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- Talent Edge Weekly - Issue #178
Talent Edge Weekly - Issue #178
New report on skills-based talent practices, 35 questions for CHROs to ask about generative AI, use cases for AI in HR, talent management, and a DEI playlist.
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Welcome to this week’s issue of Talent Edge Weekly—bringing together insights about work, the workplace, and the workforce from various sources.
A shout-out to Abigail Toner, Senior Director, Organization and Talent Development, Bohler, for referring new subscribers to Talent Edge Weekly. Thank you, Abigail, for your support of this newsletter!
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Have a great week, and I look forward to sharing more ideas in next week’s Edge!
Brian
Brian Heger is an internal human resources practitioner with a Fortune 150 organization and has responsibilities for Strategic Talent and Workforce Planning. You can connect with Brian on Linkedin, Twitter, and brianheger.com
THIS WEEK'S CONTENT
Below is a glance at this week's issue. My detailed summaries of these resources are in the section after this one.
Putting Skills First: A Framework for Action | World Economic Forum and PwC | A new 30-page report that shares ideas on enablers and actions for implementing a skill-based organization. Includes a few case studies.
Generative AI: Questions CHROs Should Ask | The Conference Board | A new 10-page paper with 35 questions that Chief HR Officers and their teams should ask and answer when helping to establish guidelines for utilizing generative AI in their organizations.
10 Use Cases for AI in HR and One Risk and Recommendation For Each | Brian Heger | A PDF that includes 10 of my tweets on AI in HR use cases. Includes a space for you to type in your own notes and ideas.
Talent Management Today | Gartner’s April Issue of HR Leaders Monthly | Includes six articles covering various aspects of talent management, such as defining the purpose and scope of talent management and five priorities for heads of talent management.
Diversity, Inclusion, and Equity Playlist | Multiple Resources | I share 5 resources that provide insights on various aspects of DEI, such as practices that elevate DEI and metrics for measuring DEI progress.
And don't forget to check out the 2023 Job Cuts and Layoff Tracker.
Want to know which Chief HR Officers are being hired, promoted, and resigning? If so, join CHROs on the Go—the easiest and most convenient way to stay “in the know” about movement in and out of the CHRO role. LEARN MORE
THIS WEEK'S EDGE
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This new 30-page paper presents a framework for implementing a skills-first approach within an organization. A “skills-first” approach focuses on an individual’s skills and competencies rather than their degrees, job histories, or job titles when it comes to attracting, hiring, developing, and redeploying talent. The framework comprises two main areas: 1) Key enablers: These are tools and innovations that facilitate the adoption of skills-first practices more efficiently. Examples include fostering a skills-first culture, implementing related policies and mindsets, and adopting a common skills language. 2) Key actions: These are practical, evidence-informed steps to implement skills-first practices. This section is supported by case studies from Unilever (e.g., creating the foundations for establishing a successful skills-first culture), HSBC (e.g., mapping skills to work tasks using a new skills hub), and Siemens (e.g., linking organizational skills mapping to personalized learning opportunities), among others. One finding shows that it typically takes 24 to 36 months to achieve stakeholder buy-in, make necessary investments, and secure technology partners for a skills-first culture to take hold. However, focusing on the enablers can expedite this process. The insights also suggest that regardless of the skills taxonomy chosen by an organization, there are three essential qualities of a skills taxonomy: 1) dynamism (reflecting the rapidly changing labor market), 2) customizability (tailored to specific industries), and 3) granularity (providing detailed exploration of specific skills and skill adjacencies). Other ideas are discussed.
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Generative AI—a powerful branch of artificial intelligence that creates new content using trained data—continues to revolutionize the HR function and its impact on workers and the workplace. However, its implementation brings forth several risks that must be recognized and addressed to ensure responsible and ethical usage. This new paper presents 35 questions that Chief HR Officers and their teams can consider while helping to establish guidelines for utilizing generative AI in their organizations. Sample questions related to organizational adoption and policy include: a) Where and under what circumstances will generative AI be utilized within the organization? b) Do we possess the necessary expertise to harness this new technology? How quickly can we acquire the talent required through recruitment, training, or outsourcing? If such expertise is lacking, what changes should be implemented? c) How can we ensure human oversight of AI-generated content and decisions? Will managers have the authority to override suggestions generated by AI/generative AI? If so, who will be responsible for creating, communicating, and enforcing these guidelines? Regarding the implications for the HR function, sample questions include: a) What level of investment is necessary to adapt, upgrade, or replace current HR systems and infrastructure? b) What local, state, or federal laws exist that prohibit the utilization of “automated employment decision tools”? c) What impact do privacy and data exposure have on individual employees? The answers to these and other questions can help HR leaders and their teams critically evaluate the multi-faceted components of AI in the workplace—increasing the likelihood of tapping its potential while mitigating risks.
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In a recent Twitter thread, I wrote about AI in HR, highlighting 10 use cases. To make these insights easily accessible, I’ve compiled the tweets into a PDF, which I wanted to share with you. In this PDF, you’ll find a brief statement of each use case, an associated risk, and a practical recommendation for mitigating that risk. Each tweet serves as a springboard for your own exploration, encouraging you to think through these areas and determine your next steps. To make this process easier for you, each use case page has an editable text box you can use to document your ideas. One example is Employee Onboarding. This use case entails automating administrative tasks and providing personalized training materials. However, a potential risk is that the lack of human interaction and support may lead to decreased employee engagement and connection. To address this risk, organizations can blend AI-driven onboarding with human touchpoints to ensure a well-rounded experience. Another example is Employee Engagement. With AI-powered chatbots and virtual assistants, real-time support for employees becomes possible. Yet, a potential risk lies in the lack of empathy and personalization in AI interactions. Incorporating natural language processing and sentiment analysis is one way to enable AI to offer empathetic responses to tackle this challenge. Other use cases relate to performance management, succession planning, and talent acquisition, to name a few. Remember, the purpose of the PDF is not to provide an exhaustive examination of all use cases of AI in HR. Instead, it aims to spark your thinking and ideas on how your organization might explore a few of these use cases.
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