A push for employees to return to the office should be accompanied by reminders of appropriate office behaviors and policies such as co-worker dating, workforce experts say. "If you think of company culture like a muscle that has to be maintained, CEOs and people leaders are recognizing, 'hey, I need to continuously remind folks what the norms are,'" says Ethena CEO Roxanne Petraeus.
ChatGPT and generative AI tools are altering the nature of work and blurring the line between humans and machines. Some white-collar workers believe AI is threatening their jobs, and though there are many jobs AI can do better than humans, it does not have the ability -- at least not yet -- to make human connections with colleagues and clients. Julia Hobsbawm explores replacement anxiety and the need for AI regulation and prioritization to ensure humans can work with machines in a way that benefits everyone.
4 Trends in Employee Learning & Development L&D has undergone a profound transformation in recent months as the age of the pandemic ends, much of the workforce returns to the workforce, and the era of AI begins. This eBook looks at four emerging trends in L&D today. Access eBook »
The economic climate could put pressure on members of Generation Z, who may have to dedicate a greater share of their income to servicing their debt. The Transamerica Center for Retirement Studies reports that some Gen Zers are in better financial shape than before the pandemic, although the restart of federal student loan payments and other issues could eat away at these gains.
Artificial intelligence technologies will provide information that helps HR, but leaders will need to make sure humans make final determinations, say HUB International's Carrie Cherveny and Corby Jorbin. "A tool like ChatGPT sounds very competent in the information it's presenting, but the problem is that the information might not be accounting for the different practical circumstances and all the other variables," says Jorbin, HUB's chief compliance officer of the US west region.
Citigroup CEO Jane Fraser, who has instigated an ambitious, far-reaching overhaul of the firm's management structure, delivered an uncompromising statement to employees at a town hall meeting. "Get on board. We have incredibly high ambitions for this bank and, the train, it's gonna move fast. So lean in, help us win with clients, help us deliver the changes, or get off the train," she said.
“I’m taking over the frosh-soph team,” Coach Ray told me Tuesday night after a meeting with the other coaches and the three teams. The guy who had coached the frosh-soph squad had just become a new father and needed to take a break from basketball, Ray explained.
He also admitted that there was some friction between him and some of the varsity players, who were unaccustomed to his tough style of coaching. After a discussion with the varsity head coach, Ray decided it was best for him to step back from that team and focus his energy on the younger players. I asked how he felt about that.
“I’m looking forward to working with the frosh-soph. They have heart. They work. They’ll follow my lead,” he replied. “I can work with that. I can’t work with people who are soft, who complain, who won’t buy in.”
“Get on board. We have incredibly high ambitions for this bank and, the train, it’s gonna move fast,” said Fraser. “So lean in, help us win with clients, help us deliver the changes, or get off the train.”
She’s right. Hitting goals starts with your teams -- and all the players -- pulling in the same direction. Everyone needs to commit to the strategy, the process and leadership agenda. Without this, fractures happen. Teams lose energy, confusion erupts and progress grinds to a halt.
It’s a tough thing to do, though. Getting everyone to move together is a challenge. How do you do it? What’s your secret sauce to generating buy-in from your teams and stakeholders?Let me know! And if you enjoy this brief, tell others so they can benefit also.
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