Tag: Technology

The AI Effect on Entry-Level Jobs and Career Progression

“Using ChatGPT might make you stupid.” That bold statement – based on a study – appeared on a number of news sites and in business journals recently. The article was accompanied by brain scan images suggesting that AI erodes critical thinking.

It’s the kind of story guaranteed to spark outrage – particularly among older generations who see technology as a shortcut rather than a skill. Needless to say it was a topic ripe for discussion between me and Danielle Farage on our #FromXtoZ podcast!

And also needless to say – the truth is far more complex, and raises bigger questions about how AI is reshaping not just how we work, but how we learn and progress in our careers.

The Disappearing Entry-Level Job

For decades, entry-level jobs were designed around repetitive, and often quite menial, tasks. Interns summarised files, created reports, and performed groundwork that provided valuable context and an understanding of how things fit together. While boring at times, those tasks were the building blocks for developing judgment and critical thinking. They helped you learn how to spot patterns, understand stakeholders, and prepare for more senior responsibilities.

Today, those very tasks are being done by AI in seconds. Need a summary? ChatGPT delivers one instantly. Need a cover letter? AI can generate multiple versions faster than you can type your name. For employers, this is a productivity boost. For graduates, juniors and interns, it means fewer “easy” tasks to start with – and potentially fewer opportunities to learn by doing.

Learning Gaps and Lost Context

One of the risks we talked bout is that when AI handles entry-level tasks, people may lose valuable context. The act of digging through files, for example, could teach you how information is structured, help to learn what’s important, and why things are done a certain way.

Without these experiences, new hires may have less foundational knowledge – and therefore slower long-term development opportunities – which echoes a common complaint among Gen Z workers that either they have little to do, or they are immediately thrown into complex tasks without the understanding that entry-level work used to provide.

That jump can accelerate learning for some, but for others, it can create stress and lead to potential skill gaps.

Shifting Skill Priorities

If AI can handle repetitive tasks, what skills will matter more?

Soft skills are rapidly rising to the top of the list – communication, collaboration, creativity, and emotional intelligence. Critical thinking is still essential, but it may shift away from basic data gathering and toward making strategic connections and asking better questions.

For example, instead of summarising a document, a junior analyst might now be expected to analyse AI’s summary and extract what’s missing or misleading. Instead of drafting a cover letter from scratch, they might focus on personalising and contextualising AI’s output in a way that resonates with their employers.

Changing Brains, Changing Learning

Our conversation also touched on how our brains – and our learning habits – are changing. Gen Z (and AlphaGen) have been exposed to technology and gamified learning from childhood so have different cognitive expectations. Tasks requiring deep focus and delayed gratification (like writing reports or doing long-form research) can feel more challenging when our brains are wired for quick dopamine hits from apps, games, and social media.

This is more than just a workplace issue; it’s a societal one. As technology accelerates, how we teach, train, and even design work needs to adapt to different cognitive baselines. Should we be worried about critical thinking decline? Or should we embrace the fact that tools like ChatGPT free up mental energy for deeper and more analytical thinking? The answer likely depends on how organisations and educators adapt.

Rethinking Entry-Level Work

The old career ladder was built on predictable steps: you start with basic tasks, learn the ropes, then climb upward as you gain experience. AI is dismantling some of those steps. That’s not necessarily bad – many interns now handle complex projects far earlier in their careers than previous generations ever did – but it requires intentional design. Employers need to:

  • Redefine entry-level roles to focus on applied problem-solving, creativity, and human interaction.
  • Provide context in new ways—mentorship, job shadowing, and structured learning can fill gaps left by disappearing grunt work.
  • Invest in soft skill development as AI takes over technical routine tasks.

A Transitional Phase

Ultimately, we’re currently in a transitional phase. Entry-level jobs are not disappearing, but they are transforming. The work experience of someone starting out today looks nothing like it did even five years ago. That can feel unsettling, but it’s also an opportunity – to design jobs, education, and career pathways that prepare people not just to survive in an AI-driven workplace but to thrive.

The big question is not whether AI is making us “stupid” – it’s how we will redefine learning, working, and progression in a world where machines handle the basics and humans focus on what truly requires a human touch.

You can check out the full podcast conversation here : https://www.youtube.com/watch?v=cu6W-UqLj2Q

Or through the image below

And let us know what you think in the comments…..

A Potential Framework for Mitigating AI Bias in Talent Acquisition

In a recent newsletter I wrote about some of the takeaways from my interview with Heidi Barnett, President at isolved Talent Acquisition (formerly ApplicantPro), at the Unleash conference about the evolution of Talent Acquisition. The integration of AI and advanced analytics in candidate profiling presents us with both a tremendous opportunity and also significant risk. While these technologies can enhance efficiency and improve matching accuracy, they also have the potential to perpetuate or amplify existing biases in hiring practices.

In this – the second part of my interview with Heidi – I’m specifically looking at some of the ways in which TA professionals can proactively address these challenges.

Understanding the Sources of AI Bias

AI bias in TA typically stems from three primary sources: historical data, algorithmic design, and implementation choices. Historical hiring data can often reflect previous discriminatory practices, unconscious biases, or systemic inequalities that existed in previous recruitment decisions. When AI systems learn from this data, they can inadvertently replicate these patterns.

Algorithmic design bias can occur when the parameters and weightings built into AI systems favour certain demographic groups or characteristics. For example, if an algorithm heavily weights specific educational institutions or previous company experiences, it may systematically exclude qualified candidates from underrepresented backgrounds.

Implementation bias happens when organisations fail to properly configure, monitor, or maintain their AI systems. This can include using inappropriate data sets, failing to regularly oversee and audit decision outcomes, or not accounting for changing market conditions and organisational needs.

Establishing Frameworks for Bias Detection

TA professionals must start taking a more systematic approach to identifying bias before it impacts hiring decisions. Start by conducting regular audits of your AI system’s outputs, and analysing hiring patterns across different demographic groups. This should help identify any statistical disparities in screening rates, interview invitations, and final hiring decisions.

Another way is to create baseline metrics that track diversity at each stage of the recruitment funnel, and then compare these metrics before and after AI implementation to help identify any trends that may give cause for concern. Pay particular attention to how multiple identity factors might compound bias effects.

It’s also key to establish feedback loops with hiring managers, candidates, and internal diversity teams to gather qualitative insights about any potential biases. Sometimes bias manifests in subtle ways that statistical analysis might miss, such as the language used in AI-generated communications or the types of questions prioritised in screening processes.

Implementing Technical Safeguards

It’s key to work with your technology vendors to understand how their algorithms function and what safeguards they’ve built in. Demand transparency about training data sources, algorithmic decision-making processes, and bias testing procedures. Reputable vendors should be able to provide detailed documentation about their bias mitigation efforts.

Also important to implement human oversight checkpoints at critical decision stages. While AI can handle initial screening efficiently, human reviewers should still be involved in final candidate selections. Train these reviewers to recognise potential bias indicators and provide them with diverse candidate profiles for consideration.

You can also consider using multiple AI tools or approaches for candidate evaluation, comparing results to identify potential bias blind spots. If different systems consistently exclude similar demographic groups, this may indicate systemic bias that requires investigation.

Building Inclusive Data Practices

Audit your historical hiring data before using it to train AI systems. Remove or adjust data points that reflect past discriminatory practices. This might include eliminating certain educational requirements that weren’t truly necessary for job success or adjusting for historical underrepresentation in specific roles.

Expand your data sources to include more diverse talent pools. If your historical data primarily reflects candidates from certain networks or sources, actively seek data from underrepresented communities, alternative education pathways, and non-traditional career backgrounds.

Regularly refresh your training data to reflect current market conditions and organisational values. AI systems trained on outdated data may not align with current diversity and inclusion goals or may miss emerging talent sources.

Creating Accountability Structures

Establish clear governance structures for AI bias monitoring and mitigation. Assign specific team members responsibility for conducting regular bias audits and create procedures for addressing findings that give rise for concern. This accountability should extend to senior leadership, ensuring that bias mitigation receives appropriate organisational priority.

Document your bias mitigation efforts thoroughly. This documentation can serve multiple purposes: it demonstrates due diligence in legal contexts, provides learning opportunities for continuous improvement, and creates institutional knowledge that survives personnel changes.

Set specific, measurable goals for bias reduction and diversity improvement. Regularly track progress against these goals and adjust your approaches based on results. Consider tying these metrics to team performance evaluations and organisational success measures.

Continuous Learning and Adaptation

The landscape of AI bias is constantly evolving as technology advances and our understanding deepens. Stay current with research, best practices, and regulatory developments in AI ethics and employment law. Try and participate in industry forums and professional development opportunities focused on responsible AI implementation.

Regularly reassess bias mitigation strategies as your organisation grows and changes. What works for a small company may not scale effectively, and what’s appropriate for one industry may not apply to another. Be prepared to adapt your approaches based on new insights and changing circumstances.

Foster a culture of continuous improvement around bias mitigation. Encourage team members to raise concerns about potential bias and create safe spaces for discussing these sensitive topics. The most effective bias mitigation happens when entire teams are engaged and committed to the effort.

Moving Forward Responsibly

Addressing AI bias in talent acquisition isn’t a one-time project – it’s an ongoing commitment that requires vigilance, resources, and organisational support. The goal isn’t to eliminate all AI tools due to bias concerns, but rather to implement them responsibly with appropriate safeguards and oversight.

By taking proactive steps to understand, detect, and mitigate bias, TA professionals can harness the power of AI while maintaining fair and inclusive hiring practices. This balanced approach will ultimately lead to better hiring outcomes, stronger organisational diversity, and reduced legal and reputational risks.

The future of Talent Acquisition depends on our ability to leverage technology while preserving human values of fairness and inclusion.

Check out my full interview conversation with Heidi here :

Why Starting a Career Feels Tougher Than Ever for Young Professionals

Today’s emerging workforce are facing challenges that previous generations didn’t. Entry-level opportunities – and other early career pathways – are getting fewer, and those that exist might seem harder to access. Traditional routes such as trainee roles, apprenticeships and trial periods appear to be getting harder to access. For many of the younger Gen Z group starting a career, or even finding interesting or challenging work, is becoming harder.

I discussed this with Danielle Farage during one of our recent From X to Z podcast chats. Despite what some more senior level professionals might think, this isn’t a problem bought about by a lack of ambition or drive amongst the emerging workforce, but instead a result of the way businesses now tend to be structured, resulting in four main challenges that early career workers now face:

➡️ Fewer career levels: There just aren’t as many steps to climb. An increase in flatter organisational structures means reduced opportunities for progression or promotion

➡️ Rising pressure to move fast: Digital channels and social media platforms fuel comparison and motivation to move ahead quickly, but then so do real economic pressures – like stagnant salaries in a time of rising inflation, and increased housing costs.

➡️ Wages that don’t reflect reality: Salaries for early-career roles haven’t kept up with inflation, meaning companies are offering less than they paid for the same entry level roles a few years ago.

➡️ Fewer entry-level roles: Some companies are cutting back on junior roles, or beginning to replacing them with AI. On top of that, many young professionals complain of poor management and limited mentorship opportunities, which can further stall development.

The result? A generation hungry to grow, but often stuck without support.

You can listen to our conversation or watch it below, and let me know what you think and how you’re seeing businesses support the emerging workforce:

Rethinking the Future Workforce: AI, Work Design, and the Human Element

The evolution of how, when and where we work continues apace – driven by technological innovation, changing worker expectations, and an increasingly decentralised workforce that wants agency in how, when and where they work, and access to information and tech support as and when they need it.

To try and make sense of the many of shifts happening in the workplace, I recently invited Andrew Spence – a workforce futurist and author of the weekly Workforce Futurist newsletter in which he shares the latest research and thinking around the world of work – on to the HR Means Business podcast for a conversation to unpack what the future may look like, and which current trends leaders should be tracking.

1. AI Is Useful — But Let’s Not Get Carried Away

AI is no longer new, but the recent explosion in natural language tools like ChatGPT has made it feel fresh, and potentially game-changing. even magical. Andrew’s view is that whilst AI is incredibly useful (acting as a solid “6 or 7 out of 10” assistant) it’s not necessarily intelligent in the human sense. We’re often seduced by the friendliness of the interface and assume these tools are more capable than they are. In reality, he sees them as very fast data processors.

The risk in overhyping AI is it can give the impression that entire professions and specialisms might disappear overnight. He points out that tools still need human oversight, creativity, and interpretation. AI can certainly enhance productivity, but won’t replace the value humans bring to the table – especially when that value lies in empathy, context, or nuance.

2. HR Needs to Own the Work Design Agenda

Today’s workforce includes a wide range of permanent employees, freelancers, fractional workers, along with increasing automation and AI agents. In this new reality, the real opportunity for HR lies in designing how work gets done — not just who does it.

This means thinking beyond organisational charts and job titles to start looking at which outcomes are necessary, and how best to achieve them. Could a blend of full-time hires, freelance consultants, and AI tools deliver more value than a conventional team?

It’s time for HR to become architects of work, not just custodians of headcount.

3. Decentralised Workforces Are Here — and Growing

Andrew’s research points to a growing shift toward non-traditional work structures. From gig platforms to fractional executives, people increasingly want to work flexibly and globally. During COVID, millions experimented with side hustles and online platforms – a mix that they kept afterwards.

This rise of the decentralised workforce poses significant challenges for HR. How do you maintain compliance, cohesion, and culture when a manager might hire a freelancer halfway across the world without the organisation even knowing? Our traditional systems and structures aren’t usually built for this – and work tech needs to evolve accordingly.

4. Loneliness at Work Is Real — and Rising

As more people work remotely or flexibly, loneliness is becoming a quiet crisis. Surprisingly, research shows that under-30s (primarily Gen Z) are the loneliest demographic – even more so than the elderly. While being alone doesn’t always mean being lonely (thanks to digital entertainment and online communities) there are real implications for engagement and productivity.

This presents both a challenge and an opportunity for HR. Organisations that can create meaningful, human-centred experiences – offering opportunities for connection, belonging, and purpose – may find a competitive edge in attracting and retaining talent.

People don’t just want a job; they want to feel part of something.

5. The Future HR Function: Smaller, Smarter, and More Strategic

Looking ahead, Andrew envisions a more specialised HR function, consisting of smaller teams, but with deep expertise in compliance, workplace technology, and strategic workforce planning. Much of the traditional ‘people management’ he sees shifting  to team leads, AI agents, and decentralised systems.

The central HR function will focus on ensuring that all these moving parts work together — ethically, efficiently, and in line with business goals.

In other words – HR’s role isn’t disappearing. It’s transforming!

The future of work isn’t just about technology, but is about reimagining how value is created, how work is designed, and how people connect. As AI and decentralisation reshape the landscape, HR has a unique chance to lead – not by holding onto outdated models, but by helping create a new era of work.

It’s not just about adapting to the future. It’s about designing it.

Check out the full conversation for more of Andrew’s thoughts and insights on how work – and HR – is evolving here https://www.hrhappyhour.net/episodes/hrs-role-in-managing-and-developing-the-workforce-of-the-future/

How AI Can Help Create Purpose Driven Work

There can be little doubt that AI has the capability to reshape organisations, giving businesses of all sizes an opportunity to use it not just for efficiency but to help foster a purpose-driven work culture, that can lead to better retention, higher engagement and more meaningful work.  Responsible AI integration will also help to empower employees and enhance collaboration, maintaining ethical and human-centred values within businesses.

In the coming weeks I’ll be speaking at HR Tech Europe, CIPD Scotland, In House Recruitment Expo and the inaugural Employee Xperience Expo and, perhaps unsurprisingly (!), amongst the topics I’ll be talking about will be the need to maintain humanity and human connection in an AI world, how we can harness AI to create meaningful work experiences, and the best ways to leverage AI for better recruitment.

From the various conversations I’ve had and research I’ve seen whilst preparing, I’m putting together some of the ways in which AI can help to create purpose driven work, and I’m sharing a few of them here. Let me know what you think.

Defining Purpose with AI

A strong purpose is the foundation of any thriving and meaningful workplace culture, and AI can help organisations refine their mission by providing data-driven insights into employee engagement, customer needs, and societal impact. AI-powered analytics can be used to align business goals with core values, ensuring that every decision supports a broader mission beyond profits.

For example, AI-driven employee sentiment analysis can gauge how well employees connect with the company’s mission. By tracking engagement patterns, leadership can identify areas where cultural reinforcement might be needed and make real-time adjustments to help strengthen alignment with company purpose.

Enhancing, Not Replacing, Human Work

One of the most recurring significant concerns about AI is job displacement. However, when implemented carefully, AI should be used to enhance rather than replace human work. By automating repetitive and time-consuming tasks, AI allows employees to focus on more meaningful, creative, satisfying and strategic contributions.

One straightforward example comes from customer services and the way AI-powered chatbots can handle routine customer inquiries, freeing up time for customer service representatives to engage in more personalised interactions that can lead to better outcomes and customer retention.

Similarly, AI-driven project management tools can streamline workflows, allowing employees to concentrate on innovation and problem-solving rather than administrative tasks.

Promoting Human-AI Collaboration

Rather than fully automating processes, AI should function as more of an assistant or support to the human workforce. The best AI applications can enhance decision-making, and offer insights that complement and support human judgment.

One example from hiring is that AI-driven recruitment tools should be able to help HR teams identify the best candidates, leaving human recruiters to assess cultural fit and emotional intelligence. AI-powered data analytics can provide business leaders with real-time insights, but final decisions should take into account human expertise and perceptions, and ethical considerations.

Improving Employee Wellbeing and Experience

Important ways in which AI can help promote employee wellbeing and help improve the employee experience are by optimising workloads, personalising career development, and identifying burnout risks. AI-driven HR platforms can recommend learning opportunities specifically tailored to an individual’s career aspirations and skills, which would help drive a culture of personal and professional up-skilling and growth.

And AI-powered wellness programs can analyse work patterns and suggest breaks or workload redistribution, which can help employees maintain a healthy work balance.

AI offers a real opportunity to create workplaces that are not only efficient, effective, supportive and also purpose-driven. By using AI to enhance meaningful work, support ethical decision-making, and empower employees, organisations can build cultures that inspire and sustain long-term engagement.

Ultimately, AI should be seen as a tool that amplifies human potential rather than replaces it. When integrated carefully, AI can help companies create work environments where employees feel engaged, valued, supported, and have a real sense of connection with the organisational purpose.

Hope I get to see some of you at the various events I’ve mentioned. Would be great to grab a coffee and find out what you see as the role of AI in creating and enhancing purpose driven work!

HR Challenges and Opportunities for 2025

Organisations are facing growing challenges, all of which are making the role of an HR professional increasingly complex and multi-faceted. As business navigates economic uncertainty, whilst supporting their employees’ mental health and wellbeing, we see almost daily debates online about evolving work models and working arrangements, and how to manage the emerging Gen Z workforce. That’s before we mention the role of AI and how it might impact – positively – the HR workload.

I’ve been looking at some recent research from the team at McKinsey & Company that identified five key areas that are contributing to this workload, but which also present opportunities for a better way of working. With stress on the rise, and some workforces complaining of ‘change fatigue’ it’s time to build trust within our teams and offer real support and enablement for our people.

Increasing Workload and Demands

The responsibilities on HR teams have escalated with modern HR departments not only tasked with traditional hiring, onboarding and compliance but also with addressing the more complicated areas that I outlined in the introduction – mental health and wellbeing support, remote/flexible/hybrid work policies, and a general dissatisfaction with the overall employee experience.

This increase in workload creates a dual tension, with HR teams managing a broader spectrum of demands while ensuring the wellbeing and retention of their people. The need for effective and supportive people management is stronger than ever, but with limited resources and growing tasks many HR teams find themselves stretched thinly.

Pressure of Strategic Involvement Without Necessary Authority

Whilst HR has historically, and wrongly, often been seen as more of a ‘support’ role, today’s organisations increasingly need their HR teams to be strategic partners. However, while they are called upon to influence company culture and policy more strongly, the main question is – do they have the authority to drive real change?

This can leave HR teams in a frustrating position – advisors on transformative strategies but lacking the decision-making authority to oversee their strategies fully realised for real change. HR needs to be part of the strategic conversation from the start, with the authority to influence and make impactful strategic decisions.

Battling ‘Change Fatigue’

Organisations are in a constant state of adaptation be it addressing remote & flexible work transitions, engaging and retaining the Gen Z workforce, building meaningful experiences and implementing AI effectively.

Change is necessary for most organisations, but can also create “change fatigue” among employees and managers if not implemented effectively. For HR teams, who are responsible for implementing and explaining these shifts, it could feel like an endless cycle of implementation without the time to let one change settle before the next is introduced.

Building resilience and carefully pacing transformations are crucial for preventing burnout within HR teams.

Potential Trust Deficits Between HR, Employees, and Leadership

There is often a ‘trust gap’ in organisations between employees, HR, and leadership, with HR teams finding themselves in a delicate balance – representing the company’s priorities whilst advocating for employees. This balancing act could lead to a perception that HR is not genuinely aligned with employees’ needs – thereby damaging trust – or too aligned with senior management.

For HR to be effective mediators between employees and leadership, it is essential that organisations to prioritise transparent, honest communication and to help HR clearly demonstrate the organisational commitment to employee welfare.

Technology’s Role in HR: Efficiency or Extra Burden?

While technology has the potential to streamline HR processes, it sometimes adds additional layers of responsibility. Generative AI, for instance, holds promise for enhancing recruitment, data analysis, and even employee engagement, though has the potential to detract from some of the more creative tasks that our people enjoy doing. Without proper implementation, these technologies can also impose more administrative duties, detracting from the human-centred support HR is meant to provide.

For technology to be effective, it should ease, support and provide smoother experiences for our people, not increase the workload, allowing HR teams to focus more fully on strategic support and enablement to our people.

Turning Challenges into Opportunities

Despite these mounting pressures, HR professionals can take steps to mitigate them and foster a more supportive organisational climate. Prioritising authentic communication and trust-building practices can help bridge any gaps between HR, leadership, and employees. In the long run, enabling HR to work as a full strategic partner – and not be seen as a support or adjunct function – will help to empower the whole organisation to be more adaptive, resilient, and people-focused.

Today’s HR professionals are dealing with some of the most challenging dynamics the workforce has seen. Yet, with the right support and authority they have the potential to transform these into positive experiences, fostering a workplace where employees thrive, organisations adapt smoothly and successfully, and the true value of HR can be recognised and rewarded.

Creating the Future of Talent Acquisition and Hiring

In the rapidly evolving landscape of talent acquisition and hiring, there are a number of key trends emerging that will re-shape how we attract, hire and develop our future talent. Some of these trends could be game-changers for business leaders and HR professionals, as they represent a shift in workforce dynamics, whilst shaping the future of work and potentially leading to a rethink of traditional HR practices.

My close friend, co-author and co-collaborator Matt Alder has been writing and documenting these shifts through our co-authored books, and his research for podcast interviews and online courses, and I recently had a conversation with him on my HR Means Business podcast to better understand how some of these emerging trends will impact the future of hiring and retention.

We identified and discussed five main trends.

1. Skills-Based Hiring

Hardly a brand new development, but skills-based hiring is definitely a growing trend amongst Talent Acquisition and HR teams as organisations increasingly recognise the limitations of traditional hiring practices that prioritise previous experience over potential. Skills-Based hiring focuses on hiring individuals based on their current skills, and on their ability to develop new ones, rather than rely on their past job titles or educational background. There are 3 key benefits to this approach:

  • Broader Talent Pools: By focusing on skills, organisations can tap into a more diverse talent pool, including candidates from different industries and backgrounds
  • Enhanced Diversity: Skills-based hiring promotes diversity by reducing biases associated with traditional hiring criteria
  • Future-Proofing Workforce: This approach aligns closely with the evolving nature of work, which we see as increasingly valuing skills and competencies over specific experiences

2. Total Talent Thinking

Total talent thinking is about breaking down the silos within HR departments and approaching talent management holistically. It involves integrating talent acquisition, talent management, and learning and development, to create a cohesive strategy that comprehensively addresses an organisation’s skills needs. There are certain key components that you need for a Total Talent Thinking approach:

  • Collaborative HR Functions: This approach relies on different HR functions working together seamlessly
  • Strategic Workforce Planning: Identifying and planning for the skills that will be needed across the organisation to achieve commercial goals
  • Flexibility and Adaptability: Building a workforce that can adapt to changing business needs and technologies

3. Impact of Generative AI

Whatever you think about Generative AI there is little doubt that it’s transforming Talent Acquisition by both automating various aspects of the hiring process, and also providing new tools for both employers and job-seekers. Generative AI’s full potential is still developing and unfolding, but its current applications are already making significant impacts:

  • Increased Efficiency: AI can streamline the recruitment process by automating routine tasks such as CV screening and initial candidate assessments
  • Enhanced Decision-Making: AI-powered tools can provide insights and analytics to help HR professionals and hiring managers to make better hiring decisions
  • Job Seeker Empowerment: Candidates are using AI to craft tailored CVs and applications, which can increase their chances of getting noticed, provided they use it as a tool to help support their job applications, rather than rely on it to be the application

4. Future-Casting and Strategic Foresight

Matt and I have been talking about Future-casting for a few years. Basically it involves anticipating and planning for future trends and disruptions in the workforce. It requires HR and Talent professionals to adopt more strategic foresight tools and methodologies to try and predict – and so be prepared for – changes that might shape their organisation’s future talent strategies. There are 3 component parts:

  • Trend Analysis: Identifying and analysing the macro and the micro forces that are driving change in the workforce
  • Scenario Planning: This calls for HR and Talent professionals to develop – and prepare for – multiple future scenarios so they can remain agile and responsive
  • Embracing Uncertainty: Recognising and planning for unknowns and uncertainties, such as technological disruptions, economic shifts or – as in the case of Covid – factoring unforeseen epidemics

5. Smart Automation

Automation, powered by AI and other technologies, is set to redefine many aspects of work – not least in the attraction, hiring and onboarding of talent. Smart automation goes beyond simple task automation and includes more complex processes and decision-making functions:

  • Redefining Job Roles: Automation will change the nature of many jobs, requiring employees to adapt and develop new skills, and HR to develop enhanced role profiles
  • Efficiency Gains: Automated processes can lead to significant efficiency improvements and cost savings
  • A Focus on Higher-Value Work: As routine tasks are automated, employees can focus on more strategic, creative, and value-added activities and processes.

You can find out more about how we see the future of Talent Acquisition – and our approach to Total Talent Thinking – on this episode off the HR Means Business podcast –

HR’s Role in Embracing the Future of Work

How is work evolving? What roles will Generative AI, taskification, the skills agenda and job disruption play in reshaping the future talent market? How can we create high value work? And what might future workforce dynamics look like?

Last year I was involved in a simulation run by business consultancy Wikistrat for Upwork in which I joined with a number of analysts, practitioners and consultants to map out a number of potential scenarios for the future of work – taking into account what we know about emerging technology, evolving trends and the preferences and priorities of the current and future workforce.

We came up with a number of potential outcomes using different frameworks and in a recent podcast chat I had with Kelly Monahan, Ph.D. Managing Director of Upwork‘s Research Institute, we talked about the the various trends and HR’s potential role in guiding the reinvention of work.

Accelerated Pace of Business and the Impact of Gen Z

It’s hard to look at how the future of work may develop without acknowledging the current exponential acceleration of all business operations fuelled by evolving tech. This pace of change needs real-time data insights to help inform decision-making, particularly within the HR team. The entry of Gen Z into the workplace will lead to further change – with Kelly Monahan anticipating that they will challenge traditional business norms and practices, and question the purpose of work, which could lead to fundamental shifts in organisational values.

Generative AI and Job Disruption

The advent of generative AI has been transformative but has capabilities taking us way beyond automation. Kelly emphasised how AI really acts as a catalyst, accelerating the development of allied technologies like IoT and 5G, which will require a re-evaluation of job roles, skills and work processes.

Taskification has emerged, and organisations need to start deconstructing their job roles into specific tasks and skills, potentially promoting more fluid work arrangements. Addressing the exponential growth in the number of tasks and skills needs to be high on HR’s learn ing and development agenda.

Up-skilling and Multiplexing Workforces

Responding to these evolving job landscapes will require continuous up-skilling to help effectively navigate any disruption bought about by technology or social change. This will lead to more ‘multiplexing’ – enabling workers to apply diverse skills across departments and tasks, that can boost organisational agility and resilience.

Community Formation and Digital Identities

As organisations evolve in this way, workers are likely to find identity and belonging through digital communities rather than traditional organisational structures. This could have a big impact on engagement, retention and experience as these communities, or digital hubs, are likely to provide cross-functional collaborative opportunities that transcend company, geographical and industry boundaries.

AI’s Impact on High-Value Work

One consequence of Generative AI is the elevation of the complexity and value of work. Kelly Monahan, Ph.D. talked about an increase in high-value projects, for which skilled workers will look for rewards and wage premiums. However, this shift also emphasises the need for continuous skill development if organisations are to remain competitive, which requires support for learning and development as well as recognition and financial rewards.

Grey Rhino vs. Black Swan: Proactive Adaptation

We talked about whether AI was ’a ’Black Swan’ or a ’Grey Rhino’ event. Ultimately it is a Grey Rhino – having a gradual impact that needs proactive adaptation rather than reactive responses. The emphasis is on organisations – particularly HR leaders – to prioritise understanding the evolving challenges their businesses face and navigate future workforce challenges effectively by restructuring work processes, and facilitating upskilling.

In essence, it’s essential for organisations to embrace agility and up-skilling, and transform job structures, in a landscape of ever evolving technology. This can then give HR leaders the platform to help ensure their businesses remain competitive and successful in navigating the future of work, whilst negating the potential for insecurity and instability in future talent markets.

You can listen to my full conversation on this episode of the HR Means Business podcast:

Technology, People, Recruitment and The Tipping Point

The recruitment ecosystem is constantly shifting shapes and dynamics, and ameliorating in new and different ways. Technology is driving much of this. The simple days of agencies, internal and advertising platforms (be they print or digital) have changed. Consolidation and collaboration is now happening on an almost weekly basis. Recruit Holdings can buy Indeed and Glassdoor, and have a significant foothold in the way people search for jobs. Although the search more often than not starts on Google.

How are we responding to jobseeker behaviour? Research I have recently been involved with from 14,000 European jobseekers showed 63% saying that online reviews are influential when deciding to apply for a job, 55% that the main thing they want to know about a company when applying is how it treats its staff, and 24% dropping out of an interview process after the first interview because they saw negative online reviews.

External reviews are now an integral part of the job hunt. So is automation. And after years of debate about whether recruiters should think and act like marketers, or be a part of marketing, how do we now connect and engage with potential candidates? How do we find, develop  and retain the people we need? Will technology replace people in the recruitment process?  And is it conceivable that data will replace people as an organisation’s ‘greatest asset’?

I’m looking forward to finding out more on June 20th when I’ll be co-chairing the first Talent Tipping Point Conference.

Across 8 hours internal talent teams, recruitment agencies, HR, tech suppliers and RPOs will come together from all corners of the Talent Acquisition and Recruitment community, to talk and debate about the impact of technology on talent acquisition. How are we responding, how are we collaborating and how can technology help us to create better talent outcomes for businesses, workers and jobseekers. Opening keynote is from Lord Chris Holmes and during the day we’ll have views and insight from many industry leaders including Robert Walters, Fleur Bothwick, Kelly Griffith, Kevin Blair, Adrian Thomas and Janine Chidlow.

As part of the event preparation, research was conducted across a large range of employers, recruitment agencies, RPOs and hr/recruitment tech companies to gain an overall feel for how they felt about technology, employment models, diversity and whether the future was in collaboration. There were some interesting findings:

  • 44% of in-house recruiters think that technology will become more important than people in recruitment within the next 5 years; for agency recruiters and RPO the figure is 27%
  • Half of all recruiters do not see permanent employment as the default option for workers in future
  • 53% believe technology to be more effective than humans in the unbiased assessment of candidate’s, although only 7% think it more effective for determining culture fit
  • Almost 40% don’t believe that their current recruitment (whether direct, though agency or RPO) is as effective as it should be, with over two thirds believing that recruitment suppliers (tech vendors, agency, RPO) need to be better at collaborating

The pace of digitisation in recruitment is quite varied, governed by size, needs, budget and management capability. Yet cognitive solutions and AI are now being used all the way through the hiring process. With technology becoming increasingly integral to how we live, and the way we consume and do business, its impact on the way we attract, hire, develop and retain our people can’t be denied.

Want to join me at Talent Tipping Point? Recruitment International UK has a limited number of half-price tickets remaining for the event. Simply enter the code RITP when you register to save £250 on the regular price. Order yours today – https://lnkd.in/eUdSjNG

#HRTechEurope – We’re All Millennials Now!

Last week’s HRTechEurope conference and exhibition spanned 2 full days of interesting content and thought provoking presentations, 1500 delegates and lots of fun. There was a blog squad of 21 leading to a range of views and insights as we digested what we heard, and there is definitely some variety in the follow up blogs.

For me the HR takeaways were about flatter and faster workplaces, with greater personal responsibility and a different kind of leadership, offering seemingly less secure employment. The 20th century definition of employment may not be helpful for addressing the way work is transacted in the 21st Century. And as networks of influence and knowledge shift power from the institution to the individual then reputation will become an important currency. All of this requiring a mindset that we may not be used to finding. And its millennial!

Too much is happening too quickly. Technology is transforming customer and employee expectations and several industries are experiencing challenges to the way they operate. The need for agile and flexible structures was referenced by many speakers, as was the writing of Frederic Laloux on reinventing organisations. And Tom Fishburne’s alternative org chart got an airing in presentation slides…

 


How can workplaces keep up with the pace of technological change? “The new normal isn’t technology, it’s speed” said Peter Hinssen “if things move fast then hierarchies are dangerous“. His “work is the brief period of the day where I have to use old tech” slide (above) was one of the most shared images from the event and the concept of today’s workers as time travellers illustrated this well, but maybe even the most agile organisations might struggle to keep up. The reliance of adult workers on email and the phone (50% of business comms) is at odds with experiences of the future workforce, for whom they make up around 5% of communication.

Peter’s main message was about networks, for information and knowledge – “We’re still building companies with old fashioned structures…we need networks where information is shared. If a brand doesn’t speak the language of its network it will die” Network vs hierarchy was pitched as fluidity vs rigidity, with HRs role as enabler of the network.

Change requires more than technology though. “Social tools can help but can’t change the organisation alone” said Lee Bryant in an afternoon keynote. They do make new structures possible though, relying less on visionary leaders, whilst organisational change is not a technology project and more about continual improvement – “Change shouldn’t be top down, or something that only happens every 3 years, but it should be agile, gradual and on-going”

Continuous improvement was also a theme underpinning a new approach to performance management. “Do you have confidence in the performance data within your organisation?” asked Heidi Spirgi. 1 hand was raised out of an audience of over 300. The new approach is based on leaders having frequent strengths-based conversations over the course of the year “what are you working on and how can I help?“. There is a shift from purely delivering feedback to regular coaching whilst performance ratings are becoming a thing of the past, with research indicating that 61% of a performance rating its a reflection of the rater not the ratee.

In another session on the performance appraisal, Armin Trost asked who was the customer – employee, manager or Board? He berated those who tried to set objectives for 12 months when they didn’t know what would be happening in their business the next month, whilst also observing that what usually starts out as an appraisal about performance usually ends up being about the person.

Rachel Botsman closed the event with a look at the Collaborative Economy. Rich in positives – “using technology to allow trust between strangers“, “untapped value of assets through collaborative models that enable empowerment efficiency and greater access” – she said the next phase for this technology would be about ‘unlocking the value inherent in human potential‘. Work was being ‘consumerfied‘ with new app Wonolo being showcased in a video – a collaborative platform for basic low skill, repetitive work.

Rachel had questions for HR. The 20th century laws for classifying workers is no longer relevant for new working models. Is the future of work not just about flexibility and empowerment, but also precarious, with no benefits and no guaranteed income? She called it the murky side of the sharing economy. The personal ratings element within this technology is interesting though with personal reputation and a kind of ‘peer capital’ becoming the new currency of work – from institutions to individuals.

The showcasing of Wonolo interested me. I’ve long thought that this kind of technology will impact staffing agencies and this was the closest yet. There have always been threats to agencies – job boards, in-house teams, social media – but this is different. The business needing a basic skill is directly in touch with the person offering the skill. The fact they connect, and the worker has a rating, covers validation, certification and availability with the pay rate set. Once these scale then things could get interesting.

So what about millennials?

I took part in a panel discussion, chaired by Andy Campbell from Oracle, about them. We heard research on what they want from the workplace – and the list could have been what the over 50s want from the workplace. or what 30/40 somethings want if they didn’t have childcare costs and associated expenditure. We heard about their aspirational employers of choice – Google, Apple etc – yet these are purely based on brand perception. Most look fun but don’t necessarily offer the flexibility, opportunities and rewards that we heard earlier the millennials want.

Employer branding didn’t start with the internet – there have always been aspirational employers of choice. Step back in time and Virgin, Marks & Spencers, John Lewis, BBC, NHS, British Airways and a plethora of banks, consulting firms and advertising agencies would all have topped those lists for older age groups.

Whilst the socio-economic, cultural and family factors that have influenced the values and aspirations of millennials during adolescence may have been different from previous generations (though not those growing up in fluctuating economic times) their mindset towards technology, change, personalisation, consumerfication, instant gratification, speed and opportunity is something we all need to share in the future world of work.

And if its a mindset, and not a date of birth, then we’re all millennials now.