Best People Sustainability Insights of October 2024

DIVERSITY, EQUITY & INCLUSION

?? INSIGHT #1: How DEI Can Survive This Era of Backlash

?? SOURCE: Harvard Business Review

?? AUTHORS: Lori Nishiura Mackenzie , Sarah Soule , Shelley J. Correll , and Melissa C. Thomas-Hunt

?? SUMMARY

This research examines how Diversity, Equity, and Inclusion (DEI) initiatives can endure the current backlash in the U.S. It presents insights from chief diversity officers (CDOs) and parallels feminist movement strategies during challenging periods. The study offers practical advice for maintaining DEI momentum despite facing resistance and budget cuts.

?? DID YOU KNOW?

Did you know that despite recent backlash and budget cuts, Chief Diversity Officers can use 4 critical strategies for continuing DEI work while it's under attack?

?? INTRODUCTION

Many question the future of diversity, equity, and inclusion in U.S. organisations in response to recent backlash and budget reductions affecting DEI initiatives. Researchers from the Stanford VMware Women's Leadership Innovation Lab argue that DEI isn't dying but experiencing a 'closed doors' period—a concept from social movement theory where obvious avenues for change become less accessible.

?? KEY INSIGHTS

?? DEI Resilience – Despite challenges, DEI is adapting rather than disappearing. The current situation mirrors historical patterns in social movements, particularly feminist movements during periods of resistance.

?? CDO Perspectives – A gathering of 14 chief diversity officers from six industries, representing companies with 2,000 to over 300,000 employees, provided insights into current DEI strategies and challenges.

?? Strategic Adaptation – CDOs employ tactics similar to those used by feminist movement builders during 'closed door' periods. These include reframing language, building coalitions, and embedding DEI work into core business functions.

?? Continued Relevance – The research emphasises that DEI remains crucial for organisational success, even when facing opposition. CDOs report that their work continues, albeit sometimes under different labels or through alternative channels.

?? PRACTICAL TAKEAWAYS FOR LEADERS

1?? Reframe DEI Language – Adapt terminology to focus on belonging, respect, and fairness. One CDO reported success in rebranding their work as "human sustainability", aligning DEI with broader organisational goals.

2?? Integrate DEI into Core Business – Embed DEI principles into essential business functions. For example, one company incorporated inclusive leadership into its core leadership competencies, making it part of performance evaluations for all people managers.

3?? Build Coalitions – Foster partnerships with allies across different departments. CDOs collaborated successfully with legal, communications, and other teams to advance DEI work through alternative channels.

4?? Leverage Data and Metrics – Strengthen the case for DEI by emphasising its impact on business outcomes. CDOs stressed the importance of demonstrating how DEI initiatives contribute to talent acquisition, retention, and overall business performance.

?? CONCLUSION

While DEI faces significant challenges in the current climate, this research suggests it is adapting rather than disappearing. By adopting strategic approaches inspired by historical social movements, organisations can continue to advance diversity, equity, and inclusion. HR leaders and executives should view this period as an opportunity to innovate and strengthen their DEI efforts, ensuring they remain integral to organisational success despite external pressures.

EMPLOYABILITY & LEARNING CULTURE

?? INSIGHT #2: Is Your Upskilling Program Paying Off?

?? SOURCE: Boston Consulting Group

?? AUTHORS: J. Puckett , Vinciane Beauchene , Patrick Erker , and ?hdan Shakirov

?? SUMMARY

This study explores how organisations can determine whether their upskilling programs deliver measurable returns on investment (ROI). It outlines critical metrics that assess business alignment, performance improvements, and employee engagement, providing clear steps for ensuring that upskilling efforts contribute to sustainable growth and talent retention.

?? DID YOU KNOW?

Did you know that using the Return on Learning Investment (ROLI) framework can help organisations track the success of their upskilling programs more effectively?

?? DID YOU SEE?s

?? INTRODUCTION

As the need for new skills intensifies, businesses ramp up investments in upskilling programs to stay competitive. Yet, many companies need help assessing whether these initiatives deliver tangible business results. For HR leaders, business executives, and sustainability professionals, understanding how to measure the ROI of upskilling programs is critical to aligning these efforts with broader business objectives and ensuring the development of a future-ready workforce. This report offers a practical guide to evaluating the success of upskilling efforts through well-defined, actionable metrics.

?? KEY INSIGHTS

?? Business alignment is critical – Companies must ensure that upskilling programs support specific business outcomes such as innovation, productivity, or employee retention. Programs without a clear connection to strategic goals are less likely to succeed.

?? Measurable impact – To determine the effectiveness of upskilling, businesses should focus on hard and soft metrics. Examples include performance improvements, employee satisfaction scores, and financial metrics like revenue growth or cost savings from increased efficiency.

?? Engagement drives success – Upskilling is more effective when employees are actively engaged. Engaged employees are up to 40% more likely to improve their performance post-training, emphasising the need to foster strong participation in these programs.

?? Iterative process – Successful upskilling initiatives are continuously refined. As business needs and skill requirements evolve, companies must revisit and adjust their programs to keep them relevant and impactful.

?? PRACTICAL TAKEAWAYS FOR LEADERS

1?? Align upskilling programs with business objectives – Before launching a new initiative, define the specific business outcomes the program aims to achieve, such as boosting productivity or reducing turnover. Ensure alignment with long-term strategic goals.

2?? Develop a balanced measurement framework – Use a mix of quantitative and qualitative metrics to assess the impact of upskilling. For example, track productivity changes and employee feedback to evaluate the program's success.

3?? Encourage employee engagement – Upskilling works best when employees are motivated. To enhance engagement, create clear pathways for career progression tied to skill acquisition and communicate the benefits of participation.

4?? Regularly review and iterate programs – As business priorities and market conditions shift, regularly review upskilling programs to ensure they align with your organisation's evolving needs.

?? CONCLUSION

Evaluating the ROI of upskilling programs is crucial for ensuring these efforts deliver sustainable value. Organisations can turn upskilling into a strategic advantage by aligning programs with specific business outcomes, measuring their impact through comprehensive metrics, and fostering employee engagement. Continuous iteration will help keep these programs relevant, positioning the organisation to thrive in an ever-changing talent landscape.

EMPLOYABILITY & LEARNING CULTURE

?? INSIGHT #3: Workplace Learning Report 2024

?? SOURCE: LinkedIn

?? SUMMARY

This research explores the state of workplace learning and development (L&D) in 2024, highlighting how L&D is adapting to the AI era and focusing on skills agility and career development. It offers insights from global L&D professionals and data-driven recommendations for HR leaders and executives to drive measurable organisational improvements.

?? DID YOU KNOW?

Did you know that 4 in 5 employees desire to learn more about using AI in their professions, indicating a significant demand for AI-related skills?

?? DID YOU SEE?

?? INTRODUCTION

As AI reshapes how people learn, work, and chart their careers, L&D has become central to organisational agility, delivering business innovation and critical skills. The report combines survey results, LinkedIn behavioural data, and expert insights to help rewrite the playbook for the future of work.

?? KEY INSIGHTS

?? Top L&D Focus Areas – Aligning learning programs to business goals remains the top priority while helping employees develop their careers, which has risen to 4th place from 9th in just one year.

?? AI Skills Demand – 4 in 5 people want to learn more about using AI in their profession, indicating a strong desire for AI-related skills.

?? Career Development Impact – Learners who set career goals engage with learning 4x more than those who don't, highlighting the importance of career development in driving learning engagement.

?? L&D's Growing Influence – The percentage of learning professionals who say L&D has a seat at the executive table has increased from 24% in 2020 to 67% in 2024.

?? Learning Culture Benefits – Companies with strong learning cultures experience higher retention rates, more internal mobility, and a healthier management pipeline.

?? Gen Z Learning Enthusiasm – 53% of Gen Z'ers workers believe learning helps them explore potential career paths at their company, compared to 37% of other generations.

?? Large-Scale Upskilling Challenges – Only about 5% of large-scale upskilling programs have advanced to the measurement stage, indicating difficulties in implementing and measuring success.

?? Career Development Maturity – About 40% of organisations have mature career development initiatives that yield positive business results.

?? PRACTICAL TAKEAWAYS FOR LEADERS

1?? Leverage AI for Personalisation – Utilise AI to create more personalised and efficient learning experiences, moving away from time-consuming custom content creation.

2?? Align Individual and Organisational Goals – Develop career development and internal mobility programs that connect individual aspirations with business priorities.

3?? Implement Key Career Development Practices – Focus on leadership development programs, shared internal jobs, mentorship programs, individual career plans, and internal mobility.

4?? Embrace AI-Powered Coaching – Explore AI-powered coaching solutions to provide personalised guidance at scale, complementing human coaching efforts.

5?? Emphasise Career Progress for Gen Z – Tap into Gen Z's passion for growth by offering explicit learning and career advancement pathways.

6?? Prioritise Skills Agility – Foster a continuous learning and adaptability culture to help employees and organisations thrive in AI.

?? CONCLUSION

As AI continues transforming the workplace, L&D professionals have a unique opportunity to drive organisational success by focusing on skills agility and career development. By leveraging AI, aligning individual and company goals, and emphasising personalised learning experiences, organisations can build a workforce ready to thrive in the rapidly evolving business landscape.

EMPLOYABILITY & LEARNING CULTURE

?? INSIGHT #4: Unlocking Opportunity: A Global Framework for Enabling Transitions to the Jobs of Tomorrow

?? SOURCE: World Economic Forum

?? AUTHORS: Adèle Jacquard , Till Alexander Leopold , and Andrew Silva, PhD

?? SUMMARY:

The World Economic Forum's report Unlocking Opportunity: Job Transitions in 2024 explores the critical need for reskilling and upskilling as industries evolve. It highlights how job transitions are crucial to unlocking economic opportunities, providing actionable insights for businesses and policymakers to foster a more resilient, adaptable global workforce.

?? DID YOU KNOW?

By 2027, 23% of current jobs will change, with 69 million new roles created and 83 million displaced globally.

?? DID YOU SEE?

?? INTRODUCTION

Global labour markets undergo rapid transformations due to automation, digitalisation, and shifting economic conditions. By 2027, 23% of current jobs will change, with 69 million new roles created and 83 million displaced globally. This necessitates strategic job transitions to maintain employment, foster economic productivity, and ensure workforce resilience.

?? KEY INSIGHTS

?? Reskilling and Upskilling are Critical: The need for reskilling is urgent. This is essential to facilitate job transitions, especially into growing fields like digital, ICT, and healthcare roles. For example, AI and machine learning specialists and sustainability specialists are among the fastest-growing jobs, while roles such as cashiers and postal workers are declining.

?? Regional Job Transition Trends: The analysis, based on data from 14 economies, identifies common trends based on data from 14 economies across seven regions that are seeing significant transitions globally, along with healthcare and business services positions. In India, transitions from manufacturing technicians to software developers are prominent, while in Brazil, there’s growth in transitions into sales and administrative roles, reflecting regional labour market shifts.

?? Multi-stakeholder Collaboration and Worker Safety Nets: Effective job transitions require collaboration between governments, businesses, and educators. Public-private partnerships and social safety nets, like unemployment insurance and portable benefits, support workers’ economic changes.

?? PRACTICAL TAKEAWAYS FOR LEADERS

1?? Implement Continuous Learning Initiatives: Organisations should foster a culture of lifelong learning and adaptability. This could involve regular upskilling programs and partnerships with educational institutions. Governments can support these efforts with incentives like tax credits or grants linked to workforce development programs.

2?? Promote Flexible Employment Models: Encourage flexibility in work arrangements such as remote work or temporary contracts, which can help broaden talent pools and accommodate diverse workforce needs. By 2030, an estimated 92 million jobs could be fully remote, offering new opportunities for job transitions.

3?? Develop Regional Job Transition Frameworks: Tailor job transition programs to specific regional needs. For example, in regions like East Asia, where healthcare roles are growing due to ageing populations, reskilling programs should target transitioning workers from adjacent sectors, such as patient transportation, into nursing roles.

4?? Strengthen Worker Safety Nets: Governments and businesses must collaborate to enhance social protection for workers during transitions. This includes unemployment benefits, severance support, and access to health insurance, ensuring that displaced workers can maintain a stable standard of living while reskilling.

?? CONCLUSION

By embracing strategic job transitions, economies can align labour supply with the demand for high-growth roles, reduce unemployment, and foster economic inclusion. Implementing proactive policies for reskilling, flexible employment, and multi-stakeholder collaboration will create resilient and adaptable workforces.

HEALTH & WELL-BEING

?? INSIGHT #5: 5 Ways to Deal with the Microstresses Draining Your Energy

?? SOURCE: Harvard Business Review

?? AUTHORS: Rob Cross , Karen Dillon , and Kevin Martin

?? SUMMARY:

The article from Harvard Business Review outlines five strategies for managing micro stresses that sap energy and productivity. These include recognising hidden stressors, addressing the underlying causes of stress, adjusting personal expectations, fostering supportive relationships, and setting boundaries to maintain emotional well-being.

?? DID YOU KNOW?

67% of employees cite burnout as the top factor driving potential talent loss—making it clear that addressing workplace stress is essential to retaining key talent.

?? DID YOU SEE?

?? INTRODUCTION

Microstresses—small, seemingly manageable pressures from daily interactions—can have a cumulative impact, draining energy and reducing well-being. Research shows that while each microstress may seem trivial, the combined effect can severely affect personal and professional life.

?? KEY INSIGHTS

?? Three types of microstresses: The article categorises microstresses into three groups: those that reduce one's capacity to get things done, those that drain emotional reserves, and those that challenge one's identity (such as being forced to pursue goals misaligned with personal values). These micro stresses compound over time and lead to burnout and emotional fatigue.

?? Relationships as primary sources: The article highlights that many microstresses come from close relationships—family, friends, and colleagues. Emotional burdens from these interactions can linger. Over 60% of individuals identified draining personal relationships as a top contributor to their daily stress.

?? Positive effects of addressing microstresses: A study in Fortune 100 companies found that by taking intentional steps to tackle microstress, such as addressing one source each week, 80% of participants experienced improved emotional well-being and reduced daily stress.

?? PRACTICAL TAKEAWAYS FOR LEADERS

1?? Address one micro stress at a time: Each week, identify a specific micro stress—a recurring interaction with a colleague or an emotionally draining family situation—and take deliberate actions to reduce its impact. This method helps build confidence and a sense of control over daily stressors.

2?? Reshape complex relationships: Instead of cutting ties with people contributing to micro stress, adjust how you interact with them. You can limit these relationships' emotional toll by setting boundaries or altering communication dynamics without severing them.

3?? Be mindful of the stress you cause: Evaluate your actions to see if you might be contributing to others' microstresses. Improving how you interact with others can reduce their stress and prevent negative repercussions that might add to your own.

?? CONCLUSION

Addressing microstress is essential for protecting long-term well-being and productivity. By taking small, consistent actions—like focusing on one stressor at a time and reshaping fundamental interactions—individuals can mitigate the cumulative effects of these hidden pressures and reclaim energy for more meaningful tasks.

HEALTH & WELL-BEING

?? INSIGHT #6: Promoting Health and Well-Being: Employer Strategies for Encouraging Healthy Weight and Metabolic Wellness

?? SOURCE: World Economic Forum

?? AUTHORS: Andy Moose , Jahanara Rahemtulla , Ronan Bigueur , Myriam Denk , Dominik Hotz , Jennifer R. , and Claudia Vittori, PhD MPH

?? SUMMARY The World Economic Forum report provides a comprehensive guide for employers to address obesity and cardiometabolic diseases in the workplace. It outlines strategies to improve employee health, boost productivity, and contribute to societal well-being, focusing on how innovative technologies and partnerships can manage these pressing health challenges.

?? DID YOU KNOW?

The global economic costs of obesity are expected to increase from approximately $2 trillion in 2020 to more than $3 trillion by 2030, exceeding 3% of world GDP by 2060.

?? DID YOU SEE?

?? INTRODUCTION

With obesity and cardiometabolic diseases (CMDs) rising globally, employers have a unique opportunity to foster healthier work environments that mitigate these risks. Over 1.3 billion workers are engaged by employers globally, and investing in workplace health initiatives can enhance employee morale, productivity, and engagement while reducing healthcare costs. This report offers critical strategies for managing weight and CMDs through innovative approaches like personalised health interventions and digital technologies.

?? KEY INSIGHTS

?? The Urgency of Addressing Obesity: More than 1 billion people globally live with obesity, a figure set to double by 2035. With projected global economic costs reaching $18 trillion by 2060, addressing obesity and CMDs is now a public health priority.

?? Workplace Impact on Health: Employees spend a third of their week at work, where sedentary behaviour, stress, and long hours exacerbate metabolic health issues. Failure to address these factors can increase absenteeism, presenteeism, and healthcare costs, reducing overall employee satisfaction and productivity.

?? Benefits of Investing in Employee Health: Organisations that focus on health initiatives, especially around weight and cardiometabolic issues, see improved employee engagement, team culture, and satisfaction. Addressing common risk factors like high blood pressure can reduce absenteeism and healthcare costs.

?? Holistic Health Approaches: New models integrating predictive analytics, behavioural science, and gamification enhance workplace health programmes. Employers can offer employees personalised health monitoring tools to empower them to manage their health more effectively.

?? Barriers to Success: Implementing global health initiatives is challenging due to cultural differences, data privacy regulations, and varying healthcare systems. Employers must adapt health programmes to these complexities to ensure successful implementation worldwide.

?? PRACTICAL TAKEAWAYS FOR LEADERS

1?? Implement Health Risk Audits: Regularly audit work environments to assess how culture and practices affect employee health. Tailor interventions to mitigate risks like sedentary behaviour or work-related stress.

2?? Leverage Technology for Personalised Interventions: Use predictive analytics and digital health platforms to provide employees with tailored health insights. These tools should monitor activity, nutrition, and cardiometabolic health for proactive interventions.

3?? Foster a Culture of Health and Inclusion: Promote health as a core value by aligning wellness initiatives with company culture—train managers to encourage healthy behaviours through incentives and flexible work arrangements.

4?? Address Global Implementation Challenges: Customise health strategies based on local contexts, considering cultural sensitivities and regional healthcare systems. Ensure global health programmes are adaptable to meet diverse employee needs.

5?? Monitor and Measure Outcomes: Use anonymised data to track wellness programmes' participation, satisfaction, and health outcomes. Regularly evaluate and adjust initiatives to maximise their impact on employee health and productivity.

?? CONCLUSION

Employers can significantly improve employee well-being, reduce healthcare costs, and contribute to societal health by adopting a proactive, data-driven approach to workplace health. Integrating weight and cardiometabolic management into corporate strategies can boost productivity and resilience while addressing a global health crisis. Now is the time for leaders to champion healthier workplace cultures and create long-lasting impacts on their workforce.

HEALTH & WELL-BEING

?? INSIGHT #7: Is AI the Answer to Employee Mental Health and Well-Being Challenges?

?? SOURCE: The Conference Board

?? AUTHORS: Srini Pillay, M.D. and Rebecca Ray

?? SUMMARY

This research explores the potential of AI to address employee mental health and well-being challenges in the workplace. It highlights the growing urgency of the mental health crisis and the limitations of traditional approaches. It presents case studies demonstrating how AI-driven immersive therapies can offer personalised, practical solutions.

?? DID YOU KNOW?

Although 88% of organisations provide mental health support programs, only 29% of employees consider them effective. Even more troubling, fewer than 25% of C-suite executives find traditional well-being programs beneficial.

?? DID YOU SEE?

?? INTRODUCTION

Employee mental health and well-being are in decline, with significant implications for productivity, engagement, and retention. A recent survey by The Conference Board reveals that nearly one-third of employees report lower levels of mental health, engagement, and sense of belonging compared to six months prior. This trend underscores the urgent need for effective interventions in the workplace.

?? KEY INSIGHTS

?? Mental health decline is widespread – 34% of employees reported lower mental health levels, 37% lower engagement, and 37% lower sense of belonging compared to six months prior. Alarmingly, 69% feel they are working harder than expected.

?? Traditional approaches are falling short – While 88% of organisations offer mental health support programs, only 29% of employees find them helpful. Among C-Suite executives, fewer than 25% find any traditional well-being programs useful.

?? AI-driven therapies show promise – Bank of America's implementation of an AI-driven virtual reality therapeutic platform resulted in 76% of users reporting reduced stress and anxiety over six months.

?? VR interventions demonstrate effectiveness – A Mayo Clinic study found that 96% of participants felt relaxed after viewing nature-based VR scenes, significantly decreasing anxiety and emotional distress and improving focus.

?? PRACTICAL TAKEAWAYS FOR LEADERS

1?? Invest in AI-driven mental health solutions – Implement personalised, AI-powered platforms that offer immersive experiences tailored to individual employee needs. These technologies have shown promising results in reducing stress and anxiety and improving focus.

2?? Prioritise data-driven decision-making – Utilise platforms that provide robust analytics to monitor the effectiveness of mental health interventions. This allows for continuous improvement and tailoring of programs based on employee feedback and outcomes.

3?? Foster a culture of openness – Address the stigma surrounding mental health in the workplace. Encourage open discussions and provide training to recognise signs of mental health concerns, as 37% of employees would find such helpful training.

4?? Integrate VR technologies – Consider incorporating virtual reality experiences into your well-being programs. VR-based interventions have shown significant potential in reducing anxiety and improving focus among healthcare providers and could be adapted for various workplace settings.

?? CONCLUSION

As traditional approaches to employee mental health and well-being fall short, AI-driven solutions offer a promising path forward. By leveraging personalised, immersive therapies, organisations can more effectively address the growing mental health crisis. These innovative approaches can improve employee well-being, productivity, and organisational performance.

PEOPLE EXPECTATIONS

?? INSIGHT #8: 2024 Global Benefits Attitudes Survey

?? SOURCE: Willis Towers Watson

?? SUMMARY

This research explores employee attitudes towards benefits, well-being, and workplace policies based on WTW's 2024 Global Benefits Attitudes Survey. It reveals vital insights on changing employee priorities, the impact of remote work, financial concerns, and mental health challenges.

?? DID YOU KNOW?

59% of employees rank financial well-being as a top priority, yet only 20% of employers respond to this critical need.

?? DID YOU SEE?

?? INTRODUCTION

The world of work has changed dramatically in recent years, with the COVID-19 pandemic acting as a catalyst for shifts in employee expectations and workplace dynamics. While staffing pressures have eased, companies face challenges navigating a complex environment marked by inflationary pressures, return-to-office mandates, and increased focus on diversity, equity, and inclusion (DEI). This research aims to help employers better understand their workforce and adapt their benefits strategies accordingly.

?? KEY INSIGHTS

?? Employee retention has improved – The number of employees intending to stay with their current employer has increased from 56% in 2022 to 63% in 2024, indicating a return to more normal labour market conditions.

?? Benefits have become more critical – The importance of benefits packages in attracting talent has risen significantly across all regions. In North America, 70% of employees now cite benefits as an essential reason for joining their employer, up from 57% in 2017.

?? Remote work preferences have strengthened – Employee desire for remote work has increased sharply. In North America, 42% of employees prefer to work mostly or entirely remotely, compared to 27% in 2022.

?? Financial concerns are widespread – Approximately one-third of employees report being worse off financially than a year ago, and a similar proportion state that money concerns negatively impact their well-being.

?? Mental health remains a challenge – Despite some improvement, one in three employees globally report suffering from anxiety or depression. However, only 35% of those affected sought treatment.

?? PRACTICAL TAKEAWAYS FOR LEADERS

1?? Align benefits with employee priorities – Review and adjust benefit offerings to better match employee preferences, particularly in areas like flexible work arrangements, health benefits, and financial well-being support.

2?? Enhance benefit choice and flexibility – Implement more excellent benefit customisation options. Employees with high levels of choice are nearly twice as likely to say their benefit package meets their needs as those without.

3?? Develop a comprehensive remote work strategy – Balance business needs with employee preferences for flexibility by reviewing and potentially adjusting remote work policies and exploring alternative flexible arrangements.

4?? Strengthen financial well-being support – Prioritise programs that help employees grow their savings, maximise benefit value, and build emergency funds. For retirement planning, focus on assisting employees in making decisions throughout their retirement years.

5?? Promote lifestyle improvements for health – Facilitate social interaction, physical activity, and outdoor time to support physical and emotional well-being. Leverage social connections at work to encourage participation in well-being programs.

?? CONCLUSION

Employers must adapt their benefits strategies as the workplace evolves to meet changing employee needs and expectations. Focusing on flexibility, financial support, and holistic well-being can enhance employee satisfaction, productivity, and retention. Implementing these recommendations will help create a more engaged and resilient workforce better equipped to navigate today's dynamic work environment challenges.

PEOPLE EXPECTATIONS

?? INSIGHT #9: Gen Z in the Workplace: Welcoming the Next Generation

?? SOURCE: Udemy

?? SUMMARY

This report explores Generation Z's characteristics, values, and expectations in the workplace, emphasising their readiness for work and perspectives on learning, particularly with the integration of generative AI. Understanding Gen Z's needs is crucial for businesses to attract and retain this demographic.

?? DID YOU KNOW?

Did you know that Generation Z, born between 1997 and 2012, will account for 27% of the global workforce by 2025, making them the largest generation in the workforce by 2035?

?? DID YOU SEE?

?? INTRODUCTION

Generation Z, born between 1997 and 2012, is set to represent 27% of the global workforce by 2025. This generation is notably diverse, tech-savvy, and globally aware. Recognising what Gen Z seeks from work is essential for sustaining organisational growth as they become a significant part of the workforce.

?? KEY INSIGHTS

?? Workplace Values – Gen Z prioritises flexibility and work-life balance (42%) and values clear communication and transparency from managers (42%). They also seek support for professional development (40%).

?? Sense of Purpose – A staggering 86% of Gen Z employees believe that having a sense of purpose is crucial for job satisfaction. Nearly 44% have declined job offers based on personal ethics or beliefs.

?? Learning Preferences – Gen Z prefers guidance from senior leadership and learning teams rather than peers, indicating a solid engagement with organisational learning initiatives.

?? Work Preparedness – While 93% of Gen Z feel at least somewhat prepared for workforce demands, only 35% feel very prepared. This reflects their awareness of the skills needed for success.

?? Essential Skills – The top skills Gen Z believes are necessary for future careers include programming (36%), artificial intelligence (30%), communication (30%), critical thinking/problem-solving (26%), and creativity/innovation (22%).

?? PRACTICAL TAKEAWAYS FOR LEADERS

1?? Create Learning Opportunities – To foster engagement and develop meaningful learning and upskilling programs that align with Gen Z's values and career aspirations.

2?? Promote Flexibility – Implement policies that support work-life balance to attract and retain Gen Z talent.

3?? Encourage Open Communication – Ensure clear communication and transparency are prioritised at all management levels.

4?? Invest in Professional Development – Offer robust professional development opportunities that resonate with Gen Z's desire for career advancement.

5?? Utilize Generative AI in Learning – Integrate generative AI technologies into learning experiences to enhance engagement and effectiveness.

?? CONCLUSION

Understanding Generation Z's unique perspectives on work is vital for organisations aiming to thrive in a rapidly changing landscape. Businesses can effectively engage this emerging workforce by aligning workplace practices with their values, fostering a culture of continuous learning, and addressing their specific needs. As Gen Z continues to grow in numbers within the workplace, their influence will shape organisational strategies.

PEOPLE EXPECTATIONS

?? INSIGHT #10: Global Workforce Hopes and Fears Survey 2024

?? SOURCE: PwC

?? SUMMARY PwC’s 2024 Global Workforce Hopes and Fears Survey reveals that employee well-being and resilience are critical in today’s fast-changing work environment. This report highlights how leaders can engage employees, drive innovation, and foster performance by addressing key workforce concerns amidst uncertainty.

?? DID YOU KNOW?

More employees (28%) will likely change employers in the next 12 months than during the ‘Great Resignation’ of 2021-2022.

?? DID YOU SEE?

?? INTRODUCTION

Over 50% of employees report feeling overwhelmed by the pace of change at work, making the need for leadership support urgent. PwC’s survey highlights that while employees are open to learning new skills and adopting emerging technologies, they feel uncertain about job security and the purpose behind the change. Leaders must take action to transform uncertainty into opportunity, ensuring their workforce is change-ready and optimistic about the future. This report identifies six critical actions for building a resilient, future-fit workforce.

?? KEY INSIGHTS

?? Too Much Change, Too Fast: More than 50% of employees feel overwhelmed by rapid company transformation, which increases stress and disengagement. Leaders should communicate transparently and manage change more thoughtfully to avoid fatigue.

?? Resilience is Critical: Nearly 60% of employees remain optimistic about their company’s future but experience stress due to job insecurity and workload increases. Building resilience with a culture of transparency, empathy, and balance is critical to maintaining employee well-being.

?? GenAI Adoption: 61% of employees have experimented with GenAI, though regular use remains limited. Leaders should remove barriers and encourage skill development to enhance efficiency and innovation through technology.

?? Skill Building as a Priority: With 50% of employees stating that learning new skills influences their decision to stay, leaders must invest in upskilling opportunities. 46% feel their current employers do not offer enough, making this a critical area for improvement.

?? Employee Experience and Retention: Gaps in what employees value, such as fair pay, flexibility, and meaningful work, contribute to dissatisfaction. 82% of employees rate fair pay as extremely important, but fewer than 60% believe they are compensated fairly.

?? PRACTICAL TAKEAWAYS FOR LEADERS

1?? Lead with Empathy and Transparency: Engage employees with clear, empathetic communication. Explain why changes are happening and how they affect individual roles to prevent burnout.

2?? Empower Employees to Innovate: Foster a culture of innovation by allowing employees to experiment, particularly with GenAI, and integrate innovation into their day-to-day work.

3?? Prioritise Upskilling: Create accessible upskilling programs for all levels to ensure employees feel prepared for future challenges. Align skill development opportunities with company needs.

4?? Enhance Employee Experience: Address gaps between employee expectations and current experiences. To improve retention, focus on fair pay, flexible work, and meaningful tasks.

5?? Build Resilience Across Teams: Equip middle managers with the tools and support to help their teams navigate change. Resilience in management leads to engaged and productive teams.

?? CONCLUSION

The future of work offers significant opportunities, but leaders must act now to engage and support their employees through ongoing change. By fostering resilience, empowering innovation, and prioritising well-being, organisations can ensure their workforce is prepared for the future and excited to help shape it.

PEOPLE SUSTAINABILITY STRATEGY

?? INSIGHT #11: A “Growth-at-All-Costs” Mindset Can Stall Your Company

?? SOURCE: Harvard Business Review

?? AUTHORS: Jenn Lim and Jen Fisher

?? SUMMARY This article highlights how many organisations risk stalling by prioritising short-term growth over long-term people investment. It explores how focusing on human sustainability—employee well-being, development, and diversity—can transform companies into sustainable growth powerhouses. Learn how to avoid the burnout trap and create a thriving, successful organisation.

?? DID YOU KNOW?

Companies with high employee well-being scores experienced a 235% stock appreciation over six years, significantly outpacing the S&P 500’s 159% growth.

?? INTRODUCTION

In today’s business environment, prioritising short-term gains over human sustainability can lead to long-term stagnation. Research shows that only 15% of top-performing companies maintain growth over three decades. The differentiating factor? Human capital. Organisations can unlock sustainable growth and resilience by focusing on well-being, diversity, and skill development. This article outlines five essential questions for leaders to ask before embarking on their next growth initiative, encouraging a shift towards people-first strategies for long-term success.

?? KEY INSIGHTS

?? Human Capital as the Foundation of Growth: Sustainable growth depends on engaged, skilled employees. For instance, Nvidia’s 27% CAGR and 61% market share in AI chips demonstrate how a strong employee experience can drive business results. Ranked #2 on Glassdoor’s Best Places to Work in 2024, Nvidia exemplifies how investing in people supports long-term performance.

?? Human Sustainability Drives Results: While 76% of organisations recognise the importance of human sustainability, only 10% have implemented robust strategies to support it. Companies focusing on well-being, development, and purpose experience more excellent performance and resilience.

?? Diversity Fuels Innovation and Profit: According to McKinsey, organisations with diverse leadership teams are 9% more likely to outperform their peers. Diversity promotes new perspectives that drive innovation and adaptability, offering a significant business advantage.

?? Caring for Employees Boosts Retention: Only 24% of employees feel their organisation cares about their well-being. However, employees who feel supported are 69% less likely to seek new jobs and 71% less likely to experience burnout. Prioritising employee care enhances loyalty, productivity, and retention.

?? Well-Being Programs Pay Off: Companies with high wellness scores saw a 235% stock appreciation over six years, significantly outperforming the broader index. A separate study showed that every dollar invested in wellness at a Fortune 100 company yielded a $1.50 return, proving that well-being drives employee performance and financial success.

?? PRACTICAL TAKEAWAYS FOR LEADERS

1?? Make People Central to Growth Strategies: Move beyond headcount and see employees as strategic assets. Invest in continuous learning and upskilling to prepare your workforce for future challenges, following Nvidia’s model of people-first growth.

2?? Cultivate Diversity for Long-Term Success: Diverse leadership teams deliver better decisions and financial outcomes. Set clear DEIB goals and embed them into company culture, values, and processes to foster innovation and attract top talent.

3?? Redefine Productivity with Well-Being in Mind: Shift from extracting more from employees to optimising their potential. Create environments that foster collaboration, creativity, and mental health, boosting productivity and retention.

4?? Ask “What’s in it for All”: Align growth initiatives with individual and organisational goals. Balancing personal benefits (WIIFM) with organisational impact (WIIFA) ensures employees are motivated and engaged in driving performance.

5?? Evolve Your Well-Being Metrics: Customise your approach to well-being, offering tailored mental health and wellness programs. Personalise hybrid work policies and incentives to suit different roles and locations. This will have a more meaningful impact on employee health and productivity.

?? CONCLUSION The future of sustainable business growth lies in human sustainability. Companies that invest in employee well-being, diversity, and development will outperform competitors and build thriving, resilient workplaces. Now is the time for leaders to shift from a growth-at-all-costs mindset to one that prioritises people. By centralising human sustainability to your growth strategy, your organisation can achieve long-term success while nurturing employee well-being.

PEOPLE SUSTAINABILITY STRATEGY

?? INSIGHT #12: The Human-Centered Workplace: Building Organizational Cultures That Thrive

?? SOURCE: Gallup & Workhuman

?? AUTHORS: Tom Libretto and Meisha-ann Martin, Ph.D.

?? SUMMARY

Gallup and Workhuman's research underscores the vital role of recognition in influencing employee well-being and daily emotional experiences. High-quality recognition—when aligned with multiple pillars of strategic recognition—has been shown to uplift employee emotions, reduce stress and loneliness, and cultivate social connections. As employees experience more positive emotional states, organisations benefit from improved morale, resilience, and a more robust, people-centred culture.

?? DID YOU KNOW?

49% of U.S. employees frequently report feelings of stress, and 20% experience loneliness daily, highlighting a critical need for practices that support mental health and foster connectivity in the workplace.

?? DID YOU SEE?

?? INTRODUCTION

Employee well-being is a critical factor in organisational resilience and success. Strategic recognition—delivered authentically and tailored to individual needs—enhances employee well-being by fostering positive daily emotions, alleviating stress, and reducing loneliness. This insight reveals how recognition, especially when embedded as a cultural norm, supports employee satisfaction and the broader organisational environment, helping build a sustainable, human-centred workplace.

?? KEY INSIGHTS

?? Increased Positive Emotions – Employees receiving recognition fulfilling multiple strategic pillars report a noticeable increase in positive emotions, such as happiness and energy, contributing to greater daily satisfaction and a more robust engagement with their work. This positive emotional uplift is directly tied to the experience of feeling valued and appreciated.

?? Reduction in Loneliness – Recognition aligned with at least four of the five strategic pillars is associated with a 66% reduction in daily experiences of loneliness. This significant decrease underscores the role of recognition in building social bonds and reducing isolation among employees, which can have profound impacts on overall mental health.

?? Enhanced Social Support – The CDC’s research on social connections indicates that social support can improve one’s ability to manage stress, anxiety, and other mental health challenges. Strategic recognition fosters such support structures, helping employees feel connected, valued, and supported in a communal work environment.

?? Daily Stress Reduction – The reassurance provided by high-quality recognition can alleviate stress and anxiety, particularly in demanding work environments. Employees who feel appreciated are less likely to experience the mental strain that often accompanies high workloads and expectations, as consistent and authentic recognition provides an emotional buffer against workplace pressures.

?? Stronger Connection to Purpose – Well-recognized employees are 4.4 times more likely to agree strongly that their job provides a sense of purpose in life, particularly when recognition is coupled with valuable feedback. This sense of purpose enhances commitment to organisational goals and aligns individual motivation with company vision, creating a shared pathway toward success.

?? PRACTICAL TAKEAWAYS FOR LEADERS

1?? Embed Recognition in Daily Routines – Leaders should make recognition a core part of daily interactions, ensuring it feels genuine and closely aligned with the employee’s specific contributions. By integrating recognition into daily routines, leaders reinforce its importance and create a more consistent, affirming work experience.

2?? Facilitate Peer-to-Peer Recognition – Leaders should encourage employees to recognise each other’s efforts, fostering a collaborative and supportive environment. Peer-to-peer recognition strengthens team connections, cultivates mutual respect, and promotes shared accountability, all contributing to a cohesive and connected workplace.

3?? Personalise Recognition Practices – Tailor recognition to align with individual preferences, recognising that each employee may value different aspects of feedback. This personalised approach makes recognition more impactful and authentic, showing employees that leaders and peers genuinely understand and appreciate their unique strengths.

4?? Recognise Contributions Beyond Performance Metrics – Extend recognition beyond conventional metrics to include interpersonal contributions and cultural alignment. Recognising employees for fostering a positive team dynamic, supporting colleagues, and embodying company values reinforces these behaviours and emphasises the importance of a well-rounded approach to success.

5?? Monitor Recognition’s Impact on Well-being – Use employee engagement surveys or other feedback tools to assess how recognition practices affect well-being. Tracking metrics such as stress levels, feelings of purpose, and team cohesion allows leaders to consistently refine recognition strategies to fulfil the five strategic pillars across the organisation.

?? CONCLUSION

Recognition is more than a tool for acknowledging productivity—it is a fundamental practice for creating a positive, resilient workplace where employees feel connected, supported, and purposeful. When delivered strategically and authentically, recognition fulfils employees' core emotional needs, reducing stress and loneliness while enhancing happiness, social connection, and a sense of belonging. Leaders prioritising recognition as a critical element of their culture foster an environment where employees can thrive, build sustainable relationships, and contribute to long-term organisational success.

PSYCHOLOGICAL SAFETY

?? INSIGHT #13: Skills Training Links Psychological Safety to Revenue Growth

?? SOURCE: MIT SMR

?? AUTHORS: Hugander Per and Amy Edmondson

?? SUMMARY

This research explores how skills training focused on psychological safety, and perspective-taking can lead to tangible business outcomes, as demonstrated by a case study at Skandinaviska Enskilda Banken (SEB). It highlights the importance of combining theoretical understanding with practical application to drive innovation, collaboration, and financial performance.

?? DID YOU KNOW?

A 2-hour training session on psychological safety enabled a management team to achieve revenues 25% above yearly targets in a strategically important market segment.

?? INTRODUCTION

Many organisations recognise psychological safety as crucial for innovation, collaboration, and transformation. However, most need help converting theoretical understanding into bottom-line results. This study examines how skills training in the context of real work can bridge this gap, leading to improved organisational performance and financial outcomes.

?? KEY INSIGHTS

?? Psychological safety is trainable – Viewing psychological safety as a skill that can be developed through practice allows organisations to improve performance. Creating an environment where people feel safe taking interpersonal risks is particularly important during times of change.

?? Combining skills training with real work yields results – SEB's investment bank achieved revenues 25% above yearly targets in a strategically important market segment after implementing a training program that combined psychological safety skills with hands-on problem-solving.

?? Perspective-taking enhances collaboration – Training in intentionally considering others' viewpoints, motivations, and emotions alongside psychological safety skills can significantly improve team dynamics and decision-making.

?? Structured dialogue techniques drive progress – Applying learned skills to specific complex challenges using structured dialogue techniques helps teams make tangible progress on strategic initiatives.

?? Short interventions can have a significant impact – A two-hour training session was a turning point that enabled SEB's senior management team to pool their knowledge and expertise more effectively.

?? PRACTICAL TAKEAWAYS FOR LEADERS

1?? Implement targeted skills training programs – Develop training initiatives tailored to your organisation's specific challenges and goals, focusing on psychological safety and perspective-taking skills.

2?? Integrate training with real-world application – Design programs that combine skills training with hands-on work on actual business problems to demonstrate the immediate value of interpersonal skills.

3?? Foster a culture of candour – Encourage an environment where expressing unpopular opinions, disagreeing constructively, and sharing mistakes is accepted and expected.

4?? Utilize structured dialogue techniques – Incorporate structured dialogue methods into team meetings and decision-making processes to apply psychological safety skills effectively.

5?? Measure and communicate outcomes – To demonstrate value, track training programs' impact on soft metrics (team collaboration, innovation) and hard metrics (revenue growth, project success rates).

?? CONCLUSION

By viewing psychological safety as a trainable skill and implementing targeted programs that combine theory with practical application, organisations can unlock significant potential for innovation, collaboration, and financial growth. The SEB case study demonstrates that even short interventions can substantially improve team dynamics and business outcomes when properly designed and executed.

RESPONSIBLE AI

?? INSIGHT #14: Best Practices for AI and Workplace Assessment Technologies

?? SOURCE: The Future of Privacy Forum

?? SUMMARY This research from The Future of Privacy Forum provides essential guidelines for integrating AI into workplace assessment processes, focusing on responsible AI governance, non-discrimination, transparency, data security, and human oversight. By following these best practices, organisations can mitigate risks and enhance fairness in AI-driven hiring and promotion decisions.

?? DID YOU KNOW?

AI hiring tools can inadvertently introduce bias and lead to unfair hiring decisions if not adequately governed.

?? INTRODUCTION AI has transformed hiring and employment processes, offering efficiency and access to a broader talent pool. However, without proper governance and ethical standards, AI tools can perpetuate bias and create significant risks for organisations. As AI ethics come under increasing public and regulatory scrutiny, HR leaders must adopt best practices to ensure fairness, transparency, and compliance in AI-driven decisions. This report highlights the critical steps organisations can take to protect themselves from risks while maximising AI’s potential in recruitment, promotion, and talent management.

?? KEY INSIGHTS

?? Bias Testing: Without careful oversight, AI tools can unintentionally amplify biases in the data they are trained on, leading to unfair hiring decisions. Regular bias assessments are essential to ensure AI systems promote diversity and equity, avoiding legal challenges.

?? Governance Frameworks: A robust AI governance framework is crucial to managing AI tools throughout their lifecycle—from development to deployment and ongoing monitoring. This framework should align with standards like the NIST AI Risk Management Framework, ensuring ethical use and continuous feedback.

?? Transparency: Transparency is critical to building trust in AI-driven decision-making. Organisations must openly communicate to candidates and employees how AI tools are used in hiring and promotion decisions, ensuring that people understand the tools' role and the safeguards in place.

?? Data Security and Privacy: Given the vast amounts of sensitive data AI tools handle, robust data security protocols are necessary. Compliance with data privacy regulations is essential to protect personal information and maintain trust.

?? Human Oversight: Despite advances in AI, human oversight is still necessary in employment decisions. AI should augment human decision-making, with knowledgeable professionals reviewing recommendations to ensure fairness and accountability.

?? PRACTICAL TAKEAWAYS FOR LEADERS

1?? Implement Comprehensive Bias Testing: Regularly audit AI tools to identify potential biases and ensure compliance with anti-discrimination laws. Adjust tools that show signs of bias to align with fairness and inclusivity goals.

2?? Adopt Robust AI Governance: Establish governance frameworks that include all AI tool development and deployment stakeholders. Ensure clear roles and accountability across the AI system's lifecycle.

3?? Enhance Transparency and Communication: Proactively disclose how AI is used in hiring and promotion decisions. Explain AI’s role, limitations, and how employees can raise concerns.

4?? Strengthen Data Privacy Protocols: Implement strong encryption, secure data storage, and regular privacy policy reviews to safeguard sensitive employment data and ensure compliance with domestic and international laws.

5?? Maintain Human Oversight: Ensure that human professionals are involved in critical decisions and incredibly high-stakes employment outcomes. AI should complement, not replace, human judgment.

?? CONCLUSION

By implementing these best practices, organisations can leverage AI's potential while safeguarding against significant risks. HR leaders must ensure that AI systems are transparent, ethical, and compliant with privacy standards to foster trust and inclusivity. Now is the time for HR executives to act and build a more responsible and sustainable future for AI in the workplace.

RESPONSIBLE AI

?? INSIGHT #15: GenAI Doesn’t Just Increase Productivity. It Expands Capabilities

?? SOURCE: Boston Consulting Group

?? AUTHORS: Daniel Sack , Lisa Krayer, PhD , Emma Wiles , Mohamed Abbadi , Urvi A. , Ryan Kennedy , Cristián Arnolds , and Fran?ois Candelon

?? SUMMARY:

This article discusses how generative AI enhances productivity by automating repetitive tasks and expanding workers' capabilities. It explains that AI enables employees to take on new tasks and roles without requiring prior expertise. This shift allows organisations to boost efficiency and achieve better outcomes by blending human creativity and AI-driven innovation.

?? DID YOU KNOW?

48% of companies indicated plans to redesign their learning and development strategies to incorporate GenAI tools.

?? DID YOU SEE?

?? INTRODUCTION

Generative AI (GenAI) rapidly enhances productivity, enabling employees to perform tasks that once required specialised skills. This shift is significantly impacting organisational talent strategies and workforce development.

?? KEY INSIGHTS

?? 66% of GenAI employees reported improved performance in tasks such as data analysis, with non-coders completing complex tasks after minimal training.

?? 59% noted faster task completion, with those having coding knowledge benefiting the most.

?? GenAI’s adoption prompts 48% of companies to revamp learning and development models, emphasising AI-driven upskilling.

?? PRACTICAL TAKEAWAYS FOR LEADERS

1?? Implement GenAI training for all employees: Provide targeted training to empower non-technical workers to handle advanced tasks, helping them leverage AI’s capabilities for productivity.

2?? Refocus hiring on adaptability: Emphasise problem-solving and basic technical skills over expertise. With GenAI, employees can achieve significant efficiency gains with minimal prior knowledge.

3?? Update workforce development plans: Incorporate AI into training programs to foster continuous learning and ensure employees can handle creative and technical challenges.

?? CONCLUSION

By integrating GenAI, companies can boost productivity and redefine employee roles, allowing for greater flexibility. Organisations that invest in AI training and adapt talent strategies will be better positioned for long-term success.

RESPONSIBLE AI

?? INSIGHT #16: Generative AI and the Future of Work The Potential? Boundless

?? SOURCE: Deloitte

?? AUTHORS: Jodi Baker Calamai , Bj?rn Bringmann , Susan Cantrell , Diane Sinti , Laura Shact , Nicole Scoble-Williams GAICD , Tara Murphy and Greg Vert

?? SUMMARY

This research explores the transformative impact of Generative AI on the future of work, offering actionable insights for HR leaders and executives. It examines how Generative AI is reshaping job roles, skills requirements, and organisational structures while emphasising the need for human-centric approaches to AI integration.

?? DID YOU KNOW?

Did you know that 8 out of 10 women in the US workforce are in jobs highly vulnerable to Generative AI automation, compared to just 6 out of 10 men?

?? DID YOU SEE?

?? INTRODUCTION

Generative AI is rapidly evolving and can potentially profoundly disrupt how we work. This technology can create original content from text and code to images and videos, supporting human expertise and skills across various industries. While Generative AI is not designed to replace humans, it will significantly change how work is done, potentially boosting innovation, productivity, and outcomes.

?? KEY INSIGHTS

?? Widespread adoption – Generative AI is experiencing accelerated growth, with ChatGPT reaching 100 million monthly active users just two months after launch.

?? Job impact – Generative AI could impact up to 300 million jobs, potentially substituting 7% of current US employment and complementing 63%.

?? Productivity boost – Widespread adoption of Generative AI could increase global GDP by 7% over ten years.

?? Skills shift – 80% of the US workforce could have at least 10% of their tasks freed up by machines, while 19% could have at least 50% of their tasks automated.

?? Gender disparity – 8 out of 10 women in the US workforce are in occupations highly exposed to Generative AI automation, compared to only 6 out of 10 men.

?? Creative industries – 43% of entertainment industry workers believe Generative AI will compromise creative quality, while 40% have reservations about its effect on their roles.

?? Productivity gains – A study observed a 14% productivity increase among contact centre agents using a conversational AI assistant, with the most significant gains seen among new or low-skilled workers.

?? PRACTICAL TAKEAWAYS FOR LEADERS

1?? Adopt a researcher's mindset – Treat Generative AI integration as an organisation-wide experiment, using a scientific approach to understand and harness its potential.

2?? Co-create with employees – Involve workers in the AI integration process to address fears, highlight AI's potential to augment human capabilities, and foster innovation.

3?? Prioritise human outcomes – Focus on sustainable performance indicators considering business outcomes and human factors like well-being, job satisfaction, and skills development.

4?? Invest in AI literacy – Develop AI literacy programs to ensure all employees have a foundational understanding of AI's capabilities and implications.

5?? Build a resilient workforce – Prioritise upskilling and reskilling initiatives to create a technically skilled, adaptable, and ready-for-continuous learning workforce.

6?? Implement clear guidelines – Establish responsible Generative AI usage protocols, addressing ethical concerns and potential risks.

7?? Measure sustainable performance – Shift from traditional productivity metrics to indicators emphasising business and human outcomes.

?? CONCLUSION

Integrating Generative AI into the workplace presents challenges and opportunities for organisations. By focusing on human-centric approaches, fostering collaboration between humans and AI, and prioritising continuous learning, organisations can harness the potential of Generative AI to create more meaningful and productive work environments. Leaders must act now to prepare their workforce for this technological shift, ensuring their organisations are well-equipped to thrive in the Generative AI era.

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