Call centers are at the forefront of deploying artificial intelligence tools, which leaders contend can improve productivity and efficiency by eliminating mundane tasks and stressful decision-making for employees. Workers, however, talk about how AI is leaving them handling the most difficult work and the drawbacks of having a robot measure their performance and take over decisions during calls.
How do you keep employees engaged and productive in the face of uncertainty? Join us to hear tips and insights from top People leaders. They'll share how they're tackling challenges in 2023. This is an SHRM-accredited event. Get your free ticket.
Hiring people who have autism can bring unexpected benefits, such as intense focus and a drive to complete tasks. Hiring and autism experts and a successful entrepreneur with autism offer insight into such applicants and offer tips for connecting and supporting them.
Instead of over-burdening high-performers with extra work through the practice of "quiet hiring," employers should instead look at who they can upskill and promote to fill workforce gaps, writes Michelle Rhee, co-founder of BuildWithin. Rhee explains how to create an internal apprenticeship program, urging leaders to develop the workers who "have the foundation to be extraordinary but lack the skills, knowledge, or experience to land a higher-paying role."
A global Future Forum survey shows 42% of full-time employees say they're feeling burned out, an increase from 38% who felt that way in May 2021, with women and younger workers feeling the squeeze more than men and more senior team members. Creating programs to help employees spot early signs of burnout, providing flexible working times and locations and encouraging time off can help keep workers productive and satisfied, say experts.
Artificial intelligence and blockchain solutions such as nonfungible tokens, smart contracts and decentralized autonomous organizations can help leaders of distributed teams improve collaboration as well as "track and understand data, analyze them efficiently to make better decisions and be on top of everything," writes Cory Hymel, vice president of product at Gigster. No matter what kind of technology is used, though, leaders of virtual teams must build trust by filling "the roles of conductor, catalyst, coach and champion," Hymel writes.
Among the ways suggested to combat burnout is talking with workers regularly about mental health and letting them know what resources are available to them. I’ve seen this. It’s usually a company-wide meeting or email that emphasizes the company’s commitment to mental wellness and comes with reminders about mental health benefits available to employees and a hotline number they can use if they feel close to the emotional edge.
I’m not criticizing that but it seems like we need to go further than this, no? What does that look like? How do we go vertical with our teams and provide richer, more personal support to them? And how do we do this in a way where they feel embraced and not interrogated or uncomfortable?
Large-scale efforts are important but change and real traction tends to take place at the grassroots level. So tell me, how are you managing employee support in your organization? Let me know! And if you enjoy this brief, tell others so they can benefit also.
