Report: 300 million jobs could feel the impact of AI | 7 no-nonsense ways to nurture a healthy workplace culture | Pay transparency can be motivational, if the pay is fair
The emergence of artificial intelligence tools like ChatGPT will wind up affecting as many as 300 million full-time jobs around the globe and could lead to some job losses as well as enhanced productivity, according to Goldman Sachs. It also noted that "most jobs and industries are only partially exposed to automation and are thus more likely to be complemented rather than substituted by AI." Full Story: CNN (3/29)
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Fostering employee engagement begins with positive workplace culture. In this article, Bob Richards, the CEO of Rhenus Automotive North America, says leaders can nurture a welcoming culture by banning micromanaging, addressing policy abusers directly and giving teams a sense of direction, among other tips. Full Story: The People Equation blog (3/28)
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Accountant pay increases as talent pool remains thin US accountant salaries grew at the fastest pace in years in 2022 but the boost in pay is not likely to alleviate ongoing talent shortages across the country. Fewer people are entering the accounting field and, despite double-digit pay increases, firms are unable to fill key roles and are putting more responsibility on entry-level workers and tapping temporary help. Full Story: The Wall Street Journal (3/29)
Technology
37% of employers monitor remote workers via live video Sixty-two percent of employers monitor remote workers via web and app activity, 49% by restricting access to certain websites and 37% demand a constant live-video feed, according to report by ResumeBuilder. In addition, almost 70% of employers say workers have resigned due to their remote working monitoring policies. Full Story: CBS News (3/29)
The HR Leader
Leadership is difficult, so listening is key, CEO says Leaders have to make difficult choices, so it's important for them to be fair and listen carefully to their teams so their business can succeed, says Ryta Zasiekina, CEO of FYST. "Issuing directives where you are simply handing out tasks and telling people what to do is completely ineffectual for business," says Zasiekina. Full Story: Medium (tiered subscription model)/Authority Magazine (3/28)
SmartBreak: Question of the Day
Sitarist Ravi Shankar is related to which of these personalities, all born on March 30? Check your answer here.
I was in a meeting once, discussing some issues we were having with some internal communication processes. We were able to identify where in the pipeline the problems were happening; it was with one person. That should have been easy to address – talk to him. Instead, management decided to craft a new policy and announce it at the next staff meeting. I was apprehensive about the idea. So were a few others. We knew that the people who already follow the rules would listen to the announcement, make a note of the process and make sure they’re doing it right. The person who was doing it improperly might ignore it. And that’s what happened. He heard it but since he had been doing it his ways for years, he assumed that it could continue. Eventually, management talked to him. Today’s Recruiting & Retention story talks about ways to boost morale and one tip is “Address the exception to the rule; don’t make up a bunch of rules.” To this I say a loud, rousing, boisterous, “YES!” Implementing a new policy to address a problem that’s only happening with 1-2 or a handful of people is not only ridiculous, as Bob Richards says, it’s inefficient. The wrong people hear and follow the policy. The people who need to hear it, too often don’t. And the frustration continues. Folks who do things right get annoyed. Management runs the risk of looking like its toothless or sitting on its hands. Morale tanks. In my experience, addressing an issue head on is the best way to change action. It’s efficient and respectful to everyone involved. And it sets a tone for a healthy culture. Thoughts? Let me know! And if you enjoy this brief, tell others so they can benefit also.
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