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选择您的第一个基因AI 使用案例
要从基因AI开始，首先关注能够改善人类信息体验的领域。
企业利用教育资源，沟通和特殊举措来方便员工接受AI工具。 他们还面临一些雇员的抵制。
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通过 Getty 图像的 Dragos Condrea
今年早些时候，电子邮件营销服务商Omnisend 发布是一个工资跳动计划
称 Rytis Lauris是公司的首席执行官兼联合创始人。
在该方案下，奥姆尼森德的两名金融专家使用气相编码，先是使用OpenAI模型，后是使用Anthropic Claude来构建AI agent，它将承担许多传统上人类的工作。 agent扫描每月的金融交易，将交易情况映入发票，查明缺失的发票和收据，确定使用了哪些雇员的信用卡，并向财务小组报告收款情况。
随着AI agent，财务团队将85%的发票收账流程自动化。
“它每月节省了数以吨计的小时”,Lauris 称。
Omnisend的这个项目是企业如何推动员工使用基因AI
即便如此，许多雇员担心大赦国际会很快赶走工人，或成为雇主监测和惩戒员工的工具。 类似这些雇员的关切导致颁布了新的州法律，规定在工作场所使用AI。
9月30日，加利福尼亚州州长加文·诺森(Gavin Newsom)签署法案成为法律，禁止该州的雇主将AI作为解雇或惩戒雇员的唯一依据。 法律要求雇主在惩戒或解雇某人之前，必须确认或证实AI系统的建议。 Newsom还批准了一项法律，要求各组织在使用AI导致大规模裁员、搬迁或关闭业务时披露情况。 法律修改了"卡尔-WARN法案"，该法案要求公司在大规模下岗前提供60天的通知。 有了新的法律，公司必须写出：" 这份通知是用来取代技术的 "。
这些法律表明，雇员的恐惧在某种程度上是有效的。 许多雇员在雇主决定使用AI或任何新技术时
在过去两年里，宠物食品专家的司机使用商业车队安全和视频远程数据服务公司Netradyne的Driver I HD破碎相机AI系统来减少事故。
“我们每起事故的成本今年可能下降了一万美元，“我们看到事故较轻
然而，进入技术的开始充满了挑战，Young 称。
他回忆说，他不得不花几个星期六时间说服司机，让他们相信AI相机系统对他们更安全。
年轻称补充说，尽管司机习惯于摄像头，但这次却不同。 “我们进去了，我们是弗兰肯斯坦的怪物，他们都是带着草叉和刀子的村民。”
他补充说，即使在向员工展示AI相机系统的游戏方面后，一些司机也很快地指出他们的生活不是游戏。 与Netradyne一起，司机获得电子游戏分数：他们从1000分开始，并通过继续安全地行驶来保持。 驾驶员的安全等级越低
年轻人称。 他还说，这一分数随着驾驶员所犯安全违规行为的严重程度而降低。 例如，硬刹车比通过停站标志滚动更为严厉。 " AI所做的是收集所有的信息，它为您提供了衡量标准，并创造了一个驾驶员的分数。 我们的目标是让每个人在一年内850岁。”
“我们让人民知道，`这将会发生，如果你对这件事感到不适，你可以自由地离开，因为我可以保证，”这个行业有这种推波助澜的倾向，而你可能最终会出现在已经安装了相机的其他地方。
企业推动员工使用AI
在线大学试图培养早期的收养者，为学生提供AI资源和机会。
“劳动力需要学会使用这些工具，所以我们的工作就是教他们这些工具，我们非常认真地对待这些工具。”
大学有发布的几个倡议，学生在其中使用Microsoft和OpenAI的ChatGPT等AI工具。
7月，大学与OpenAI合作，将AI供应商的工具纳入其成人学习者的教育和职业发展方案并提升教职员工的生产力。 OpenAI也为凤凰大学首届AI创新展提供专家评委。 在活动期间，学生们演示了他们将如何使用人工智能工具开展与工作场所有关的项目。
“[我们]帮助我们的学生提高技能，成为不同AI工具在上下文中的良好使用者，“但随着AI在各种工作环境中的使用，工作问题变得更加有效，效率更高，然后对我们来说，重要的是，学生成为AI的使用者。”
他补充说，学校主要关心的不仅仅是证明雇员正在使用人工智能工具，而且为工作场所做好了人工智能准备。 也是为了确保他们负责任地使用AI。
称先生说，“我们的政策确实倾向于道德和负责地使用AI，以便人们使用AI更有效，但也能够非常清楚地了解他们如何使用AI”。
雇员利用人工智能技术取得的成果也很重要。
称 Helena Almeida、薪给及人力资本管理巨头ADP的副总裁、助理总法律顾问和AI首席法律干事。
“如果我们都同意我们的目标是更好的决定，更好的结果，更快，而不仅仅是更快的结果，这就是我们真正应该关注的地方，不仅仅是用法和收养数字，还有其他哪些工作以前没有完成，以及利用AI实现的质量，”她称。
本文由 AI宝库自动抓取并翻译，版权归原作者所有；如需查看原文请点下方链接。
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Choosing Your First Generative AI Use Cases
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Enterprises use educational resources, communication and special initiatives to ease employees into accepting AI tools. They also face some resistance from employees.
5 Min Read
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Earlier this year, email marketing service provider Omnisend launched a salary-bump initiative to reward employees who meaningfully adopt AI and use it in ways that demonstrate significant business value.
“We don’t want to fire anyone to replace with AI,” said Rytis Lauris, the company’s CEO and co-founder.
Under the program, two finance specialists at Omnisend used vibe coding, first with OpenAI models and then later with Anthropic Claude, to build an AI agent that would take on many traditionally human jobs. The agent scans monthly financial transactions, maps transactions to invoices, identifies missing invoices and receipts, determines which employee’s credit card was used and reports collection status to the finance team.
With the AI agent, the finance team automated 85% of the invoice collection process.
“It saves tons of hours every month,” Lauris said.
Omnisend’s project is one example of how businesses are pushing employees to use generative AI and trying to erode some of the fears associated with the technology.
Even so, many employees fear AI could soon displace workers or become a tool for employers to monitor and discipline their staff. Employee concerns like these have led to the enactment of new state laws governing the use of AI in the workplace.
California Governor Gavin Newsom on Sept. 30 signed a bill into law prohibiting employers in the state from using AI as the sole basis for firing or disciplining an employee. The law requires employers to validate or corroborate an AI system's recommendation before disciplining or firing someone. Newsom also approved a law requiring organizations to disclose when their use of AI results in mass layoffs, relocations or business closures. The law amends the Cal-WARN Act, which requires companies to provide 60 days’ notice before a mass layoff. With the new law, companies must write: “This notice is for a technology displacement” at the top of their disclosure.
Laws such as these show that employees' fears are, to some degree, validated. Regardless, many employees don’t have a choice when their employer decides to use AI or any new technology.
For the past two years, Pet Food Experts drivers have used commercial fleet safety and video telematics company Netradyne’s Driver•I HD dash cam AI system to reduce accidents.
“Our cost per accident has probably dropped about $10,000 plus this year because now we’re totally ingrained,” said Phil Young, director of safety, security and compliance at the company. “We’re seeing less severe accidents and more driver awareness.”
However, the beginning of the move to the technology was filled with challenges, Young said.
He recounted that he had to spend several Saturdays convincing drivers that the AI camera system would be safer for them.
“There was a lot of trepidation among the drivers,” Young said, adding that even though drivers were used to cameras, this one was different. “We went in there, and we were Frankenstein's monster, and they were all the villagers with the pitchforks and the knives.”
He added that even after showing the employees the gamification aspect of the AI camera system, some drivers were quick to point out that their lives were not a game. With Netradyne, drivers receive a video game score: they start with 1,000 points and can keep it by continuing to drive safely. Drivers’ safety scores drop the more unsafely they drive.
“Everybody is going to get a driver score,” Young said. He added that the score decreases with the severity of the safety infraction a driver commits. For example, a hard brake is more severe than rolling through a stop sign. “What the AI does is it takes all that information, and it has metrics that it provides for you, and it creates a driver’s score. Our goal was to have everybody at 850 within a year."
“We let the people know that ‘This is going to happen, and if you are uncomfortable with it, feel free to go because I can guarantee this, there’s a push for this in the industry, and you’re probably going to end up somewhere else that already has cameras in place,’” Young said.
Businesses’ push for employees to use AI is echoed by a recent move by the University of Phoenix in the academic world.
The online university is trying to cultivate early adopters by providing students with AI resources and opportunities.
“People in the workforce need to learn to use these tools, and so our job is to teach them the tools, and we take that very seriously,” said John Woods, chief academic officer and provost.
The university has launched several initiatives under which students use AI tools such as Microsoft Copilot and OpenAI’s ChatGPT.
In July, the university partnered with OpenAI to integrate the AI vendor's tools into its education and career development program for adult learners and to boost faculty productivity. OpenAI also provided expert judges for the University of Phoenix’s inaugural AI Innovation showcase. During the event, students demonstrated how they would use AI tools to work on a workplace-relevant project.
"[We are] helping our students upskill to be good users of different AI tools in context, not AI for AI’s sake,” Woods said. “But with AI use in the context of various work settings, work problems become more effective, more efficient and then, importantly to us, students become discerning users of AI.”
He added that the school’s main concern is not just certifying that employees are using AI tools and are AI-ready for the workplace. It’s also about ensuring that they use AI responsibly.
“Our policy really leans into ethical and responsible use of AI so that people are using AI to be more effective but also being able to be very discerning about how they use it,” he said.
The results employees achieve from using AI technology are also important.
“We want the AI to help produce better outcomes and not just faster outcomes,” said Helena Almeida, payroll and human capital management giant ADP’s vice president, assistant general counsel and chief AI legal officer.
“If we all agree that our goal is better decisions, better outcomes, faster, and not just faster outcomes, and that's really where our focus should be, not just on usage and adoption numbers, but what other work is being done that wasn't being done before, and the quality accomplished using AI,” she said.
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