1、Emotional intelligence the essential skillset for the age of AI Key Findings 74% of executives and 58% of non-supervisory employees believe that EI will become a “must-have” skill: 61% of executives and 41% of non-supervisory employees believe that it will become so in the next one to five years On

2、average, demand for EI is expected to increase by as much as six times: The financial services sector will see the highest increase in demand for EI skills Displacement of routine tasks, evolving job roles, and the inability to automate certain tasks will be key reasons for an increase in demand for

3、 EI skills Although automation and AI will impact all career levels, organizations currently focus more on building EI skills at senior levels than at non-supervisory levels: Organizations do not adequately assess or hire non-supervisory employees based on their EI skills Only 26% of organizations p

4、rovide feedback to non-supervisory employees based on their EI skills Organizations do not conduct enough training in building EI skills for employees across grades, and particularly for those in non-supervisory roles Organizations benefit from employees who display a high EI quotient: Top benefits

5、for organizations include enhanced productivity, high employee satisfaction, increased market share, and reduced attrition Employee benefits include greater wellbeing, reduced fear of job loss, more openness to change, and the safeguarding of human jobs from machines Organizations can achieve return

6、s up to four times higher by investing in EI skills Roadmap for organizations to develop a more emotionally intelligent workforce: Customize existing learning programs to integrate EI and make them accessible to all Modify recruitment processes to include the evaluation of EI Apply an EI lens when p

7、romoting and rewarding talent Use technology and data for building a high EI culture. 2Emotional intelligencethe essential skillset for the age of AI Introduction havent mastered emotional intelligence skills, we believe that every job level will benefit from an increased emotional intelligence quot

8、ient. Specifically, in the age of the smart machine, emotional intelligence skills will enable non-supervisory employees to stay relevant, take up more value-adding activities and jobs, and progress in the organization. As we also heard from Nicolas Frasquet of Coty Inc., an American multinational b

9、eauty company, “Only those employees or people who rate highly on EI skills will have a higher chance of retaining their jobs, compared to the ones who just have their basic technical and digital skills in place.” The changing job landscape and the need to constantly adapt to new roles will mean tha

10、t EQ (emotional quotient) becomes increasingly more important. Pip Russell, strategy, innovation, and commercial operations vice-president at Schneider Electric, echoes this belief. “I (have) worked with plenty of really intelligent people but this didnt mean that they were great bosses, colleagues

11、or associates, says Russell, who has completed a number of EQ training courses. “We need people in our workplace who can connect with others, who display empathy and understanding, (and) who understand emotions. More than ever, emotional intelligence is not just a nice to have but a core capability

12、for the future.3 Emotional intelligence (EI) is the ability for people to recognize, understand and perceive their own and other peoples emotions as well as to regulate their own emotions. It has been a core concept of leadership development in organizations for many years, but today, it is also bec

13、oming a critical skill for employees at all levels. Automation and AI are bringing new opportunities and greater efficiencies to both businesses and society while also blurring the lines between tasks performed by machines and those undertaken by humans. As a result, todays workforce is experiencing

14、 significant disruptive shifts, with new roles being created, and other jobs and tasks eliminated. In the long run, AI will affect the workforce at all levels senior and junior. Senior roles will increasingly delegate knowledge and insight generation to AI. In the short term, however, automation of

15、routine tasks will impact employees at the non-supervisory and more junior levels of the workforce. A recent study from the Organization for Economic Co-operation and Development (OECD) also found that youth jobs will be impacted significantly by automation.1 In this environment, it is important for

16、 employees and organizations to focus on those unique human cognitive capabilities that machines simply cannot master. Emotional intelligence is one area that AI and machines find hard to emulate. While some organizations are focused on making AI understand and react to human emotions, a vast body o

17、f research suggests that it is impossible. A study commissioned by the Association for Psychological Science, for example, concluded, with reference to AI-based emotion recognition systems, that individuals express emotions in a variety of ways, which makes it difficult to infer their feeling reliab

18、ly from a simple set of facial movements.2 While there is currently ample discussion about and speculative research on emotionally intelligent AI systems, technology is still far from being able to understand and respond accurately to emotions. In this research, we specifically focus on the emotiona

19、l intelligence of humans in the workplace, and on its potential impact on organizations and employees. Given the profound impact of automation and AI across all levels, and in light of the fact that these technologies still We need people in our workplace who can connect with others, who display emp

20、athy and understanding, (and) who understand emotions. More than ever, emotional intelligence is not just a nice to have but a core capability for the future.3 Pip Russell, Strategy, innovation, and commercial operations vice-president, Schneider Electric To understand whether organizations and empl

21、oyees recognize the growing importance of emotional intelligence (EI) in the age of automation and AI and its growing relevance, we surveyed 750 executives and 1,500 employees, and conducted in-depth interviews with over 15 industry experts, academics, and startup executives (see the research method

22、ology at the end of the paper for more details). 3 What is Emotional Intelligence? Emotional intelligence refers to the ability for people to recognize, understand, and perceive emotions effectively in everyday life. Daniel Goleman, psychologist, science journalist, and an expert on emotional intell

23、igence, and Richard E. Boyatzis, author, professor and an expert in leadership development and emotional intelligence, group these skills into four main categories4 Understanding your own emotions and how they aff ect your performance Controlling your emotions eff ectively and taking positive initia

24、tives, e.g. via emotional self-control, adaptability, achievement orientation, and positive outlook Managing interactions with others to help them feel understood, e.g. via coaching, teamwork, infl uence, confl ict management, and inspirational leadership Accurately gauging and reading situations an

25、d people around you, e.g. via empathy and organizational awareness Self-awareness Emotional Intelligence Self-management Relationship management Social awareness Through this report we want to demonstrate: 1. Why emotional intelligence is set to become a “must-have” skill in the next one to five yea

26、rs 2. The need for organizations to take steps to build emotional intelligence 3. The benefits that emotional intelligence offers to the organization and workforce 4. Strategies for organizations to build a workforce displaying high levels of emotional intelligence. 4Emotional intelligencethe essent

27、ial skillset for the age of AI In the age of automation and AI, emotional intelligence is set to become a “must-have” skill Our research establishes the growing relevance of EI in the workforce of the future. A large majority of executives believe that skills that make up EI are set to become “must-

28、have” skills in the next five years. This demand for EI skills in employees will be up to six times greater than current levels across countries and sectors. YesNo/Dont know 74% 26% Executive view Non-supervisory Employee view YesNo/Dont know 58% 42% As AI and automation replaces routine tasks and j

29、obs, do you think emotional intelligence will become a “must-have” skill? By when do you think emotional intelligence will become a “must-have” skill? ExecutivesNon-supervisory Employees 36% 24% 13 years 25% 17% 35 years 8% 9% More than 5 years 5% 7% Less than 1 year 26% 42% No/Dont know Figure 1: E

30、motional intelligence will become a “must-have” skill in 15 years Source: Capgemini Research Institute, Emotional Intelligence Research, Executive Survey, AugustSeptember 2019, N=750 executives; Employee Survey, AugustSeptember 2019, N=1,500 employees. Executives: refers to senior management, mid ma

31、nagement and HR, Employees: refers to employees in non-supervisory roles. Emotional intelligence is set to become a “must-have” skill in the next one to five years Our current research shows that EI will be critical to people transitioning to this new job landscape: Seventy-four percent of executive

32、s, and 58% of non-supervisory employees believe EI will become a “must-have” skill for all employees (Figure 1). Even within just the next one to five years, as Figure 1 shows, 61% of executives believe EI will become a “must-have” skill. In that same time period, 41% of non-supervisory employees ec

33、ho this sentiment. 5 95% 90% 82% 77% 73%70%70%69%69%68% 53% Average (74%) Share of executives who believe that emotional intelligence will become a “must-have” skill, as AI and automation replaces routine tasks USChinaUKSpainFranceNorwayIndiaItalyNetherlandsGermanySweden More than 80% of executives

34、from India, China, and the US believe that EI skills will be a “must-have” with the advent of automation and AI. The number in Germany is just 53% (see Figure 2). In addition to strongly believing that EI skills will be a “must- have,” more than 70% of Indian and Chinese organizations also have a st

35、rategy in place to build an emotionally intelligent workforce. In contrast, the percentage of organizations with a strategy to build EI skills is just 32% in Germany and 31% in Norway. Previous analysis also found that Asian countries are more emotionally intelligent than western countries. Accordin

36、g to a study published by Six Seconds, a non-profit organization dedicated to the development of emotional intelligence, the EI quotient is lowest in Europe, compared to countries in the Asia Pacific region and North America.5 Another piece of research explored the cultural differences in EI among t

37、op officers on board vessels of multicultural maritime companies. It showed that the Asian officers scored higher than their counterparts from Northern, Western, and Eastern Europe in instances of the utilization of emotions, handling relationships, and self-control.6 Figure 2: Emotional intelligenc

38、e will become a “must-have” skill: executives by country Source: Capgemini Research Institute, Emotional Intelligence Research, Executive Survey, AugustSeptember 2019, N=750 executives. Executives: refers to senior management, mid management and HR. 6Emotional intelligencethe essential skillset for

39、the age of AI China Share of non-supervisory employees who believe that emotional intelligence will become a must-have” skill, as AI and automation replaces routine tasks IndiaItalyNetherlandsSpainSwedenUKFranceGermanyUSNorway 77% 73% 67% 62% 58% 57%57%57% 53% 44%44% Average (59%) The share of non-s

40、upervisory employees who believe that EI skills will be a “must-have” is highest in China (77%), followed India (73%) and Norway (67%), and the least in France and Germany (44% each) (see Figure 3). Talking about the importance of EI in the context of the evolving job landscape, Ramnarayan Subramani

41、am, clinical professor, Indian School of Business, says, “Organizations are constantly changing, and the demands from employees are shifting. And all these changes affect people, and so, employees need to understand how the change is affecting them. Am I feeling nervous? Am I feeling fearful? How am

42、 I reacting to this change? That really is emotional self- awareness. At the same time, it is also very important to put yourself in the shoes of the other people going through changes, and reflect, What is the other person going through? How is this person dealing with it? This has to do with empat

43、hy, which is also a critical skill today.” Demand for emotional intelligence skills will rise six times on average in the next three to five years A large majority of the organizations we surveyed (83%) believe that a highly emotionally intelligent workforce will be a requisite for success in the ye

44、ars to come. We also see that demand for EI skills will multiply by, on average, six times across countries in the next three to five years (see Figure 4). This increase in demand will be the highest in India (8.3 times), followed by the US (6.4 times). Demand for emotional intelligence skills will

45、be high across all sectors, the highest being financial services (insurance and retail banking) . Figure 3: Emotional intelligence will become a “must-have” skill: non-supervisory employees by country Source: Capgemini Research Institute, Emotional Intelligence Research, Employee Survey, AugustSepte

46、mber 2019, N=1,500 employees. Employees: refers to employees in non-supervisory roles. 7 Average (6.0 x) To what extent will automation and AI lead to an increase in demand for emotional intelligence skills in the next 3-5 years? (By country) To what extent will automation and AI lead to an increase

47、 in demand for emotional intelligence skills in the next 3-5 years? (By sector) 5.7x 5.8x 5.9x 6.0 x 6.1x 6.4x Utilities Consumer products Retail Automotive Retail banking Insurance 8.3xIndia 6.4xUS 6.0 xNetherlands 6.0 xSpain 6.0 xNorway 6.0 xFrance 5.9xChina 5.7xSweden 5.4xUK 5.2xGermany 5.1xItaly

48、 Average (6.0 x) Average (6.0 x) In terms of functions, it is not surprising that the demand for EI skills will be the greatest in customer-facing functions (6.5 times). As Nicolas Frasquet, vice president, Luxury Procurement, Coty Inc., an American multinational beauty company, says, “In the contex

49、t of client management, I would say maybe 10% to 15% of the time would be for pure technical skills in the near future, and all the rest will be about emotional intelligence. This is because a lot of what we are doing will be automated, but teams generate value by engaging with the client.” However, it is interesting to note the strong demand for EI skills in functions like IT/ digital roles as well (5.7 times). This demand could potentially be attributed to the need to build human-centered design of AI tools, greater cross-team collaboration,