Cross-posted from the Tink Tank.

Yesterday, I came across this article on the economic and political impact of job automation on FiveThirtyEight. Their analysis was done by looking at the percentage of non-“routine” jobs, under the theory that those jobs are most at-risk for automation. It mentioned that these jobs accounted for all job growth in the United States since 2000, with the Bay Area, where I live, occupying two out of the top three metropolitan areas in smallest share of routine jobs, largest job growth, and largest average wage growth.

Let’s focus on the the discussion of “non-routine jobs.” Given that job growth is pretty much only in this sector, it is just another term for what is a clear change in the workforce of America. Consider that in 2002, sociologist Richard Florida referred to “no collar workers in his book, The Rise of the Creative Class—a distinction he drew up between the dress code of creatives from the blue collar and white collar workers of the previous generations. In 2006, business writer Daniel H Pink said that these new jobs were either “high-concept” or “high-touch” requiring right-brained thinking.

Notice the similarity in non-routine work of a no-collar worker that is either high-concept or high-touch doing work that is not-automateable because it requires right-brained, creative thinking. Ignoring the social and political implications, the reality is that this is a different workforce than the generations that preceded it.

And yet, the rituals that surround that work are firmly grounded in the past.

Our grandparents had their blue-collar wages negotiated under collective bargaining. Our parents had their white-collar salaries determined by performance reviews that were later modernized into 360 degree feedback. What do we have in our no-collar jobs?

As an engineering director with thirty direct reports in my final year at a top 10 internet company, I had to do 360-degree annual review. It was the most tedious part of being a manager and one of the most dreaded thing among my people. Doing a good job with it felt like a constant fight against the natural order of what motivated and inspired my engineers.

And yet, the cutting-edge job performance idea is taking that same process and increasing its frequency and adding big data-esque quantitative metrics. They believe that if you take incentives designed for a non-creative work, automate its application to evaluate non-automateable jobs, have them suffer this dread on a routine basis instead of once a year, and apply arbitrary qualitatively evaluations of right-brained, non-routine, high-concept/high-touch work that this will magically inspire these non-collar wearing creatives to perform better, and not the opposite.

That’s some serious wrong-thinking.

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