact in the workplace is already plain to see, but the rapid advance of robotics, AI (artificial intelligence) and an ever expanding array of smart machines will transform whole industries over the next decade in ways which, for many of us, are still hard to imagine.

Without doubt, some jobs will disappear. Others, though, will be created, particularly in areas which put a premium on innovation, versatility and a high level of technical competence. And, therefore, whether just entering the workforce, looking to sustain a successful career, or contemplating a radical shift in direction, everyone must be prepared to deal with new challenges and the inevitability of continuous change.

“We are in a very fast-moving, fluid economy where education and employment become one,” says Vince Chan, founder and chief executive of Unlearn, a firm which specialises in helping companies and individuals recognise what’s coming and adjust accordingly. “All of us must make sure we are not behind the digital learning curve. Technological change is making certain skills obsolete faster than ever before, so we need to acquire a ‘future-proof’ skill set – and the mindset to go with it – allowing us to augment our abilities and cope with disruption.”

In Chan’s view, this means taking a new approach to the way we learn and work. It also has major implications for how employers recruit, train and assess performance and how they structure and manage their organisations.

At one level, she says, a college degree is still a prerequisite for many jobs. Increasingly, though, the people who really stand out these days are those with digital skills and the combination of creativity and know-how to solve problems, find efficiencies, and identify new market opportunities.

“In almost every industry, digital transformation will be the key to corporate success,” Chan says. “However, companies are still spending very little to ‘upskill’ their workforces. Therefore, we want them to take action to bridge the gap and avoid the coming talent shortage. And we want to make individuals aware of how technology and smart machines will replace certain jobs, so they can be ready to retrain and adapt as necessary.”

She adds that in Hong Kong, as an economy and a society, the best way for us to advance collectively is to invest in people. They are the basic “building block” in terms of making progress and competing effectively with other cities around the world.

“But if their skills and mindsets don’t change in sync with technology, you won’t have the quantity and quality of problem solvers needed to facilitate corporate innovation,” Chan says. “Then, it will not be possible to execute your business vision or effect transformation at the pace required.”

All too often, Chan comes across companies which allocate a reasonable budget for staff development, but fail to invest in the right kind of training for tomorrow’s workplace. To all intents and purposes, these organisations appear to be stuck with an old world way of thinking which, before long, will only exacerbate the talent gap and leave them struggling to keep up.

Instead, when hiring and training, they should be focusing far more on digital and data science skills. Senior executives who reached their current positions under the old system have to accept that the next generation won’t follow anything like the same career path. And “relevant work experience” is fast becoming an outdated criterion for job candidates at a time when the most valued skills are an ability to apply the latest technology and come up with better solutions to enhance sales, productivity and profits.

“A lot of firms still can’t figure out what the changes mean for them and where the gaps are,” Chan says. “That is why I founded Unlearn six months ago to help companies and empower people by making them smarter workers and lifelong learners. Technology is changing so much, and the way business is conducted will be so different that no one can ignore the impact or afford to be left behind.”

In any commercial organisation, the main objective is still to drive profit and improve the bottom line. But nowadays, that also means taking a holistic view to see where the nature of jobs and functions like HR can be disrupted by technology to cut costs and boost overall efficiency.

“This is a common theme in different industries, and it just makes sense,” Chan says. “But for younger people who grew up in a tech environment and think everything can be found on Google, we also emphasise the need for soft skills and using your brain because the internet is not the ultimate repository of knowledge.”

Consequently, any good training programme should stress the importance of personal qualities such as persistence, initiative and critical thinking. It should also deal with areas like collaboration, financial literacy, social and cultural awareness, and the entrepreneurial mindset.

“The soft skills, the human qualities, are culturally and contextually based,” Chan says. “These, along with digital and data science skills, will help people to develop their careers at a time when certain things can clearly be done more effectively by AI and machines.”

This article appeared in the Classified Post print edition as Intelligent being.