DIVERSITY, EQUITY & INCLUSION

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

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Introduction

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

Key Insights

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

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

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

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

Recommendations

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

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

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

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

Conclusion

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

EMPLOYABILITY & LEARNING CULTURE

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

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Introduction

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

Key Insights

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

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

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

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

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

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

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

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

Recommendations

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

• Align Individual and Organisational Goals: Develop career development and internal mobility programs that connect individual aspirations with business priorities.

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

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

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

• Prioritise Skills Agility: Foster a culture of continuous learning and adaptability to help employees and organisations thrive in AI.

Conclusion

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

ETHICAL USE OF AI

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

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Introduction

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

Key Insights

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

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

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

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

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

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

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

Recommendations

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

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

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

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

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

• Implement clear guidelines: Establish responsible Generative AI usage protocols, addressing ethical concerns and potential risks.

• Measure sustainable performance: Shift from traditional productivity metrics to indicators emphasising business and human outcomes.

Conclusion

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

PEOPLE EXPECTATIONS

Udemy | Gen Z in the Workplace: Welcoming the Next Generation | This report explores the characteristics, values, and expectations of Generation Z in the workplace, emphasising their readiness for work and perspectives on learning, particularly with the integration of generative AI. Understanding Gen Z's needs is crucial for businesses attracting and retaining this demographic.

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Introduction

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

Key Insights

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

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

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

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

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

Recommendations

• Create Learning Opportunities: To foster engagement and develop meaningful learning and upskilling programs that align with Gen Z’s values and career aspirations.

• Promote Flexibility: Implement policies that support work-life balance to attract and retain Gen Z talent.

• Encourage Open Communication: Ensure clear communication and transparency are prioritised at all management levels.

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

• Utilize Generative AI in Learning: Integrate generative AI technologies into learning experiences to enhance engagement and effectiveness.

Conclusion

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

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