Skip to main content

How not to get replaced by machines


I was not exaggerating in my previous article when I discussed how "machines are now replacing humans in service jobs." If it is still difficult to convince you, here is an additional example: "Meet Sally, the robot who makes perfect salads." This machine specializes in only one menu item — salad — yet it can do a better job than most chefs. For example:
  • It can make salads within 60 seconds.
  • It makes salad with perfect proportions, even with accurate calorie counts.
  • It can create more than 1,000 salads from the 21 ingredients stored inside the machine.
  • Those 21 ingredients can be changed over time, making it possible for the machine to create even more salads.
  • It weighs 350 pounds.
  • It has a price tag of $30,000, but can also be leased for $500 a month.
"What? A machine that costs over $10,000? That is too expensive, especially when we consider the high maintenance fees associated with the machines. There is no way that restaurants would use such expensive machines to replace real humans at work."  That was one comment I received from my previous discussion.
Actually, $30,000 is not that expensive if we do the math.
Let's say a restaurant pays a cook $15 an hour ($15 an hour will soon become the minimum wage)Let's also assume the restaurant does not pay any benefits for this cook, even though an employer would usually pay over 30 percent on top of a staff person's base salary as benefits.
Thus, $30,000 is equivalent to 2,000 working hours for this chef ($15 x 2,000 = $30,000). If a full-time cook works eight hours a day or 40 hours a week, those 2,000 working hours are equivalent of 50 weeks of work for one cook (40 x 50 = 2,000).
Because a machine can work 16 hours a day without a break (two shifts), as compared to eight hours a day for a cook, those 50 weeks of work for one cook are now shortened into 25 weeks (if two cooks are replaced by the machine) (80 x 25 = 2,000).
In fact, a machine can work seven days a week without any holiday pay, meaning it can work for 112 hours a week (16 x 7 = 112). Then, it will only take 17.86 weeks, or 4.5 months for the restaurant to get the initial investment back (2,000 / 112 = 17.86; 17.86 / 4 = 4.46).
What do you think now? Does $30,000 still sound expensive to you? Most of all, when machines are put to work, there involves no recruiting or training cost, and machines will never call in sick or want to quit.

So, what can we do if we do not want to get replaced by machines?

If you are with me and convinced that most manual labor will be replaced soon, it is now time for us to make plans for the future. My suggestions include:
Strive to be a leader in the field
People can demonstrate their leadership potentials with a progressive career path on their resumes or through the leadership responsibilities they take in professional or student organizations.
Leaders are visionaries and focus on the big things in life. Leaders set good examples for others, but at the same time, they understand the art of delegation. Leaders inspire others and grow with their team. No matter how good they are, leaders never stop learning.
Focus on transferable skills
We need to develop transferable skills, such as leadership, critical thinking and analytical skills, as well as effective communication skills, in addition to the technical skills taught in class or learned at work. The content we learn in class or the ways people do business may change or get updated quickly, but those transferable skills will stay with us throughout our career.
Do whatever it takes to be irreplaceable
The attributes for being irreplaceable may include:
What else can we do so that we will not be replaced by machines at work? Any suggestions?

Comments

Popular posts from this blog

Luxury vs. Millennials and Their Technology: The Ritz-Carlton (By Julia Shorr)

Embodying the finest luxury experience, The Ritz-Carlton Hotel Company, LLC has been established since 1983. In 1998, Marriott International purchased the brand offering it more opportunity for growth while being independently owned and operated. They are known for their enhanced service level as the motto states, “Ladies and Gentlemen serving Ladies and Gentlemen”. The luxury brand now carries 97 hotels and resorts internationally and is attempting to keep the aspects of luxury while keeping up with the trends of the technologically improving generations. The Varying Demographics of the Target Market The Ritz-Carlton’s typical target market includes: business executives, corporate, leisure travelers, typically middle-aged persons and elders, and families from the upper and upper-middle class section of society .   This infers a large range of types of travelers in which all are similar in that they are not opposed to spending extra for the luxurious ambiance. However, with

The challenges of SB 93 (California Senate Bill No. 93) will impose on the employers and their human resource management team (by Brittany Schaffer)

The COVID-19 pandemic started in early 2020, and it has caused massive changes within a short period of time. One of the most rememberable effects of the COVID-19 pandemic was that businesses had to come to a complete halt, forcing them to lay off employees. California's unemployment rates went up.  Now that the stay-at-home orders have lifted, people start to come out. Businesses are now reopening, looking to rehire their laid-off employees. Before the pandemic, employers had the option of recalling only a certain number of laid-off employees they would want to rehire based on employees' job performance. That option had been changed after Governor Gavin Newsome signed into law - Senate Bill 93, which went into effect on April 16th, 2021. The California Senate Bill No. 93 (SB 93) According to SB 93, companies in specific industries, mainly the hospitality industry, have the obligation to provide job opportunities in written form to qualified employees being laid off due to COVI

The complicated situation of tattoos in the workplace (by Harry Law)

Tattoos are a form of expression that convey the individuality of their owners. They can represent a multitude of things, like a tie to a family member, a favorite quote with a special meaning, or even a favorite cartoon character. Tattoos also can carry great cultural and/or religious significance. Every tattoo is unique and says something about the individual person who wears it. The problem that many companies face is when a tattoo is considered appropriate and when it should be covered.  Employees are after all the faces of a company, so the tattoos on their bodies are connected to and represent that company as well. Some workplaces have instituted rules and regulations when it comes to their employees’ tattoos, but there can be negative consequences when a company goes too far in telling their employees what they can and cannot do with their own bodies. The Disney Company has recently changed its policy on tattoos. Disney’s goal is to create a magical, fantasy experience for their