Here are the articles about what is happening in the workplace that I've found interesting:
Lean In and McKinsey & Company - Women in the Workplace study Recently, Lean In and McKinsey & Company launched the 9th edition of the Women in the Workplace. This year’s report debunks four myths about women’s workplace experiences and career advancement—most notably, that women are becoming less ambitious. In reality, women are more ambitious than ever, and workplace flexibility is fueling them. Yet, despite some hard-fought gains, women’s representation is not keeping pace. Read the full report to learn more.
Deloitte - The skills-based organization: A new operating model for work and the workforce
The article presents various data regarding significant changes in the structure of work. Organizations are transitioning to a new model that places a stronger emphasis on skills rather than traditional job roles. What the article reveals is that companies embracing this early adoption of skills-based approaches are achieving superior business outcomes compared to those adhering to job-centric practices. The article also delves into the necessary changes in business operations and the guiding principles that companies are employing. This shift allows for greater flexibility in tailoring work to individual capabilities and evolving business needs. For more in-depth insights, read the full article.
Mercer - Generative AI will transform three key HR roles
The article shares how Generative AI (GAI) will reshape HR function. The study found that 58% of employers plan to use GAI in HR by 2024.
Also, the article reimagines three HR roles: HR Business Partners (HRBPs), Learning and Development (L&D) specialists, and Total Rewards leaders, showing how GAI can make them more efficient. For HRBPs, it's estimated that 36% of their work could be done by GAI, saving around $30,000 per year.
The key idea is that GAI shouldn't be seen as a way to cut jobs but as a tool to combine human skills with technology for a more effective HR department. So, HR professionals who use GAI may actually become more valuable. The future of HR is changing with the rise of GAI.
RBL Group - What Makes an Effective HR Function?
The article discusses the importance of HR in creating value for everyone involved. It also looks at recent research on how HR works in companies, reviews some research by The RBL Group, and gives advice on making HR more effective. The article also provides a way to measure how well HR is working in ten different areas, with the aim of improving the value it brings.
This is a must-read for anyone who wants to know more about HR operating models.
EY - How can a rebalance of power help re-energize your workforce?
The EY 2023 Work Reimagined Survey reveals that employers and employees have distinctly different perspectives on the “next normal” of work. They found that building trust and having leaders who focus on people lead to better results, like a positive culture and higher productivity.
The article also poses three important questions for organizations based on the results: (1) How can organizations re-inspire their workforce after years of disruption? (2) How can generative technologies add value to the human experience of work? (3) How can leaders better connect the “how” and “where” of work to the “why” of work?
According to new McKinsey research, employee disengagement and attrition could cost a median-size S&P 500 company between $228 million and $355 million a year in lost productivity. The study shows how segmenting into six types of employees companies can re-engage workers and amplify the impact of top performers.
HBR: When Diversity Meets Feedback
The article shares how to promote candor across cultures, genders, and generations. Top executives have praised the benefits of honest feedback at work, and employees agree that it helps. However, with diverse workplaces, feedback can be misinterpreted as hostile due to different expectations based on culture, gender, and generation. This article explains how to navigate the divides: Understand the norms of feedback recipients and adjust to them. Follow the three A’s—make sure any advice is intended to assist, actionable, and asked for. Last, get everyone on your team on the same page by establishing a common approach and building regular feedback loops into your collaborations.