Aim/Purpose: This paper examines the transformative impact of Artificial Intelligence (AI) on professional skills in organizations and explores strategies to address the resulting challenges. Background: The rapid integration of AI across various sectors is automating tasks and reducing cognitive workload, leading to increased productivity but also raising concerns about job displacement. Successfully adapting to this transformation requires organizations to implement new working models and develop strategies for upskilling and reskilling their workforce. Methodology: This review analyzes recent research and practice on AI's impact on human skills in organizations. We identify key trends in how AI is reshaping professional competencies and highlight the crucial role of transversal skills in this evolving landscape. The paper also discusses effective strategies to support organizations and guide workers through upskilling and reskilling processes. Contribution: The paper contributes to the existing body of knowledge by examining recent trends in AI's impact on professional skills and workplaces. It emphasizes the importance of transversal skills and identifies strategies to support organizations and workers in meeting upskilling and reskilling challenges. Our findings suggest that investing in workforce development is crucial for ensuring that the benefits of AI are equitably distributed among all stakeholders. Findings: Our findings indicate that organizations must employ a proactive approach to navigate the AI-driven transformation of the workplace. This approach involves mapping the transversal skills needed to address current skill gaps, helping workers identify and develop skills required for effective AI adoption, and implementing processes to support workers through targeted training and development opportunities. These strategies are essential for ensuring that workers' attitudes and mental models towards AI are adaptable and prepared for the changing labor market. Recommendation for Researchers: We emphasize the need for researchers to adopt a transdisciplinary approach when studying AI's impact on the workplace. Given AI's complexity and its far-reaching implications across various fields including computer science, mathematics, engineering, and behavioral and social sciences, integrating diverse perspectives is crucial for a holistic understanding of AI's applications and consequences. Future Research: Looking ahead, further research is needed to deepen our understanding of AI's impact on human skills, particularly the role of soft skills in AI adoption within organizations. Future studies should also address the challenges posed by Industry 5.0, which is expected to bring about even more extensive integration of new technologies and automation.

The increasing emphasis on environmental sustainability in organizations has underscored the need to understand how human resource practices shape employee environmental behaviors and perceptions. This scoping review examines the relationship between Green Human Resource Management (GHRM) practices and Green Psychological Climate (GPC), analyzing their combined impact on organizational environmental outcomes through the Abilities–Motivation–Opportunities (AMO) framework. Following PRISMA-P guidelines, 16 empirical studies published between 2017 and 2024 were systematically reviewed. Findings reveal strong positive associations between GHRM and GPC, with green pay and rewards, performance management, and training emerging as key drivers. GPC acts as a critical mediating mechanism, facilitating the translation of GHRM initiatives into enhanced environmental performance and voluntary green behaviors. The effectiveness of these relationships is influenced by organizational factors (e.g., ethical leadership, green culture) and individual characteristics (e.g., environmental sensitivity, age). Through the AMO lens, the results suggest that an integrated GHRM system that enhances employees’ abilities, motivation, and opportunities creates synergistic effects, fostering a sustainability-oriented climate and reinforcing pro-environmental behaviors. These findings contribute to the theoretical understanding of sustainability-oriented HRM while offering practical insights for organizations seeking to align human resource practices with environmental objectives.

Planning and Scheduling (P&S) are critical components of organizational management that influence efficiency, overall performance, and human factors in the workplace. The aerospace manufacturing industry is experiencing rapid changes, marked by heightened demands for new aircraft and the need for precise task execution to accommodate increasing air traffic and rigorous safety regulations. This study explores the human factors and emerging needs in the P&S processes within aerospace manufacturing. A qualitative research approach was employed, featuring semi-structured interviews with 15 professionals from a prominent European organization. The participants, actively engaged in P&S operations, were chosen to offer diverse perspectives on their roles and the industry’s specific requirements. Results indicate that planners/schedulers, IT experts, and operations team leaders are crucial in ensuring efficiency throughout the various stages of P&S operations. The findings reveal that emerging needs encompass workforce and customer management (i.e., allocating human resources, responding to client requests, and addressing workforce resistance to new technology adoption), prioritization (i.e., scheduling tasks based on urgency, error susceptibility, and cost efficiency), and contingency handling (i.e., machinery availability, time constraints, quality issues, human performance variability, and weather conditions). These needs highlight the importance of considering human factors and cognitive aspects when designing and implementing P&S systems. The study underscores the challenges the aerospace manufacturing industry faces as it adapts to technological advancements and evolving market conditions. The findings emphasize the necessity of advanced P&S systems that integrate innovative technological solutions with an understanding of human factors and cognition.

Integrating collaborative robots (cobots) in work environments is advancing rapidly, with growing attention to designing systems that can effectively collaborate with humans. A key aspect of this effort is enhancing cobots’ adaptability, that is, their ability to adjust behavior in real time based on workers’ needs and characteristics, particularly their psychological states. Despite increasing research, a synthesis of the most considered psychological states and the corresponding adaptation mechanisms is still lacking. This review examines recent experimental evidence on cobots which modify their behavior in response to workers’ psychological states and evaluates how these adaptations influence human–robot collaboration outcomes. Following preregistration on PROSPERO, this study adhered to PRISMA‐P guidelines to select 23 studies focusing on cobots’ adaptation mechanisms and their impact on task performance and worker well‐being. The findings reveal that most adaptations target cognitive states, particularly workload, attention, and situational awareness, reflecting a strong research emphasis on optimizing decision‐making and efficiency. Emotional adaptation has been explored to a lesser extent, while real‐time adjustments based on motion intention are gaining traction in movement coordination tasks. Cobots primarily rely on physiological and behavioral signals—such as heart rate variability, electrodermal activity, and gaze fixation—to infer workers’ psychological states. Various adaptation strategies, including task reallocation and speed modulation, demonstrate measurable improvements in collaboration fluency, cognitive load management, and operational performance. This review highlights the critical role of psychology in robotics research, promoting multidisciplinary collaboration to develop adaptive cobots that enhance both productivity and worker well‐being.

Homecare workers face significant occupational risks, necessitating effective safety training programs. This paper presents a comprehensive Train-the-Trainer (TTT) program developed to enhance occupational safety in homecare organizations. Through an analysis of 229 reported safety events, the frequency and type of incidents, such as injuries during handling, road crashes, slips, trips, and falls, were identified and primarily attributed to human errors and violations. Based on the results, a TTT program was designed and implemented. The TTT successfully engaged Health, Safety, and Environment managers, fostering collaborative activities, knowledge sharing, and resource discussions. The program modules address critical areas, including distractions and inattentions, fatigue, time pressure, frustration and aggressiveness, and safety behaviors. This innovative approach provides valuable insights for organizations seeking to improve homecare workers' safety. The findings add to the broader comprehension of occupational safety in the homecare sector, proposing a pragmatic framework for future interventions.