Role-based development method for working with AI – CLAIR
The clAIr (clarifying AI-augmented individual roles) method for role development in organisations is designed to facilitate the early and participatory clarification of expectations and roles in the event of an impending AI roll-out in work processes.
Stage of development
Scientific basis
Development and implementation
Initial field trials
Evaluation and optimisation
Ready for practical use
What problem is common in many companies?
The use of AI in work processes goes hand in hand with changes to job profiles. This is particularly true when the use of AI affects employees’ core tasks, which are closely linked to their qualifications and skills. Tasks may change substantially, be phased out or emerge as new ones. The nature and extent of these changes are usually not known in detail beforehand and often only become apparent during the work process. However, dealing with this in a purely reactive manner often leads to uncertainty amongst employees and inefficient use of the technology. Organisations, however, frequently lack a strategy for how such changes can be anticipated and further shaped in collaboration with employees.
How does the tool help to solve the problem?
The clAIr method is a tried-and-tested approach to the proactive design of role development processes. It offers six core roles relating to interaction with AI, external communication and collaboration within the organisation. The multi-stage workshop approach enables the organisation’s specific expectations and roles to be defined in a step-by-step manner.
How is the tool used within the company?
The tool is used as a series of workshops, facilitated by an external facilitator and managed internally, involving both management and team members.
How much time will the company need to spend on implementing this?
The effort involved depends on the scope of the planned role development initiative. For a single department with fewer than five teams, the following should be estimated:
Two preparatory meetings, each lasting around two hours, with project management and facilitation
A workshop lasting around four hours for department and team leaders (facilitated)
One or two workshops of around four hours each with staff (facilitated)
Two to four two-hour follow-up workshops to consolidate and refine the material (in-house)
If an external facilitator is required, the option outlined above would involve a time commitment of around 12 hours for the external facilitator.
If the facilitation is to be carried out in-house, we can offer a ‘train-the-trainer’ course comprising two 90-minute sessions (3 hours in total).
What added value does the tool bring to the company?
Toll offers a structured role development process which enhances clarity regarding roles within the organisation and fosters a shared understanding of objectives when using AI.
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