Latest HR Trends: Skills-based hiring, Modern Workplace, Dynamic Workforce Model, Generative AI, Toxic Work Environment, Retention levers, Trust

?? Hello Everyone and Happy Sunday !

?? Welcome back to the 23th edition of Weekly People Research! ??

Thank you so much for all your inspiring comments last week, you impress me every time! ????

In this new edition,?you will learn more about :

??Why do researchers think that CVs will gradually disappear and companies will increase their spend on skills-based hiring? TestGorilla researchers shared their latest insightful findings.

?? Why do today's employees think their productivity is plummeting because they are bombarded with emails, meetings, chat messages and phone calls? TechSmith in partnership with Qualtrics researchers brilliantly explain this trend which has become more pronounced with remote/hybrid work.

?? Why is compensation still an attraction tool in 2023 but not necessarily a retention tool and why should companies focus on more important retention levers? 德科集团 shared the latest interesting trend in this subject.

?? Why is the #1 reason for leaving a company today is a toxic or negative work environment and has pushed the relationship with the manager to second place? iHire researchers provide us some great data about this new HR trend.

??Why is it important for organizations to use a model based on the Dynamic Workforce model for transformation and thus become a transformation leader? RGP shared their great findings.

??Finally, you will understand that the majority of business leaders deploy Generative AI or plan to do so but they need to prioritize governance and ethics and above all Trust, IBM in collaboration with Censuswide researchers demonstrate this wonderfully.

These insights continue to evolve as we all learn more - as Dave Ulrich said wonderfully.

???Now, let's do a recap of the week on published research:

In 2024, Skills-based hiring will definitively replace the classic CV so employers who don’t adopt a skills-based mindset risk being left behind !

?? Findings of researchers:

?? Over 70% of companies agreed that all forms of skills-based hiring are more effective than resumes.

?? 39% of companies are planning to increase their spend on skills-based hiring in 2024, and 58% of companies plan to use skills-based hiring more in future.

??Hybrid and remote companies tackle this challenge by tapping into global talent pools to find the best candidates.

?? Skills-based hiring is becoming a dominant hiring practice and skills-based thinking is beginning to extend beyond recruitment and into our ways of working. Employers who don’t adopt a skills-based mindset risk being left behind and employers who continue to hire for education and experience before skills will also miss out on top talent, according to a new interesting research published by TestGorilla entitled "The State of Skills-Based Hiring 2023" using data from a survey of 1,500 employers and 1,500 employees in June 2023 and based in 5 countries.

?? Recommendation of researchers:

?? Finally researchers conclude that to create an equitable future for recruitment, where data-driven hiring processes are the norm, time- and cost-to-hire are low, retention is high and mis-hires are a rarity, employers must go all-in on skills-based hiring. Since the majority of employers are still putting resumes (82% of the employers have used resumes to hire in the past 12 months), rather than skills, first, researchers believed that we're yet to see the full potential of skills-based hiring...

???? What were the expert opinions:

Great work on skill based hiring. The idea of focusing on competencies is not new (came out of work on successful pilots in WW II). This work has evolved to focus on the right competencies for the future not the past and now on how those competencies (or skills) can be delivered through all forms of work relationships with people as well as technology. This research highlights the tools for doing skill or competency based hiring, which is very helpful, according to Dave Ulrich

This is not entirely surprising Nicolas - employers these days want to know what Value the applicant will bring to the organization and skills are part of the process in making that assessment. However, it is important to know when the skills were last used - in case of skills-fade. Also, it is important that employers are aware of the skills that are required both now and in the future. In these days of uncertainty and ambiguity, scenario planning can be essential to some businesses (and public sector organizations) but many people in leadership positions fail to see the value in taking the time to undertake such planning. It is also important to ascertain the 'hidden' skills that are already available across the workforce - are organizations recruiting for positions that could be filled from within - thereby saving recruitment costs? Great thought-provoking post Nicolas - thank you for sharing, according to George Kemish LLM MCMI MIC MIoL

Nice write up Nicolas on skills based hiring. Not just skills, I find behavioral hiring important too. CVs can't tell the whole story, according to Subetra Maruthamuthu

Another good share Nicolas. For me, I think this is long overdue really. The historical CV is a legacy of the old fear-driven need to try and ‘establish’ that someone was who they said they were (identity) and especially ‘not a convicted criminal’. Beyond that, at the big end of town it was a signal to what ‘in-groups’ the candidate was networked into. School, College, part of town etc., according to Paul Cristofani

Thank you for the post ?? Assessing candidates based on valid performance predictors, looking beyond surface qualifications, is crucial. It's a holistic approach that enables organizations to thrive in an ever-changing landscape while promoting diversity and inclusion. In today's fast-paced business world, having a well-rounded skill set that encompasses EQ, CQ, IQ, and Adaptability Quotient (AQ) is the key to success, according to Shiroz Hamid (CAHRI)

Skills are the new currency of work and Organizations are slowly but steadily pivoting towards a skills based approach, however we also need to acknowledge that this requires huge investment in tech to scale it and at the same time a cultural shift in HR and Leaders to adopt this approach, according to Anish Lalchandani

I doubt skill based will replace resume - HR can be like the Titanic- slow to adapt, according to Dr. Jim Sellner, PhD. DipC.

A bit challenge in digesting the research & the trends Nicolas . My beliefs are on holistic hiring with competencies. - Absolutely, at lower levels skills-based hiring is vital in the rapidly evolving job market.- Leadership competencies (KASH - knowledge, attitude, skills, & habits) are crucial for Supervisor & above positions, aligning with the skills-based mindset.- While skills-based hiring is essential, it's complemented by evaluating behavioral competencies for effective leadership. It's a harmonious blend, according to Dr. Bhanukumar Parmar

Very insightful, Nicolas . It’s important to also talk about an organization’s capabilities to assess candidates’ skills. It depends a lot on the industry and position, but I would think that overcoming this challenge is the biggest step towards fully adopting a skills-based approach. Behavioral interviews and other tools have contributed, but it still feels like ‘skills identification’ is a premium feature not readily available to the industry at large, according to José Roberto Ruiz Cortez

Nicolas appreciate the call out and I am excited to see this become more common place as it will also have positive impact on how organizations approach initiatives around learning and growth and succession. We are looking at future potential as part of this so the mechanisms will need to be present to fully develop each person, according to Ali Uren ??

To answer your question, the burden for organizations is still high. I agree with you, resumes should disappear asap because skill-based hiring is a win-win for both sides (candidates and employers). If you only change to skill-based hiring without being a skill-led organization, you will not create the impact you are looking for. And changing the whole org into a skill-led organization takes years. Easier for startups but harder for corporates until they see first results, according to Matthias Schmei?er

This is great news! While we all know skill based hiring works I would like to just share my experience and observation especially with reference to mass hiring or even niche positions where the timelines are critical hiring teams and managers would like to use only resume and few questions as it helps close the process fast. But the merits of competency based hiring are many and it requires lot of discipline and push from the HR team along with the top most a business heads / leaders to ensure that managers indeed follow the process and don’t avoid it just because it is long drawn and more exhaustive, So it's a culture change as well that we have to drive in the organization along with the Business, according to Aparna Vishwasrao

The winds of change are in the air - thanks for the research Nicolas BEHBAHANI and TestGorilla. Many employers will associate higher levels of cognition and language skills with graduates from premier colleges - a natural bias given the tougher toll gates they pass through to secure admission and graduate + the quality of experience they would have had access to. The digital world flipped the story of access to quality education and experiences. Recruiter challenge now is to find their 'Gold' in the mine of candidates. Testing in this context becomes crucial to take some smart bets on talent along with a multi-interviewer feedback. Personally, I strongly advocate taking calculated risks on smart talent who may not check the standard requirements for the role. E.g. I have hired medical professionals enthusiastic about beauty industry and looking for temporary WFH opportunities in beauty sales research - where they discover global product trends & do preliminary document research to create a new product suggestion pipeline for the R&D lab, according to Nimrata Randhawa Kapoor

Nicolas indeed very relevant and in addition to this. To drive the success of skill based hiring, understanding what employees need to let those skills thrive is of increasing importance. To shape the best conditions for employees, requires insight about what drives the effectiveness of those skills. The degree of passion for the job role, the rock solid belief in own abilities (self efficacy) and the motivation to grow indicates this perfectly. Scientific study shows that the more these factors are in place, the more effective and satisfied employees are. On top of this, it is a mediator to strengthen engagement in the job role. The more conscious employees are about what they need, the organization (HR, Leadership) can bring in the right conditions, according to Jos van Snippenberg

Definitely a great approach, Nicolas The challenge is that not many companies know which skills they really do need in the next 5 years. But the numbers you showed in this post should be encouraging enough to switch to skills-based hiring ??, according to Hannes Goth

?? And finally Rajesh conclude perfectly this discussion:

True that! Skill is the new currency, according to Rajesh Balasubramanian

Today, employees find themselves drowning in Emails and Meetings, which hurts their Productivity!

?? Findings of researchers:

??The rise of remote and hybrid working has made workplace communication increasingly difficult to manage.

?? The majority of employees felt only 3 of the last 5 meetings they attended had value. Also many employees find themselves bombarded with emails, meetings, chat messages, and phone calls, with 50% of employees reporting the flurry of daily communication has the unintended consequence of hindering productivity.

?? Asynchronous formats like video messages are emerging as welcome replacements for some types of meetings and majority of employees believe that video and images improve communication effectiveness in the workplace, according to a new interesting research entitled "From Chaos to Clarity: How to Thrive in the Modern Workplace” published by TechSmith in partnership with Qualtrics using data from over 969 full-time workers in digital communication and collaboration roles from the US, UK, Germany, and France across various industries collected between July to August 2023.

?? Recommendation of researchers:

Researchers provide 6 following recommendations for leaders to choose the most appropriate means of communication in their workplace:

1?? Use alternate approaches to replace meetings not focused on decision making or brainstorming.

2?? Respondents reported project overload as a hurdle to effective communication; keep an eye on workload and time demands being made by meetings and other messaging.

3?? Those working remotely or in hybrid situations expressed a preference for visual information.

4?? The later cohorts—those born after 1980—are more likely to work entirely in an office or in a hybrid arrangement, and they have a slight preference for visual communication over other types.

5?? Visual communication reduces misunderstandings and saves time. Provide staff with help and training in creating and leveraging more effective images and videos. Note that this might be of extra value to those in the most recent age cohorts: As they prefer visual information but find they experience more problems with unclear communication, they may prove to be exceptionally receptive learners.

6??Supporting quality communication practices shores up trust: It sends the message that you value a worker’s time and want to ensure it is well spent.

???? What were the expert opinions:

Love the research on how bureaucratic processes can hinder productivity. See great work by Gary Hamel who puts an enormous value on this, overcoming bureaucracy is not a new problem. In our (now classic) work at GE, we focused on "workout" and removing bureaucracy as found in reports, approvals, meetings, measures, policies, and procedures (RAMMPP). The tools below are as relevant today as 30 years ago as this research confirms, according to Dave Ulrich

When looking at 'meetings' we need to ascertain who receives value. A contribution by one person, who may think that they have not received value, may be providing value to others, although attending meetings for attendance sake is a waste of time. I agree that the mode of communication between staff (and the level of collaboration) is important - especially the way in which information is shared. There is a problem with implicit learning (unstructured learning) when working remotely - this is no longer picked up in the workplace and so is likely to add to the email trail in order for it to be shared across individual silos or shared in conference calls. The use of video messages needs to be well managed - remembering that people will not have an opportunity to ask relevant questions - this is one reason why I believe that onboarding should be face-to-face. Great contribution Nicolas - but we need to look at the wider picture when deciding the relevance of information. As AI becomes further embedded in organizations the amount of data is likely to increase so there is a need to look carefully at the management of information, according to George Kemish LLM MCMI MIC MIoL

Improved management is crucial for the timing and substance of our communication streams. Determining when we engage with the team, considering both the timing and frequency, is of utmost significance to everyone. This requires thoughtful planning and adaptability while also taking into account the comfort of the majority. Needless to mention, avoiding mails after normal working hours helps. Regarding the content of our communication, clearly defining the topics to be discussed and setting specific time limits for discussions without unnecessary diversions is beneficial. Staying focused and getting straight to the point is key. To prevent lengthy email chains, it's better to use direct methods like picking up the phone or going to desk for discussion and approval. Unless absolutely necessary, we should avoid excessive emailing. Use of trackers and real time accessing by people using appropriate tools would help minimizing the need for sharing update to one and or all many at times, according to Rajesh Balasubramanian

Nicolas very powerful insight. It is essential that leaders think about how to reshape the way of communication and steer the way of the business. Have always a meeting with clarity about “what is the outcome we are looking for”, according to Jos van Snippenberg

Nicolas such a relevant topic thanks for sharing. I have been in companies that have implemented email and meeting free days usually on a Friday. Change the culture use other communication approaches as you list, according to Tess Hilson-Greener

Here is another depressing stat about remote meetings : Nearly 40% of employees have joined two meetings at one time, according to Wendy Hamilton

Globally, employees are less likely to leave their current employer than a year ago, but only if they benefit from Skills and Career development!

?? Findings of researchers:

?? Better salaries top reason to leave, but not to stay !

?? Investment in upskilling has gone up in 2023 but non-managers are being left behind. 62% of employees intend to take greater control over their skills development in the future so skills are a precious currency!

??Salary is still a tool for attraction in 2023 but not necessarily a tool for retention. To retain best talents, organization need to focus on more important retention levers such as ensuring career development opportunities, good work-life balance, fostering good collaboration and relationships with co-workers and providing good working conditions, according to a new interesting global research published by The Adecco Group using data from 30,000 workers across 23 countries and a wide range of sectors.

?? Recommendation of researchers:

?? Finally researchers provide four recommendations for organizations to build a future-ready workforce:

1?? Embrace technology and transformation:

Employees need the tools, guidance and education to thrive during profound technological transition.

2?? Boost Workers mobility

In an increasingly dynamic environment, the workforce must be ready to shift-roles and even industries. The mobility is powered by transferable skills.

3?? Enhance skills and capability

We are moving to an economy based on skills rather than jobs. Employees need support to build up their human and technical skills.

4?? Protect workers wellbeing

Without a healthy workforce, there can be no future-ready workforce. Protecting wellbeing has to be a priority.

???? What were the expert opinions:

Thanks for sharing. The ADECO Group has done good research for some time. The results confirm what most would assume about retention. I might consider the personalization of what causes retention for one person may be different for another, according to Dave Ulrich

Not surprising. If joining another company is seen as the best opportunity to develop, in the midst of a global economic slowdown, staying in the current company is seen as a safer option provided that the opportunity to develop is there. This is a wonderful opportunity for organizations and HR teams to ramp up their learning and development efforts and show the impact this has not just on retention but also the bottom line, according to Marija Kose

Yes, I've noticed that too through my practice - more people reach out to me for leadership or team management coaching than year ago, according to Olivera Andjelkovic

To improve your leadership and retain employees, you must understand people as individuals. Know what they want. Figure out what motivates them. And then make sure that's what you offer them, according to Gemma Atkinson

Thanks for sharing, Nicolas . In recent conversations I have had, the general economic situation has also been an important reason for people staying with their current employer. They weren't sure that they would find another job as easily as in 2022, according to Hannes Goth

Thank you for the post ?? Psychosocial risks in the workplace are often underestimated and overlooked. Role clarity is indeed crucial for employees to thrive and avoid burnout, especially in a rapidly changing environment. It’s important to note that the psychosocial hazards are subjective and require a personalized approach. What might stress one employee could be manageable for another. By addressing psychosocial risks, we not only support our employees' well-being but also foster a more productive and satisfied workforce, according to Shiroz Hamid (CAHRI)

Great post Nicolas - it move on nicely from you post on Skills Based Recruitment. Why would you recruit people based on their skills if you are not then going to develop those skills further so as to increase the development of both the employee and the organization and, by so doing, add value to the customer? But, alas, we already know from other research that both Millennials and Gen Z have highlighted the fact that, in recent years, they have not received the development that they perceive necessary for career progression. The outcome being that people are not only looking at the development on offer from their employer (or prospective employer) but they also want to know how that development is going to be delivered. Thank you for posting such a timely post Nicolas, according to George Kemish LLM MCMI MIC MIoL

Nicolas BEHBAHANI interesting reasons for leaving, and how how high starting your own business is, if companies became more entrepreneurial in how they operate and let people run a spin off that may be enticing. Also, working from home seems to be an issue in the UK, as many people still want to be home based (from what I hear) so this may be driving ‘starting your own business’ at 25% in your research, according to Tess Hilson-Greener

I completely agree with your thinking. Remote work has taught us to be more bold in our choices of employment. Organizations' need to engage employees to bring their full selves to the table and most of us want to be challenged and feel as if we are contributing to the organization in a meaningful way as opposed to being another cog in the wheel...Great post, according to Evan Kagan

The data around non Managers being left behind in upskilling is a concerning one for a number of reasons. Successful, healthy and connected organizations are not built on all in the investment being made in the top end. It's a short sighted approach. I would also assume that the organizations that are not investing across all levels of the business, also have no solid succession pathways to develop internal talent, according to Ali Uren ??

The No. 1 reason for leaving a company today is a Toxic or negative work environment, according to employees!

?? Findings of researchers:

?? The top reasons workers left their jobs in 2023 revolved around the employee experience (EX).

??In my other LinkedIn post this week and based on research published by The Adecco Group , employees are more likely to stay in their organizations this year (+12%) and less likely to leave (+11%) but 35.7% left due to a toxic or negative work environment (the No. 1 reason for quitting), while unsatisfactory pay ranked only 7th on the list of reasons (20.3%).

?? There is a huge gap between the reasons given by employees and those given by employers for leaving.

Although just 13.3% of employers expect turnover at their organization to increase in the next three months, 46.9% of employers believe it will stay the same, according to a new interesting research published by iHire using data from a survey of 3,710 job seekers and 405 employers from 57 industries across the US in September and October 2023.

?? Recommendation of researchers:

Researchers predict a good news as just 13.3% of employers expect turnover to increase in the next three months, but 46.9% think it will stay the same.

??Finally researchers conclude that although compensation remains critical in retention efforts, and a majority of employers have given raises in the past year, the workforce is increasingly emphasizing job satisfaction and the employee experience and positive work environments, flexibility, work/life balance, and recognition are just a few desires of today’s job seekers.

?? But convincing an employee to stay is easier said than done!

???? What were the expert opinions:

Thank you Nicolas for highlighting again the critical role that an exceptional EX plays in being a differentiator. First we need to recognize that every environment is unique with its own set of dynamics and requirements. My guidance is to gain a deep understanding of the existing conditions and pay close attention to the feedback received. This is the basis for meaningful action. HR leaders are key in this process. They can significantly contribute by generating people insights that resonate with and support the overarching objectives of the organization. When you align employee engagement with strategic goals you help drive the organization forward, according to Nelly Lund

It's quite crazy if you think about it. Nobody wants to work in a toxic environment, but in some way, we are part of that environment. Culture is designed by senior leadership, but at the same time, we are all part of and responsible for building the culture. It is hard to change these environments, but I believe we must embrace the change and make it happen, not wait for someone else to do it. Thanks for sharing this report, according to Santi LG

I found always interesting the concepts of “toxic” work environment, once a CEO challenged this concept in a conversation :”toxic work environments doesn't exists cultural un-fit”, according to Luigi Bellopede

Thank you for the post! Creating an open environment is my top priority. When employees feel free to express themselves without fear, it builds trust and transparency. Toxicity often arises in closed systems, and the goal should be to ensure that the workplace promotes collaboration, innovation, and a sense of belonging. This approach not only benefits individuals but also contributes to the overall health of the organization, according to Shiroz Hamid (CAHRI)

It signifies a paradigm shift in the employer-employee relationship, emphasizing the importance of a positive workplace culture in fostering employee engagement and loyalty. Companies that recognize and address the factors contributing to a toxic environment are better positioned to retain talent and create a thriving, sustainable workplace, according to Carole Martinet

Thank you for sharing such insightful data Nicolas - you have shared a lot of information in this one post - it most definitely needs some thought. Employee Experience has a major part to play in ensuring Employee Engagement and, as you have pointed out, in the retention of people, according to George Kemish LLM MCMI MIC MIoL

A couple of points to consider. What are the root causes of a toxic workplace this study refers to? This is key to my second point. Leaders and Managers need to believe people leave for personal reasons because the don't want to acknowledge the truth. Their role in this decision. You can't create different outcomes if you don't name and claim the root causes, according to Ali Uren ??

I am surprised the pay is so low. That said, if your boss is toxic, no amount of pay will hold you back, according to Konstantin Tskhay, PhD

The reasons seem kind of overly negative. I've only quit my job three times in 30ish years and I valued the jobs I left. If someone was happy but got another offer without job searching that they couldn't refuse, would that be 'none of these' for an answer? according to Wendy Hamilton

Great insights, the reasons for departure assumed by employers are consistently out of line with employees actual reasons for leaving on so many studies, the data from McKinsey on the Great Resignation was a beautiful example. What is the core difference - employers believe that the reason for departure must be a factor that is nothing to do with them, eg headhunted, as their organization couldn't possibly be failing its people in any way. Also I've often found in conversation with people who have left somewhere at the heart of it was a breakdown in trust of some type. In many cases it's a promise or undertaking made about what would happen which is subsequently broken. Once that's happened then there is virtually no chance of recovery, according to Chris Roebuck CCMI FCIPD

Creating a successful "Dynamic Workforce" allows global Organization to build constant transformation and creates an enormous competitive advantage!

?? Findings of researchers:

?? Companies that were best at executing transformation saw their market capitalization increase by an average of 54% over the last five years.

?? Companies that are better at using the Dynamic Workforce model for transformation are beating those that cling to the static model in various areas. The best companies are nearly twice as likely to gain competitive advantages.

?? The global organization are managing on average 20 ongoing transformation initiatives at any given time a number they predict will increase over the next few years (2026).

?? Transformation Leaders are nearly twice as likely to gain competitive advantages as “Transformation Laggards,” those whose leaders told that they had achieved their key goals in less than half their transformation initiatives.

The most successful companies utilize a mix that includes almost 50% outside talent. They rigorously scope out the right skills, bringing individuals together to form an extraordinarily collaborative unit with a strong sense of both culture and purpose. 42% of companies didn't have enough internal talent to fully staff their transformation initiatives in 2022.

Rather than laying out a transformation initiative in terms of necessary roles, companies that create a Dynamic Workforce start by determining the requisite skills, according to a new interesting research published by RGP using data from a survey of 1,005 respondents from companies with at least $1 billion in revenue ($8.3 billion on average) based in North America, Asia-Pacific, the UK, and the European Union done in June 2023.

?? Recommendation of researchers:

Researchers see six major elements to making the Dynamic Workforce model work for corporate transformation initiatives:

1?? Bring the right people to the table to devise the workforce model.

2?? Shift workforce model design from “jobs” to “skills.”

3?? Right-size initiatives with the optimal number of people on the team.

4?? Select the optimal mix of employees and external talent and which skills to “own” versus “rent.”

5?? Find strong candidates and evaluate for expertise and culture fit.

6?? Create a positive team culture and keep it strong.

???? What were the expert opinions:

Really like this research. As contextual changes occur (economic, technological, social, political, and environmental), organizations have to transform to respond. I like that the number of transformational projects are increasing and that managing workforce is one of the keys to making transformation happen. what is even more fascinating is the impact on competitiveness and marketplace success. I will refer to these data in my work. Thanks for sharing, according to Dave Ulrich

Great research Nicolas - Really useful information that I intend to spend some time reading. It is great to see the way in which skills are being defined rather than posts. In this way it should be easier to ascertain the training that will be required and, of course, to investigate whether those skills already exist within the organization. Thank you so much for sharing, according to George Kemish LLM MCMI MIC MIoL

Great research around jobs to skills, but I imagine it’s really hard for organizations to build teams based on this. There is a significant lack of skills data in orgs. Particularly around the non-technical ones like maintaining culture, maintains communications, finding others skills etc. we’re going to have to get creative in our future on where we understand these skills and it’s not likely just in job descriptions or competency matrices, but things like performance evaluations, feedback, and recognition modules. Thanks as always, according to Hannah Yardley

There is a lot of transformation initiatives in companies, many people involved tend to rely on external resources to bring in strategic skills. I would like to see more companies upskill themselves so that the internal people involved are given more opportunities to run the projects and share their skills inhouse. Leading by example would make a stronger leader in the whole change process, according to Tess Hilson-Greener

Deploying Gen AI requires a Trust and Engaged leadership mindset with clear ethics and governance frameworks!

?? Findings of researchers:

?? Nearly 80% of senior UK businesses leaders surveyed are deploying Generative AI, or are planning to, with half of leaders primarily motivated by enhancing customer experience demonstrating just how rapidly this revolution is taking place.

?? Employees would rather AI assist them than manage them means that employees are more open to the types of AI that they can control and direct, but are less accepting when they’re being evaluated or have higher impact on their career and livelihood.

?? 97% of leaders are prioritizing governance and ethics as they engage in shaping internal and industry frameworks, according to new interesting research published by IBM in collaboration with Censuswide entitled "Leadership in the age of AI" using data from 1,633 senior business decision makers in companies with 500+ employees across the UK, France, Spain, Germany, Italy and Sweden in September 2023.

?? Recommendation of researchers:

IBM researchers recommend four key principles for a responsible AI strategy:

?? Prioritize value creation: Any enterprise that wants to get the most out of AI should be participating in the full value creation opportunity of foundation models rather than outsourcing their capacity, strategy, and data to third parties.??

?? Bet on community: Wherever AI goes in the future, one closed model will not rule them all. By integrating a mix of the best?open-source, private, and proprietary models, businesses can make the most of the open community behind the revolution.??

?? Ensure your AI can?run everywhere, efficiently: By building with?open, hybrid cloud technologies, businesses can optimize for cost, performance, and latency. The future of these technologies depends on agile, cost, and energy-efficient options, and the enterprises that succeed will be those that set themselves up to thrive in any environment.? ?

?? Be accountable: Good AI is governed AI, and for those who hope to lead the charge, instilling this principle into everything that they do will go a long way toward cementing their position at the front of the pack.

???? What were the expert opinions:

Again, thanks for sharing. What I like about this research is that it reaffirms an "s-curve" on learning and implementing innovation (in this case generative AI). When Gen AI started, it was a novel and experimental idea that has evolved to become an institutionalized tool. The research confirms that Gen AI has (will continue) to be woven into organization governance, according to Dave Ulrich

The Institute of Leadership has just added 3 qualities to the list of leadership traits required for 'future readiness'. These are Trendspotting, Digital Leadership and Scenario Planning. Having utilized Scenario Planning in both previous and present roles, I am about to write an article outlining these 3 traits. Having read your article I can see where there may be a danger in utilizing Gen AI - especially in Trendspotting (which forms a large element of Scenario Planning). Gen AI can be a very useful tool. However, it can also be used by unscrupulous individuals (or organizations) in the provision of Fake News and/or Deep fakes (often used to scam or defraud people and organizations). For this reason I would be very careful in the use of Gen AI when it comes to Trendspotting in the external environment. At least it could result in time wasted when Scenario Planning or, at most, send the organization in a direction that could prove costly. Great post Nicolas - in essence I am all for utilizing AI but it should come with a health warning, according to George Kemish LLM MCMI MIC MIoL

IMO employing Gen AI there are other key "things" to keep front & center1. Risk - be aware of the "risk nothing, get nothing" dilemma, countered by the size of risk2. Be aware of the shiny object fascination.3. Take a willingness suspension of disbelief while keeping your hands on the steering wheel. 4.be aware that the short term gains may have both positive & negative consequences. Marrying AI is like any marriage based on romance, what looks good today may not be so great in the future, according to Dr. Jim Sellner, PhD. DipC.

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That's it for last week's recap - Happy Sunday and wishing you health and success?!???

Thank you,

Nicolas BEHBAHANI

#futureofwork ?#peopleanalytics ?#hr #research