Here are the articles about what is happening in the workplace that I've found interesting:
Mercer: Evolving the CHRO role in a rapidly changing world of work
The report explores how prepared top HR leaders in the US are for overcoming today's challenges and for future changes.
Forty percent of CHROs wish they had had a greater depth of knowledge in non-HR topics (e.g., finance, operations). Seventy-nine percent see that the CHRO role is changing into a more strategic managing in the face of greater disruptions.The report provides insights into what CHROs can do to increase their effectiveness and proposes how CHROs need to adapt to be ready for the future of work.
Gallup: 6 Worrying Workplace Numbers — And What You Can Do About Them
The article shared the most concerning insights Gallup has discovered this year about what the future holds for the workplace and how to turn them around in your organization. Some of these concerns are: (1) Only 23 percent of U.S. employees strongly agree that they trust the leadership of their organization; (2) More than half of employees (53%) say they don’t feel prepared to work with AI, robotics or other advanced technologies, (3) 51 percent of currently employed workers around the world say they are watching for or actively seeking a new job.Dave Ulrich: Overcoming the Know/Do Gap in Human Capability Value Creation
The article discusses the importance of cultivating enduring human capabilities (EHCs) in the workforce to create new value that goes beyond the financial realm to those of customer and worker experience, brand, social impact, and others. It addresses the fact that even when we know so many things about human capability, it is not reflected in our actions. The author proposed ten specific coaching tips to help business and HR leaders close the know/do gap in human capability by focusing on self, others, and the organization.MIT Sloan: Leading in the Age of Exploding Transparency
The article discusses the challenges that leaders face in a world where information flows at the speed of light and how technology is eroding the information advantage that leaders have enjoyed since the dawn of the working world. The article suggests four practical strategies for leaders to maintain sanity and clarity in a hyper-transparent world. These strategies include dialing up the right kind of organizational honesty, creating a culture of transparency, embracing the power of social media, and building a network of trusted advisors.HBR: Helping Employees Succeed with Generative AI
The article discusses how to manage performance when new technology brings constant and unpredictable change. The author has devised a framework called STEP, which consists of four interrelated activities: (1) segmenting tasks for either AI automation or AI augmentation; (2) transitioning tasks across work roles; (3) educating workers to take advantage of AI’s evolving capabilities; and (4) evaluating performance to reflect employees’ learning and the help they give others.
The author argues that AI-enabled digital tools are designed to change by themselves continuously, and users have less and less time to learn from one another. Therefore, it is essential to manage employees when the capabilities at their fingertips are constantly changing, and the effects of those changes are unpredictable.