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Based on sociotechnical systems theory, social (human) and technological sub-systems in an organization should be taken in account when making strategic decisions and designed to fit the demands of the environment for organizational effectiveness. Yet there is very limited information in literature on whether employees are well equipped with indispensable (human) skills to prepare them combating challenges caused by advanced technology. The purpose of this study is to empirically investigate employees’ human skills that are critical for success in the Age of Robots and Artificial Intelligence from human resource development’s perspective.

A questionnaire was developed for the purpose of this exploratory study. A total of 422 US Midwest employees were surveyed on their human skills level that are critical for success in the Industry 4.0 transformation.

In general, the respondents could perform all the measured human skills (which can be categorized into social skillset and decision-making skillset) more than adequate but may vary by education level and gender. To strengthen one’s human skills, organizations may begin with facilitating employees on relationship building to create a support system and a strong sense of belonging, which will promote their social sensitivity and collaboration skill development, as well as decision-making skillset.

The findings of this study can be used for techno-structural interventions and employee development programs. This study highlights the importance of investigating human skills to cope with the changing nature of work and make upskilling more feasible and flexible for workers to be robot-proof.

This study aims to discuss whether the lasting Confucian philosophy could be used in responding to the consequences of technological impacts on jobs in the Age of Robots from a human resource management and development (HRMD) perspective.

Related literature concerning traditional Confucian philosophy and the power of Confucianism was examined. Key perspectives on this topic relating to smart technology were analyzed. Whether Confucian humanity could be used to promote ethical behavior and continuous improvement in the workplace in the Age of Robots was then discussed.

Three propositions were made: humans can better coexist with artificial intelligence (AI) and robots if humanity is valued, cultivated and practiced; some concepts of traditional Confucian philosophy can be applied to support management, employees and organizations to go through the technology-driven social change; and managements and human resource professionals can be the change agent and adopt Confucian paradigm for employees’ and organizational effectiveness in the Age of Robots.

Future research on human–machine interactions and strategic plans to apply Confucian humanity on job restructuring in robotic workplace is recommended.

For organizational development implication, human resource professionals may identify business opportunities, develop human–machine interactions strategic plans, build out creative process and promote moral behaviors and ethical conduct with a growth mindset.

For corporate social responsibility, management and human resource professionals can upskill and reskill employees to develop talents, avoid technology unemployment and advance their human skills to be competitive in the robotic workplace.

This study highlighted how human workers should work like a human, not as a robot, by building a lifelong character through a moral refinement process for self-fulfillment, social responsibility and social stability.

The purpose of this paper is to contribute to the literature on issues regarding the influence of skill-polarized workplace on jobs, human capital and organization from human resource development’s (HRD’s) perspective, this research identified 30 displaceable skills from endangered jobs and examined 423 adult employees’ awareness and level of technological redundancy based on the displaceable kills.

By using survey methodology, the findings discovered four displaceable skill sets – repeated physical motion and performance, information process and analysis, repeated physical control of equipment, and individual affective performance – existing in 23 occupations with varying degrees.

Evidently, about half of the respondents were not aware of their level of technological redundancy and the current changes caused by automation and advancing technology in the job market. Proper HRD interventions are needed to assist employees to adjust the job changes and coexist with machines and robots in the technologically dynamic workplace. Specific approaches and strategies to help employees to become robot-proof were provided and discussed.

This research offers important insights for HRD professionals to understand the phenomena of the current skill-polarized workplace and to potentially address the related issues of talent shortage, endangered jobs, and technological unemployment.

This paper aims to provide a sobering and unique view of technological unemployment and job changes by identifying endangered jobs and skills, as well as the essential up-skills critical to employees’ performance, which cannot be replaced by technology.

A systematic literature review, used because it is replicable, transparent, and scientific, was implemented to examine the current and future technological influences on employment, job outlook, work structure, and human resource development (HRD).

The study concludes that HRD professionals should promptly reexamine their social responsibility relative to the technological influence on workers by focusing developmental efforts on employees’ human skills while assisting workers’ transition to a skill-polarized workplace. HRD professionals should play a major role in facilitating employees’ coexistence with robots in the workplace.

While recognizing the valuable contributions of previous researchers with similar concerns, this comprehensive review provides an amalgamated and updated view, which reveals the escalating and combined challenges of a skill-polarized workplace, a tendency of technological unemployment for those positioned in middle-skill jobs, and an increased demand for employees with a higher level of human skills.

Women make up about half of the overall workforce, but they are still underrepresented in higher pay, leadership and senior-level positions. Literature indicated genders are different in information processing, values, learning styles, behaviors and leadership styles. A customized women-only training program (WOTP) has been implemented cross-disciplinary; yet, the literature has limited discussions on the principle and outcome of WOTP. The purpose of this paper is to explore the purpose, application, challenges, advantages and disadvantages of WOTP.

Social learning theory was applied to investigate the fundamental principle of WOTP.

The implication of WOTP to human resource development (HRD) discipline was discussed, and three propositions were created in this paper.

This paper is expected to contribute to adult education and HRD research and practices on promoting gender equality in the workplace and to provoke dialogue about a training strategy – WOTP.

Based on the sociotechnical systems theory, we examined the human–technology interactions in the context of future works conditioned by machine learning (ML) and artificial intelligence (AI). Skills needed to support career sustainability and the future of the workforce, particularly for the middle-skilled workforce in the contemporary United States America (USA) context, were also studied.

We conducted a scenario analysis to demonstrate the potential roles that human resource professionals may perform to fill the skill gaps given their expertise in the shaping and skilling processes.

Assessing the success of the integration of AI and ML into the middle-skilled workforce requires a multi-faceted approach that considers performance metrics, cost-effectiveness, job satisfaction, environmental impact and innovation. Employees with AI skills can be more competitive in the workforce and forward to high-skilled positions.

Empirical research and related studies focusing on evaluations of reskilling and upskilling processes and outcomes would support career sustainability and the future development of middle-skilled workers.

Through a proactive strategic career development plan with AI integration, middle-skilled workers may enhance their career sustainability and be prepared for future higher-skilled work.

The economic downturn caused by technology-induced unemployment may be addressed by unleashing middle-skilled workforce potentials for future work created by AI and robotics and sustaining economic competitiveness.

This article offers important implications for human resource development theory-minded researchers and scholarly practitioners.