Researchers struggle to efficiently locate and manage relevant literature within the exponentially growing body of scientific publications. We present \textsc{WisPaper}, an intelligent academic retrieval and literature management platform that addresses this challenge through three integrated capabilities: (1) \textit{Scholar Search}, featuring both quick keyword-based and deep agentic search modes for efficient paper discovery; (2) \textit{Library}, a customizable knowledge base for systematic literature organization; and (3) \textit{AI Feeds}, an intelligent recommendation system that automatically delivers relevant new publications based on user interests. Unlike existing academic tools, \textsc{WisPaper} provides a closed-loop workflow that seamlessly connects literature discovery, management, and continuous tracking of research frontiers. Our multilingual and multidisciplinary system significantly reduces the time researchers from diverse backgrounds spend on paper screening and management, enabling them to focus on their core research activities. The platform is publicly accessible and serves researchers across academia and industry.

Common narratives about automation often pit new technologies against workers. The introduction of advanced machine tools, industrial robots, and AI have all been met with concern that technological progress will mean fewer jobs. However, workers themselves offer a more optimistic, nuanced perspective. Drawing on a far-reaching 2024 survey of more than 9,000 workers across nine countries, this paper finds that more workers report potential benefits from new technologies like robots and AI for their safety and comfort at work, their pay, and their autonomy on the job than report potential costs. Workers with jobs that ask them to solve complex problems, workers who feel valued by their employers, and workers who are motivated to move up in their careers are all more likely to see new technologies as beneficial. In contrast to assumptions in previous research, more formal education is in some cases associated with more negative attitudes toward automation and its impact on work. In an experimental setting, the prospect of financial incentives for workers improve their perceptions of automation technologies, whereas the prospect of increased input about how new technologies are used does not have a significant effect on workers' attitudes toward automation.

The proliferation of Artificial Intelligence (AI) in workplaces stands to change the way humans work, with job satisfaction intrinsically linked to work life. Existing research on human-AI collaboration tends to prioritize performance over the experiential aspects of work. In contrast, this paper explores the impact of AI on job decency and meaningfulness in workplaces. Through interviews in the Information Technology (IT) domain, we not only examined the current work environment, but also explored the perceived evolution of the workplace ecosystem with the introduction of an AI. Findings from the preliminary exploratory study reveal that respondents tend to visualize a workplace where humans continue to play a dominant role, even with the introduction of advanced AIs. In this prospective scenario, AI is seen as serving as a complement rather than replacing the human workforce. Furthermore, respondents believe that the introduction of AI will maintain or potentially increase overall job satisfaction.

The rapid advancement of Generative Artificial Intelligence (AI), such as Large Language Models (LLMs) and Multimodal Large Language Models (MLLM), has the potential to revolutionize the way we work and interact with digital systems across various industries. However, the current state of software automation, such as Robotic Process Automation (RPA) frameworks, often requires domain expertise and lacks visibility and intuitive interfaces, making it challenging for users to fully leverage these technologies. This position paper argues for the emerging area of Human-Centered Automation (HCA), which prioritizes user needs and preferences in the design and development of automation systems. Drawing on empirical evidence from human-computer interaction research and case studies, we highlight the importance of considering user perspectives in automation and propose a framework for designing human-centric automation solutions. The paper discusses the limitations of existing automation approaches, the challenges in integrating AI and RPA, and the benefits of human-centered automation for productivity, innovation, and democratizing access to these technologies. We emphasize the importance of open-source solutions and provide examples of how HCA can empower individuals and organizations in the era of rapidly progressing AI, helping them remain competitive. The paper also explores pathways to achieve more advanced and context-aware automation solutions. We conclude with a call to action for researchers and practitioners to focus on developing automation technologies that adapt to user needs, provide intuitive interfaces, and leverage the capabilities of high-end AI to create a more accessible and user-friendly future of automation.

We examine ProcessGPT, an AI model designed to automate, augment, and improve business processes, to study the challenges of managing business processes within the cognitive limitations of the human workforce, particularly individuals with cognitive disabilities. ProcessGPT provides a blueprint for designing efficient business processes that take into account human cognitive limitations. By viewing this through the lens of cognitive disabilities, we show that ProcessGPT improves process usability for individuals with and without cognitive disabilities. We also demonstrate that organizations implementing ProcessGPT-like capabilities will realize increased productivity, morale, and inclusion.

The recent release of ChatGPT has garnered widespread recognition for its exceptional ability to generate human-like responses in dialogue. Given its usage by users from various nations and its training on a vast multilingual corpus that incorporates diverse cultural and societal norms, it is crucial to evaluate its effectiveness in cultural adaptation. In this paper, we investigate the underlying cultural background of ChatGPT by analyzing its responses to questions designed to quantify human cultural differences. Our findings suggest that, when prompted with American context, ChatGPT exhibits a strong alignment with American culture, but it adapts less effectively to other cultural contexts. Furthermore, by using different prompts to probe the model, we show that English prompts reduce the variance in model responses, flattening out cultural differences and biasing them towards American culture. This study provides valuable insights into the cultural implications of ChatGPT and highlights the necessity of greater diversity and cultural awareness in language technologies.

Employee attrition is an important and complex problem that can directly affect an organisation's competitiveness and performance. Explaining the reasons why employees leave an organisation is a key human resource management challenge due to the high costs and time required to attract and keep talented employees. Businesses therefore aim to increase employee retention rates to minimise their costs and maximise their performance. Machine learning (ML) has been applied in various aspects of human resource management including attrition prediction to provide businesses with insights on proactive measures on how to prevent talented employees from quitting. Among these ML methods, the best performance has been reported by ensemble or deep neural networks, which by nature constitute black box techniques and thus cannot be easily interpreted. To enable the understanding of these models' reasoning several explainability frameworks have been proposed. Counterfactual explanation methods have attracted considerable attention in recent years since they can be used to explain and recommend actions to be performed to obtain the desired outcome. However current counterfactual explanations methods focus on optimising the changes to be made on individual cases to achieve the desired outcome. In the attrition problem it is important to be able to foresee what would be the effect of an organisation's action to a group of employees where the goal is to prevent them from leaving the company. Therefore, in this paper we propose the use of counterfactual explanations focusing on multiple attrition cases from historical data, to identify the optimum interventions that an organisation needs to make to its practices/policies to prevent or minimise attrition probability for these cases.

Distributors face complex pressures today, from global market volatility to supply chain disruption and the need to continually exceed customer expectations. They also need to find better ways to attract and retain top talent while, at the same time, streamlining operations to be competitive. Industry 4.0 technologies, such as artificial intelligence (AI), Machine Learning (ML), Internet of Things (IoT) and others, can help distributors address these myriad challenges. Such technologies will facilitate a range of innovations for the distribution industry in 2022 and beyond. And more importantly, advancements are making these technologies more attainable to a greater number of organizations.

Artificial intelligence is generating data driven insights, driving employees' productivity and performance, which are crucial elements for a remote workforce. Technology is making it easier than ever to connect with colleagues and clients from anywhere in the world. More and more businesses are taking advantage of the flexibility that working remotely offers. AI-driven analytics permits leaders to design, quantify, assess, and streamline key performance indicators. Remote jobs offer flexibility, increased productivity, and job satisfaction, all of which can lead to a more successful career.

After a year of pandemic-related worry and isolation, increased workloads, and little to no time off, employee burnout continues to grow with as many as three out of four workers experiencing burnout on the job. Not only this, but employers and employees are increasingly misaligned on vital issues such as job training, scheduling flexibility and salaries, which ultimately affects both employee experience and heightens employee's perceptions of the workplace. The toll that high levels of stress can take on an individual proves detrimental to not only their health and wellbeing but also affects the overall operations of an organisation. This can lead to lower levels of productivity, increased injuries on the job as well as overall lower job satisfaction. As a result, individuals are resigning in search of a better work-life balance and more flexibility, in what has been dubbed the'Great Resignation'.