内容来源：https://www.technologyreview.com/2026/06/09/1137830/learning-to-lead-in-a-hybrid-human-ai-enterprise/

内容总结：

AI Agent两年内或激增300%：企业领导者如何应对人机混合劳动力变革

导语：随着人工智能代理（AI Agent）在未来两年内预计增长高达300%，企业领导层正面临一场深刻的组织变革。从客服、人力资源到销售领域，AI代理已带来30%-50%的生产力提升，其角色正从工具转向协作者，与传统员工并肩工作，彻底颠覆现有职场格局。

岗位重构与价值提升

超过四分之三的HR领导者认为，AI代理将迫使企业重新评估岗位职责、技能优先级与企业文化。据预测，到2030年，75%的现有岗位将面临重新设计、技能重塑或人员重新部署。

以全球技术服务和咨询公司威普罗为例，这家拥有24万员工的跨国企业曾因政策分散、知识孤岛导致员工查询响应迟缓。引入定制化AI代理后（由企业级AI平台Ema Unlimited共同开发），原本由人类承担的50项HR任务被接管，响应时间从平均48小时骤降至5秒。人力资源负责人提出，员工得以释放精力专注更具创造性和跨部门协作的高价值工作，而AI代理则处理考勤、政策查询等行政琐事。

技能重塑与人机协作

技术技能日益重要，但软技能同样面临进化。员工需要学会清晰拆解任务步骤、明确预期结果，并为AI代理设置数据访问边界。调查显示，招聘中的三大优先技能已变为：关系构建、协作能力与适应性。超过八成HR领导者计划对员工进行再培训，以应对AI塑造的新竞争环境。

文化挑战与管理新课题

尽管AI代理有望提升员工体验，但73%的HR领导者承认员工尚未理解数字劳动将如何影响自身工作。将AI代理定义为“同事”可能侵蚀信任与职业身份认同，并引发责任归属新问题。管理者亟需掌握人机混合系统的协调能力，既要监督AI代理，也要激励与指导人类员工。专家建议，加强员工福祉项目、促进社交连接与共情沟通，是维护健康职场文化的核心举措。

前瞻：从“解决问题的人”到“设计解决问题的人”

“你的工作性质将从救火英雄转变为设计能救火的英雄，”威普罗首席文化与员工体验官总结道，“在这个环境中茁壮成长的个体，正是那些能完成这种转变的人。”随着AI代理以惊人的速度渗透企业，领导层必须将治理、数据隐私与人性化平衡置于战略前沿，方能充分释放技术潜力与员工价值。

中文翻译：

赞助内容
在混合人机企业中学习引领变革
为在混合劳动力中充分发挥人工智能的潜力，领导者需要调整职场策略——重新评估岗位职责、技能要求及企业文化。
本文由Ema联合呈现

鉴于未来两年内AI代理的采用率预计将激增300%，领导团队正审慎思考人机混合劳动力带来的影响。
与依赖人工输入的现有企业级自动化不同，AI代理能够自主协调复杂任务，与企业内多个工具和环境交互。在早期聚焦客服、人力资源和销售的应用中，AI代理已使生产力提升30%至50%。
其自主性使代理更像是协作者而非工具，与人类员工在混合团队中并肩工作，这种模式有望颠覆传统职场格局。
超过四分之三的人力资源领导者认为，AI代理的部署将变革现有职场规范，推动对岗位职责分配、技能优先级排序及企业文化塑造方式的全面重新评估。
尽管许多人承认自身仍处在这一转型的早期或准备阶段，86%的首席人力资源官预测，驾驭由AI代理塑造的数字劳动力将成为其未来职责的核心组成部分。

领先技术服务与咨询公司威普罗（Wipro）的首席文化与员工体验官阿提特·贾亚斯瓦尔（Ateet Jayaswal）认为，在释放该技术未来全部潜力方面，精通AI代理采用中的变革管理将成为关键差异化因素。他表示，此刻“需要人力资源领导者转变思维方式，以赋能其组织。”

重新部署岗位以聚焦更高价值工作
随着AI代理接管更复杂和核心的任务，组织内岗位与职责的分配将发生重大变化。据估计，到2030年，因AI代理的引入，四分之三的现有岗位将需要重新设计、技能重塑或人员重新部署。
贾亚斯瓦尔指出，对领导层而言，这一转变应聚焦于将员工技能提升至更高价值的工作，从而优化人机混合劳动力的潜力。
例如，威普罗是一家拥有24万名员工、业务遍布65个国家的复杂组织。此前，其政策、文件和知识分散于不同系统，导致员工咨询响应迟缓。
但该公司近期集成了一款定制化AI代理助手——与企业AI代理平台Ema Unlimited合作共创的代理——它能快速导航这一复杂系统，承担原本由人类员工负责的50项人力资源任务。借助AI代理，咨询平均响应时间从48小时降至5秒。
贾亚斯瓦尔表示，人类员工有更多时间专注于“需要创造力和想象力、跨部门协作、利用多元思想和观点解决问题”的工作。而AI代理则处理诸如整理考勤表、协助员工理解政策并在工作流程中采取行动等事务性行政任务。
不过，贾亚斯瓦尔提醒，在重新分配员工职责时，必须确保人类始终处于监督环节。当AI代理融入企业技术时，它需处理敏感和个人数据，因此需要比消费级应用更严格的防护措施。“当AI代理接触组织数据、集成到多个企业系统时，围绕它的路径设计变得极其重要，”他说，“这是领导层需时刻关注的演进领域。”他建议，治理机制应包括健全的数据隐私规则及建立治理层级，例如设立AI委员会。

从根本上看，贾亚斯瓦尔认为，AI代理的采用将迫使人类角色被重新评估。员工不再主要执行重复性任务或故障排除，大量时间将转向设计、教导和优化能替他们完成工作、且速度更快、可预测性更高、不会感到厌倦的AI代理。
他总结道：“你的工作本质从‘成为解决问题的英雄’转变为‘设计能解决问题的英雄’。我见过在这种环境中茁壮成长的人，正是那些能完成这一转变的人。”

员工技能组合的演进
正如岗位与职责将根据AI代理的介入而重新配置，人类员工的核心技能也将被重新排序。超过80%的人力资源领导者表示，他们计划对员工进行技能重塑，以在AI代理塑造的市场中更具竞争力。
技术技能将愈发重要。赛富时（Salesforce）、达能（Danone）和沃尔玛（Walmart）等领先雇主已推出专门的人工智能与数字技能项目，旨在为从一线员工到高管的每个人提供基础AI素养，以应对该技术的普及。
但贾亚斯瓦尔指出，受欢迎的软技能也将演变。向AI代理分配任务的员工需要清晰阐述完成任务所需的模块化步骤、预期成果，以及确保代理不访问或泄露机密数据的参数或防护措施。
根据近期一项调查，随着人力资源高管适应混合劳动力，招聘中三大优先技能浮现：建立关系（如构建建设性合作伙伴关系与客户管理）、协作能力及适应能力。

维持健康的职场文化
通过解放人类员工以专注更高价值任务，AI代理有望提升员工体验，深化职场满足感与成就感。
贾亚斯瓦尔表示：“在威普罗，我们的愿景是改善员工生活。通过采用协作、互动和交易的新方式，我们正在剥离非增值工作，让员工处理更高层次的工作内容。”
但拥抱AI代理的领导团队还需针对该技术可能给劳动力带来的新压力与紧张点进行规划。
目前已有困惑和知识缺口，73%的人力资源领导者报告称员工尚不了解数字劳动力将如何影响其工作。许多组织选择在组织架构图中将AI代理定义为团队成员或同事，但新研究指出，这可能会侵蚀信任和专业身份认同，还会引发关于问责制和所有权的新闻问题。
贾亚斯瓦尔认为，管理层在应对这些关切中作用关键。为维持健康动态，管理者需要擅长协调混合系统，在监督AI代理与激励人类员工之间分配精力，同时建设并监督AI代理。
升级员工福利计划是维持强大职场文化的核心部分。“随着与AI代理的互动增多，你会失去由服务交付伙伴、领导者甚至同事提供的一些人情味，”贾亚斯瓦尔说。鼓励社交联系和共情沟通的员工服务或能帮助团队应对这一变化。

一场迅猛的变革
AI代理正以惊人速度在众多企业中规模化部署，并将显著改变这些组织的运营方式。
审慎考虑并决定如何适应这一新型混合劳动力，现已成为领导团队的首要任务。审查并优化组织战略对最大化技术收益与员工体验至关重要。

本文由MIT Technology Review定制内容部门Insights制作，并非该刊编辑部撰写。内容由人类作者、编辑、分析师和插画师进行研究、设计和写作，包括调查问卷设计与数据收集。可能使用的AI工具仅限于经过严格人工审核的辅助生产环节。

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英文来源：

Sponsored
Learning to lead in a hybrid human-AI enterprise
To optimize AI’s potential within a hybrid workforce, leaders need to adapt workplace strategies—re-evaluating roles, skills, and culture.
In partnership withEma
As adoption of AI agents looks set to surge by as much as 300% in the next two years, leadership teams are carefully considering the implications of a hybrid human-AI workforce.
Unlike existing enterprise-level automation that relies on manual input, AI agents are capable of autonomously coordinating complex tasks, interacting with multiple tools and environments across an organization. In early applications that center on customer service, HR, and sales, adoption of agentic AI has led to productivity gains of 30-50%.
Their autonomy positions agents more as collaborators than tools, working side-by-side with human employees in blended teams that look poised to upend traditional workplace dynamics.
More than three-quarters of HR leaders believe that the deployment of AI agents will transform existing workplace norms, driving a complete reappraisal of how roles and responsibilities are distributed, how skills are prioritized, and how workplace culture is shaped.
Though many admit they’re in the early or preparatory phase of this shift, 86% of chief HR officers predict that navigating digital labor shaped by agentic AI will be a central component of their role in the years ahead.
Fluency in the change management aspect of agentic AI adoption will be a crucial differentiator when it comes to unlocking the full potential of the technology going forward, believes Ateet Jayaswal, chief culture and employee experience officer at Wipro, a leading technology services and consulting company. This moment is one that he says, “calls for a mindset shift in how HR leaders would enable their organizations.”
Redeploying roles to enable higher-value work
As AI agents assume ownership of more complex and integral tasks, the distribution of roles and responsibilities within an organization will undergo significant change. It’s estimated that three-quarters of current roles will require redesign, reskilling, or redeployment by 2030 as a result of agentic AI.
For leadership, this shift should be about reskilling employees toward higher-value work in order to optimize the potential of an agent-human hybrid workforce, says Jayaswal.
For example, Wipro is a complex organization of 240,000 employees across 65 countries. It previously had multiple policies, documents, and knowledge fragmented across different systems, which delayed response to employee queries.
But the company has recently integrated a custom agentic AI assistant—an agent co-created in partnership with enterprise agentic AI platform Ema Unlimited—that can swiftly navigate this complex system, assuming responsibility for 50 HR tasks that had previously fallen to human employees. With the help of an AI agent, average response time to queries has lowered from 48 hours to five seconds.
Human employees have more time to focus on work “that requires a creative and imaginative mind and cross-functional collaboration, leveraging diverse ideas and thoughts to problem-solve,” says Jayaswal. The AI agent, meanwhile, handles rote administrative tasks like sorting timesheets or helping employees navigate policies and take actions in the flow of work.
When reallocating employee responsibilities, though, it is imperative that humans remain in the loop, Jayaswal caveats. When agentic AI is incorporated into enterprise technology, it must work with sensitive and personal data and therefore needs even more stringent guardrails and constraints than consumer applications. “When you expose an AI agent to organizational data, when you integrate it into multiple enterprise systems, then pathways around the AI agent become extremely important,” he says. “It’s an evolving space that leadership needs to have front-of-mind.” Governance should include robust data privacy rules and the establishment of governance layers, such as an AI council, he suggests.
At a fundamental level, the adoption of AI agents will force a re-evaluation of human roles, believes Jayaswal. Rather than employees primarily performing repetitive tasks or troubleshooting, a significant proportion of their time will shift to designing, teaching, and optimizing an AI agent that can do this work for them with far greater speed and predictability and without the agent getting bored.
“The nature of your job changes from being the hero who comes in to solve the problem to designing the hero who can solve the problem,” he summarizes. “The individuals who I have seen thrive in this environment are the ones who make this shift.”
An evolving employee skillset
Just as roles and responsibilities will be reconfigured to reflect the input of AI agents, the core skills of human employees will be reprioritized. More than four in five HR leaders say they’re planning to reskill workers to become more competitive in a market shaped by AI agents.
Technical skills will be increasingly important. Leading employers such as Salesforce, Danone, and Walmart are already rolling out dedicated AI and digital skills programs that aim to equip everyone from frontline workers to C-suite executives with a baseline level of AI literacy in response to the pervasiveness of the technology.
But desirable soft skills will also evolve, Jayaswal points out. Employees who assign tasks to an AI agent need to plainly articulate what modular steps may be needed to accomplish a task, what the desired outcome should be, and what parameters or guardrails need to be in place to ensure the agent doesn’t access or share confidential data.
As HR executives adapt to a blended workforce, three skills are emerging as top priorities during recruitment, according to a recent survey: relationship building, like forging constructive partnerships and account management; collaboration; and adaptability.
Maintaining a healthy workplace culture
In freeing up human employees to focus on higher-value tasks, the hope is that AI agents can elevate the employee experience, deepening fulfilment and satisfaction in the workplace.
“At Wipro, our vision is to improve the life of Wiproites,” says Jayaswal. “We are taking away non-value added work by embracing modern ways of collaborating, engaging, and transacting, leaving associates with higher order work content.”
But leadership teams embracing agentic AI will also need to plan for the new pressures and stressors that the technology can place on a workforce.
There is already confusion and knowledge gaps, with 73% of HR leaders reporting their employees don’t yet understand how digital labor will impact their work. Many organizations have opted to define AI agents as teammates or colleagues on org charts, but new research says this could erode trust and a sense of professional identity. It also raises new questions around accountability and ownership.
The role of management in addressing these concerns is critical, says Jayaswal. To maintain healthy dynamics, managers need to become skilled at orchestrating blended systems, splitting their focus between supervising AI agents and motivating human employees as they also build and supervise AI agents.
Upgrading employee well-being programs will be a core part of maintaining a robust workplace culture. “As there are more interactions with AI agents, you are losing some of the human touch that was provided by service delivery partners or leaders, or often even by colleagues and peers,” Jayaswal says. Employee services that encourage social connection and empathetic communication may help teams navigate this.
A breakneck transformation
Agentic AI looks set to scale at breakneck speed across many enterprises, and it will significantly transform how these organizations operate.
Carefully considering and deciding how to adapt to this newly blended workforce is now a top priority for leadership teams. Reviewing and refining organizational strategies is essential for optimizing both technological gains and the employee experience.
This content was produced by Insights, the custom content arm of MIT Technology Review. It was not written by MIT Technology Review’s editorial staff. It was researched, designed, and written by human writers, editors, analysts, and illustrators. This includes the writing of surveys and collection of data for surveys. AI tools that may have been used were limited to secondary production processes that passed thorough human review.
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