Learning Insights from August 2023

Here are the articles about what is happening in the workplace that I found more interesting in August.

1. BCG - Making Flexible Working Models Work: The article discusses the impact of the pandemic on work flexibility and the need for thoughtful work policies. It suggests that leaders should prioritize productivity and employee happiness by understanding how people work best. Flexibility doesn't always mean remote work, and one-size-fits-all policies aren't effective. The article also highlights the importance of employee involvement in deciding work models. It mentions that flexible work options are vital for retention and diversity. It provides five steps for organizations to implement flexible work successfully, including leadership alignment and continuous measurement of key indicators.

2. Microsoft - In the Changing Role of the Office, It’s All About Moments That Matter: When does in-person interaction make a difference? This was a key question Microsoft aimed to answer. After nine months of research, three significant times have emerged at Microsoft when in-person connections have a lasting impact: (1) It helps teams feel more connected, especially when most of the team is in the same place (this changed from 61% before the pandemic to 27% now). 2) When someone starts a new job, joins a new team, or begins at a new company. (3) Launching new projects. The article offers data and examples for each scenario.

3. MIT - How to Deliver Career Development for All: Companies must expand career development beyond high-potential employees to stay competitive. Many want career advancement but lack good advice, and managers alone can't fulfill this role. Successful companies offer visible career opportunities, skill-building, and feedback, ensuring autonomy in seeking information. Redefining career development to include various growth avenues, such as mentoring and coaching, is essential. Talent hoarding by managers can be addressed by transparently sharing career paths and conducting talent reviews to identify emerging talent, allowing HR to intervene when leaders hinder employee development.

4. BCG - How Generative AI Will Transform HR: The article has three main parts. First, it talks about how generative AI can transform HR into a more strategic role by improving self-service, boosting employee productivity and experience, personalizing HR programs, and using skills data for talent management. Second, it mentions that generative AI can potentially increase productivity by 30% across the employee lifecycle. Finally, it offers guidance for HR leaders in using generative AI for both the whole enterprise and HR itself.

5. McKinsey - The state of AI in 2023: Generative AI’s breakout year: The recent McKinsey study on AI's current state underscores the powerful impact of generative AI and how top companies are surpassing their competitors. Three key findings that should interest both business and HR professionals are: (i) These leading companies are three times more likely to say they'll train over 30% of their employees in the next three years because of AI. (ii) They care less about just reducing costs with AI. (iii) Companies keep seeing benefits from using AI, including in HR.

6. Forbes - Cutting Through The Hype Cycle Of Generative AI: This article gives a short and helpful introduction to something called Robotic Process Automation (RPA) and the four different types of AI: rule-based systems, machine learning, deep learning, and generative AI. It talks about how generative AI is changing jobs, explains the differences between regular AI and generative AI, and lists four ways AI can be useful: making fewer mistakes, reducing differences, getting more work done, and making big advancements.

7. People Analytics Partners - 10 Metrics to Unlock Value in Your Organization: This article discusses the importance of using specific metrics to unlock value in organizations and help employees thrive while aligning with business goals. Ten recommended metrics are presented, covering areas like focus time, psychological safety, ROI, trust, belonging, mobility, profit per employee, employee engagement, turnover rate, and turnover cost. These metrics help identify and remove obstacles for teams, fostering a productive work environment.

8. Harvard Business Review -  Survey: Remote Work Isn’t Going Away — and Executives Know It: This article discusses the shift in remote work trends since the pandemic and highlights that many executives are pushing for a return to the office, but they don't expect it to succeed. The Survey of Business Uncertainty shows that senior executives predict both fully remote and hybrid work will continue to grow in the coming years. Several reasons support this prediction, including advancements in remote-working technology, startups born during the pandemic favoring remote work, the U.S.'s strong position for remote work, and the fact that employees value the flexibility of remote work. While some concerns about productivity exist, the article suggests that hybrid work models may offer the best balance between office and remote work, benefiting both companies and employees.

9. Human Resources Executive - 4 ways HR is already solving business problems with AI: This article discusses how AI is transforming various aspects of business, including HR. It mentions that AI is being used for tasks like code writing, product design, marketing, and customer service. The article categorizes HR tech vendors into three groups: those adding AI to existing tech, those with built-in AI features, and those built entirely around AI. It highlights the importance of understanding how AI solutions solve business problems, such as improving accuracy, compliance, and data quality in HR operations, enhancing employee and candidate experiences, and addressing issues like culture, diversity, and talent gaps. The article emphasizes the need for strategic thinking when implementing AI solutions to prioritize and effectively address specific business challenges.

10. Dave Ulrich - Human Capability and Boards of Directors:  The article emphasizes the growing importance of human capability for boards of directors. Traditionally, boards focused on strategy and finance, but now they recognize the need to prioritize discussions on individual competence, organizational capabilities, leadership, and HR practices in every board meeting. This shift improves the likelihood of achieving strategic goals and financial success. Additionally, boards are encouraged to include members with human capability expertise, and governance should reflect high-performing team characteristics. As human capability becomes more critical, it becomes a key factor in enhancing stakeholder value for boards.