The 21st century Luddite movement is motivated by concerns about new technologies' impact on privacy, autonomy, and job security.

The movement is driven by concerns over big tech's data collection and excessive screen time's impact on real-life interactions.

Some individuals may oppose new technologies due to concerns about job loss, with 300 million jobs threatened by AI and 47% of US jobs at automation risk.

Investing in continuing education is crucial for adapting to new technologies and developing industry-specific technical skills.

AI can improve education and training by making them more personalized and efficient.

Technology is improving on-the-job training, reducing resistance to new technologies.

On-the-job training can improve employee capabilities, but it is often inefficient and hard to scale.

Organizations can measure training effectiveness by tracking key performance indicators and calculating ROI.

Many companies have identified skill gaps in their workforce, necessitating effective training programs.

Employee training can increase job satisfaction and retention, leading to improved adaptability and reduced resistance to new technologies.

Preparing end users before deployment can increase productivity and reduce resistance to new technologies.

Organizations should provide ongoing support and training after deploying new technologies.

To minimize employee resistance, identify the problem before seeking a technology solution.

Evaluating new technology with an open mind and agreement from department heads on key issues is crucial.

Considering internal change management and future needs when selecting a technology partner is vital to minimize resistance.

Clear communication and a phased approach can minimize organizational resistance and disruption.

Employees need training in AI, ML, and NLP to adapt to new technologies.

Good physical conditions, a suitable diet, and social support can help employees cope with stress from new technology implementation.

Cognitive restructuring, systematic desensitization, and stress inoculation can promote adaptive work situations and reduce anxiety.

Providing feedback opportunities can empower employees and address job replacement concerns.

A combination of experimental mindset, agility, and human element is key to successful workplace collaboration and technology implementation.

Communication is crucial when implementing new workplace technology to ease employee confusion.

Companies must reskill and upskill employees in cognitive, interpersonal, self-leadership, and digital skills due to technological changes.

Upskilling and reskilling are necessary for today's workforce, and addressing employees' needs is key to attracting and retaining talent.

Leaders and managers must build workforce resilience through staff engagement and motivation.

Talent shortages and high turnover are top concerns for organizations worldwide, impacted by technological advancements.

The frontline workers training market size is expected to grow from USD 16.19 Billion in 2021 to USD 63.00 Billion by 2028 at a 16.2% CAGR.

Teachers must update their knowledge to address industry needs through training programs.

Innovative teaching modes are being introduced to guide student training and promote all-round development.

Companies use innovative technology to improve training, and adaptability is crucial in the modern business world.

Remote work drives companies to incorporate technology into training programs.

Immersive technology enhances on-the-job training with VR and AR, enabling remote onboarding.

New technologies make training more engaging and less expensive.

Multimedia tools streamline progress evaluation and enhance on-the-job training for employers and employees.

Retraining faculty and staff helps them adapt to changing industry needs and new educational programs.

Technology and collaboration improve education quality and learning outcomes.

Focusing on student retention and feedback helps improve education quality.

Colleges must update curricula as technological innovation outpaces education.

AI technology makes practice-based learning, which is more effective than lectures, scalable.

Industry needs a "learn, work and re-learn" model with ongoing upskilling opportunities.

AI innovations can personalize learning, prompting higher education institutions to evolve their teaching methods.

Curricula updates and lifelong learning are necessary for workers to stay relevant with AI innovation.

Technology leaders should focus on AI and cybersecurity.

Strategic domain management and AI-driven workforce modernization are essential for brand protection and leader development.

Design thinking and storytelling help technology leaders solve consumer problems and engage audiences.

In Brazil, 11.6 million industrial workers require training due to technological change or replacing inactive workers.

7.6 million workers need ongoing education and reskilling as technical occupations grow.

Reskilling is essential for employment and technological progress throughout one's career.

Flexible learning approaches and upskilling are crucial to address changing job markets and future challenges.

Skills shortages threaten businesses, while AI and machine learning are essential for modern work.

Global competition demands continuous skill enhancement, which digital learning platforms can provide conveniently and cost-effectively.

Job training programs provide practical skills, enhancing employability and career progression.

Training programs will be closer to market demand with support from SkillsFuture Singapore and enterprise partnerships.

The Skills Development Partners programme, launched in 2022, links skills development with business transformation.

Educators' skills will be upgraded through shared knowledge from professionals.

Automation impacts jobs, and reskilling helps executives adapt.

Upskilling through executive education programs helps workers stay relevant.

Acquiring specialized skills and staying updated on industry trends is crucial for professionals in the digital era.

Effective leadership and continuous learning are critical in the automation age.

Investing in lifelong learning and professional networks helps achieve company objectives.

Data analytics can help evaluate training programs for remote work.

Immersive technology can enhance on-the-job training and increase employee engagement.

Digital training methods are less expensive and more effective than traditional methods.

Multimedia tools streamline progress evaluation, enabling real-time assessment and identification of areas for improvement.

Technology allows companies to implement and evaluate training programs to reduce resistance to new technologies.

On-the-job training benefits employers and employees, and can be evaluated using data analytics.

Data analysis can help identify areas where workers resist new technologies.

Performance metrics can improve human resource development by evaluating education and training effectiveness.

Predictive analytics forecasts future outcomes and informs education and training programs.

Business intelligence helps organizations evaluate the effectiveness of training programs.

Artificial intelligence can enhance vocational and technical education by improving outcomes and reducing resistance to new technologies.

AI analyzes educational data to identify areas for improvement and worker adaptability.

Data analytics informs digital upskilling decisions and program development.

Trust in analytics is crucial for digital upskilling, as it helps evaluate training program effectiveness.

HR analytics reveals employee performance, skill gaps, and resistance to new technologies.

AI and machine learning can enhance HR analytics to better evaluate education and training programs.

Data analytics helps identify areas where students struggle, informing education and training programs.

Data analytics monitors student engagement to inform teaching strategies.

Data analytics generates predictive models to monitor struggling students and inform targeted interventions.

The fear of change is a key obstacle to digital transformation that organizations must address when introducing new technologies.

Involving business users in the decision-making process when replacing old technology can improve system acceptance.

Adequate user training is essential for successful technology adoption and can reduce resistance to new technology.

Effective communication is key to addressing employee fears about new technologies, and leaders should be transparent and authentic.

Leaders should explain new technologies in everyday language.

Involving decision-makers early in the transformation process can increase support and reduce resistance to change.

A human-centred approach and change leadership are essential for successful AI adoption.

Upskilling employees in applied AI and machine learning is necessary for AI adoption.

Clear communication and transparency foster trust and reduce resistance to new AI technologies.

Employers should offer benefits like resiliency programs and stress management resources to help workers cope with digital transformation.

Good managers know their team members individually, facilitating open communication that is essential for successful technology adoption.

Leaders should remain calm and empathetic to reduce resistance to new technologies.

Involving employees in goal setting and recognizing their achievements can increase support for new technologies.

Improving communication and staying updated on industry trends can help organizations successfully adopt new technologies.

Aligning AI changes with business goals and using a phased approach can aid implementation.

Using AI to automate tasks and enhance roles can increase support for new technologies.

Aligning AI use with core values and vision is vital when adopting new technologies.

Opposition to new technologies is complex and influenced by factors like safety concerns, culture, and social exclusion.

The 21st century Luddite movement is motivated by concerns about new technologies' impact on privacy, autonomy, and job security.

Title:

Content: Letters to the Editor | Northwest Herald

Letter: Abandoning American’s basic needs

Children were asked to be seen and not heard. Beginning in 2020, children were ordered to be masked, separated, not be heard singing or shouting, and not laugh out loud. Young children carried fear in their eyes put there by joyless adults who lost their sense of purpose and self-respect. Children are floundering in an extremely prejudiced political culture of propaganda and duplicity that makes children tentative and afraid.

The 20th century ended an information age fueled by technological opportunities. The 21st century transformed information into an inquisition. Latent electronic data harvesting ensnares your personal life. Government is condoning, instead of protecting against, big tech and other corporate raiders pursuit of your data and privacy.

Young eyes peering for hours into video screens is killing living “in real life.” Social media and virtual reality indoctrinate an electronic culture of bullies, fanatics and victims that don’t learn how to function “in real life.”

The PC progressives decided that God is a threat to them, and therefore must be eliminated from word and thought. It’s sickening how uncaring progressives make children collateral damage in their twisted ideology against God affirming families. Staunch progressives see the sanctity of a community that puts their family ahead of full compliance to government mandates as a threat. You can feel progressive’s tyrannical fear.

Democratic leadership is so far removed from “in real life” they have abandoned American’s basic needs of safety and economic security. Progressives use Trump hate as their shield to deflect all their failures. Watch how they hate on Trump and you’ll see their cruelty, disdain and fear. The last 20 months of President Biden’s political losing streak is fueled by a prejudiced bureaucracy that favors global idealism over American families.

A family winning streak will be sweeping the nation this fall.

Rick Dime

Richmond

The movement is driven by concerns over big tech's data collection and excessive screen time's impact on real-life interactions.

Title:

Content: Letters to the Editor | Northwest Herald

Letter: Abandoning American’s basic needs

Children were asked to be seen and not heard. Beginning in 2020, children were ordered to be masked, separated, not be heard singing or shouting, and not laugh out loud. Young children carried fear in their eyes put there by joyless adults who lost their sense of purpose and self-respect. Children are floundering in an extremely prejudiced political culture of propaganda and duplicity that makes children tentative and afraid.

The 20th century ended an information age fueled by technological opportunities. The 21st century transformed information into an inquisition. Latent electronic data harvesting ensnares your personal life. Government is condoning, instead of protecting against, big tech and other corporate raiders pursuit of your data and privacy.

Young eyes peering for hours into video screens is killing living “in real life.” Social media and virtual reality indoctrinate an electronic culture of bullies, fanatics and victims that don’t learn how to function “in real life.”

The PC progressives decided that God is a threat to them, and therefore must be eliminated from word and thought. It’s sickening how uncaring progressives make children collateral damage in their twisted ideology against God affirming families. Staunch progressives see the sanctity of a community that puts their family ahead of full compliance to government mandates as a threat. You can feel progressive’s tyrannical fear.

Democratic leadership is so far removed from “in real life” they have abandoned American’s basic needs of safety and economic security. Progressives use Trump hate as their shield to deflect all their failures. Watch how they hate on Trump and you’ll see their cruelty, disdain and fear. The last 20 months of President Biden’s political losing streak is fueled by a prejudiced bureaucracy that favors global idealism over American families.

A family winning streak will be sweeping the nation this fall.

Rick Dime

Richmond

Some individuals may oppose new technologies due to concerns about job loss, with 300 million jobs threatened by AI and 47% of US jobs at automation risk.

Title:

Content: TechnologyNews
300 million jobs threatened by artificial intelligence
Analysis and Reflections
The world is witnessing an unprecedented shift in the work and employment environment.
News from Libya 24
With rapid advances in technology, the world is witnessing an unprecedented shift in the work and employment environment.
Artificial intelligence (AI) has become a key driver of this change, with the ability to perform complex tasks that previously required human intervention.
This stunning progress raises many questions about the future of jobs, with some studies suggesting that artificial intelligence could threaten about 300 million jobs in the coming decades.
In this article, we will review the scientific and literary analysis of this phenomenon, focusing on the economic, social and psychological dimensions of this radical transformation.
Artificial intelligence.
Economic transformation and jobs at risk
Economically, the enormous impact of artificial intelligence on the labor market is undeniable.
This impact relies heavily on the technical ability of AI to perform tasks more efficiently and at a lower cost than humans.
In sectors such as manufacturing, logistics, and retail, robots and artificial intelligence systems are beginning to replace workers in routine and repetitive tasks.
For example, AI systems can manage inventory, process orders, and even deliver logistics in a more efficient way.
This progress reduces production costs and increases profits for companies, but at the same time causes the loss of a large number of traditional jobs.
A study by Oxford University suggests that about 47% of jobs in the United States are threatened by automation over the next two decades.
This high percentage raises concerns about the fate of millions of workers who may find themselves unemployed in the near future.
Artificial intelligence.
Social and psychological dimensions of transformation
Besides the economic dimensions, there are social and psychological dimensions that must be taken into account.
Job loss is a threat to social stability, as many individuals and families depend on their jobs for their daily livelihood.
Keeping a large proportion of the workforce jobless can lead to increased rates of poverty and unemployment, putting additional strain on social welfare systems.
Psychologically, job loss can cause mental health problems such as anxiety and depression.
Work is a big part of individuals ’ identity and sense of self-worth.
When people lose their jobs, they may feel empty and lose purpose, leading to a deterioration in their mental state and health.
In addition, older people may have difficulty adapting to technological changes and learning new skills, increasing their sense of helplessness and marginalization.
Challenges and opportunities in education and rehabilitation
To meet this huge challenge, governments and educational institutions must take decisive steps in education and rehabilitation.
Investing in continuing education and training is essential to enable workers to acquire the skills needed to adapt to the demands of a changing labor market.
Customized educational and training programs can develop technical and digital skills, allowing workers to move into new jobs that require advanced skills.
In addition, aseptic intelligence itself can play an important role in improving education and training.
Artificial intelligence technologies can be used to deliver customized learning experiences that meet the needs of individual learners, increasing the effectiveness of the educational process and enhancing the chances of success in acquiring new skills.
The future horizon.
Balance between technology and humanity
Despite the great challenges that AI poses, we must remember that it also represents tremendous opportunities for humanity.
Artificial intelligence can improve many aspects of our lives, from healthcare to transportation to scientific research.
To make the most of these opportunities, we must strike a balance between technological progress and human needs.
It is important to develop policies and laws that ensure that the benefits of AI are distributed fairly and equitably.
Governments must work to create an environment that encourages innovation, while at the same time providing the necessary support to workers affected by automation.
This can be achieved through financial support programs and vocational training, as well as strengthening social safety nets.
Ultimately, AI is both a challenge and a valuable opportunity.
While threatening to lose 300 million jobs, it could also open up new avenues for innovation and economic growth.
To achieve this, we must be prepared to face the economic, social and psychological challenges that this transformation poses.
By investing in education and training, and developing equitable government policies, we can ensure that the future is bright for all, where everyone benefits from the advancement of AI and no one is left behind.
At this crucial moment in human history, we must adopt a holistic approach that combines technological progress and human care, creating a world in which AI is a positive force that enhances the well-being of all.
By doing so, we can turn threats into opportunities, and cross into a better and brighter future.
More News
Go to the top button

Investing in continuing education is crucial for adapting to new technologies and developing industry-specific technical skills.

Title:

Content: TechnologyNews
300 million jobs threatened by artificial intelligence
Analysis and Reflections
The world is witnessing an unprecedented shift in the work and employment environment.
News from Libya 24
With rapid advances in technology, the world is witnessing an unprecedented shift in the work and employment environment.
Artificial intelligence (AI) has become a key driver of this change, with the ability to perform complex tasks that previously required human intervention.
This stunning progress raises many questions about the future of jobs, with some studies suggesting that artificial intelligence could threaten about 300 million jobs in the coming decades.
In this article, we will review the scientific and literary analysis of this phenomenon, focusing on the economic, social and psychological dimensions of this radical transformation.
Artificial intelligence.
Economic transformation and jobs at risk
Economically, the enormous impact of artificial intelligence on the labor market is undeniable.
This impact relies heavily on the technical ability of AI to perform tasks more efficiently and at a lower cost than humans.
In sectors such as manufacturing, logistics, and retail, robots and artificial intelligence systems are beginning to replace workers in routine and repetitive tasks.
For example, AI systems can manage inventory, process orders, and even deliver logistics in a more efficient way.
This progress reduces production costs and increases profits for companies, but at the same time causes the loss of a large number of traditional jobs.
A study by Oxford University suggests that about 47% of jobs in the United States are threatened by automation over the next two decades.
This high percentage raises concerns about the fate of millions of workers who may find themselves unemployed in the near future.
Artificial intelligence.
Social and psychological dimensions of transformation
Besides the economic dimensions, there are social and psychological dimensions that must be taken into account.
Job loss is a threat to social stability, as many individuals and families depend on their jobs for their daily livelihood.
Keeping a large proportion of the workforce jobless can lead to increased rates of poverty and unemployment, putting additional strain on social welfare systems.
Psychologically, job loss can cause mental health problems such as anxiety and depression.
Work is a big part of individuals ’ identity and sense of self-worth.
When people lose their jobs, they may feel empty and lose purpose, leading to a deterioration in their mental state and health.
In addition, older people may have difficulty adapting to technological changes and learning new skills, increasing their sense of helplessness and marginalization.
Challenges and opportunities in education and rehabilitation
To meet this huge challenge, governments and educational institutions must take decisive steps in education and rehabilitation.
Investing in continuing education and training is essential to enable workers to acquire the skills needed to adapt to the demands of a changing labor market.
Customized educational and training programs can develop technical and digital skills, allowing workers to move into new jobs that require advanced skills.
In addition, aseptic intelligence itself can play an important role in improving education and training.
Artificial intelligence technologies can be used to deliver customized learning experiences that meet the needs of individual learners, increasing the effectiveness of the educational process and enhancing the chances of success in acquiring new skills.
The future horizon.
Balance between technology and humanity
Despite the great challenges that AI poses, we must remember that it also represents tremendous opportunities for humanity.
Artificial intelligence can improve many aspects of our lives, from healthcare to transportation to scientific research.
To make the most of these opportunities, we must strike a balance between technological progress and human needs.
It is important to develop policies and laws that ensure that the benefits of AI are distributed fairly and equitably.
Governments must work to create an environment that encourages innovation, while at the same time providing the necessary support to workers affected by automation.
This can be achieved through financial support programs and vocational training, as well as strengthening social safety nets.
Ultimately, AI is both a challenge and a valuable opportunity.
While threatening to lose 300 million jobs, it could also open up new avenues for innovation and economic growth.
To achieve this, we must be prepared to face the economic, social and psychological challenges that this transformation poses.
By investing in education and training, and developing equitable government policies, we can ensure that the future is bright for all, where everyone benefits from the advancement of AI and no one is left behind.
At this crucial moment in human history, we must adopt a holistic approach that combines technological progress and human care, creating a world in which AI is a positive force that enhances the well-being of all.
By doing so, we can turn threats into opportunities, and cross into a better and brighter future.
More News
Go to the top button

AI can improve education and training by making them more personalized and efficient.

Title:

Content: TechnologyNews
300 million jobs threatened by artificial intelligence
Analysis and Reflections
The world is witnessing an unprecedented shift in the work and employment environment.
News from Libya 24
With rapid advances in technology, the world is witnessing an unprecedented shift in the work and employment environment.
Artificial intelligence (AI) has become a key driver of this change, with the ability to perform complex tasks that previously required human intervention.
This stunning progress raises many questions about the future of jobs, with some studies suggesting that artificial intelligence could threaten about 300 million jobs in the coming decades.
In this article, we will review the scientific and literary analysis of this phenomenon, focusing on the economic, social and psychological dimensions of this radical transformation.
Artificial intelligence.
Economic transformation and jobs at risk
Economically, the enormous impact of artificial intelligence on the labor market is undeniable.
This impact relies heavily on the technical ability of AI to perform tasks more efficiently and at a lower cost than humans.
In sectors such as manufacturing, logistics, and retail, robots and artificial intelligence systems are beginning to replace workers in routine and repetitive tasks.
For example, AI systems can manage inventory, process orders, and even deliver logistics in a more efficient way.
This progress reduces production costs and increases profits for companies, but at the same time causes the loss of a large number of traditional jobs.
A study by Oxford University suggests that about 47% of jobs in the United States are threatened by automation over the next two decades.
This high percentage raises concerns about the fate of millions of workers who may find themselves unemployed in the near future.
Artificial intelligence.
Social and psychological dimensions of transformation
Besides the economic dimensions, there are social and psychological dimensions that must be taken into account.
Job loss is a threat to social stability, as many individuals and families depend on their jobs for their daily livelihood.
Keeping a large proportion of the workforce jobless can lead to increased rates of poverty and unemployment, putting additional strain on social welfare systems.
Psychologically, job loss can cause mental health problems such as anxiety and depression.
Work is a big part of individuals ’ identity and sense of self-worth.
When people lose their jobs, they may feel empty and lose purpose, leading to a deterioration in their mental state and health.
In addition, older people may have difficulty adapting to technological changes and learning new skills, increasing their sense of helplessness and marginalization.
Challenges and opportunities in education and rehabilitation
To meet this huge challenge, governments and educational institutions must take decisive steps in education and rehabilitation.
Investing in continuing education and training is essential to enable workers to acquire the skills needed to adapt to the demands of a changing labor market.
Customized educational and training programs can develop technical and digital skills, allowing workers to move into new jobs that require advanced skills.
In addition, aseptic intelligence itself can play an important role in improving education and training.
Artificial intelligence technologies can be used to deliver customized learning experiences that meet the needs of individual learners, increasing the effectiveness of the educational process and enhancing the chances of success in acquiring new skills.
The future horizon.
Balance between technology and humanity
Despite the great challenges that AI poses, we must remember that it also represents tremendous opportunities for humanity.
Artificial intelligence can improve many aspects of our lives, from healthcare to transportation to scientific research.
To make the most of these opportunities, we must strike a balance between technological progress and human needs.
It is important to develop policies and laws that ensure that the benefits of AI are distributed fairly and equitably.
Governments must work to create an environment that encourages innovation, while at the same time providing the necessary support to workers affected by automation.
This can be achieved through financial support programs and vocational training, as well as strengthening social safety nets.
Ultimately, AI is both a challenge and a valuable opportunity.
While threatening to lose 300 million jobs, it could also open up new avenues for innovation and economic growth.
To achieve this, we must be prepared to face the economic, social and psychological challenges that this transformation poses.
By investing in education and training, and developing equitable government policies, we can ensure that the future is bright for all, where everyone benefits from the advancement of AI and no one is left behind.
At this crucial moment in human history, we must adopt a holistic approach that combines technological progress and human care, creating a world in which AI is a positive force that enhances the well-being of all.
By doing so, we can turn threats into opportunities, and cross into a better and brighter future.
More News
Go to the top button

Technology is improving on-the-job training, reducing resistance to new technologies.

Title:

Content: Subscribe to Entrepreneur for $5
Subscribe

How Companies Are Using Innovative Technology to Improve On-the-Job Training

A new era of learning and development has emerged, in which companies induct employees into the company's workplace culture through programs tailored to each company, its expectations and its core values.

By
Opinions expressed by Entrepreneur contributors are their own.

Since the dawn of time, methods have existed for to perform new or unfamiliar tasks. From facilitating mentorship between highly competent colleagues and other employees to developing user manuals for technical skills, most already have the resources necessary to train their workforce.

But the question arises: Why are companies now choosing to develop new-era on-the-job training programs?

Adaptability is crucial in the modern business world. New platforms, markets and technologies appear to emerge every quarter, making each new venture risky, because the environment is susceptible to change at any moment.

A rise in the number of employees working remotely or through a hybrid model has necessitated these rapid changes in the workplace and industries. Even if a company can adjust its goals and strategy to accommodate these changes, it is an entirely different challenge to ensure that its employees have the skills necessary to adapt rapidly.

Related: 6 Ways to Keep Your Employees Learning At Work

How are companies utilizing technology to create innovative on-the-job training programs?

Companies incorporate technology into training programs in a variety of ways. Three of the most innovative include:

Opening up future-oriented education to all:

Offering free training via the internet is part of a larger movement to make information readily available and empower individuals to determine their futures. From to tutorials, it is evident that the internet is revolutionizing education, particularly skill-based education.

Companies have noted this change. They have begun offering skill-based training programs to talented individuals outside the organization.

TheSoul Publishing is an example of a company that has previously opened up its on-the-job training programs to offer educational experiences to everyone. It transformed its internal Boost Academy into three future-focused camps open to the public. This allowed TheSoul to provide practical training methods that have helped individuals learn skills such as social media management, animation and video production.

Immersive technology:

Immersive training utilizes the power of next-generation technology to develop human-centered on-the-job training programs. They are individualized and do not assume that all employees learn in the same manner and at the same rate.

Immersive technologies combine the physical and digital worlds, including virtual reality (VR) and augmented reality (AR). This technology enhances the elements of the most effective forms of on-the-job training, such as gamified online platforms and demonstrator videos aimed at particular skills.

Additionally, VR and AR experiences increase employee engagement to new heights. Employees participate in a hands-on, practical manner by manipulating objects in a digital environment. Thus, employees can perform tasks independently while being permitted to make mistakes from which they can learn and enhance their skills.

Remote onboarding:

A 700-page training manual with a mile-long table of contents may be exhaustive, but it is not engaging for employees.

Another complication is that it is becoming increasingly common for new employees to be onboarded without ever setting foot in a company's office — if the company even has a physical office space. Companies have started re-onboarding employees in response to the rapid technological change occurring across all industries to ensure they can utilize the new technologies they have implemented.

Companies can make training significantly more engaging, exciting and digestible by leveraging the dynamic and integrated nature of the latest tools. Employers can ensure employees are truly absorbing and contextualizing content by incorporating entertaining and informative videos and gamification into their programs.

Related: Gamified Training: An Infallible Way For Employee Engagement

How on-the-job training programs can benefit from new technologies

Workforces become progressively more flexible:

New technology permits the company-wide implementation of more effective training programs. Digital methods for teaching employees skills are significantly less expensive than traditional, pre-pandemic methods.

A workforce can become flexible and adaptable to whatever the business world throws at it if training is facilitated at the level of the individual employee and the entire organization.

When you have well-trained employees, the attitude that "this is not really part of my job" will disappear. Although you shouldn't train each employee to do everything, training can expand an employee's capabilities beyond the minimum requirements of their initial role. When it comes to unfamiliar tasks, the "no-can-do" philosophy disappears. Instead, employees ask, "Where can I learn how to do this?"

Then a new issue arises: Employees wonder, "Will my boss be upset if I take the time to educate myself?" Therefore, companies must foster an environment in which employees are encouraged and empowered to pursue additional on-the-job training so that employees feel comfortable acquiring new skills. It produces long-term benefits for both the employer and the employee.

Progress evaluation is streamlined:

When it comes to ensuring that employees comprehend complex technical procedures, adhere to essential guidelines and comply with health and safety protocols, companies must do more than simply provide lengthy documents and assume that employees will retain all the information.

This information must be assimilated thoroughly. Companies must determine whether employees have comprehensively understood the topic. Using technology's adaptability, companies can evaluate an employee's progress in real-time using multimedia tools such as games, quizzes and videos. The company can then determine if the on-the-job training was effective or if modifications are required.

Related: Where to Deploy Innovative Tech to Create a More Flexible, Engaging Organization

Employers must adopt the philosophy that if you continue to train, teach and develop your employees, you will always have the most qualified candidates in the roles — this is especially beneficial if the company's industry makes it challenging to recruit skilled workers.

On the other hand, this type of philosophy is also attractive to potential employees who not only want to get paid, but also want to develop their own sets of skills via the on-the-job training opportunities the company provides. Improving and expanding access to skill-based training will always benefit both employers and employees.

Entrepreneur Editors' Picks

On-the-job training can improve employee capabilities, but it is often inefficient and hard to scale.

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Is On-the-Job-Training Killing Your Organization's Potential? Here's What You Need to Know.

On-the-job training is inefficient, not standardized, unreliable and very hard to scale. Here's how leaders can ensure their organizations' training programs are truly effective.

By
Opinions expressed by Entrepreneur contributors are their own.

On-the-job training is a common practice, regardless of how many employees work in an organization. As human beings, we naturally observe and model the behavior of those around us, especially when their behavior aligns with compensation, promotion and cultural norms. The not-so-secret secret of on-the-job training is that it relies on top performers to teach when they could or should be performing revenue-generating tasks. Relying on top performers to deliver training also limits the scope of skills exposure to what a top performer is willing or able to share. Not every expert is conscious of their own competencies or actions that help them achieve consistent success, nor is every expert a good instructor. The reality is that on-the-job training is inefficient, not standardized, unreliable and very hard to scale.

However, on-the-job training does have one core benefit — it isn't theoretical. Practicing real skills in real situations gives individuals the benefit of experiencing when, where and how a skill is employed on the job — seeing the consequences of actions, gaining personalized insights (if the mentor is in tune with the mentee) and establishing the first set of experiences that might lead to performance confidence.

Related: Most Companies Fail at Employee Training. What are They Doing Wrong?

The myths of the 70:20:10 model

Myth: 70% of training is on-the-job, in real-time

Myth: 20% of training is delivered socially, through coaching

Myth: 10% of training is formally structured, in a course

As an observation of what most organizations do for training, it's not unreasonable to believe only 10% of professional skills are supported with formal training. Great training is expensive and time-consuming to create. It's estimated that it takes learning and development professionals nearly 490 hours to create 1 hour of quality (level 3) training.

In a corporate environment, training and development is generally viewed as a cost center, not a revenue driver. On paper, the arithmetic of 70:20:10 looks ingenious, 70% of training costs are free. Don't be fooled, the most expensive training you can buy is training that doesn't work.

A bad lecture, boring eLearning or required reading that doesn't create any new skills or organizational change wastes the time of all the employees who could have been productive. On-the-job training that needs to be provided repeatedly, or worse, processes that always need to be supported by the one expert at the company creates massive lost opportunity costs that find their way to the balance sheet.

When it's time to perform, it's too late to practice. — Dr. Michael Allen

In the modern era of corporate training, many organizations don't believe 70:20:10 is a prescriptive model for smart training. 70:20:10, however, is an ingrained legacy model that's hard to give up. The core assumption to justify making an investment in effective training is that new or perfected skills will lead to enhanced business operations:

  • Increase revenue

  • Minimize accidents

  • Lower operational costs

  • Create loyal customers

  • Reduce turnover

It will enhance business operations but only if the training is effective. The outcomes of ineffective training create organizational beliefs that training is not worth investing in. As a business leader, now is the time to review how training is being delivered to your employees. Taking the best of what each modality has to offer, from on-the-job training and coaching to formal course development, quality training solutions include:

  • Sufficient and spaced skills practice on authentic application scenarios

  • Individualized learning paths, skipping skills already mastered

  • Motivational support to encourage mastery and utilization of new skills

  • Contextually rich training to connect when and where performance is expected

The ingredients listed above can be deployed in many training modalities. None are exclusive to on-the-job training; in fact, each is more powerfully and cost-effectively delivered in formal training. To challenge training norms, business leaders need to align strategic outcomes to learning budgets. How much should a change in behavior net the organization, and how much would you spend to ensure that change happens with quality training?

Related: Training New Employees Sucks. 3 Ways Make It Faster, Easier and More Effective.

The massive gap in talent

Consider space-related industries. The space economy is on pace to be a $1 trillion industry by 2040, with tens of thousands of open positions and frantic startups popping up everywhere. On-the-job training has become the norm. But to create a highly skilled workforce and meet revenue goals, space organizations can't rely on top talent with subject matter expertise to mentor every new hire.

In service industries experiencing both labor shortages and high rates of turnover, internal subject matter expertise can be one resignation away from leaving a company stranded. Without creating a digital and scalable solution for training, today's organizations risk losing the ability to provide effective training solutions altogether. The gap in available talent will inevitably hit your industry, business and team. How should a business leader prioritize spending on training?

Your first training dollar

The cost of a digital training program is really for the first employee. Once in place, digital learning is inexpensive to deliver to the second through millionth employee. Here are a few dimensions to evaluate if training should be created at all:

  • Is the skill risky to the person or business?

  • Does the skill get used once a year or many times a year?

  • Can you hire already skilled individuals?

  • Could a job aid or checklist be used every time the skill is needed?

  • How many people are required to perform the skill?

  • What's the rate of attrition/turnover?

  • Do employees need extra motivation to perform the skill, even after mastery?

Related: How Innovative Technology Improves On-the-Job Training

Performance success in our careers makes an enormous impact on our lives. Your future employees will no doubt evaluate training programs not only for the applicability in doing the job at hand but also for the usefulness in advancing their career opportunities. By making an investment in quality formalized training, your business can make a tangible and measurable impact that on-the-job training is hard-pressed to match.

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Organizations can measure training effectiveness by tracking key performance indicators and calculating ROI.

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Content:     The Economic Times daily newspaper is available online now.

    Measuring the ROI of Leadership Training Programs

    Synopsis

    Organizations that invest in leadership development and can demonstrate a positive ROI are more attractive to top talent. This not only helps in retaining current leaders but also in attracting future leaders who seek personal growth and development opportunities.

    Investing in leadership development is a strategic decision that organizations make to nurture their talent pool and drive business growth. However, for these investments to be justifiable and sustainable, organizations must measure the return on investment (ROI) of their leadership training programs. This article explores the significance of measuring ROI in leadership training programs, the challenges associated with it, and effective strategies for conducting ROI evaluations.

    Best Professional Courses on Leadership

    Offering CollegeCourseWebsite
    Indian School of BusinessISB Leadership in AIVisit
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    Indian School of BusinessISB Venture Capital and Private Equity ProgramVisit
    Leadership training programs aim to enhance leadership skills, improve decision-making, and foster a culture of innovation and collaboration within an organization. While these goals are admirable, they can be challenging to quantify in financial terms. This is where measuring ROI becomes crucial. Here are some key reasons why ROI measurement is essential for leadership training programs:

    1. Justification of Investment: Leadership training programs often require significant financial resources. Measuring ROI helps organizations determine whether these investments are yielding tangible benefits. It helps answer the question: Is the money spent on leadership training delivering a positive impact on the organization's performance?
    2. Continuous Improvement: ROI measurement provides valuable feedback on the effectiveness of leadership training initiatives. By analyzing the ROI, organizations can identify areas that need improvement and refine their training programs accordingly. This iterative process ensures that the training remains relevant and impactful.
    3. Resource Allocation: Knowing the ROI of leadership training allows organizations to allocate their resources more effectively. They can focus on programs and initiatives that have proven to deliver a higher return, thus optimizing their training budget.
    4. Competitive Advantage: Organizations that invest in leadership development and can demonstrate a positive ROI are more attractive to top talent. This not only helps in retaining current leaders but also in attracting future leaders who seek personal growth and development opportunities.

    However, measuring the ROI of leadership training programs is not without its challenges. Here are some common hurdles organizations face:
    1. Defining Measurable Objectives: The first step in measuring ROI is to establish clear, measurable objectives for the training program. These objectives should align with the organization's overall goals. Often, organizations struggle to define specific, quantifiable outcomes for leadership training.
    2. Data Collection: Gathering data to measure ROI can be complex. It involves tracking changes in leadership behaviour, employee performance, and other relevant metrics over time. Organizations may not have the necessary tools and processes in place to collect this data effectively.
    3. Attribution: Determining the extent to which improvements in leadership skills are directly attributable to the training program can be challenging. Many factors can influence leadership performance, and isolating the impact of training can be difficult.
    4. Costs: Calculating the costs associated with a training program can be straightforward, but determining the benefits is more intricate. Some benefits may not be immediately apparent or may emerge gradually over time, making it challenging to assign a specific value to them.

    To overcome these challenges and effectively measure the ROI of leadership training programs, organizations can follow these strategies:
    1. Set Clear Objectives: Define specific, measurable objectives for the training program. For example, you might aim to increase employee engagement by a certain percentage or reduce turnover among leadership positions. Having clear objectives makes it easier to track progress and measure ROI.
    2. Use Key Performance Indicators (KPIs): Identify relevant KPIs that can help gauge the impact of leadership training. These may include employee satisfaction scores, productivity metrics, or revenue growth. Regularly collect and analyze data on these KPIs before and after the training program.
    3. Control Groups: To isolate the effects of leadership training, consider using control groups. Compare the performance of leaders who have undergone training with those who have not. This can help attribute changes in performance more accurately to the training program.
    4. Calculate Costs and Benefits: Calculate both the costs and benefits associated with the training program. Costs include expenses related to design, delivery, and materials, while benefits encompass the value of improved leadership skills, such as increased revenue or reduced turnover. Use conservative estimates when assigning values to benefits.
    5. Conduct Follow-Up Evaluations: ROI measurement should not be a one-time effort. Conduct follow-up evaluations at regular intervals to assess the sustained impact of leadership training. This ensures that improvements are not short-lived.
    6. Qualitative Feedback: Don't rely solely on quantitative data. Collect qualitative feedback from participants and their supervisors to gain insights into the program's effectiveness and areas for improvement.
    7. Benchmarking: Compare your organization's ROI with industry benchmarks or best practices. This can provide context and help you gauge the relative success of your leadership training program.

    Measuring the ROI of leadership training programs is essential for organizations to justify their investments, drive continuous improvement, and compete for top talent. While challenges exist in quantifying the impact of leadership training, a thoughtful approach that includes clear objectives, relevant KPIs, control groups, and regular evaluations can help organizations overcome these obstacles. By demonstrating the tangible benefits of leadership development, organizations can ensure that their investment in leadership training is not only valuable but also a strategic imperative for long-term success.

    FAQs
    What is ROI in the context of leadership training programs?
    ROI, or Return on Investment, is a measure of the financial or strategic benefits gained from an investment in leadership training programs compared to the costs incurred. It helps assess the effectiveness and value of these programs.

    Why is it important to measure the ROI of leadership training programs?
    Measuring ROI helps organizations determine if their investment in leadership training is providing a positive impact. It ensures resources are allocated wisely and helps make informed decisions about future training initiatives.

    What are the key components of calculating ROI for leadership training?
    To calculate ROI, you need to consider the program's costs (e.g., training materials, instructor fees, participant time) and the benefits (e.g., increased productivity, improved employee retention, reduced turnover). The formula is (Benefit - Cost) / Cost x 100%.

    Also Read:

    Disclaimer: This content was authored by the content team of ET Spotlight team. The news and editorial staff of ET had no role in the creation of this article.
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15 research-backed benefits of employee training

The benefits of employee training are felt far and wide, from improvements in workers' wellbeing to better customer interactions.

The total annual expenditure for training in the U.S. is now in excess of $100 billion. With high inflation, increasing interest rates, and an atmosphere of economic uncertainty, it’s safe to assume that business leaders will want to know if the benefits of employee training are worth the investment.

It’s more important than ever for learning and development leaders to be able to articulate what the organization and its employees have to gain from training. To get the wheels turning, this article will present a variety of ways L&D has a meaningful impact on the business, backed by recent research.

15 benefits of employee training

People who stop learning stop growing, and the same is true of organizations. In this ever-changing world, an organization that doesn’t keep developing its workforce is not likely to survive very long. In addition to increasing the vitality of an organization, here are 15 benefits of training employees.

1. Positive psychological effects

Chief among the intangible benefits of employee training is the confidence that comes from feeling competent. People who are confident in their roles are typically more motivated to seek new responsibilities and take advantage of upskilling opportunities.

Additionally, learning programs that directly focus on employee wellness produce positive psychological effects. For example, one study analyzing the effects of mindfulness-based training in occupational settings found improvements in employee wellbeing, job satisfaction, and work engagement.

2. Improved individual performance

Another one of the benefits of employee training is the impact it can have when the time for performance assessments comes. Custom learning pathways provide a means for employees to develop in their identified areas for improvement.

Additionally, because performance assessments are typically tied to promotions and salary increases, training can be a key contributor to an individual’s compensation. This is significant because of the correlation between monetary compensation and employee job satisfaction, which increases retention.

3. Reduced turnover

The cost of replacing an employee can be as much as twice the individual’s annual salary. The intangible costs of losing employees are also significant, including the loss of expertise and the negative effect on team morale.

However, a recent study comparing the results of multiple surveys found that companies highly rated for employee training have 53% less attrition than companies with poor ratings for training. And 94% of employees said they’d remain with a company that invests in their development.

Employees who feel valued because of the investment in their development are more engaged and connected with their organization. The competence they gain, one of the key benefits of employee training, gives them the confidence to tackle challenges rather than jump ship in difficult times.

4. Stronger collaboration

In an in-person training, learners typically have the opportunity to interact with their peers, often from different functional areas, in small-group activities. This allows employees to expand their peer networks while exercising their collaboration skills.

And the ripple effect of collaborative exercises is felt far and wide. Collaboration facilitates the exchange of knowledge, promotes innovation and creativity, and improves problem-solving. Not to mention its potential for decreasing the isolation that is often felt in remote workforces – never underestimate the value of including breakout rooms and group chats in virtual instructor-led training.

5. Boosted productivity

Learning and development can have a positive impact on employee productivity by offering training on skills like how to communicate concisely, conduct meetings effectively, and increase focus while working from home.

However, quantifying the impact of training on productivity can be a tricky business that relies heavily on establishing some reasonable basis for comparison. For many organizations, that entails measuring the length of time for a new hire to become fully productive in a given role, and seeing if that time can be reduced through training. For example, Glassdoor reported a 70%+ increase in productivity as a result of onboarding that included advanced learning tools.

Discover how a culture of learning can prepare your workforce for the future.

6. Better managers and leaders

Facebook conducted a study and discovered certain commonalities among employees who were predicted to leave the company but stayed anyway. They concluded that these employees’ managers played a large role in retaining them.

Leadership development is one of the biggest benefits of employee training for the simple fact that the old adage, “People don’t quit a job; they quit a boss,” rings true. Some of the skills that have become extremely important for managers to develop, even more so in remote-first workplaces, include emotional intelligence, inclusivity, and trust-building.

7. Attracting new talent

Providing opportunities to learn and grow is now deemed the top characteristic of an exceptional work environment. SHRM has also stated that people prefer to work for an employer that helps them develop new skills. Job seekers are well aware of the need to continue adding onto their skillset to remain competitive in the talent marketplace.

To fully realize L&D’s impact on the recruiting process, consider including a description of the organization’s learning programs in job postings, posting employee success stories on the website, and sharing about L&D offerings during interviews with candidates.

8. Bridged skill gaps

It wouldn’t be a list of employee training benefits without mention of closing skill gaps. Skill gaps were exacerbated by the COVID-19 pandemic and related talent shortage. A McKinsey & Company study found that 87% of companies have either identified current skill gaps in their workforce or expect to experience skill gaps in the near future.

According to the World Economic Forum, more than half of all employees will require significant reskilling and upskilling by 2025. Learning and development teams will be responsible for bridging these gaps, and around the world they’ve identified reskilling and upskilling as their top priority of the year.

9. A more inclusive workplace

According to Newsweek, a recent survey of large companies found that more employees have attended training on diversity, equity, and inclusion (90%) than training programs intended to improve their work performance (78%).

It’s clear that more and more organizations are beginning to recognize the importance of DEI programming. And the benefits resulting from the training investment are an added bonus. For example, research completed by global nonprofit Catalyst found that companies with inclusive cultures report a 59% increase in creativity, innovation, and openness.

10. Breaking down silos

Another one of the benefits of employee training is its ability to break down organizational silos, which have been described as the “greatest threat to organizational performance.” Information silos exist when people in one functional area don’t have easy access to information used and maintained in other areas.

Training on collaboration and cross-functional project work can develop a silo-busting mindset without setting fire to the org chart. With this perspective, employees don’t hesitate to share information or seek input from sources beyond the four walls of their department.

11. A competitive advantage

Most organizations have come to recognize the L&D function is not merely a cost center that provides support but doesn’t generate revenue. Increasingly, learning leaders are being viewed as strategic business partners to operating units and executive leadership. In fact, Forbes has described L&D as a competitive differentiator.

One of the biggest benefits of employee training is that it provides a competitive advantage by enabling employees to stay at the top of their fields. For example, organizations that keep workers’ digital fluency and tech skills up to date are better able to make good use of data and develop new products as soon as customers’ needs shift. In today’s rapidly changing business environment, this ability to innovate on a dime is invaluable.

12. Fewer compliance problems

On average, non-compliance costs U.S. companies about $14.82 million annually. Employees who understand the compliance issues associated with their job are less likely to commit violations and incur fines or penalties.

A 2022 study examined the potential ROI that organizations could realize by implementing a compliance training solution. The researchers found that the composite company used in the study would realize an ROI of 317% and would save $3.37 million due to the lower risk of compliance failure.

13. A proactive strategy

It’s commonly known that employee training creates opportunities for upward mobility, which aids in succession planning. But it’s also preparing workers for entirely new roles as technology, particularly artificial intelligence, eliminates jobs and changes the nature of work.

For example, there is a growing demand for capabilities that enable employees to utilize AI, such as data science, machine learning, and robotics. But the soft skills or “human skills” that technology cannot replicate will become increasingly important for workers to hone as well.

14. Better financial performance

All of the benefits of employee training listed in this article have a combined impact on an organization’s financial performance. Additionally, offering training that is specific to sales techniques can directly impact revenue. A recent survey by ATD found that 70% of organizations intend to maintain or increase their spending on sales training.

Similarly, training on customer service skills can have a significant impact on net promoter scores and customer loyalty, both of which affect revenue. Training can include topics such as empathy, active listening, and effective communication.

15. A culture of learning

One of the greatest benefits of employee training is its potential for building a learning culture throughout the organization. Transformation is the default condition of today’s business world. In these volatile, uncertain, complex, and ambiguous times, reactionary organizations panic and falter. But those with learning cultures evolve, because they provide the time and resources for employees to evolve their skillsets.

A culture of learning fosters a growth mindset that enables organizations to adapt to inevitable change with agility. It also fosters a mindset of inquiry, which can lead to the discovery of new market trends and developments before they become apparent to all.

Final note

Perhaps the best evidence of training’s impact is the year-over-year increase in businesses’ overall L&D spend. A recent Forbes article stated that 67% of HR managers saw their L&D budgets increase in 2022. However, some organizations will experience learning budget cuts this year.

The benefits of employee training that are listed above can serve as a starting point when building a case for resources, but L&D teams should also explore new ways to shine a spotlight on the value of learning. Use technology to your advantage, focus on high-value metrics, and tell a story with the data – minus the L&D jargon – to gain buy-in from decision-makers.

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Employee training can increase job satisfaction and retention, leading to improved adaptability and reduced resistance to new technologies.

Preparing end users before deployment can increase productivity and reduce resistance to new technologies.

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UC user adoption training must evolve for hybrid work

Learn why industry leaders at Enterprise Connect said user adoption training is key to UC success in the hybrid workplace -- and how employee experience platforms can help.

The COVID-19 pandemic dramatically changed how people work. The adoption and use of unified communications tools, for example, skyrocketed to support remote workers. But, as workflows have changed, organizations must alter their approach to supporting end-user adoption of new tools.

At the start of the pandemic, organizations rolled out whatever tools they felt necessary to support remote work. As a result, employees learned how to use the tools on the fly as the traditional methods of user adoption training -- such as classroom-style trainings in the office -- were no longer possible.

Now, as organizations have become more strategic about their unified communications (UC) investments to support a hybrid workplace, they must also consider employee training to ensure adoption success. There is a direct correlation between preparing end users before deploying a new tool and user productivity post-deployment, COMMfusion LLC President Blair Pleasant said.

Most end users who felt they were well prepared with training before a deployment believed the new tool made them more productive, according to a BCStrategies survey of end users and IT leaders. Of those end users who said they weren't adequately trained, only 17% said they felt more productive.

Pleasant and other industry analysts and leaders spoke at the Enterprise Connect virtual conference. One key topic was the importance of supporting user adoption in a hybrid workplace to ensure UC deployment success and employee productivity, regardless of location.

Hybrid work means new training models

As organizations think about user adoption programs in a hybrid workplace, they have to ensure training is equal for both remote and office-based employees, said Eric Hanson, chief marketing officer at cloud-based communications provider Fuze.

Some user adoption training methods, like classroom-style instruction, will be set aside as employees work remotely. Other training strategies will emerge, like Yammer community forums, to create more of an online discussion, said Alan Shen, CTO at IT management software provider Unify Square.

Video training will also be key, especially to recreate the feeling of in-office training. For more successful video training, organizations should consider virtual events that combine real-time activities with asynchronous, on-demand content, Hanson said.

Training structured with synchronous and asynchronous content can address the different ways people learn and create a more engaging experience, he said. On-demand materials can also be used for reference after a training session.

"Adoption isn't something that happens right after deployment," Hanson said.

However, using video for training can be challenging, despite the overall growth of video across organizations, Pleasant said.

"The problem is end users can do it on their own time, but it doesn't mean they're going to," she said.

Training goes beyond business workflows

Organizations need to remember that UC tools are not just for business workflows and communication.

"When deploying new technology, we just think about the technology," Pleasant said. "We don't think about the organizational changes, the cultural impact and change management."

Rolling out a new application or system is not the main and end goal. The deployment needs to help employees collaborate more effectively, she said.

For example, many employees have used UC tools not just for collaboration workflows, but to maintain company culture and personal connections with their co-workers during the pandemic. User adoption training could include educating employees on how to use a new tool for social communications, like virtual happy hours, to support team cohesion, Shen said.

Employee experience platforms support user adoption

While training is key to boost user adoption, a major roadblock to adoption is the actual experience when using the tools. According to a global Omdia survey on the future of work, the biggest barrier to achieving successful outcomes with digital workplace technology is employee resistance.

"It's not a surprise as employees and line-of-business decision-makers have an idea of what tools they need to be successful, and IT isn't listening to them," Omdia analyst Tim Banting said.

According to the survey, 45% of companies said the IT department determines the need for workplace tools and makes the final recommendation. Only 15% of companies involve other stakeholders in the business when making buying decisions.

The result of not including employees and lines of business in buying decisions is not achieving ROI because employees aren't using the tools, he said.

Employee experience platforms can help highlight where user adoption is faltering and where more training may be necessary.

Addressing the gap between performance and experience

The operational data and application performance metrics that IT sees do not always reflect what employees are experiencing, said Johnny Russ, general manager of employee experience management at Qualtrics, a provider of employee experience tools.

IT may see data about the tools employees are logging in to or the number of help desk tickets filed, but they don't see data around situations where employees are logged in to an app but having frustrating UX.

"We're often missing appropriate understanding of why this is happening," Russ said.

Employee experience platforms, such as Qualtrics and Microsoft Viva, can provide greater insight into how employees are engaging with tools through features such as training effectiveness surveys, pulse surveys and AI-driven analytics. Without these metrics, IT could have a hard time addressing UX.

Or, as Pleasant put it, "You can't fix what you don't measure."

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The Right Way To Evaluate A Technology Solution For Your Organization

Founder and CEO at Ludi, Inc., a healthcare technology company making it easy for hospitals to pay physicians.

Selecting a new technology for your company can be daunting. Organizations usually begin this process with a desire to either streamline or solve specific pain points. Regardless of your specific needs, implementing new technology will involve change. For your organization as an entity, change can be great. Change can reduce inefficiencies and errors, as well as usher in new opportunities. But for the people who work for your organization, change can trigger anxiety and ultimately resistance to the new technology. Here are six things to keep in mind when evaluating new technology:

1. Identify your problem. It sounds simple, but many organizations jump straight to the solutions they find appealing. If you focus on the true problem you’re trying to solve, you will stay goal-oriented while searching for a vendor.

2. Keep an open mind. You may have seen a solution you find appealing, but remember that you don’t know what you don’t know. The technology partner you choose should be an expert in the field and may offer you products that you didn’t even know existed. Stay open to new ideas and solutions. One of the things I’ve noticed is prospective clients saying, “We can’t buy this product unless it handles this exact case we’re trying to solve for.” That’s not always the most effective approach because it doesn’t take all the variables into consideration. For example, my company works with hospitals to streamline complex physician payment structures. The hospital may have had the doctor recording their time one way because they were using a paper system and approvals needed to be checked in a certain manner for that doctor to get paid. Once you eliminate paper, though, in that particular scenario, everything is up for discussion – not just the way doctors record their time, but the entire physician payment process at the hospital. Rigidity will not benefit you when evaluating new technology.

3. Get your people on the same page. Meet with department heads to pull together all the pain points that need to be solved. You must be comprehensive during your internal review because needs come out differently across different departments. You may not be able to solve everyone’s problem with the new technology, but it’s important to align your team before you bring in a vendor. Then prioritize your needs. Once your departments agree on the priorities, be clear with your team on who is making the final decision. Departmental input is important, but knowing who the purchaser is within your organization is equally important. Remember: Don’t lose sight of why you're buying this technology. Keep the ultimate purpose in mind.

4. Consider internal change management. Change is difficult for many of us, so it’s important to stop and consider the people who will be affected by this change. Resistance to change can originate from any of the following: loss of control, insecurities about competence, feeling defensive about past work, concern about more work and general uncertainty. Be proactive in preparing your staff for a change, because all of these responses tend to have a ripple effect in corporate cultures.

5. Focus on the future. If you’ve ever bought a house, you know that there are things you didn’t know you needed until you lived with your investment for a few years. Technology is no different. You may have a list of goals for your business, but there is no telling what you’ll need 10 years from now. The best technology partner will be flexible enough to support your organization as it grows. How can you find a partner with this type of future-focused outlook? See point number two.

6. Listen and be patient. The people delivering technology solutions in the market are experts and can offer you insights into the industry. I suggest finding a solution that can handle 90% of what you need out of the box. Work with your solution provider and try their out-of-the-box solutions for 90 days before you decide what you need next. Make sure the product you choose is flexible enough to grow with your business, but resist over-customizing the product because that can back you into a corner.

Technology solutions truly can help you streamline and standardize your business. Time spent organizing what problem you are trying to solve will make the search much more efficient. While there may not be a solution out there that does everything you hope to accomplish, keep an open mind and you'll find a solution that's right for your specific needs.

Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?

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Evaluating new technology with an open mind and agreement from department heads on key issues is crucial.

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The Right Way To Evaluate A Technology Solution For Your Organization

Founder and CEO at Ludi, Inc., a healthcare technology company making it easy for hospitals to pay physicians.

Selecting a new technology for your company can be daunting. Organizations usually begin this process with a desire to either streamline or solve specific pain points. Regardless of your specific needs, implementing new technology will involve change. For your organization as an entity, change can be great. Change can reduce inefficiencies and errors, as well as usher in new opportunities. But for the people who work for your organization, change can trigger anxiety and ultimately resistance to the new technology. Here are six things to keep in mind when evaluating new technology:

1. Identify your problem. It sounds simple, but many organizations jump straight to the solutions they find appealing. If you focus on the true problem you’re trying to solve, you will stay goal-oriented while searching for a vendor.

2. Keep an open mind. You may have seen a solution you find appealing, but remember that you don’t know what you don’t know. The technology partner you choose should be an expert in the field and may offer you products that you didn’t even know existed. Stay open to new ideas and solutions. One of the things I’ve noticed is prospective clients saying, “We can’t buy this product unless it handles this exact case we’re trying to solve for.” That’s not always the most effective approach because it doesn’t take all the variables into consideration. For example, my company works with hospitals to streamline complex physician payment structures. The hospital may have had the doctor recording their time one way because they were using a paper system and approvals needed to be checked in a certain manner for that doctor to get paid. Once you eliminate paper, though, in that particular scenario, everything is up for discussion – not just the way doctors record their time, but the entire physician payment process at the hospital. Rigidity will not benefit you when evaluating new technology.

3. Get your people on the same page. Meet with department heads to pull together all the pain points that need to be solved. You must be comprehensive during your internal review because needs come out differently across different departments. You may not be able to solve everyone’s problem with the new technology, but it’s important to align your team before you bring in a vendor. Then prioritize your needs. Once your departments agree on the priorities, be clear with your team on who is making the final decision. Departmental input is important, but knowing who the purchaser is within your organization is equally important. Remember: Don’t lose sight of why you're buying this technology. Keep the ultimate purpose in mind.

4. Consider internal change management. Change is difficult for many of us, so it’s important to stop and consider the people who will be affected by this change. Resistance to change can originate from any of the following: loss of control, insecurities about competence, feeling defensive about past work, concern about more work and general uncertainty. Be proactive in preparing your staff for a change, because all of these responses tend to have a ripple effect in corporate cultures.

5. Focus on the future. If you’ve ever bought a house, you know that there are things you didn’t know you needed until you lived with your investment for a few years. Technology is no different. You may have a list of goals for your business, but there is no telling what you’ll need 10 years from now. The best technology partner will be flexible enough to support your organization as it grows. How can you find a partner with this type of future-focused outlook? See point number two.

6. Listen and be patient. The people delivering technology solutions in the market are experts and can offer you insights into the industry. I suggest finding a solution that can handle 90% of what you need out of the box. Work with your solution provider and try their out-of-the-box solutions for 90 days before you decide what you need next. Make sure the product you choose is flexible enough to grow with your business, but resist over-customizing the product because that can back you into a corner.

Technology solutions truly can help you streamline and standardize your business. Time spent organizing what problem you are trying to solve will make the search much more efficient. While there may not be a solution out there that does everything you hope to accomplish, keep an open mind and you'll find a solution that's right for your specific needs.

Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?

Follow me on Twitter or LinkedInCheck out my website

Considering internal change management and future needs when selecting a technology partner is vital to minimize resistance.

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The Right Way To Evaluate A Technology Solution For Your Organization

Founder and CEO at Ludi, Inc., a healthcare technology company making it easy for hospitals to pay physicians.

Selecting a new technology for your company can be daunting. Organizations usually begin this process with a desire to either streamline or solve specific pain points. Regardless of your specific needs, implementing new technology will involve change. For your organization as an entity, change can be great. Change can reduce inefficiencies and errors, as well as usher in new opportunities. But for the people who work for your organization, change can trigger anxiety and ultimately resistance to the new technology. Here are six things to keep in mind when evaluating new technology:

1. Identify your problem. It sounds simple, but many organizations jump straight to the solutions they find appealing. If you focus on the true problem you’re trying to solve, you will stay goal-oriented while searching for a vendor.

2. Keep an open mind. You may have seen a solution you find appealing, but remember that you don’t know what you don’t know. The technology partner you choose should be an expert in the field and may offer you products that you didn’t even know existed. Stay open to new ideas and solutions. One of the things I’ve noticed is prospective clients saying, “We can’t buy this product unless it handles this exact case we’re trying to solve for.” That’s not always the most effective approach because it doesn’t take all the variables into consideration. For example, my company works with hospitals to streamline complex physician payment structures. The hospital may have had the doctor recording their time one way because they were using a paper system and approvals needed to be checked in a certain manner for that doctor to get paid. Once you eliminate paper, though, in that particular scenario, everything is up for discussion – not just the way doctors record their time, but the entire physician payment process at the hospital. Rigidity will not benefit you when evaluating new technology.

3. Get your people on the same page. Meet with department heads to pull together all the pain points that need to be solved. You must be comprehensive during your internal review because needs come out differently across different departments. You may not be able to solve everyone’s problem with the new technology, but it’s important to align your team before you bring in a vendor. Then prioritize your needs. Once your departments agree on the priorities, be clear with your team on who is making the final decision. Departmental input is important, but knowing who the purchaser is within your organization is equally important. Remember: Don’t lose sight of why you're buying this technology. Keep the ultimate purpose in mind.

4. Consider internal change management. Change is difficult for many of us, so it’s important to stop and consider the people who will be affected by this change. Resistance to change can originate from any of the following: loss of control, insecurities about competence, feeling defensive about past work, concern about more work and general uncertainty. Be proactive in preparing your staff for a change, because all of these responses tend to have a ripple effect in corporate cultures.

5. Focus on the future. If you’ve ever bought a house, you know that there are things you didn’t know you needed until you lived with your investment for a few years. Technology is no different. You may have a list of goals for your business, but there is no telling what you’ll need 10 years from now. The best technology partner will be flexible enough to support your organization as it grows. How can you find a partner with this type of future-focused outlook? See point number two.

6. Listen and be patient. The people delivering technology solutions in the market are experts and can offer you insights into the industry. I suggest finding a solution that can handle 90% of what you need out of the box. Work with your solution provider and try their out-of-the-box solutions for 90 days before you decide what you need next. Make sure the product you choose is flexible enough to grow with your business, but resist over-customizing the product because that can back you into a corner.

Technology solutions truly can help you streamline and standardize your business. Time spent organizing what problem you are trying to solve will make the search much more efficient. While there may not be a solution out there that does everything you hope to accomplish, keep an open mind and you'll find a solution that's right for your specific needs.

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Clear communication and a phased approach can minimize organizational resistance and disruption.

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Three Change Management Priorities For Seamless GenAI Deployment

President & CTO at ContractPodAi.

There is no question that generative artificial intelligence (GenAI) is emerging as a powerful, transformative force in today’s business. In its 27th Annual Global CEO Survey, PwC looked at how GenAI would significantly change how organizations operate. They concluded the technology is "approaching a critical juncture, seemingly poised to transform business models, redefine work processes and overhaul entire industries."

In the next year, more than 50% of CEOs surveyed said they expect GenAI to "enhance their ability to build trust with stakeholders," while roughly 60% expect it to "improve product or service quality." Within the next three years, nearly 70% also anticipate that GenAI will "increase competition, drive changes to their business models and require new skills from their workforce." The lasting business impacts that CEOs expect from the technology include boosted efficiency and increased time-to-revenue.

Generative AI comes with a low barrier to entry, empowering organizations to start small and grow their usage of this technology over time. Because of this, I recommend starting with a particular use case and scaling it to the greater organization from there. The secret to the scaling process is for senior leaders to keep a close pulse on their change management efforts. After all, if your organization does not have a smooth adoption and implementation process and is neither aligned nor trained sufficiently around new technology, you'll likely fall short of reaping the full ROI from your digital investment moving forward.

Here are three change management strategies to keep in mind if you’re planning to embrace GenAI in your organization.

Taking A Phased Adoption Approach

Integrating AI into the day-to-day work of the organization necessitates a simple and seamless adoption process. To foster this digital transformation, senior leaders should consider a phased approach that sees AI deployed gradually and refine processes as needed. This gives employees time to familiarize themselves with the technology to maximize its benefits and minimize its disruption to the business.

Additionally, they can build a digital infrastructure characterized by robust digital resources, dedicated support teams and user feedback loops. All of this goes a long way in preventing the problems that typically arise in the adoption process.

Fostering A Culture Of Trust

Another change management strategy is mitigating organizational resistance around AI. This is achieved through clear and direct communication about the business objectives and expected outcomes of AI adoption, and an open discussion about the collaborative partnerships that can form between employees and the technology.

Transparency is key here. On top of establishing these lines of communication, senior leaders should ensure that AI solutions are designed with security, transparency and accountability measures in place. It’s also important for employees and customers to be assured that their data privacy will continue to be top of mind as the technology becomes further scaled to be used within day-to-day workstreams. Be sure to communicate that protocols and guidelines will evolve in the spirit of fostering an ethical and socially responsible AI culture. All of this translates to more support and buy-in across the enterprise.

Redesigning Career Paths And Skills

The advent of GenAI does not have to mean the disruption of traditional job roles but rather a redesign of professional skills and career paths. As AI is gradually integrated into everyday operations, employees should be taught new skills, allowing them to leverage the technology to its fullest.

Some examples of this include advanced training in applied AI, machine learning (ML) and natural language processing (NLP). As AI scales to take on both repetitive and complex tasks, organizations should concentrate on bolstering employees' built-in business instincts and reinforcing their natural human skills. This involves nurturing areas such as business creativity along with strategic and critical analytical abilities and enhancing emotional intelligence within the workplace. This effort should be coupled with a special focus on fostering employees' continuous improvement.

At the end of the day, having a successful digital transformation journey calls for prioritizing the change management strategies mentioned above and exploring other best practices.

Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?

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Employees need training in AI, ML, and NLP to adapt to new technologies.

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Three Change Management Priorities For Seamless GenAI Deployment

President & CTO at ContractPodAi.

There is no question that generative artificial intelligence (GenAI) is emerging as a powerful, transformative force in today’s business. In its 27th Annual Global CEO Survey, PwC looked at how GenAI would significantly change how organizations operate. They concluded the technology is "approaching a critical juncture, seemingly poised to transform business models, redefine work processes and overhaul entire industries."

In the next year, more than 50% of CEOs surveyed said they expect GenAI to "enhance their ability to build trust with stakeholders," while roughly 60% expect it to "improve product or service quality." Within the next three years, nearly 70% also anticipate that GenAI will "increase competition, drive changes to their business models and require new skills from their workforce." The lasting business impacts that CEOs expect from the technology include boosted efficiency and increased time-to-revenue.

Generative AI comes with a low barrier to entry, empowering organizations to start small and grow their usage of this technology over time. Because of this, I recommend starting with a particular use case and scaling it to the greater organization from there. The secret to the scaling process is for senior leaders to keep a close pulse on their change management efforts. After all, if your organization does not have a smooth adoption and implementation process and is neither aligned nor trained sufficiently around new technology, you'll likely fall short of reaping the full ROI from your digital investment moving forward.

Here are three change management strategies to keep in mind if you’re planning to embrace GenAI in your organization.

Taking A Phased Adoption Approach

Integrating AI into the day-to-day work of the organization necessitates a simple and seamless adoption process. To foster this digital transformation, senior leaders should consider a phased approach that sees AI deployed gradually and refine processes as needed. This gives employees time to familiarize themselves with the technology to maximize its benefits and minimize its disruption to the business.

Additionally, they can build a digital infrastructure characterized by robust digital resources, dedicated support teams and user feedback loops. All of this goes a long way in preventing the problems that typically arise in the adoption process.

Fostering A Culture Of Trust

Another change management strategy is mitigating organizational resistance around AI. This is achieved through clear and direct communication about the business objectives and expected outcomes of AI adoption, and an open discussion about the collaborative partnerships that can form between employees and the technology.

Transparency is key here. On top of establishing these lines of communication, senior leaders should ensure that AI solutions are designed with security, transparency and accountability measures in place. It’s also important for employees and customers to be assured that their data privacy will continue to be top of mind as the technology becomes further scaled to be used within day-to-day workstreams. Be sure to communicate that protocols and guidelines will evolve in the spirit of fostering an ethical and socially responsible AI culture. All of this translates to more support and buy-in across the enterprise.

Redesigning Career Paths And Skills

The advent of GenAI does not have to mean the disruption of traditional job roles but rather a redesign of professional skills and career paths. As AI is gradually integrated into everyday operations, employees should be taught new skills, allowing them to leverage the technology to its fullest.

Some examples of this include advanced training in applied AI, machine learning (ML) and natural language processing (NLP). As AI scales to take on both repetitive and complex tasks, organizations should concentrate on bolstering employees' built-in business instincts and reinforcing their natural human skills. This involves nurturing areas such as business creativity along with strategic and critical analytical abilities and enhancing emotional intelligence within the workplace. This effort should be coupled with a special focus on fostering employees' continuous improvement.

At the end of the day, having a successful digital transformation journey calls for prioritizing the change management strategies mentioned above and exploring other best practices.

Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?

Follow me on LinkedInCheck out my website

Good physical conditions, a suitable diet, and social support can help employees cope with stress from new technology implementation.

Title:

Content: When Business Becomes a Nightmare
Too many hours, shift work, the impossibility of reconciling professional life with social or family life, does this ring the bell of thinking about satisfactory solutions?
The best treatment is to eliminate the source of stress, but when that ’ s not possible, what can we do?
Workers are generally exposed to various sources of stress and stress.
On average, we spend 8 hours a day working, making work one of the main sources of stress.
When work becomes a nightmare, we may not appreciate ourselves and feel overwhelmed and helpless.
Examples of change in working conditions include trying to make a change in the schedule of work, moving from the system of work in patrols to the status of continuous work
Fortunately, humans have a great ability to adapt.
However, job requirements sometimes require a series of excessive stress that results in different adjustment or adjustment problems.
In addition, the way in which everyone adapts to the requirements of the job varies.
Stress and stress at work can have serious consequences for the physical and emotional health of workers.
Stress Management at Work
The best stress management, according to the report published by nospensees, is to get rid of the source of stress.
Treatment may therefore aim at modifying certain aspects of the organization of work in order to increase the ability of workers to adapt to working conditions.
Examples of this change in working conditions include trying to make a change in the schedule of work, and moving from the system of work in patrols to the status of continuous work.
One of the advantages of adopting continuous work (for example, from 7 a.m. to 3 p.m.) is that it allows the worker to reconcile with social and family life, a reconciliation that can only be made with difficulty if the work is in the form of a fragmented shift.
Strategies for dealing with stress at work
However, sometimes it is very difficult, if not impossible, to eliminate the source of stress.
It then becomes necessary to provide workers with strategies that allow them to deal with situations that generate discomfort.
Social relations with our work reference group facilitate adaptation to working conditions and promote integration.
In this way, the group can become a source of psychological support.
Ways to politely and firmly refuse free overtime
Workplace stress prevention programs aim to build soft skills that enable workers to act when work becomes a nightmare.
In this case, they focus on different goals, such as how the worker perceives work-related situations, how to deal with them, or the different emotional reactions they experience.
1.
General Techniques
The goal of these techniques is to increase or strengthen the personal resources of workers to cope with stress.
Some general strategies are:
Develop good physical conditions through regular physical activity: In general, exercise increases the body ’ s resistance to the effects of stress and also increases psychological resistance.
This is because exercise forces us to shift our focus, facilitating rest and renewing mental activity.
Appropriate diet: This is a recommended procedure to minimize the effects of stress and stress.
A good diet allows us to have energy to meet the demands of life in general and work in particular.
Social support: Social relationships with our work reference group facilitate adaptation to working conditions and promote integration.
In this way, the group can become a source of psychological support.
2.
Cognitive techniques
The purpose of cognitive techniques is to promote alternative ways of perceiving, interpreting, and evaluating situations.
There are many of these techniques and we would like to mention here:
Cognitive restructuring: This technique seeks to provide the means and procedures to reorganize the way a person perceives and interprets a particular situation.
The goal is to promote reflections and interpretations of more adaptive work situations.
Through the sport of meditation, physiological changes can be achieved that allow us to focus our attention on different activities and avoid sources of stress.
Systematic desensitization: It is a technique that aims to reduce anxiety and fear reactions to certain situations that pose a threat to the worker.
This technique achieves the desired result by activating the worker ’ s non-anxiety-compatible responses while experiencing their fears.
Stress inoculation: The goal of this technique is for the worker to learn and develop skills to cope with stress and stress, which act as "psychological antibodies", similar to the vaccine that is given to us and our body reacts and fights against the organisms that invade our bodies.
In terms of stress, this coping skill can be achieved by practicing voluntary breathing, relaxation, or problem-solving techniques.
3.
Physiological techniques
Its goal is to reduce excess physiological arousal, while affecting the accompanying emotional and physical discomfort.
Basically, these techniques seek to teach the worker how to relax physically and mentally with breathing.
Here we highlight two of them:
Breathing control techniques: These are multiple techniques and you can find a range of them in this article.
The goal of breathing methods is to get better oxygenation for the body, allowing us to have beneficial and immediate effects.
• Mental relaxation techniques: It is worth mentioning here the sport of meditation, through which physiological changes can be achieved that allow us to focus our attention on different activities and away from sources of stress.
Working to relax muscles that have accumulated emotional tension also helps the mind to relax.
In the workplace it is important to know how strategies are formed / communicated that allow workers to organize their time, especially when they are overworked.
4.
Behavioral Techniques
Its goal is to promote more adaptive alternative behaviors.
Different behavioral techniques include:
Proven training: Improves self-esteem and thus reduces the impact of a stress reaction.
It is about developing the ability to express our feelings, desires and needs freely, clearly and unambiguously in the eyes of those around us.
Social skills training: This training seeks to create skills that lead to success when it comes to achieving personal goals with others, while improving awareness of effectiveness and safety in relationships with colleagues.
In addition, in the workplace it is important to know how strategies are formed / communicated that allow workers to organize their time, especially when they are overworked.
Among these strategies, there is a method of delegating or distributing responsibilities among a number of workers with negotiation, which promotes flexibility and understanding of other perspectives.
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Cognitive restructuring, systematic desensitization, and stress inoculation can promote adaptive work situations and reduce anxiety.

Providing feedback opportunities can empower employees and address job replacement concerns.

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6 Strategies To Alleviate Employees’ Fears Of AI In 2024

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The rise in AI has caused a mixture of excitement and fear as it becomes a standard part of our lives. Some say it’s a risk to civilization as we know it, while others insist it will transform the way we work, live and interact with one another. The part that is not debatable is that not only is AI not going away, it’s on the upswing. You can get that tattooed. So it’s important to develop a reasonable comfort around its use.

Is AI Coming For You Or To You?

One way to do that is to consider that AI is coming to you, not for you. The stigma and fear around the technology has caused some employees to shy away from a tool that can enhance productivity and certain mental health benefits like cognitive re-framing for anxiety. On the flip side, studies also show that workers who frequently use AI are at higher risk for burnout.

However, the opposite findings are reported in a new global survey from Sage. Out of over 1,000 HR leaders, 95% have experienced a workload increase over the last year, and 91% noted an increase in their responsibilities. Yet, instead of fearing AI usage, 77% of the respondents cite AI as having the potential to revolutionize their work processes by reducing time-consuming tasks and ultimately easing burnout.

Taylor Blake, senior vice president of new initiatives at Degreed, told me by email that there’s a lot of fear about AI, but avoiding the technology won’t make the risks go away. He explains that employees need to know what the AI tools are capable of, and they need to be experimenting. He also said that many companies want their employees to adopt this technology, adding that many workers are left wondering if AI will take their jobs in the next two years and what this means for their careers.

How Companies Can Help Assuage AI Fears

Mismanaged fear is responsible for most poor communication in organizations. It’s important that business leaders consider the psychological safety of their employees and how their mental health impacts the company’s bottom line.

The human mind is like Velcro for negativity and Teflon for positivity. Work-life’s inevitable uncertainties instantly arouse our fight-or-flight reaction. Our survival brain is constantly updating our world, making judgments about what's safe and what isn't. It will do almost anything for the sake of certainty because we’re hardwired to overestimate threats and underestimate your ability to handle them. Here is where business leaders can step in and offer a helping hand, according to the experts.

“Some companies are going all in on AI, wanting their employees to start adopting this technology, leaving employees wondering if AI will take their jobs in two years and what this means for their careers,” Blake says, adding that in this new reality, companies should be helping their employees navigate where they can best apply their skills and develop new ones simultaneously. “Many of us have the mindset that learning is something we do early in our careers, but we need to shift that to a mindset of being lifelong learners. Learning is the new competitive advantage in today’s AI-powered job market.”

According to Rick Hammell, founder and CEO of Helios, leaders play a crucial role in alleviating employees' fears of AI. He shared with me six strategies companies can implement to mitigate fear and misunderstanding

  1. Providing comprehensive education and training programs. By offering employees a deeper understanding of AI technologies, their benefits and limitations, Hammell suggests that leaders can demystify AI and address misconceptions that often fuel fear and uncertainty.
  2. Fostering open communication within the organization. Hammell believes that creating a culture where employees feel comfortable expressing their concerns about AI allows leaders to actively listen to these fears and address them with empathy and clarity.
  3. Emphasizing the concept of human-machine collaboration. Hammell advocates highlighting how AI can complement and enhance employees' skills and productivity rather than replace them. He insists that this will enable leaders to help employees see AI as a tool that can improve their work experiences.
  4. Establishing clear ethical guidelines and policies for the use of AI in the workplace. Hammell sees this as crucial in addressing common fears related to AI. He acknowledges that employees often worry about job loss, privacy concerns, skill obsolescence, bias and discrimination and a lack of control when it comes to AI. To assuage these fears, he advises that leaders reassure employees about job security by emphasizing that AI is meant to augment their work, not replace it entirely.
  5. Implementing robust data protection measures and transparent data handling practices can help address privacy concerns. Hammell recommends offering upskilling and reskilling programs to help employees adapt to the changing skill requirements in the age of AI to alleviate fears related to skill obsolescence.
  6. Promoting diversity and inclusion in AI development and deployment. Hammell argues that it is essential to address concerns about bias and discrimination. “By involving employees in the design and implementation of AI systems and providing opportunities for feedback, leaders can empower employees and help them feel more in control of AI processes,” he concludes.

A Final Wrap-Up

Companies are developing technology to help people feel more confident with the inevitable technology. A study by Genesys, for example, finds a consensus among most employees who say they don’t fear AI replacing their jobs. Only 10% of GenZ/millennials and seven percent of GenX/boomers worry about this in the long run. Instead, 23% of GenZ/millennials and 19% of GenX/boomers see its potential to make their jobs better. The study concluded that organizations should seize this opportunity to educate and train their employees on AI’s benefits.

Bill Salak, the CTO and COO of Brainly, is on a mission to ensure the country’s future workforce is well-educated and ready to wield AI properly. His company has validated its commitment to the future workforce with the launch of Test Prep, an AI-driven tool that builds good time management skills and bolsters their overall understanding of AI use. The new Brainly feature uses AI to generate personalized study experiences—boosting confidence and reducing anxiety.

The conflicting findings that are emerging around AI reflects our human inability to accept uncertainty. It shows that some workers have fear; others have appreciation, which raises the question, “Is AI a sword or a shield?” Too much or too little of anything can be harmful. In the final analysis, it’s how corporate America uses the technology to improve humanity that ultimately matters.

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A combination of experimental mindset, agility, and human element is key to successful workplace collaboration and technology implementation.

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Content: Reimagining the workplace was a common theme during the final session of the 2021 Digital Workplace Experience conference series, produced by Reworked and Simpler Media Group.

In his opening keynote address at the fall virtual conference on Oct. 14 and 15, Adam Grant, organizational psychologist at The Wharton School and bestselling author of “Think Again,” shared where he thinks workplace collaboration goes awry, why good ideas don't get put into practice and how employers must rethink their workplace culture. It comes down to having an experimental mindset as a leader.

“My favorite alternative to preaching, prosecuting and politicking, is to think more like a scientist," he said.

The conference brought together over 20 speakers to share insights on topics such as innovation inside the workplace, the evolving intelligent workplace, collaboration and digital transformation. Access to recordings of the fall sessions, as well as all the presentations from the four-part 2021 Digital Workplace Experience series, is free after registration.

In addition to two days of sessions, Reworked and Simpler Media Group also recognized the finalists for the 2021 Employee Experience Leader of the Year award during event, and named Tom Dewaele, vice president and global head of employee experience at Unilever as the winner of the award.

Here are five takeaways from the fall finale of the event series:

We’re Only as Good as the People Around Us

Mike Prokopeak, editor in chief of Reworked, kicked off the conference by discussing the conference theme: “Future Workplace: Emerging Technology, Innovation & Intelligent Platforms.”

“To be honest with you,” Prokopeak said on Oct. 14, “that theme is actually already a bit out of date. It implies that the future is somewhere off in the distance. If there's anything the last year-plus of innovation and change has shown us, it’s that the future of work is now.”

The world's seen a massive investment in workplace tech and the convergence of work and home, Prokopeak said, and “there's no time like the present to be doing the work that you're doing.” And that means investing in agility, experimentation, rapid prototyping, integrating systems and processes, and, above all, learning what is demanded of us for work — now.

“It's the human element of work that is most important,” Prokopeak said. “And also the most complex and challenging part of this ongoing transformation: we're only as good as the people around us. The team we build, the people we develop and support, and the mission we choose to pursue together. ... It's the values we share, the dreams we pursue together, and the quality of our relationships that will define whether or not we succeed. Tech will only get us so far. It's what we do with that tech to work better, to fulfill our purpose as organizations and benefit individuals that will make all the difference.”

Related Article: 7 Takeaways from the Digital Workplace Experience Summer Conference

Employee-Centric Model is Needed for the Modern Employee

Jaime Neely, chief culture officer at Trend Hunter, encouraged employers to consider the toll the pandemic has taken on employee wellbeing.

Her company's innovation assessment found that among the 60,000 professionals they surveyed globally:

  • 38% feel their ideas are not heard or acknowledged.
  • 47% feel they aren’t provided the time and resources to pursue their ideas.
  • 52% don't think their company adapts quickly enough to remain relevant.

“It may be hard to say but what we know with certainty is that the workplace is forever changed,” Neely said as she shared Trend Hunters’ "4 E’s of Modern Work Culture," which include:

  • Evolution
  • Engagement
  • Experience
  • Excellence

Workplace leaders need to be cognizant that work never ends for most people today, with endless notifications and pings from always-on collaboration tools. This wasn’t always the case in the workplace.

“There wasn't any email or mobile phones or Slack notifications,” she said. “And this meant that for the most part, work actually stayed at work. And there was a very clear, dare I say, healthy separation between work and life. Today, however, it feels like there's hardly any semblance of separation.”

Neely spoke about millennials and Gen Z’s dominance in the workplace over the next 10 years — something for which workplace leaders must adapt. These generations “bring very different expectations and norms with them that they expect in the workplace,” she said. The modern employee expects the right to choose when and where they want to work, she said.

Workplace Learning Never Ends

Tammy Grant, senior expert for learning for McKinsey & Company, shared with attendees some data and lessons for reimagining the future of work and learning in 2022 and beyond. Her overarching point? Companies need to be reskilling and upskilling their employees. All of them.

“We have lots of jobs out there, and we have lots of people looking for work,” Grant said. “... As many of you probably know, jobs are being redefined by technology. And the thing is that people don't necessarily have the skills they need to fill these new jobs.”

The idea that you're going to be in the same job for the rest of your life? Thing of the past, Grant said. We know that people need to upskill, so why aren't we doing it? A lot of adults haven't been trained in how to be lifelong learners.

Employees in today’s workforce should be able to:

  • Add value beyond what can be done by automated systems and intelligent machines.
  • Operate in digital environments.
  • Continually adapt to new ways of working and new occupations.

McKinsey research found four main categories of skills:

  • Cognitive
  • Interpersonal
  • Self-leadership
  • Digital

“So,” she said, “continuous upskilling and reskilling is a must. Learning now probably has the amount of shelf life as a glass of milk sitting on your counter. By the time it gets out and released it's probably out of date. So the constant need to reskill is upon us.”

Related Article: 6 Takeaways from the Spring Digital Workplace Experience Virtual Conference

Change Is Coming to the Digital Workplace

Sarah Kimmel, vice president of research at Simpler Media Group, shared key findings from the 2021 Q2 Edition of The State of the Digital Workplace report, including where organizations are in terms of implementing the core elements of their digital workplace.

The percentage of organizations reporting that their digital workplace is now “fully implemented” has doubled from last year, jumping from 15% to 31%. The overall proportion of organizations we can consider to be in implementation or post-implementation has also increased from under half (49%) in 2020 to over two thirds (67%) in 2021.

Kimmel also reported that those organizations stating they are either at a “mature” phase or “mid-way” phase toward digital workplace maturity have grown from 58% to 69%, and those “not yet started” or “not sure” have shrunk from 8% to 3%.

Related Article: 10 Takeaways from the Winter 2021 Digital Workplace Experience Conference

Communication Matters in Digital Workplace Tech Rollouts

Michelle Braden, vice president of global talent development at WEX, was transparent about her personal experience with implementing new workplace technologies in her company. She said that it was a learning process implementing new technology, and while it was challenging to get things rolled out during the pandemic, the reaction that resulted from the new technology made it worthwhile.

Braden reinforced that communication is crucial when it comes to implementing new workplace technology. She said that it will ease any confusion that may arise due to assumptions made by employees. Braden said that it is as easy as explaining what’s coming and why it’s coming. Holding out on this information will confuse employees and cause unneeded headaches for the company leaders.

“Communications," Braden said, "articulate the value of the change."

Communication is crucial when implementing new workplace technology to ease employee confusion.

Companies must reskill and upskill employees in cognitive, interpersonal, self-leadership, and digital skills due to technological changes.

Upskilling and reskilling are necessary for today's workforce, and addressing employees' needs is key to attracting and retaining talent.

Title:

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Addressing the challenges of attracting and retaining talent

36 minutes ago

Aon’s Siobhan Kelly explores what the future of work means for staff retention and the importance of addressing age-old problems.

While the future of work will bring a lot of new trends, we’ll also still see many of the long-established challenges within the workplace, from wellbeing to staff retention.

Some of these challenges have only gotten worse in recent years. Aon’s latest global HR pulse survey of more than 800 companies indicated that talent shortages and high turnover are making attraction and retention of employees the top concern for organisations worldwide.

Siobhan Kelly is managing director and executive coach of Aon Assessment Solutions, which helps organisations and employees to make better people decisions. She has worked with Aon for more than seven years and is also qualified as an occupational psychologist.

Kelly said the landscape for staff retention and employee engagement has shifted significantly in recent years.

“What has been dubbed the ‘great resignation’ is undoubtedly a by-product of the ongoing pandemic. However, disruption affecting the world of work can be traced back to trends taking place prior to the emergence of Covid-19,” she explained.

“For example, technological advancements and regulatory enforcement routinely impacted a company’s business strategy and the need to update workforce capabilities. And social movements of the past gave way to the newly found focus on diversity in the workplace, which is changing the hiring requirements of many companies.”

In order to build resilience against these trends, Kelly said employers must listen to their employees’ needs in the new world of work.

“Our survey shows that work-life balance and accommodating arrangements are highly valued and sought out by employees and prospective talent these days,” she added. “Health and wellbeing programmes, employee benefits and greater training and career development are also highly valued.”

Tech’s role in talent acquisition

With talent shortages and skills gaps at the forefront of many employers’ minds, the role of a talent acquisition professional has become broader.

Luckily, tech is there to help. “Technology has revolutionised talent acquisition like never before,” said Kelly.

“First of all, it’s enabling mangers to move beyond their ‘gut feeling’ in hiring. New and emerging technologies such as artificial intelligence and natural language processing are being integrated into candidate evaluation tools, helping to improve employers’ talent acquisition strategies. Augmented reality can also be used to simulate job environments, enabling recruiters to learn how candidates react in proxy environments,” she said.

“During the pandemic, virtual recruitment processes, including the facilitation of group simulation exercises, became the norm and the technology around them has continued and will continue to evolve so that face-to-face processes become the exception.”

‘Technology has revolutionised talent acquisition like never before’
– SIOBHAN KELLY

Other technologies such as applicant concierge tools to streamline recruitment and digital career wallets to help jobseekers authenticate their professional credentials could soon become commonplace, while job-matching tools are already allowing recruiters to identify top talent.

“As employers seek to overcome their talent challenges and hire the best people, these technologies are helping organisations to gain access to broader talent pools, reduce cost, improve process time and efficiency, and unconscious bias in the acquisition function, while also making the hiring process more satisfactory and efficient for prospective candidates,” said Kelly.

Ongoing workplace challenges

While the tools that shorten time-to-hire, curate a stronger talent pool and make it easier to interview candidates might be helpful, the real key to talent attraction and retention is addressing employees’ needs.

One of the challenges is around wellbeing and, while wellness programmes are becoming widespread, Kelly said the majority of employees still struggle with resilience.

“Amid digitalisation, macroeconomic pressures, changing sociocultural values and a widespread skills evolution, converging pressures are testing businesses’ resilience. To build a sustainable operating model and protect revenue, leaders must focus on building workforce resilience,” she said.

“There are a number of ways for leaders to do this. The first thing, and what we often say to our clients, is to look at your people proposition and define what you mean by it. What are your values? How do you communicate those and convey those in the marketplace? How do you live those internally? How do you create role models?”

Another element of employee wellbeing is being clear and transparent about what opportunities are available to employees. Kelly added that when it comes to wellbeing, leaders need to think about benefits beyond pay.

“There is a tendency to do too much and launch a whole range of initiatives that can’t have the same impact as one or two key initiatives closely linked back to an opportunity statement. For this, data is absolutely critical. Data can tell you so much about your organisation and where the gaps exist. The key is for leaders to use this data to create initiatives which can address these gaps and make the most impact within an organisation.”

Kelly also said managers play a critical role in ensuring staff are engaged and motivated, making staff retention a lot easier for the people practice.

“Lately, evolving business requirements have brought new first-time manager requirements that companies have not yet accepted or evolved in line with, and it is having a significant knock-on effect in terms of retention, culture, team wellbeing and employee engagement,” she said.

“We’ve all heard the saying, ‘People don’t leave a bad job, they leave a bad manager.’ Managers need to be able to influence others, role-model the culture and enact the values of the organisation, including the setting of expectations around output and productivity. This will set norms around the effort expected and help to address the concern of quiet quitting.”

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By Jenny Darmody

Jenny Darmody became the deputy editor of Silicon Republic in 2020, having worked as the careers editor until June 2019. When she’s not writing about the science and tech industry, she’s writing short stories and attempting novels. She continuously buys more books than she can read in a lifetime and pretty stationery is her kryptonite. She also believes seagulls to be the root of all evil and her baking is the stuff of legends.

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Leaders and managers must build workforce resilience through staff engagement and motivation.

Talent shortages and high turnover are top concerns for organizations worldwide, impacted by technological advancements.

The frontline workers training market size is expected to grow from USD 16.19 Billion in 2021 to USD 63.00 Billion by 2028 at a 16.2% CAGR.

Title:

Content: Frontline Workers Training Market: Increasing Demand and is Expected To Drive The Market Growth

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Rising demand for Learning Management System to effectively manage learning content is a significant factor driving global frontline workers training market

Frontline Workers Training Market Size – USD 16.19 Billion in 2021, Market Trends – Growing need for skill-based and objective-driven training to improve frontline performance”
— Emergen Research

VANCOUVER, BC, CANADA, January 3, 2023 /EINPresswire.com/ -- The Global Frontline Workers Training Market size is expected to reach USD 63.00 Billion at a steady revenue CAGR of 16.2% in 2030, according to latest analysis by Emergen Research. Rising demand for LMS to effectively manage learning content is a major factor driving market revenue growth. Frontline workers frequently work long hours and face additional challenges such as a shortage of resources and work-related uncertainty. Frontline training is essential because it is an enterprise's customer support foundation and needs appropriate skills and competencies to drive maximum customer satisfaction, regardless of whether they are working at a desk developing a new product for customer or out in the field interacting directly with customers. After pandemic, skill competency building has become even more important owing to acceleration of digital technology and shifting customer expectations. For instance, as more clients are utilizing digital realm, delivery executives are acquiring new approaches and skills as post-COVID purchase orders have grown. Therefore, they must effectively manage huge volume products and are not allowed to misdeliver goods or delay deliveries. The company's reputation will be impacted by this, hence they must pick up new techniques and tools that facilitate efficient order tracking and delivery.

Get a sample of the report @ https://www.emergenresearch.com/request-sample/1406

A recent trend in the market is increase in attention of well-being and mental health. COVID-19 increased mental health issues in the workplace as anxiety, depression, and unemployment are at an all-time high. In 2021, managers needed to intentionally focus on employee wellbeing. Since frontline personnel were the most severely affected by this ongoing tragedy, they required more resources than ever before. Businesses can better engage and connect with their workforce by employing softer tones in company-wide and team messages as well as training programs and there will also be a change in the leadership. Leader attitudes have changed significantly, moving from a rigid, black-and-white manner to a more intuitive, individual-focused, and almost humanitarian style of operation. In addition, leaders are increasingly aware of how experience and culture affect financial results. These factors together made employee well-being a top priority for majority of executives in 2021.

Some Key Highlights From the Report

On 7 March 2022, Go1, a well-known provider of online learning content and instruction collaborated with WorkJam, the top digital workplace for businesses employing hourly and front-line workers. This collaboration makes advantage of WorkJam's user interface to provide Go1's large content library of e-learning materials. Joint customers can quickly distribute specialized content to frontline staff members to increase compliance, promote personal growth, and encourage retention.

The solutions segment is expected to lead in terms of revenue share in the global market over the forecast period. Using frontline employees training solutions has several advantages such as company's skills deficit is addressed, there is an increase in interest and adherence, and it keeps individuals motivated and upbeat. Lifelong learning can be encouraged by a micro learning platform created specifically for mobile devices. With this strategy, topics are typically covered in succinct (15–20 minute) videos. Employees must maintain their relevance and upgrade their abilities to meet the most recent industry standards.

The blended learning segment is expected to lead in terms of revenue share in the global market over the forecast period. Use of blended learning has a number of advantages and utilization of several learning modes considerably improves engagement, learning, and retention, among other advantages. In addition, learners can choose their own speed of learning, and the Program is modular and expandable. The phrase ‘blended learning,’ often spelled ‘flipped classroom,’ ‘hybrid learning,’ or ‘mixed learning,’ describes a teaching strategy that blends instructor-led classroom instruction with internet content, usually in the form of on-demand movies that students view outside of class. Live lectures cannot take place at all, or they can occur in person or online (through a live virtual classroom or even two-way video).

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The on-premises segment is expected to account for large revenue share over the forecast period. On-premises training, where personnel receive instruction on-site, is the more traditional choice. For training, the business owner frequently invites guests to premises. For instance, government organizations favor an on-site training service over an outside one. This is particularly true for larger businesses or organizations that employ a sizable number of frontline employees.

The performance management segment is expected to account for large revenue share over the forecast period owing to increasing need for frontline workers training for this purpose. The success and effectiveness of an organization depend heavily on day-to-day operations of its frontline employees, who frequently make up bulk of its workforce. Tactical execution stewardship is the responsibility of front-line personnel who convey the company's culture and values to client. And typically, these workers, who make up bulk of a company's workforce, are the ones who suffer from a number of problems that are common to all industries, such as low levels of motivation, financial and emotional stress, demanding work goals and management pressure to meet them, poor growth prospects, and low levels of motivation. All of these factors contribute to high attrition rates and as a result, training for frontline employees in performance management is becoming more and more common.

The North America market is expected to account for largest revenue share during the forecast period, which is attributed to increasing activities by key market players in countries in this region. Magic Leap, a provider of spatial computing technology announced to expand its partnership with PTC, a provider of digital solutions for business and manufacturing to integrate PTC's Vuforia Augmented Reality (AR) enterprise suite with Magic Leap's platform for spatial computing. Front-line industrial workers now have remote access to machinery and manufacturing floor owing to spatial computing technologies.

Some major companies in the global market report include PTC, Beekeeper AG, Microsoft, Google, Adobe, Axonify Inc., iTacit, Frontline Data Solutions, Intertek Alchemy, and Blackboard Inc.

To know more about the report, click here @ https://www.emergenresearch.com/industry-report/frontline-workers-training-market

For the purpose of this report, Emergen Research has segmented the global frontline workers training market based on component, mode of learning, deployment mode, application, and region:

Component Outlook (Revenue, USD Million; 2019–2030)
Solutions
Frontline Learning Management System
Micro Learning-Based Platform
Other Software Tools
Services
Consulting Services
Implementation Services
Support & Maintenance Services

Mode of Learning Outlook (Revenue, USD Million; 2019–2030)
Blended Learning
Mobile Learning
Virtual Learning

Deployment Mode Outlook (Revenue, USD Million; 2019–2030)
Cloud
On-Premises

Application Outlook (Revenue, USD Million; 2019–2030)
Content Management
Performance Management
Talent Management
Risk & Compliance Management
Campaign Management
Onboarding & Engagement
Other Applications

Request customization on the report @ https://www.emergenresearch.com/request-for-customization/1406

Regional Outlook (Revenue, USD Million; 2022-2030)
North America
U.S.
Canada
Mexico
Europe
Germany
UK
France
Italy
Spain
Sweden
BENELUX
Rest of Europe
Asia Pacific
China
India
Japan
South Korea
Rest of APAC
Latin America
Brazil
Rest of LATAM
Middle East & Africa
Saudi Arabia
UAE
South Africa
Israel
Rest of Middle East & Africa

Key Benefits of Buying the Global Frontline Workers Training Report:
Comprehensive analysis of the changing competitive landscape

Assists in decision making processes for the businesses along with detailed strategic planning methodologies

The report offers an 8-year forecast and assessment of the Global Frontline Workers Training Market

Helps in understanding the key product segments and their estimated growth rate

In-depth analysis of market drivers, restraints, trends, and opportunities

Comprehensive regional analysis of the Global Frontline Workers Training Market

Extensive profiling of the key stakeholders of the business sphere

Detailed analysis of the factors influencing the growth of the Global Frontline Workers Training Market

Thank you for reading our report. To know more about the customization of the report, please get in touch with us, and our team will ensure the report is suited to your requirements.

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Teachers must update their knowledge to address industry needs through training programs.

Title:

Content: Polytechnic teachers told to keep abreast with changing industry trends

SRM-AP hosts week-long training for teachers of polytechnic colleges jointly organised by the National Institute for Technical Teachers’ Training and the Department of Technical Education

January 13, 2024 09:25 pm | Updated 09:25 pm IST - VIJAYAWADA

Chandalavada Nagarani, Commissioner of the Department of Technical Education, addressing the valedictory session of a training programme for teachers of polytechnic colleges, held at SRM University-AP, Mangalagiri, on Saturday. | Photo Credit: SPECIAL ARRANGEMENT

Chadalavada Nagarani, the Commissioner of the Department of Technical Education, has said teachers should update their knowledge from time to time to keep up with the changing trends and transfer the same knowledge to their students.

Addressing the valedictory session of a week-long training for teachers of polytechnic colleges, jointly organised by the National Institute for Technical Teachers’ Training and the Department of Technical Education, held at SRM University-AP, Mangalagiri, on January 13 (Saturday), Ms. Nagarani urged the teachers to focus on revision of the classroom lessons and adequately train the students and help them face the examinations with confidence.

She asked the teachers to immediately start teaching the students the add-on courses and said that efforts were being made to bring innovative teaching modes to capture the students’ interest. She said the teachers should go beyond classroom teaching and ensure the all-round development of the students.

She advised them to study the emerging industry trends, identify its needs and train the students accordingly.

The training programme was attended by 123 faculty members from the civil, electrical, electronic and mechanical branches of government polytechnic colleges across the state.

SRM University registrar Prem Kumar, program coordinator Subbareddy, OSD Nageswara Rao, Technical Education and Training Council Secretary Ramana Babu, Joint Secretaries Satyanarayana Murthy and Janaki Ramaiah, Deputy Directors MAV Ramakrishna and Venu and others participated in the programme.

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Innovative teaching modes are being introduced to guide student training and promote all-round development.

Title:

Content: Polytechnic teachers told to keep abreast with changing industry trends

SRM-AP hosts week-long training for teachers of polytechnic colleges jointly organised by the National Institute for Technical Teachers’ Training and the Department of Technical Education

January 13, 2024 09:25 pm | Updated 09:25 pm IST - VIJAYAWADA

Chandalavada Nagarani, Commissioner of the Department of Technical Education, addressing the valedictory session of a training programme for teachers of polytechnic colleges, held at SRM University-AP, Mangalagiri, on Saturday. | Photo Credit: SPECIAL ARRANGEMENT

Chadalavada Nagarani, the Commissioner of the Department of Technical Education, has said teachers should update their knowledge from time to time to keep up with the changing trends and transfer the same knowledge to their students.

Addressing the valedictory session of a week-long training for teachers of polytechnic colleges, jointly organised by the National Institute for Technical Teachers’ Training and the Department of Technical Education, held at SRM University-AP, Mangalagiri, on January 13 (Saturday), Ms. Nagarani urged the teachers to focus on revision of the classroom lessons and adequately train the students and help them face the examinations with confidence.

She asked the teachers to immediately start teaching the students the add-on courses and said that efforts were being made to bring innovative teaching modes to capture the students’ interest. She said the teachers should go beyond classroom teaching and ensure the all-round development of the students.

She advised them to study the emerging industry trends, identify its needs and train the students accordingly.

The training programme was attended by 123 faculty members from the civil, electrical, electronic and mechanical branches of government polytechnic colleges across the state.

SRM University registrar Prem Kumar, program coordinator Subbareddy, OSD Nageswara Rao, Technical Education and Training Council Secretary Ramana Babu, Joint Secretaries Satyanarayana Murthy and Janaki Ramaiah, Deputy Directors MAV Ramakrishna and Venu and others participated in the programme.

Top News Today

Sign in to unlock member-only benefits!
  • Access 10 free stories every month
  • Save stories to read later
  • Access to comment on every story
  • Sign-up/manage your newsletter subscriptions with a single click
  • Get notified by email for early access to discounts & offers on our products

Companies use innovative technology to improve training, and adaptability is crucial in the modern business world.

Remote work drives companies to incorporate technology into training programs.

Immersive technology enhances on-the-job training with VR and AR, enabling remote onboarding.

New technologies make training more engaging and less expensive.

Multimedia tools streamline progress evaluation and enhance on-the-job training for employers and employees.

Retraining faculty and staff helps them adapt to changing industry needs and new educational programs.

Title:

Content: Improving Your School’s Educational Quality

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Improving your school’s educational quality is a great place to start if you want to increase student enrollment and retention.

It’s true that better education will attract more pupils. However, it will also help distinguish your school from other private schools in your community or state. Therefore, if one of your business objectives is improving your school’s educational quality, here are eight suggestions.

1. Adapting Educational Programs to Industry Changes

Certainly, one of your school’s many objectives is to prepare pupils for the future. Improving your school’s educational quality is a big part of that preparation. However, as countless studies show, changes in various industries are inevitable. When those changes occur, your school’s curriculum may become obsolete and irrelevant. As a result, you must update your school’s curriculum to reflect industry changes.

It is your duty as a school owner or educator to close the skills gap in our society. The skills gap is the discrepancy between graduates‘ abilities and employers’ demands. Providing pupils with relevant knowledge and skills is an important aspect of high-quality education.

2. Retraining Faculty and Staff

This does not imply that your faculty lacks competence. It merely means that you should occasionally remind them of your school’s standards, upgrades, and changes. However, if major changes are coming to campus, such as modifications in educational programs, you should retrain them.

The faculty at your institution directly educates the students. In other words, they represent your school. Therefore, encourage them to teach kids to adjust to new school programs and curricula. If you can afford it, give them more educational materials to help them teach pupils better.

Aside from retraining, it’s important to remove teachers who consistently perform poorly in the classroom. It’s a difficult choice, but you must make it for the sake of your students’ education. However, let them know it’s not personal. Running a school requires a commercial mindset. Therefore, always be ready to cut relationships with anyone who can harm your cause.

3. Making the Best Use of Technology

Using technology to deliver education should be a school owner’s primary plan. If you didn’t do it when you were building your school, it’s never too late to include technology in your educational activities. Technology is always available and improving.

Our modern technical tools can undoubtedly help improve your school’s education quality. Some schools use tablets instead of paper. Furthermore, students appear to be more engaged in studying and working with peers while using tablets, according to recent research. Plus, teachers can better monitor student progress. In such a situation, employing tablets in the classroom is a great idea.

There are many ways to use technology to learn. Just pick the ones that you think will help your school grow.

4. Implementing Collaboration in Education

Group learning is more effective than solitary learning. “Two heads are better than one,” they say. How about more than two? Collaboration always has a good impact on learning, according to research. For one thing,  if educators structure and convey it well, it can engage pupils in learning.

In addition, making lessons more participatory and interesting may encourage children to go to school every day.

5. Focusing on Retention

A low or average student retention rate may indicate that your school’s education needs improvement. Therefore, school officials and educators must work together to ensure that every child learns and passes. You can examine your school’s programming and make modifications based on the results. Furthermore, make sure your professors go the extra mile in challenging the students.

6. Helping Students Lead the Way

Unbeknownst to some, student feedback can be a major factor in improving your school’s education quality. Therefore, let them speak! If they have a plan for changing things on campus, be open to it.

Student empowerment has many more advantages. In the classroom, teachers that empower their pupils create closer relationships with them. The relationship between students and teachers is critical to learning. According to recent research, empowered students have fewer behavioral issues, higher educational goals, and better grades.

7. Engaging Parents and Guardians

Parents and guardians pay more than simply your school’s tuition. They want their kids to have a good time at your school. Besides that, since they are paying for their children’s education, let them comment on it. Therefore, engage them and ask for their feedback.

Parents and guardians will certainly make suggestions to help students. If you can deliver on it, you may get positive feedback next time. That, in turn, means your school’s education quality is increasing.

8. Reaching for Higher Accreditation

When an educational institution seeks higher accreditation, it is given specific requirements to meet. Those criteria are basically guidelines for campus enhancement. Therefore, they can develop solid strategies to improve their education quality.

Consider upgrading your school’s accreditation. It will help you decide what modifications to make in your educational system. In addition, a higher accreditation will validate your school’s education quality. It will gain the same reputation as other well-known schools in your area. A high accreditation can also be a marketing tool for your school.

Admittedly, upgrading your school’s education will cost a lot of money. However, it will pay off in the end. Soon, more parents will entrust their children’s education to your school. As a result, you can guide and prepare countless students for their future.

Image Credit: Pixabay; Pexels; Thank you!

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Technology and collaboration improve education quality and learning outcomes.

Focusing on student retention and feedback helps improve education quality.

Colleges must update curricula as technological innovation outpaces education.

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To Keep Up With The AI Revolution, We Need To Change How We Learn

Tigran Sloyan is the cofounder and CEO of CodeSignal, a technical interview and assessment platform.

There’s no denying it: The AI revolution is here. With the rapid proliferation of tools like ChatGPT and Midjourney, artificial intelligence (AI) technologies are reshaping how we live, work and learn in ways that would have been hard to imagine even just a year ago. Hundreds or even thousands of job categories—particularly ones that involve writing, communication and data analysis—may soon change drastically given the remarkable capabilities of AI.

What does this mean for workers and students? They'll need to learn new skills—and keep learning new skills—to stay relevant in the job market of the near future. And, maybe even more profoundly, how they learn needs to change in two key ways.

College Curricula For The Future

First, colleges and universities need to update their curricula to teach the skills of the future. This is because technology is changing faster than ever today. Take the large language model (LLM) powering ChatGPT. In November 2022, the public had access to GPT-3. A few months later, GPT-3.5. And most recently, the groundbreaking GPT-4, which has catalyzed the emergence of hundreds of new tools built on top of this technology—tools we couldn’t have dreamed of this time last year.

Whereas technological innovation (and especially AI innovation) is advancing at warp speed, educational institutions continue to change slowly. When I first started as an undergraduate at a top university in the early 2000s, the computer science (CS) department was just switching from using Lisp to using Python for teaching Introduction to Computer Science—years after Python had become the dominant coding language in the industry. To assess our skills, CS professors had us write code by hand, on paper. Even today, the widely used AP Computer Science exam requires students to write code by hand—an experience that couldn’t be further from real-world software development.

Now, the gap between the skills that industry demands and what universities teach is even wider. To keep up with the accelerating pace of technological innovation, colleges and universities need a paradigm shift in how they build and deliver curricula.

How can they do that? In CS, this looks like designing courses that teach the languages, frameworks and developer tools—like GitHub—that software developers in the industry use today, as well as emerging technologies and skills for new roles like prompt engineers, machine learning engineers and AI infrastructure. At the same time, CS programs should continue to do what they're great at (and that coding bootcamp programs sometimes miss): teaching the fundamentals of the discipline, like algorithms and data structures.

On top of that, more university instruction can move to a practice-based model. Decades of research have shown that most students don't learn best through lectures, memorization and exams. And, as AI technology advances, memorization becomes an essentially obsolete skill. Practice-first learning, modeled by innovative edtech companies like Duolingo and Code.org, is an effective way to teach that emphasizes learning by doing. Innovations in AI make this kind of practice-based learning scalable and personalizable, allowing students to experience dynamic lesson plans customized to their strengths and weaknesses.

Learn, Work And Re-Learn

Additionally, companies and workers need to commit to ongoing learning and development (L&D) opportunities that adapt to rapidly changing technologies. To equip students and workers with the skills of the future, it’s not just universities that need a paradigm shift. Industry, too, could benefit from changing how it thinks about hiring and L&D.

Today, many employers adhere to the “learn and work” model: They expect candidates for roles at their company to learn all the required skills first, then perform the job. However, over the course of an individual’s working life—well upwards of 40 years in the U.S.—technologies and the skills required to make optimal use of those technologies will undergo major transformations. Learning skills just once is no longer an option. It’s time for the industry to move to what I call a “learn, work and re-learn” model.

For industry at large, this requires a fundamental shift in work culture to one that encourages lifelong learning, fosters curiosity and rewards the ability to adapt quickly. Employers can do this by investing in ongoing upskilling and reskilling opportunities to fill skill gaps on their teams and prepare their employees for the jobs of tomorrow. Like in education, L&D should be practice-based rather than lecture-based, and it should make use of AI innovations to personalize learning for each employee.

Conclusion

The pace of technological innovation is accelerating, and it will only continue to do so. To keep up with these changes, higher education institutions and companies need to evolve what they teach and how they teach. The curricula for both college courses and workplace L&D need significant updates to keep up with technological innovation, particularly in the area of AI. Practice-first instructional methods, rather than lecture-based instruction, provide the most promising way to equip students and workers with the skills of the future.

With these changes, both workers and companies will benefit, positioning themselves to adapt effectively to rapidly changing technologies—most of which we can’t even begin to imagine today.

Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?

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AI technology makes practice-based learning, which is more effective than lectures, scalable.

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Content: BETA
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More From Forbes

Edit Story

To Keep Up With The AI Revolution, We Need To Change How We Learn

Tigran Sloyan is the cofounder and CEO of CodeSignal, a technical interview and assessment platform.

There’s no denying it: The AI revolution is here. With the rapid proliferation of tools like ChatGPT and Midjourney, artificial intelligence (AI) technologies are reshaping how we live, work and learn in ways that would have been hard to imagine even just a year ago. Hundreds or even thousands of job categories—particularly ones that involve writing, communication and data analysis—may soon change drastically given the remarkable capabilities of AI.

What does this mean for workers and students? They'll need to learn new skills—and keep learning new skills—to stay relevant in the job market of the near future. And, maybe even more profoundly, how they learn needs to change in two key ways.

College Curricula For The Future

First, colleges and universities need to update their curricula to teach the skills of the future. This is because technology is changing faster than ever today. Take the large language model (LLM) powering ChatGPT. In November 2022, the public had access to GPT-3. A few months later, GPT-3.5. And most recently, the groundbreaking GPT-4, which has catalyzed the emergence of hundreds of new tools built on top of this technology—tools we couldn’t have dreamed of this time last year.

Whereas technological innovation (and especially AI innovation) is advancing at warp speed, educational institutions continue to change slowly. When I first started as an undergraduate at a top university in the early 2000s, the computer science (CS) department was just switching from using Lisp to using Python for teaching Introduction to Computer Science—years after Python had become the dominant coding language in the industry. To assess our skills, CS professors had us write code by hand, on paper. Even today, the widely used AP Computer Science exam requires students to write code by hand—an experience that couldn’t be further from real-world software development.

Now, the gap between the skills that industry demands and what universities teach is even wider. To keep up with the accelerating pace of technological innovation, colleges and universities need a paradigm shift in how they build and deliver curricula.

How can they do that? In CS, this looks like designing courses that teach the languages, frameworks and developer tools—like GitHub—that software developers in the industry use today, as well as emerging technologies and skills for new roles like prompt engineers, machine learning engineers and AI infrastructure. At the same time, CS programs should continue to do what they're great at (and that coding bootcamp programs sometimes miss): teaching the fundamentals of the discipline, like algorithms and data structures.

On top of that, more university instruction can move to a practice-based model. Decades of research have shown that most students don't learn best through lectures, memorization and exams. And, as AI technology advances, memorization becomes an essentially obsolete skill. Practice-first learning, modeled by innovative edtech companies like Duolingo and Code.org, is an effective way to teach that emphasizes learning by doing. Innovations in AI make this kind of practice-based learning scalable and personalizable, allowing students to experience dynamic lesson plans customized to their strengths and weaknesses.

Learn, Work And Re-Learn

Additionally, companies and workers need to commit to ongoing learning and development (L&D) opportunities that adapt to rapidly changing technologies. To equip students and workers with the skills of the future, it’s not just universities that need a paradigm shift. Industry, too, could benefit from changing how it thinks about hiring and L&D.

Today, many employers adhere to the “learn and work” model: They expect candidates for roles at their company to learn all the required skills first, then perform the job. However, over the course of an individual’s working life—well upwards of 40 years in the U.S.—technologies and the skills required to make optimal use of those technologies will undergo major transformations. Learning skills just once is no longer an option. It’s time for the industry to move to what I call a “learn, work and re-learn” model.

For industry at large, this requires a fundamental shift in work culture to one that encourages lifelong learning, fosters curiosity and rewards the ability to adapt quickly. Employers can do this by investing in ongoing upskilling and reskilling opportunities to fill skill gaps on their teams and prepare their employees for the jobs of tomorrow. Like in education, L&D should be practice-based rather than lecture-based, and it should make use of AI innovations to personalize learning for each employee.

Conclusion

The pace of technological innovation is accelerating, and it will only continue to do so. To keep up with these changes, higher education institutions and companies need to evolve what they teach and how they teach. The curricula for both college courses and workplace L&D need significant updates to keep up with technological innovation, particularly in the area of AI. Practice-first instructional methods, rather than lecture-based instruction, provide the most promising way to equip students and workers with the skills of the future.

With these changes, both workers and companies will benefit, positioning themselves to adapt effectively to rapidly changing technologies—most of which we can’t even begin to imagine today.

Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?

Follow me on Twitter or LinkedInCheck out my website

Industry needs a "learn, work and re-learn" model with ongoing upskilling opportunities.

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To Keep Up With The AI Revolution, We Need To Change How We Learn

Tigran Sloyan is the cofounder and CEO of CodeSignal, a technical interview and assessment platform.

There’s no denying it: The AI revolution is here. With the rapid proliferation of tools like ChatGPT and Midjourney, artificial intelligence (AI) technologies are reshaping how we live, work and learn in ways that would have been hard to imagine even just a year ago. Hundreds or even thousands of job categories—particularly ones that involve writing, communication and data analysis—may soon change drastically given the remarkable capabilities of AI.

What does this mean for workers and students? They'll need to learn new skills—and keep learning new skills—to stay relevant in the job market of the near future. And, maybe even more profoundly, how they learn needs to change in two key ways.

College Curricula For The Future

First, colleges and universities need to update their curricula to teach the skills of the future. This is because technology is changing faster than ever today. Take the large language model (LLM) powering ChatGPT. In November 2022, the public had access to GPT-3. A few months later, GPT-3.5. And most recently, the groundbreaking GPT-4, which has catalyzed the emergence of hundreds of new tools built on top of this technology—tools we couldn’t have dreamed of this time last year.

Whereas technological innovation (and especially AI innovation) is advancing at warp speed, educational institutions continue to change slowly. When I first started as an undergraduate at a top university in the early 2000s, the computer science (CS) department was just switching from using Lisp to using Python for teaching Introduction to Computer Science—years after Python had become the dominant coding language in the industry. To assess our skills, CS professors had us write code by hand, on paper. Even today, the widely used AP Computer Science exam requires students to write code by hand—an experience that couldn’t be further from real-world software development.

Now, the gap between the skills that industry demands and what universities teach is even wider. To keep up with the accelerating pace of technological innovation, colleges and universities need a paradigm shift in how they build and deliver curricula.

How can they do that? In CS, this looks like designing courses that teach the languages, frameworks and developer tools—like GitHub—that software developers in the industry use today, as well as emerging technologies and skills for new roles like prompt engineers, machine learning engineers and AI infrastructure. At the same time, CS programs should continue to do what they're great at (and that coding bootcamp programs sometimes miss): teaching the fundamentals of the discipline, like algorithms and data structures.

On top of that, more university instruction can move to a practice-based model. Decades of research have shown that most students don't learn best through lectures, memorization and exams. And, as AI technology advances, memorization becomes an essentially obsolete skill. Practice-first learning, modeled by innovative edtech companies like Duolingo and Code.org, is an effective way to teach that emphasizes learning by doing. Innovations in AI make this kind of practice-based learning scalable and personalizable, allowing students to experience dynamic lesson plans customized to their strengths and weaknesses.

Learn, Work And Re-Learn

Additionally, companies and workers need to commit to ongoing learning and development (L&D) opportunities that adapt to rapidly changing technologies. To equip students and workers with the skills of the future, it’s not just universities that need a paradigm shift. Industry, too, could benefit from changing how it thinks about hiring and L&D.

Today, many employers adhere to the “learn and work” model: They expect candidates for roles at their company to learn all the required skills first, then perform the job. However, over the course of an individual’s working life—well upwards of 40 years in the U.S.—technologies and the skills required to make optimal use of those technologies will undergo major transformations. Learning skills just once is no longer an option. It’s time for the industry to move to what I call a “learn, work and re-learn” model.

For industry at large, this requires a fundamental shift in work culture to one that encourages lifelong learning, fosters curiosity and rewards the ability to adapt quickly. Employers can do this by investing in ongoing upskilling and reskilling opportunities to fill skill gaps on their teams and prepare their employees for the jobs of tomorrow. Like in education, L&D should be practice-based rather than lecture-based, and it should make use of AI innovations to personalize learning for each employee.

Conclusion

The pace of technological innovation is accelerating, and it will only continue to do so. To keep up with these changes, higher education institutions and companies need to evolve what they teach and how they teach. The curricula for both college courses and workplace L&D need significant updates to keep up with technological innovation, particularly in the area of AI. Practice-first instructional methods, rather than lecture-based instruction, provide the most promising way to equip students and workers with the skills of the future.

With these changes, both workers and companies will benefit, positioning themselves to adapt effectively to rapidly changing technologies—most of which we can’t even begin to imagine today.

Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?

Follow me on Twitter or LinkedInCheck out my website

AI innovations can personalize learning, prompting higher education institutions to evolve their teaching methods.

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To Keep Up With The AI Revolution, We Need To Change How We Learn

Tigran Sloyan is the cofounder and CEO of CodeSignal, a technical interview and assessment platform.

There’s no denying it: The AI revolution is here. With the rapid proliferation of tools like ChatGPT and Midjourney, artificial intelligence (AI) technologies are reshaping how we live, work and learn in ways that would have been hard to imagine even just a year ago. Hundreds or even thousands of job categories—particularly ones that involve writing, communication and data analysis—may soon change drastically given the remarkable capabilities of AI.

What does this mean for workers and students? They'll need to learn new skills—and keep learning new skills—to stay relevant in the job market of the near future. And, maybe even more profoundly, how they learn needs to change in two key ways.

College Curricula For The Future

First, colleges and universities need to update their curricula to teach the skills of the future. This is because technology is changing faster than ever today. Take the large language model (LLM) powering ChatGPT. In November 2022, the public had access to GPT-3. A few months later, GPT-3.5. And most recently, the groundbreaking GPT-4, which has catalyzed the emergence of hundreds of new tools built on top of this technology—tools we couldn’t have dreamed of this time last year.

Whereas technological innovation (and especially AI innovation) is advancing at warp speed, educational institutions continue to change slowly. When I first started as an undergraduate at a top university in the early 2000s, the computer science (CS) department was just switching from using Lisp to using Python for teaching Introduction to Computer Science—years after Python had become the dominant coding language in the industry. To assess our skills, CS professors had us write code by hand, on paper. Even today, the widely used AP Computer Science exam requires students to write code by hand—an experience that couldn’t be further from real-world software development.

Now, the gap between the skills that industry demands and what universities teach is even wider. To keep up with the accelerating pace of technological innovation, colleges and universities need a paradigm shift in how they build and deliver curricula.

How can they do that? In CS, this looks like designing courses that teach the languages, frameworks and developer tools—like GitHub—that software developers in the industry use today, as well as emerging technologies and skills for new roles like prompt engineers, machine learning engineers and AI infrastructure. At the same time, CS programs should continue to do what they're great at (and that coding bootcamp programs sometimes miss): teaching the fundamentals of the discipline, like algorithms and data structures.

On top of that, more university instruction can move to a practice-based model. Decades of research have shown that most students don't learn best through lectures, memorization and exams. And, as AI technology advances, memorization becomes an essentially obsolete skill. Practice-first learning, modeled by innovative edtech companies like Duolingo and Code.org, is an effective way to teach that emphasizes learning by doing. Innovations in AI make this kind of practice-based learning scalable and personalizable, allowing students to experience dynamic lesson plans customized to their strengths and weaknesses.

Learn, Work And Re-Learn

Additionally, companies and workers need to commit to ongoing learning and development (L&D) opportunities that adapt to rapidly changing technologies. To equip students and workers with the skills of the future, it’s not just universities that need a paradigm shift. Industry, too, could benefit from changing how it thinks about hiring and L&D.

Today, many employers adhere to the “learn and work” model: They expect candidates for roles at their company to learn all the required skills first, then perform the job. However, over the course of an individual’s working life—well upwards of 40 years in the U.S.—technologies and the skills required to make optimal use of those technologies will undergo major transformations. Learning skills just once is no longer an option. It’s time for the industry to move to what I call a “learn, work and re-learn” model.

For industry at large, this requires a fundamental shift in work culture to one that encourages lifelong learning, fosters curiosity and rewards the ability to adapt quickly. Employers can do this by investing in ongoing upskilling and reskilling opportunities to fill skill gaps on their teams and prepare their employees for the jobs of tomorrow. Like in education, L&D should be practice-based rather than lecture-based, and it should make use of AI innovations to personalize learning for each employee.

Conclusion

The pace of technological innovation is accelerating, and it will only continue to do so. To keep up with these changes, higher education institutions and companies need to evolve what they teach and how they teach. The curricula for both college courses and workplace L&D need significant updates to keep up with technological innovation, particularly in the area of AI. Practice-first instructional methods, rather than lecture-based instruction, provide the most promising way to equip students and workers with the skills of the future.

With these changes, both workers and companies will benefit, positioning themselves to adapt effectively to rapidly changing technologies—most of which we can’t even begin to imagine today.

Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?

Follow me on Twitter or LinkedInCheck out my website

Curricula updates and lifelong learning are necessary for workers to stay relevant with AI innovation.

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Edit Story

To Keep Up With The AI Revolution, We Need To Change How We Learn

Tigran Sloyan is the cofounder and CEO of CodeSignal, a technical interview and assessment platform.

There’s no denying it: The AI revolution is here. With the rapid proliferation of tools like ChatGPT and Midjourney, artificial intelligence (AI) technologies are reshaping how we live, work and learn in ways that would have been hard to imagine even just a year ago. Hundreds or even thousands of job categories—particularly ones that involve writing, communication and data analysis—may soon change drastically given the remarkable capabilities of AI.

What does this mean for workers and students? They'll need to learn new skills—and keep learning new skills—to stay relevant in the job market of the near future. And, maybe even more profoundly, how they learn needs to change in two key ways.

College Curricula For The Future

First, colleges and universities need to update their curricula to teach the skills of the future. This is because technology is changing faster than ever today. Take the large language model (LLM) powering ChatGPT. In November 2022, the public had access to GPT-3. A few months later, GPT-3.5. And most recently, the groundbreaking GPT-4, which has catalyzed the emergence of hundreds of new tools built on top of this technology—tools we couldn’t have dreamed of this time last year.

Whereas technological innovation (and especially AI innovation) is advancing at warp speed, educational institutions continue to change slowly. When I first started as an undergraduate at a top university in the early 2000s, the computer science (CS) department was just switching from using Lisp to using Python for teaching Introduction to Computer Science—years after Python had become the dominant coding language in the industry. To assess our skills, CS professors had us write code by hand, on paper. Even today, the widely used AP Computer Science exam requires students to write code by hand—an experience that couldn’t be further from real-world software development.

Now, the gap between the skills that industry demands and what universities teach is even wider. To keep up with the accelerating pace of technological innovation, colleges and universities need a paradigm shift in how they build and deliver curricula.

How can they do that? In CS, this looks like designing courses that teach the languages, frameworks and developer tools—like GitHub—that software developers in the industry use today, as well as emerging technologies and skills for new roles like prompt engineers, machine learning engineers and AI infrastructure. At the same time, CS programs should continue to do what they're great at (and that coding bootcamp programs sometimes miss): teaching the fundamentals of the discipline, like algorithms and data structures.

On top of that, more university instruction can move to a practice-based model. Decades of research have shown that most students don't learn best through lectures, memorization and exams. And, as AI technology advances, memorization becomes an essentially obsolete skill. Practice-first learning, modeled by innovative edtech companies like Duolingo and Code.org, is an effective way to teach that emphasizes learning by doing. Innovations in AI make this kind of practice-based learning scalable and personalizable, allowing students to experience dynamic lesson plans customized to their strengths and weaknesses.

Learn, Work And Re-Learn

Additionally, companies and workers need to commit to ongoing learning and development (L&D) opportunities that adapt to rapidly changing technologies. To equip students and workers with the skills of the future, it’s not just universities that need a paradigm shift. Industry, too, could benefit from changing how it thinks about hiring and L&D.

Today, many employers adhere to the “learn and work” model: They expect candidates for roles at their company to learn all the required skills first, then perform the job. However, over the course of an individual’s working life—well upwards of 40 years in the U.S.—technologies and the skills required to make optimal use of those technologies will undergo major transformations. Learning skills just once is no longer an option. It’s time for the industry to move to what I call a “learn, work and re-learn” model.

For industry at large, this requires a fundamental shift in work culture to one that encourages lifelong learning, fosters curiosity and rewards the ability to adapt quickly. Employers can do this by investing in ongoing upskilling and reskilling opportunities to fill skill gaps on their teams and prepare their employees for the jobs of tomorrow. Like in education, L&D should be practice-based rather than lecture-based, and it should make use of AI innovations to personalize learning for each employee.

Conclusion

The pace of technological innovation is accelerating, and it will only continue to do so. To keep up with these changes, higher education institutions and companies need to evolve what they teach and how they teach. The curricula for both college courses and workplace L&D need significant updates to keep up with technological innovation, particularly in the area of AI. Practice-first instructional methods, rather than lecture-based instruction, provide the most promising way to equip students and workers with the skills of the future.

With these changes, both workers and companies will benefit, positioning themselves to adapt effectively to rapidly changing technologies—most of which we can’t even begin to imagine today.

Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?

Follow me on Twitter or LinkedInCheck out my website

Technology leaders should focus on AI and cybersecurity.

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Content: November 22, 2023

Like any professional, a technology leader can benefit from continuing education. In addition to keeping up with the latest technology trends, a focus on “soft” skills and topics will help a tech leader better manage his or her team members and their time, interact effectively with coworkers, and engage with end users. It may help to understand and do a lot more.

As 2023 comes to an end and technology leaders look towards 2024, it is certainly essential for them to explore and study the emerging technology tools and processes that will impact their industry and organization in the coming months. However, balancing technical research with honing evergreen leadership skills can lead to a more effective and prosperous lifelong career. Below, 20 members of the Forbes Technology Council discuss the topics and skills today’s technology leaders should focus on as they pursue continuing education.

1. Artificial Intelligence

As we see AI evolve across various industries, it is important that technology leaders continue to immerse themselves in the practical applications of AI. As new AI tools come to market, technology leaders must have a deep understanding of how to develop the infrastructure to maximize these tools and reap the benefits that AI can bring to businesses. -Ed Makoskey, Boomi

2. Cyber Security

Cyber security doesn’t just fall within the purview of your IT department. If you have a smartphone, work on a computer or use the Internet, you are exposed to a variety of complex security risks on a constant, daily basis. Technology leaders must continually educate themselves about what these threats are and what they can do about them – to protect themselves and their organizations. – Caroline Wong, Cobalt

The Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs, and technology executives. Am I eligible?

3. Strategic Domain Management

Domains are managed only in most companies; Strategic domain management, including risk management, is often missing altogether. A solid domain strategy with risk monitoring not only protects your brand, but also provides opportunities for market expansion and differentiation. Failure to create a domain strategy puts reputational capital and revenues at risk. Strategic domain management is an essential study subject for any executive in the digital age. – Daniel Strauss, Team Internet Group PLC

4. Impact of AI on the workforce

These days, leaders should learn as much as possible about AI — specifically, about its impact on the workforce. From developers to data entry admins, people are hearing about the possibility of job losses. Leaders must move forward by learning how to modernize the skills of their people. Valuable veterans are keepers—AI will not replace their institutional knowledge. -Chris Stegg, eGroup | enabling technologies

5. Design Thinking

In my view, one of the most important topics for technology executives to include in their education is design thinking. While technical skills are very important, design thinking helps solve real-world consumer problems through technology and is one of the main approaches that can make all the difference. Design thinking helps technology leaders map IT value streams and solutions to real business outcomes. – Anjali Chhabra Nandwani, Tech Mahindra America Inc.

6. Storytelling

Learn to tell a story. Technology leaders are quick to put forward needs and ideas, but they often neglect to tell the story about why their ideas are important to the organization and its stakeholders. Learn how to break down complex topics into digestible stories that engage your audience and make your points matter. -Lee Mangold, Fortress Information Security

7. Psychological safety

Leaders must venture beyond technical knowledge. One area of exploration is the concept of psychological safety. By integrating aspects of emotional intelligence, leaders can pave the way for employees to express ideas, ask for help, and question the status quo without fear of consequences. Such a nurturing environment can foster innovation, utilize diverse perspectives, and foster rapid adaptability. -Andreas Pettersson, Archulus

8. Biomimicry

Technology leaders should explore biomimicry by learning from nature’s strategies to solve human challenges. Understanding how nature has developed solutions can inspire innovative, sustainable technology. This approach offers a new perspective and can lead to efficient, effective technology that addresses today’s challenges while considering the impact on our planet and its ecosystems. -Joseph Rutakangwa, Rwaazi

9. Executive Gravitas

In addition to technical proficiency, technology leaders should also invest in honing their executive pride. It’s not just about expertise; It is about having the ability to influence, inspire and lead decisively in a dynamic technological landscape. Gravitas equips leaders with an authentic presence, ensuring their voices resonate, their decisions are respected and their visions are shared, driving impactful organizational growth. – Chaitra Vedullapalli, Women in Cloud

10. Emotional intelligence

One important area that technology leaders should prioritize in their professional development is emotional intelligence, also known as EI or EQ. Emotional intelligence refers to the ability to recognize, understand, manage, and effectively use emotions, both in oneself and others. While technical skills and domain expertise are undoubtedly important for technical leaders, the importance of EQ is increasing. – Dax Grant, Global Transform

11. Generative AI

Generative AI is already proving to be a transformative technology, and your products and services are already changing because of it. Continue building those skills to stay ahead and take full advantage of the possibilities of this AI-dominated era. – Prerit Garg, Smartsheet

12. Driving business outcomes through emerging technologies

One of the skills that we need to learn is how to understand and assimilate new technologies into the existing scenario to drive business results. There’s no premium for knowing the latest generative AI tools or cybersecurity suites. When it comes to new ideas, all that matters is keeping an open mind and the ability to utilize them effectively with the talent available. Technical leaders need this same skill but it is often difficult to learn. – Samiran Ghosh, Unblocks

13. To talk

Whether you’re interacting with a customer, partner, supplier, boss, or employee, you’re constantly interacting (with or without being fully aware of it). It is important to turn the art of negotiation into a science and equip yourself with this much-needed skill. It is important to have a growth mindset and value-based exchange with every interaction. – Karthik SJ, Acera

14. Responsible AI development and use

We must focus on ongoing education in two key areas. First, cybersecurity is critical to data protection and trust-building with our partners and our end customers. Second, given the widespread impact of AI, responsible AI development and use is not just an option; This is a necessity. It demands a deep understanding of ethics, law, transparency and social concerns. It’s all about building trust and becoming the tech leader of the AI world. -Pablo Junco, Microsoft

15. Understanding target users

I firmly believe that technology leaders need to know their ideal customer profile or target users as deeply as they know themselves. They need to fully and continually educate themselves about who they are building the technology for, how those people use it, what they want to achieve with it and much more. If a technology leader feels like they have lost touch with their target users, they need to double-check and reacquaint themselves with them. -Laxman Papineni, Outplay

16. Delegation

Knowing the art of delegation is essential for any technical leader. It’s about looking deeply at who you’re dealing with and identifying where you need help (and what kind of help that is) and then finding a way with yourself to address that need. Being able to have open, honest conversations. It always helps to practice 360-degree feedback with your teams and yourself. – Vidal Bharat, Bramble Energy Limited.

17. Change Management

No matter what technology we delve into, mastering change management is paramount. Without effective change management, even the most promising technology implementations can falter. – Mani Padisetty, Digital Kavach

18. Customer Empathy

Technology leaders should prioritize customer empathy in their ongoing education. Truly understanding customer needs and experiences is essential to effective innovation and delivering products that truly resonate with users. Focusing on empathy increases the ability to meet changing customer expectations and promotes more customer-centric decision making, ensuring long-term success. – Rick Kelly, Fuel Cycle

19. Cloud Operations

The topic of cloud operations is not “new,” but with so many organizations adopting multicloud strategies, it is more important than ever for technology leaders to understand how to manage and optimize the overall cloud strategy. From security implications to cost savings, to how to use generic AI to create efficiencies, cloud skills and strategies must be continually honed to ensure business value. -Aaron Sconard, Pluralsight

20. Writing and Presentation Skills

Having effective writing and presentation skills is important for technology leaders who need to influence and convince executive teams and boards to continue investing in technology. Many decision makers are not subject matter experts in technology, so it is essential to present your main points as concisely as possible to support a decision. – Tara Waters, Ashurst LLP

Strategic domain management and AI-driven workforce modernization are essential for brand protection and leader development.

Design thinking and storytelling help technology leaders solve consumer problems and engage audiences.

In Brazil, 11.6 million industrial workers require training due to technological change or replacing inactive workers.

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Content: Tech innovation to require reskilling of nearly 10 million industrial workers in Brazil

Most of the workforce will need ongoing training in the next three years, according to research.

Brazil will need to train 9.6 million workers in industrial occupations over the next three years due to the increasing adoption of new technologies in the sector, according to the research.

This is the main conclusion of the Map of Industrial Work 2022-2025, a study carried out by the National Industry Observatory to identify future demands for labor and guide industrial-based professional training in Brazil.

According to the study, of the total amount of workers in the sector, 2 million will need initial training to replace inactive workers and fill new vacancies. However, the majority of people working on the industrial sector that need a professional update -- 7.6 million workers -- will require ongoing education.

How cloud computing changes (almost) everything about the skills you need

How cloud computing changes (almost) everything about the skills you need The old skills that have kept enterprise IT humming along are increasingly irrelevant in the new world of the cloud, say tech chiefs on the ZDNet/TechRepublic CIO Jury.

"The jobs market is undergoing a transformation, caused mainly by the use of new technologies and changes in the production chain. Therefore, Brazil will increasingly need to invest in improvement and requalification so that professionals are up to date," the research noted. Within the Brazilian industrial sector, manufacturing firms have been prioritizing the adoption of technologies such as automation and data analysis under the Industry 4.0 approach.

Some 497,000 jobs should be created in the industrial sector, up from the current 12.3 million to 12.8 million formal vacancies between 2022 and 2025, according to the study. In addition to knowledge related to industrial production, skills required for these occupations vary. However, the research noted that technical and higher-level occupations will continue to grow, with companies seeking professionals able to solve more complex problems.

In the face of the slow labor market recovery post-Covid-19, prioritizing skills improvement of those who are employed and those seeking new opportunities will be "essential" to improve the level and quality of employment and contribute to technological progress and increased productivity in the industrial sector, according to Rafael Lucchesi, the director-general at the National Service for Industrial Learning (SENAI), the main industrial training institution in Brazil.

"We are facing a scenario of low GDP growth, stalled structural reforms, such as tax reform, elections, and high unemployment and informality rates. In this context, the research allows us to understand the changes in the job market and encourage people to seek qualifications where there will be employment. And this [reskilling process] will be a recurring one throughout one's professional trajectory. Whoever stops studying will be left behind," Lucchesi noted.

7.6 million workers need ongoing education and reskilling as technical occupations grow.

Title:

Content: Tech innovation to require reskilling of nearly 10 million industrial workers in Brazil

Most of the workforce will need ongoing training in the next three years, according to research.

Brazil will need to train 9.6 million workers in industrial occupations over the next three years due to the increasing adoption of new technologies in the sector, according to the research.

This is the main conclusion of the Map of Industrial Work 2022-2025, a study carried out by the National Industry Observatory to identify future demands for labor and guide industrial-based professional training in Brazil.

According to the study, of the total amount of workers in the sector, 2 million will need initial training to replace inactive workers and fill new vacancies. However, the majority of people working on the industrial sector that need a professional update -- 7.6 million workers -- will require ongoing education.

How cloud computing changes (almost) everything about the skills you need

How cloud computing changes (almost) everything about the skills you need The old skills that have kept enterprise IT humming along are increasingly irrelevant in the new world of the cloud, say tech chiefs on the ZDNet/TechRepublic CIO Jury.

"The jobs market is undergoing a transformation, caused mainly by the use of new technologies and changes in the production chain. Therefore, Brazil will increasingly need to invest in improvement and requalification so that professionals are up to date," the research noted. Within the Brazilian industrial sector, manufacturing firms have been prioritizing the adoption of technologies such as automation and data analysis under the Industry 4.0 approach.

Some 497,000 jobs should be created in the industrial sector, up from the current 12.3 million to 12.8 million formal vacancies between 2022 and 2025, according to the study. In addition to knowledge related to industrial production, skills required for these occupations vary. However, the research noted that technical and higher-level occupations will continue to grow, with companies seeking professionals able to solve more complex problems.

In the face of the slow labor market recovery post-Covid-19, prioritizing skills improvement of those who are employed and those seeking new opportunities will be "essential" to improve the level and quality of employment and contribute to technological progress and increased productivity in the industrial sector, according to Rafael Lucchesi, the director-general at the National Service for Industrial Learning (SENAI), the main industrial training institution in Brazil.

"We are facing a scenario of low GDP growth, stalled structural reforms, such as tax reform, elections, and high unemployment and informality rates. In this context, the research allows us to understand the changes in the job market and encourage people to seek qualifications where there will be employment. And this [reskilling process] will be a recurring one throughout one's professional trajectory. Whoever stops studying will be left behind," Lucchesi noted.

Reskilling is essential for employment and technological progress throughout one's career.

Title:

Content: Tech innovation to require reskilling of nearly 10 million industrial workers in Brazil

Most of the workforce will need ongoing training in the next three years, according to research.

Brazil will need to train 9.6 million workers in industrial occupations over the next three years due to the increasing adoption of new technologies in the sector, according to the research.

This is the main conclusion of the Map of Industrial Work 2022-2025, a study carried out by the National Industry Observatory to identify future demands for labor and guide industrial-based professional training in Brazil.

According to the study, of the total amount of workers in the sector, 2 million will need initial training to replace inactive workers and fill new vacancies. However, the majority of people working on the industrial sector that need a professional update -- 7.6 million workers -- will require ongoing education.

How cloud computing changes (almost) everything about the skills you need

How cloud computing changes (almost) everything about the skills you need The old skills that have kept enterprise IT humming along are increasingly irrelevant in the new world of the cloud, say tech chiefs on the ZDNet/TechRepublic CIO Jury.

"The jobs market is undergoing a transformation, caused mainly by the use of new technologies and changes in the production chain. Therefore, Brazil will increasingly need to invest in improvement and requalification so that professionals are up to date," the research noted. Within the Brazilian industrial sector, manufacturing firms have been prioritizing the adoption of technologies such as automation and data analysis under the Industry 4.0 approach.

Some 497,000 jobs should be created in the industrial sector, up from the current 12.3 million to 12.8 million formal vacancies between 2022 and 2025, according to the study. In addition to knowledge related to industrial production, skills required for these occupations vary. However, the research noted that technical and higher-level occupations will continue to grow, with companies seeking professionals able to solve more complex problems.

In the face of the slow labor market recovery post-Covid-19, prioritizing skills improvement of those who are employed and those seeking new opportunities will be "essential" to improve the level and quality of employment and contribute to technological progress and increased productivity in the industrial sector, according to Rafael Lucchesi, the director-general at the National Service for Industrial Learning (SENAI), the main industrial training institution in Brazil.

"We are facing a scenario of low GDP growth, stalled structural reforms, such as tax reform, elections, and high unemployment and informality rates. In this context, the research allows us to understand the changes in the job market and encourage people to seek qualifications where there will be employment. And this [reskilling process] will be a recurring one throughout one's professional trajectory. Whoever stops studying will be left behind," Lucchesi noted.

Flexible learning approaches and upskilling are crucial to address changing job markets and future challenges.

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Content: Ready, set, upskill: The way forward for Australia's workforce

The significance of upskilling so you can get a grip on how to tackle today's job market.

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The fast evolution of technology and industries requires everyone to adapt, grow and enhance their skills. However, this is even more important in a changing job landscape where roles are created and transformed. It's not enough to improve knowledge with a miniature course, we need to employ a flexible learning approach that involves everything from hands-on education to studying online.

Now that we know that upskilling is the driving force that will empower the workforce to tackle the challenges of the future, this detailed guide will highlight the significance of upskilling so you can get a grip on how to tackle today's job market.

Challenges facing today's workforce

With the state of the current workforce and its obstacles in today's rapidly changing job market, there are constant changes happening all around us. That's why it is essential to be ready for any new hurdles. Let's delve into some of these challenges.

Addressing skills shortages

One challenge confronting Australia's workforce is the expanding skills gap. As new technologies emerge in the market and alter our work methods, skills that are highly sought after today could become outdated tomorrow. The absence of adaptation threatens productivity, hinders progress and may decrease competitiveness for businesses and organisations nationwide.

Advancements in technology

Artificial intelligence, machine learning and data analysis are not abstract terms but essential elements in work settings moving forward. However, with innovation comes the necessity for adjustment, and many traditional job roles are becoming obsolete. This is why the workforce must keep up with these advancements and remain relevant in the employment landscape.

Global competition

In an increasingly interconnected world, Australia's workforce is not being measured against its own standards anymore. Instead, it is engaging in global competition and to stay ahead, employees must continuously enhance their skills and knowledge to meet standards and ensure they are included in the job market.

Skills enhancement solutions

Fortunately, there are methods through which organisations can enhance their capabilities to fulfill requirements. These methods include hands-on training, online courses and workshops. Companies have various investment options; let's delve into it.

Digital learning platforms

E-learning has revolutionised education with platforms such as Coursera or Udemy that offer education from institutions at the convenience of one's home or workplace. This type of skill enhancement is not just convenient; it's often more cost-effective and time-saving, enabling employees to learn at their own speed. If an employee can implement their own platforms this will give a major advantage and more efficiency when training.

Job training programs

Technical and Further Education (TAFE), along with training institutions, play a crucial role in imparting practical job-specific skills to both aspiring professionals and seasoned workers. Emphasising hands-on learning, these programs produce well-prepared graduates to meet the industry's demands. These must be utilised where required because having these standards helps staff ensure they meet industry requirements.

Advantages of skill enhancement

No one wants to remain in the same position, knowledge and certifications forever; skill enhancement is essential and comes with an array of advantages. It can improve multiple aspects of your personal and professional life.

Enhanced employability

Acquiring skills enhances employees' appeal to employers. An individual who stays current with industry trends and technologies is more likely to secure and retain employment opportunities amidst layoffs and unpredictable job markets. When you include these new skills or training in your resume, you will become most attractive to employers.

Career progression

Skill enhancement can pave the way, for higher-paying positions and more fulfilling career pathways. It empowers employees to take on responsibilities, lead projects and eventually secure a promotion or transition into a gratifying role. It can help you become a leader in your industry and help put you in better positions within your organisation.

Adapting to change

Change is ever-present in today's dynamic work environment. Individuals who enhance their skills cultivate an adaptable mindset, enabling them to navigate changes within their workplace, industry or the broader economy. Studying courses that are in line with future trends and technological changes means that you're going to be more adaptable moving forward.

The importance of collaboration between educational institutions and industries

Educational institutions must collaborate closely with industry partners to grasp future skill requirements. If these collaborations are initiated with good industry understanding they can deliver programs that directly benefit workers and contribute to growth in the long term. While the traditional approach is needed, it must be mixed with upskilling solutions that meet the needs of the industry.

We all need education and this includes newcomers to experienced professionals, the sooner we realise that learning doesn't end after graduation, the sooner we can facilitate better programs for those already working. When this is widely accepted, we can all foster educational development for professionals who want to stay motivated, acquire new skills, and excel in their fields.

Conclusion

Upskilling in Australia isn't just a convenient option but is now a requirement; by implementing these strategies and providing support networks, we can empower employees with the resources to grow and adapt during transitional periods. It is not only the responsibility of the individual but also vital for institutions to create a conducive setting to enhance educational growth. By improving our skills today, we prepare ourselves for the uncertain possibilities and new developments that lie ahead.

Skills shortages threaten businesses, while AI and machine learning are essential for modern work.

Global competition demands continuous skill enhancement, which digital learning platforms can provide conveniently and cost-effectively.

Job training programs provide practical skills, enhancing employability and career progression.

Training programs will be closer to market demand with support from SkillsFuture Singapore and enterprise partnerships.

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Content: Updated training and adult education courses will be closer to market demand
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The training and education programmes for local employees in the future will be closer to industry and market demand, with more innovative and digital teaching to enable employees to contribute to the transformation of their fields.
SkillsFuture Singapore will support training and adult education institutions to deepen cooperation with enterprises to understand the needs and development direction of the market and ensure that the training content meets the needs.
In 2022, the authorities launched the Skills Development Partners programme to work with chambers of commerce and business groups to identify the skills needed in the field, linking skills development with business transformation and redesign efforts.
Another level is to ensure the link between educators and the industry. In addition to upgrading the professional skills of educators, the authorities also need to attract more professionals to work in education and share their knowledge.
Yan Xiaofang, Minister of Education and Minister of Manpower, announced at the Inaugural Training and Adult Education Conference held by the SUSDA on Thursday (February 2) that the authorities have updated the industrial transformation blueprint in the field of training and adult education to better support the transformation of other fields by improving the relevance of the curriculum to industry and market demand.
The updated training and adult education industry transformation blueprint will have four strategies, in addition to focusing on improving the industry relevance of training, will also promote innovation and digitization in teaching, enhance the capabilities of adult educators and the industry, and enhance industry flexibility through internationalization.
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The Skills Development Partners programme, launched in 2022, links skills development with business transformation.

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Content: Updated training and adult education courses will be closer to market demand
Font Size:
The training and education programmes for local employees in the future will be closer to industry and market demand, with more innovative and digital teaching to enable employees to contribute to the transformation of their fields.
SkillsFuture Singapore will support training and adult education institutions to deepen cooperation with enterprises to understand the needs and development direction of the market and ensure that the training content meets the needs.
In 2022, the authorities launched the Skills Development Partners programme to work with chambers of commerce and business groups to identify the skills needed in the field, linking skills development with business transformation and redesign efforts.
Another level is to ensure the link between educators and the industry. In addition to upgrading the professional skills of educators, the authorities also need to attract more professionals to work in education and share their knowledge.
Yan Xiaofang, Minister of Education and Minister of Manpower, announced at the Inaugural Training and Adult Education Conference held by the SUSDA on Thursday (February 2) that the authorities have updated the industrial transformation blueprint in the field of training and adult education to better support the transformation of other fields by improving the relevance of the curriculum to industry and market demand.
The updated training and adult education industry transformation blueprint will have four strategies, in addition to focusing on improving the industry relevance of training, will also promote innovation and digitization in teaching, enhance the capabilities of adult educators and the industry, and enhance industry flexibility through internationalization.
LIKE Our official Facebook page for more information

Educators' skills will be upgraded through shared knowledge from professionals.

Title:

Content: Updated training and adult education courses will be closer to market demand
Font Size:
The training and education programmes for local employees in the future will be closer to industry and market demand, with more innovative and digital teaching to enable employees to contribute to the transformation of their fields.
SkillsFuture Singapore will support training and adult education institutions to deepen cooperation with enterprises to understand the needs and development direction of the market and ensure that the training content meets the needs.
In 2022, the authorities launched the Skills Development Partners programme to work with chambers of commerce and business groups to identify the skills needed in the field, linking skills development with business transformation and redesign efforts.
Another level is to ensure the link between educators and the industry. In addition to upgrading the professional skills of educators, the authorities also need to attract more professionals to work in education and share their knowledge.
Yan Xiaofang, Minister of Education and Minister of Manpower, announced at the Inaugural Training and Adult Education Conference held by the SUSDA on Thursday (February 2) that the authorities have updated the industrial transformation blueprint in the field of training and adult education to better support the transformation of other fields by improving the relevance of the curriculum to industry and market demand.
The updated training and adult education industry transformation blueprint will have four strategies, in addition to focusing on improving the industry relevance of training, will also promote innovation and digitization in teaching, enhance the capabilities of adult educators and the industry, and enhance industry flexibility through internationalization.
LIKE Our official Facebook page for more information

Automation impacts jobs, and reskilling helps executives adapt.

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Content: Reskilling and Upskilling for the Future of Work: Executive Education in the Age of Automation

As automation disrupts the workforce, executives must be open to learning new competencies that align with emerging roles.

As more businesses adopt automation to increase productivity, few realise that it will not only impact the nature of jobs but the quality of the final product as well. Top executive education programs offer specialised courses that facilitate this reskilling process. By acquiring new skills, executives can unlock fresh career opportunities, maintain relevance in the job market, and navigate the evolving professional landscape with confidence. Reskilling enables executives to adapt to the changing needs of their organisations and embrace the possibilities presented by automation.

In the face of technological disruption, employers are once again reminded of the importance of upskilling, reskilling and retooling their workforce. With technology advancing the way it is currently, many jobs that were previously done by humans are becoming automated, and new roles are emerging that require new skills and knowledge. This shift is creating a growing need for upskilling and reskilling to ensure that workers can stay relevant and competitive in the job market.

There are top executive education programs that offer targeted courses and workshops designed to equip executives with the skills required to excel in this digital era.

  • Acquiring Relevant and Specialized Skills

Top executive education programs are specifically designed to provide professionals with the latest knowledge and skills needed in the age of automation. These programs offer targeted courses and workshops that focus on emerging technologies, digital literacy, data analytics, artificial intelligence, machine learning, and other relevant areas. By participating in executive education, professionals gain access to specialised training that equips them with the expertise required to leverage automation effectively and thrive in their respective fields. The comprehensive curriculum ensures that participants acquire the most relevant and up-to-date skills necessary to excel in the automated workplace.

The Advanced Technology Leadership Program offered by Stanford Graduate School of Business offers targeted courses and workshops that delve into emerging technologies, digital literacy, data analytics, artificial intelligence, machine learning, and other relevant areas.

  • Staying Ahead of Industry Trends

The field of automation is constantly evolving, with new technologies and trends emerging at a rapid pace. Top executive education programs offer a unique opportunity for professionals to stay updated on the latest industry trends and best practices. By participating in workshops and seminars led by industry experts, professionals gain insights into cutting-edge strategies and real-world applications of automation. This knowledge allows them to make informed decisions, anticipate industry changes, and proactively adapt to new demands. Staying ahead of industry trends through top executive education ensures that professionals remain competitive and agile in an ever-changing business environment.

In order to stay updated on the latest industry trends and best practices in the field of automation, professionals can participate in the Industry 4.0 Leadership Program offered by Harvard Business School. This program provides workshops and seminars led by industry experts, offering valuable insights into cutting-edge strategies and real-world applications of automation.

  • Enhancing Leadership and Management Skills

In the age of automation, effective leadership and management skills are critical for success. Executive education programs not only focus on technical skills but also emphasise leadership development. Professionals learn how to lead teams in a technology-driven environment, manage change, and inspire innovation. These programs provide opportunities for professionals to enhance their communication, decision-making, and strategic thinking abilities. By enhancing their leadership capabilities through executive education, professionals can drive organisational growth, foster a culture of adaptability, and successfully navigate the challenges posed by automation.

Develop effective leadership and management skills in the age of automation, through the Digital Transformation Leadership Program offered by Wharton School of the University of Pennsylvania. This executive education program goes beyond technical skills and places emphasis on leadership development. Participants learn how to lead teams in a technology-driven environment, manage change, and inspire innovation.

  • Fostering a Culture of Continuous Learning

Upskilling is an ongoing process, and executive education programs foster a culture of continuous learning. Professionals who engage in executive education demonstrate their commitment to personal and professional development. By investing in upskilling through executive education, professionals send a powerful message to employers, clients, and colleagues about their dedication to staying relevant and continuously improving their skills. This commitment not only enhances their employability but also sets a positive example within their organisations, encouraging others to embrace lifelong learning. The culture of continuous learning cultivated through executive education ensures that professionals are equipped to adapt to future advancements in automation.

To cultivate a culture of continuous learning and upskilling, professionals can engage in the Lifelong Learning Initiative offered by MIT Sloan School of Management. By actively participating in this program, professionals demonstrate their commitment to personal and professional development.

  • Expanding Professional Networks

Top executive education programs provide a platform for professionals to connect and network with like-minded individuals from various industries and backgrounds. These programs often attract executives from different organisations, creating opportunities for collaboration, knowledge sharing, and building valuable relationships. By engaging with a diverse network of professionals, participants can broaden their perspectives, exchange insights, and gain access to potential career opportunities and partnerships in the age of automation. The connections made through executive education can provide long-term benefits in terms of professional growth, mentorship, and industry collaborations.

For professionals seeking to expand their professional networks in the age of automation, the Executive Networking Forum organised by Columbia Business School provides a valuable platform. This executive education program attracts executives from various organisations, creating opportunities for collaboration, knowledge sharing, and building valuable relationships.

Conclusion

At the end of the day, a workforce trained for the future will be key to achieving company objectives. Organisations must invest in life-long learning and enterprise-based training to prepare for more advances in technology. Among large companies, senior executives see an urgent need to rethink and retool their role in helping workers develop the right skills for a rapidly changing economy – and their will to meet this challenge is strong.

Upskilling through executive education programs helps workers stay relevant.

Acquiring specialized skills and staying updated on industry trends is crucial for professionals in the digital era.

Effective leadership and continuous learning are critical in the automation age.

Investing in lifelong learning and professional networks helps achieve company objectives.

Data analytics can help evaluate training programs for remote work.

Immersive technology can enhance on-the-job training and increase employee engagement.

Digital training methods are less expensive and more effective than traditional methods.

Multimedia tools streamline progress evaluation, enabling real-time assessment and identification of areas for improvement.

Technology allows companies to implement and evaluate training programs to reduce resistance to new technologies.

On-the-job training benefits employers and employees, and can be evaluated using data analytics.

Data analysis can help identify areas where workers resist new technologies.

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Content:
Wednesday April 06, 2022

Data analysis in performance audit course ends

By Our Correspondent
April 06, 2022

LAHORE:Performance Audit Wing (PAW) has been imparting training to public sector departments and other Supreme Audit Institutions (SAIs) for the past 40 years to improve/develop their human resource capital, said a press release here on Tuesday.

In this regard, a three-day course on data analysis in performance auditing was conducted by Directorate General Performance Audit Wing, Lahore under the umbrella of Auditor General of Pakistan (AGP), which was attended by 25 officers across the country.

The purpose of the course was to enhance analytical skills of participants and to sharpen their professional knowledge and capabilities in the regime of performance auditing. The contents of the course were concepts and techniques about social benefits and costs, Financial and economic analysis. Over the years, data analysis has not only become an essential part of the audit process for the vast majority of audit organisations rather it has become an essential tool in performance auditing along with other analytical tools.

Detailed guidance on concepts and techniques of cost-benefit analysis, its application to various sectors such as construction, education, health, road transports, railway transport, water supply project and telecommunication projects were well elaborated in the course.

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Performance metrics can improve human resource development by evaluating education and training effectiveness.

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Content:
Wednesday April 06, 2022

Data analysis in performance audit course ends

By Our Correspondent
April 06, 2022

LAHORE:Performance Audit Wing (PAW) has been imparting training to public sector departments and other Supreme Audit Institutions (SAIs) for the past 40 years to improve/develop their human resource capital, said a press release here on Tuesday.

In this regard, a three-day course on data analysis in performance auditing was conducted by Directorate General Performance Audit Wing, Lahore under the umbrella of Auditor General of Pakistan (AGP), which was attended by 25 officers across the country.

The purpose of the course was to enhance analytical skills of participants and to sharpen their professional knowledge and capabilities in the regime of performance auditing. The contents of the course were concepts and techniques about social benefits and costs, Financial and economic analysis. Over the years, data analysis has not only become an essential part of the audit process for the vast majority of audit organisations rather it has become an essential tool in performance auditing along with other analytical tools.

Detailed guidance on concepts and techniques of cost-benefit analysis, its application to various sectors such as construction, education, health, road transports, railway transport, water supply project and telecommunication projects were well elaborated in the course.

Comments

Predictive analytics forecasts future outcomes and informs education and training programs.

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Content: Subscribe

Advantages of predictive analytics, business intelligence

Discover how predictive analytics and business intelligence can revolutionise business strategies, enhance decision-making and drive growth in today’s data-driven world.

Johannesburg, 15 Jul 2024
BI can revolutionise business strategies.

In today's data-driven business landscape, predictive analytics and business intelligence (BI) have emerged as powerful tools that enable organisations to make informed decisions and gain a competitive edge. This press release explores the key benefits of implementing these technologies and how they can transform business operations.

Summary:

Predictive analytics and business intelligence (BI) are powerful tools in today’s data-driven business landscape, offering benefits such as enhanced decision-making, improved operational efficiency, increased revenue and profitability, better customer understanding and engagement, risk mitigation and competitive advantage. The synergy between predictive analytics and BI allows for data integration, actionable insights and informed decision-making based on historical data and future predictions.

Key points:

  • Predictive analytics and BI help businesses make informed decisions and gain a competitive edge in a data-driven world.
  • Predictive analytics uses statistical algorithms and machine learning to forecast future outcomes, while BI provides a comprehensive view of business operations.
  • The combination of predictive analytics and BI enables businesses to understand their current position and anticipate future trends, leading to enhanced decision-making.
  • Implementing predictive analytics and BI offers benefits like improved operational efficiency, increased revenue and profitability, better customer engagement, risk mitigation and competitive advantage.
  • Real-world applications include demand forecasting in retail, patient outcome prediction in healthcare and risk assessment in finance.
  • Challenges include data quality management, skills gap training and integration with existing systems.
  • Future trends include AI and machine learning integration, real-time analytics and the democratisation of data for smaller businesses.

Introduction

In today’s data-driven world, businesses are constantly seeking ways to gain a competitive edge. Predictive analytics and business intelligence (BI) have emerged as essential tools for making informed decisions and optimising operations. This blog post delves into how these technologies can revolutionise business strategies and drive growth.

Understanding predictive analytics and business intelligence

Predictive analytics and business intelligence are two interconnected technologies that have revolutionised the way businesses handle data and make decisions. While they serve different purposes, their synergy creates a powerful framework for data-driven decision-making.

What is predictive analytics?

Predictive analytics is a branch of advanced analytics that uses historical data, statistical algorithms and machine learning techniques to identify the likelihood of future outcomes. It goes beyond describing what has happened to forecasting what might happen in the future.

What is business intelligence?

Business intelligence refers to the technologies, applications and practices for collecting, integrating, analysing and presenting business information. BI provides a comprehensive view of a company's operations, enabling stakeholders to make more informed decisions.

Synergy between predictive analytics and BI

The combination of predictive analytics and business intelligence creates a powerful toolset for businesses to not only understand their current position, but also anticipate future trends and challenges.

Data integration

Predictive analytics and BI work together to integrate data from various sources, creating a unified view of business information. This integration allows for more comprehensive analysis and more accurate predictions.

Actionable insights

By combining historical data analysis with future predictions, these technologies transform raw data into actionable insights. Decision-makers can use these insights to guide strategy and operations effectively.

Key advantages of predictive analytics and BI

The implementation of predictive analytics and business intelligence offers numerous benefits to organisations across various industries.

1. Enhanced decision-making

One of the primary advantages of predictive analytics and BI is their ability to significantly improve decision-making processes.

Data-driven strategies

With these tools, businesses can develop strategies based on concrete data rather than intuition or guesswork. This data-driven approach leads to more reliable and effective decision-making.

Scenario planning

Predictive analytics allows companies to model various scenarios and their potential outcomes. This capability enables businesses to prepare for different future situations and make more informed decisions.

2. Improved operational efficiency

Predictive analytics and BI can streamline operations, reduce costs and optimise resource allocation.

Process optimisation

BI tools can identify inefficiencies in business processes and suggest improvements. By analysing operational data, businesses can streamline their workflows and reduce waste.

Resource allocation

Predictive analytics can forecast resource needs and help optimise their distribution. This foresight allows businesses to allocate their resources more effectively, reducing waste and improving efficiency.

3. Increased revenue and profitability

By leveraging predictive analytics and BI, businesses can identify new revenue streams, optimise pricing strategies and improve overall profitability.

Sales forecasting

These tools can predict future sales trends, helping businesses prepare inventory, staffing and marketing strategies accordingly.

Price optimisation

Predictive analytics can determine optimal pricing strategies by analysing market trends, competitor pricing and customer behaviour, maximising revenue and profitability.

4. Better customer understanding and engagement

Predictive analytics and BI provide deep insights into customer behaviour, preferences and needs, leading to improved customer satisfaction and loyalty.

Customer segmentation

BI tools can categorise customers into meaningful groups based on various attributes. This segmentation allows for more targeted marketing and personalised customer experiences.

Personalisation

Predictive analytics can forecast individual customer preferences, enabling businesses to offer personalised product recommendations and services.

5. Risk mitigation and fraud detection

These technologies play a crucial role in identifying potential risks and detecting fraudulent activities before they cause significant damage.

Early warning systems

Predictive analytics and BI can create systems that alert businesses to potential risks or fraudulent activities, allowing for proactive risk management.

Compliance management

BI tools help organisations stay compliant with regulations by monitoring and reporting on key metrics, reducing the risk of costly compliance violations.

6. Competitive advantage

Leveraging predictive analytics and BI can give businesses a significant edge over competitors who rely on traditional decision-making methods.

Market trend analysis

Predictive analytics can forecast market trends, allowing businesses to stay ahead of the curve and capitalise on emerging opportunities.

Competitor analysis

BI tools can help businesses understand their position in the market relative to competitors, informing strategic decisions and competitive positioning.

Real-world applications of predictive analytics and BI

Predictive analytics and business intelligence are being applied across various industries with impressive results.

In retail

Retailers use these technologies for demand forecasting, inventory management and personalised marketing. For example, they can predict which products will be in high demand and adjust their inventory accordingly.

In healthcare

Healthcare providers leverage predictive analytics and BI for patient outcome prediction, resource allocation and disease prevention. These tools can help identify patients at risk of developing certain conditions, allowing for early intervention.

In finance

Financial institutions use these technologies for risk assessment, fraud detection and investment strategies. Predictive models can identify potentially fraudulent transactions in real-time, significantly reducing financial losses.

Challenges and considerations

While the benefits of predictive analytics and BI are substantial, organisations must also be aware of potential challenges in their implementation.

Data quality and management

The effectiveness of predictive analytics and BI heavily depends on the quality of data. Organisations must ensure they have clean, accurate and relevant data to derive meaningful insights.

Skills gap and training

Implementing and effectively using these technologies requires skilled professionals. Organisations may need to invest in training or hiring to build the necessary expertise.

Integration with existing systems

Integrating predictive analytics and BI with legacy systems can be challenging. Organisations need to carefully plan the integration process to ensure smooth implementation.

Future trends in predictive analytics and BI

As technology continues to evolve, so do predictive analytics and business intelligence. Several trends are shaping the future of these technologies.

AI and machine learning integration

The integration of AI and machine learning is enhancing the capabilities of predictive analytics and BI, enabling more sophisticated analysis and predictions.

Real-time analytics

The ability to analyse data in real-time is becoming increasingly important, allowing businesses to make instant decisions based on the most current information.

Democratisation of data

Predictive analytics and BI tools are becoming more accessible to smaller businesses and individual users, democratising access to data-driven insights.

Final takeaway

The advantages of predictive analytics and business intelligence are clear and significant. From enhanced decision-making and improved operational efficiency to better customer engagement and risk mitigation, these technologies offer a wide range of benefits. As businesses continue to navigate an increasingly complex and data-rich environment, the implementation of predictive analytics and BI will be crucial for maintaining competitiveness and driving growth. Organisations that embrace these technologies now will be well-positioned to thrive in the data-driven future of business.

The integration of predictive analytics and business intelligence offers numerous benefits, including enhanced decision-making, improved efficiency, increased revenue and better customer engagement. Embracing these technologies is crucial for businesses aiming to stay competitive and thrive in a data-rich environment.

Frequently asked questions about predictive analytics and business intelligence

1. Q: What is predictive analytics in business intelligence?

A: Predictive analytics in business intelligence is the use of statistical algorithms, machine learning techniques and historical data to forecast future outcomes and trends. It helps organisations make data-driven decisions by identifying patterns and predicting future events or behaviours.

2. Q: How can predictive analytics benefit my business?

A: Predictive analytics can benefit your business by enhancing decision-making, improving operational efficiency, increasing revenue and profitability, providing better customer understanding and engagement, mitigating risks, and offering a competitive advantage through data-driven insights.

3. Q: What are some real-world applications of predictive analytics?

A: Real-world applications of predictive analytics include demand forecasting in retail, patient outcome prediction in healthcare, risk assessment and fraud detection in finance, equipment failure prediction in manufacturing and personalised marketing in various industries.

4. Q: What tools can I use for predictive analytics in Power BI?

A: In Power BI, you can use built-in features like AutoML for creating machine learning models, DAX for simple forecasting and integrate R and Python scripts for more advanced predictive analytics. Power BI also offers AI-powered visualisations for trend analysis and forecasting.

5. Q: What challenges might I face when implementing predictive analytics?

A: Common challenges in implementing predictive analytics include ensuring data quality and management, addressing skill gaps and training needs, integrating with existing systems, selecting the right algorithms for your specific use case and interpreting complex models for business stakeholders.

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Business intelligence helps organizations evaluate the effectiveness of training programs.

Artificial intelligence can enhance vocational and technical education by improving outcomes and reducing resistance to new technologies.

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Content: Artificial intelligence in vocational and technical education and training (concept, use and risks)
14.04.2023 10: 01 PM
Artificial Intelligence is an emerging field that has the potential to revolutionize the way we live and work.
One area where AI has shown special promise is vocational and technical education and training.
Using smart applications and algorithms, AI can enhance learning outcomes, improve efficiency, and provide students with a real-world experience.
It is a field of study that uses computing to represent, learn, and develop human intelligence.
Artificial intelligence is used in various fields, including vocational and technical education and training, it studies and develops technologies and systems based on computing to represent and analyze data and perform tasks similar to those of the human mind.
AI can be applied to vocational education and training by using AI techniques to analyze educational data and make personalized recommendations to students based on their academic record and current performance.
Machine learning and neural networks can also be used to improve teaching methods and the development of teaching programs, enabling students to self-learn and self-analyze their performance and developments in acquired skills.
The use of artificial intelligence in vocational and technical education and training has the potential to enhance learning outcomes and improve efficiency.
AI-based applications, such as virtual reality simulations and adaptive learning algorithms, can provide students with customized learning experiences that meet their individual needs and preferences.
This can help students learn more effectively and efficiently, while also allowing teachers to monitor student progress and adjust their teaching methods accordingly.
Furthermore, AI can be used to provide students with real-world experience through the use of simulations, allowing them to develop practical skills and knowledge that directly apply to their chosen career paths, the use of AI in TVET has the potential to enhance learning outcomes and improve efficiency.
AI can also be used in vocational and technical training to improve industrial processes and save costs.
For example, AI techniques can be used to analyze production data and determine the best methods and techniques to improve productivity.
Artificial intelligence can also be used to train workers to develop new skills and help them improve their performance on their tasks.
In general, AI can be considered as one of the important tools and techniques that can be used in vocational and technical education and training to improve performance and achieve desired goals.
Artificial intelligence (AI) can be used in vocational and technical education and training (TVET) variously, and among the main uses of AI in this context are:
1.
Analytical performance and evaluation:
Thanks to artificial intelligence, it is possible to analyze student performance, evaluate the skills students have and determine the points they need.
Artificial intelligence can also be used to analyze educational data and phenomena occurring in the classroom and discover new models and innovative ideas.
2.
Self-learning:
Artificial intelligence can be used to improve self-learning and interaction between student and educational content.
For example, applications and programs can be created that are customized to suit the learning styles of each individual student.
3.
Vocational training:
Artificial intelligence can be used to train workers and teach them the skills needed to perform well in a particular occupation.
This can be done by producing interactive simulators in which workers are trained in a realistic way.
4.
Data Analysis:
Artificial intelligence can be used to analyze educational data, including statistics on students, teachers and schools, and enable administrators to better manage the education system.
Modern technologies, especially artificial intelligence, contribute to the improvement of vocational and technical education and training.
Artificial intelligence is characterized by its ability to collect, analyze, and extract knowledge and information from data efficiently, accurately and without human intervention, which allows to provide many of the following advantages:
1- Personalization of learning and training:
Artificial intelligence techniques are used to customize learning and training experiences according to the learner ’ s level and individual needs, increasing the efficiency and effectiveness of these processes.
2. Access to knowledge and skills:
Artificial intelligence technologies help provide easy and effective access to the knowledge and skills needed to achieve educational goals.
Reduce cost and time:
Artificial intelligence connects people ’ s learning with electronic and autonomous means, reducing administrative costs and time to get work done.
AI can be used in technical and vocational education and training to achieve educational goals quickly and accurately, improve the quality of technical and vocational education and training, and help workers develop their skills and improve their performance in the labor market.
Using AI, workers can be trained in skills required in a specific industry and prepared to work in that industry in the labor market, as well as in analyzing data and predicting the demand for future knowledge and skills.
When this data is thoroughly analyzed, companies and educational institutions can adapt to the needs of the labor market and use this information to develop vocational and technical training programs.
Moreover, AI can be used to identify important skills that workers must learn in the labor market, and then develop specialized training programs to teach these skills in an effective and efficient manner, helping to align workers ’ skills with the needs of the labor market, and enhancing job opportunities for individuals in areas experiencing difficulties in recruiting well-trained workers.
In addition, artificial intelligence can be used to help discover talent, improve individual abilities, and better employ them.
Artificial intelligence can be used in vocational training to improve the quality of education and increase training efficiency.
Through the use of artificial intelligence techniques, it is possible to analyze the performance of employees and make personalized recommendations for each individual based on their strengths and weaknesses in their performance.
Machine learning and neural network technologies can also be used to improve and develop training programmes, provide workers with an appropriate learning environment, and improve the quality of the vocational and technical training they receive.
For example, interactive and innovative training applications can be created that provide practical and theoretical training for workers, and improve the basic skills that workers need in their work.
In addition, AI can be used to provide online learning platforms that can be accessed at any time, making it easier for workers to improve their skills and benefit from vocational training flexibly and effectively.
Artificial intelligence can be used in vocational training to improve the quality of education and training, improve workers ’ performance and develop their skills, and thus provide better opportunities for employment and success in the labor market.
However, the use of AI in vocational and technical education and training carries risks, one of the main risks being the potential for bias.
AI algorithms are as unbiased as the data they ’ ve been trained on, and if that data contains biases, the algorithms will learn and reproduce those biases.
This can lead to unfair discrimination against students based on race, gender, or other demographic factors.
In addition, it may also lead to job redundancies, as some of the tasks previously performed by humans can now be automated.
This can have significant implications for the labor market, especially for workers in industries that rely heavily on vocational or technical skills.
But it also poses risks such as bias and the possibility of redundancies.
As such, it is critical for educators and policymakers to carefully consider the potential benefits and risks of AI and ensure that its implementation is guided by scientific criticism and ethical considerations.
By doing so, we can harness the power of AI to create a more effective and equitable education system that prepares students for the challenges and opportunities of the future.
One of the potential risks of AI applications in vocational and technical education and training is the full adoption of AI autonomous systems, which means reducing the human role in learning and training processes, and can lead to a loss of trust in relationships between learners and trainers.
However, the use of AI in vocational and technical education and training also carries risks, such as bias and the possibility of redundancy.
As such, it is critical for educators and policymakers to carefully consider the advantages and risks of AI and ensure that its implementation is guided by scientific criticism and ethical considerations.
This article explores the impact of artificial intelligence on vocational and technical education and training, examining its potential benefits and risks, and the importance of scientific criticism and ethical considerations.
To navigate the risks and benefits of AI in vocational and technical education and training, it is essential for educators and policy makers to carefully consider the potential implications of AI and ensure that its implementation is guided by scientific criticism and ethical considerations.
This includes assessing the accuracy and reliability of AI algorithms, assessing their potential impact on student outcomes and the labor market, and ensuring that the use of AI complies with ethical principles such as fairness, transparency, and accountability.
Furthermore, it is important to involve stakeholders, such as students, educators and industry representatives, in the development and implementation of AI-based applications, to ensure that they are aligned with the needs and expectations of all stakeholders.
Applications of AI in technical and vocational education and training need to be critically assessed to determine their effectiveness in achieving education and skills development goals, and this assessment should be included in product and service development and training plan development.
Smart applications designed for vocational and technical education and training must include mechanisms for monitoring, continuous evaluation and updating of educational content and technologies.
To mitigate the potential risks of AI applications in technical and vocational education and training, ethical, privacy and security rights must be taken into account at all stages of application design and development, and teachers and trainers must be provided with an effective role in the education and training process.
In general, the use of smart technologies in vocational and technical learning and training can be considered useful, but it requires taking caution and staying away from risks and negative points, and artificial intelligence can be useful in vocational and technical education and training, but a balance must be maintained between technology and humanity and avoid the risks and challenges that may arise.
All articles express the views of their owners and not the views of Watan News Agency
Design & Development

AI analyzes educational data to identify areas for improvement and worker adaptability.

Data analytics informs digital upskilling decisions and program development.

Title:

Content:
MMH    Topics     Blogs

A guide to your data and analytics journey

Here's how to future-ready your workforce through upskilling in the areas of digitalization, automation, artificial intelligence and analytics.

Ashok Viswanathan discusses the importance of digitally-upskilling the supply chain workforce.

Having a digitally skilled workforce is at the forefront of every executive’s wishlist, especially in the backdrop of the current labor market. Today’s supply chain workforce actively interacts with technology, be it an enterprise platform, a hand-held or logging device or office productivity software. However, the leap from interacting with technology to a future-ready workforce involves upskilling in areas of digitalization, automation, artificial intelligence and analytics. It’s not as easy as it sounds.

Digital upskilling the workforce doesn’t mandate the need to learn coding or becoming data scientists; instead, it involves learning how to think, act and thrive in a digital world. One trait of digital upskilling is trust in analytics informed outcomes. It involves the adoption of analytics applications akin to technology applications and a healthy balance between gut and analytics insights in decision making.

With significant technological advancements, analytics, prediction and AI are unlocking an incredible array of business opportunities with a potential for transformational impact on organizations. The ability of the workforce to participate in the outcome as an accelerator is a key success factor in the transformation.

With that in mind, here is a 4 point roadmap to guide you as you embark on the journey with data and analytics.

1. Document operational processes and decisions at every step
The flow of product in a supply chain involves numerous events, hand-offs, decisions, systems, people and exceptions. These events tend to be recorded in disparate systems and occasionally in spreadsheets resulting in the absence of an end-to-end view. This augurs well for localized decision-making by a functional operator striving to complete their task without visibility to upstream events or a comprehensive understanding of the downstream impacts.

The first step to achieve a holistic analytics and technology driven optimization involves process mapping every step of operational activities. Special attention has to be paid to ensure that the exception management processes are also documented, not just the happy path. This has to be a cross-functional initiative orchestrated by the centralized business process effectiveness team following the principles of genchi gembutsu (“go and see”).

A comprehensive process map enables the visualization and analysis of a connected product journey to track and interpret the current state of flow, lead times, transit times and decision points.

2. Incentivize data governance at source
We’re all familiar with the adage: “Garbage in, garbage out.” The credibility of the data influences the credibility of the insights, the quality of decisions and the effectiveness of the resulting actions. However, if certain elements of an activity do not get captured (ex: exact time of departure of a truck) or underlying parameters not recorded correctly (exact dimensions of a warehouse rack / bin), the ability to optimize the supply chain will be severely jeopardized.

Operational processes are generally designed to obfuscate complexity and navigate product through a pre-configured network. An unintended consequence of this simplification is the possibility of certain data elements not being captured due to system settings or operator oversight. While this does not impair the operators’ ability to perform the task, it limits the ability to visualize, mine or model the data.

To realize an acceptable level of data maturity, a continuous review of data quality and completeness should be conducted at regular intervals. Completeness refers to capturing data relevant to business goals, not just to address near-term problems but also future strategic initiatives since the quality of analytics delivery generally improves with the volume of historical data available. Quality refers to the credibility of data being captured. Communication of the benefits of the enhanced data capture to the workforce is a critical step in getting all-round buy-in.

Motivating and mandating the capture of events along the supply chain to a deeper level of granularity will set the analytics team up to better provide insights and optimize the supply chain.

3. Identify metrics that matter and align with business goals
Let’s begin with another maxim: “You can’t improve what you don’t measure.” Typically, supply chain performance has been measured on standard metrics like spend versus budget, cost per mile, cost per unit, units shipped, units per hour and transit time.

While these metrics are important, they do not signify the competitive performance of the supply chain nor the alignment with enterprise goals. Also, a load planner or warehouse worker isn’t equipped with the tools to impact the aforementioned metrics, nor do they have the knowledge of the factors that affect them.

Identifying supply chain metrics that matter should follow a top-down approach, starting with the enterprise goals (level 1 metrics) and supply chain’s role in achieving them. High-level supply chain metrics that bolster enterprise goals form the level 2 metrics. The operational metrics that drive the high-level supply chain metrics comprise the level 3 metrics. Diagnostic analytics to perform root cause analysis on level 3 metrics and identify corrective action empowers the operator to understand the problems and positively influence them.

A hierarchical cascade of metrics that links operational metrics with enterprise goals through functional metrics is the key to measuring metrics that matter and ensuring the individual business units are striving towards the same outcomes.

4. Encourage the governance committees to embrace unbiased analytics informed decisions
Decisions in a supply chain vary between operational, tactical and strategic. To address a business need through a tactical or strategic decision, a functional leader makes a largely experiential recommendation accompanied by a high-level cost-benefit summary for a sign off by a committee. While this is a functionally feasible approach, it projects a recommendation biased towards gut, short on analytical rigor, and devoid of a holistic review of alternate options.

Partnering with the data analytics team can alleviate these limitations. An analytics team with access to additional data sources can leverage its advanced modeling skills to impart an unbiased and comprehensive assessment of the solution options. The role of the business teams in guiding the analytics team through the constraints and rules is paramount to ensuring the quality of the recommendations.

This approach not only improves the decision quality but also encourages collaboration and knowledge sharing, all key tenets for thriving in today’s competitive environment.

About the author: Ashok Viswanathan is the director of supply chain analytics at Best Buy and an adjunct professor at Rutgers University where he teaches supply chain digital transformation. He can be reached at [email protected].

Article Topics

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Trust in analytics is crucial for digital upskilling, as it helps evaluate training program effectiveness.

HR analytics reveals employee performance, skill gaps, and resistance to new technologies.

Title:

Content: HR Analytics Market Is Expanding at a CAGR of 13.4% to Cross USD 9.9 Billion by 2032 | Market.us

Prudour Private Limited

Updated · Jul 27, 2023

Market Overview

Published Via 11Press : The HR analytics market has experienced significant growth in recent years, driven by advancements in technology and increasing demand for data-driven decision-making in human resources. As organizations face growing pressure to optimize their workforce and improve employee engagement, they are turning to HR analytics solutions to gain valuable insights from their people data.

In 2022, the Global HR Analytics Market was valued at USD 2.9 billion. This market is estimated to reach USD 9.9 billion in 2032 at a CAGR of 13.4% between 2023 and 2032.

One key factor contributing to the growth of the HR analytics market is the availability of sophisticated tools and software that enable organizations to collect, analyze, and visualize large amounts of HR data. These tools help companies identify trends, patterns, and correlations within their workforce data, allowing them to make more informed decisions about talent acquisition, performance management, employee retention, and succession planning.

Moreover, with the rise of artificial intelligence (AI) and machine learning (ML), HR analytics solutions have become even more powerful. AI-powered algorithms can automate the analysis process by identifying hidden patterns or predicting future outcomes based on historical workforce data. This empowers HR professionals with actionable insights that can drive strategic decision-making and ultimately contribute to better organizational performance.

Access market intelligence from industry experts to drive your business success; Download our FREE sample Now @ https://market.us/report/hr-analytics-market/request-sample/

Key Takeaway

  • The HR analytics market is expected to grow at a CAGR of 13.4% from 2022 to 2032.
  • The growth of the HR analytics market is being driven by the increasing demand for data-driven decision-making in HR, the rising adoption of cloud-based HR analytics solutions, and the growing focus on employee engagement and retention.
  • The key players in the HR analytics market include SAP SE, Oracle Corporation, IBM Corporation, Workday, Inc., and Ultimate Software.
  • The HR analytics market is segmented by solution, deployment, organization size, and region.
  • The solution segment is further segmented into workforce planning, talent acquisition, performance management, compensation & benefits, and employee engagement.
  • The deployment segment is further segmented into on-premises and cloud-based.
  • The organization size segment is further segmented into small and medium-sized enterprises (SMEs) and large enterprises.
  • The regional segment is further segmented into North America, Europe, Asia Pacific, Latin America, and Middle East & Africa.

Regional Snapshot

  • North America: North America is the leader in the market for HR analytics as it has a well-established and highly technologically-advanced HR system. Large enterprises in the region and multinational companies invest heavily in HR analytics to ensure a competitive advantage when it comes to talent management. A strong IT infrastructure, skilled workers, and a keen emphasis on innovation are major drivers of industry growth. Furthermore, increasing demands for predictive analytics that determine trends in workforce growth drive the use of HR analytics across North America.
  • Europe: Europe follows closely in the use of HR analytics, with nations such as those of the UK, Germany, and France leading the way in the adoption of technology. European companies are embracing HR analytics in order to improve recruitment processes for talent, boost retention of employees, and boost the efficiency of the workforce. Its strict data protection rules, including the General Data Protection Regulation (GDPR), affect the industry of HR analytics by promoting the responsible use of data and privacy-related conformity.
  • Asia-Pacific: It is the Asia-Pacific region is a significant area of opportunity for growth for areas such as the HR Analytics market. Emerging economies in the region comprising India, China, and Southeast Asian countries, are experiencing a transformation in HR practices. The growing awareness of the advantages of HR analytics including the optimization of talent and improving performance which drives growth in the market. Cloud-based HR analytics software is increasing, which makes the tools for analytics more readily available to companies that are of any size.
  • Latin America: Latin America is slowly embracing HR analytics. There is an increasing number of companies accepting the benefits of HR decision-making based on data. These companies are focusing on the retention of talent and engagement strategies that drive the need for tools to analyze HR. However, the issues of the privacy of data, lack of knowledge as well as the lack of highly skilled HR analytics experts are still a barrier to expansion in certain Latin American countries.
  • Middle East and Africa: The Middle East and Africa region has seen a gradual growth in the use of HR analytics mostly in Gulf Cooperation Council (GCC) countries. Growing investments in human capital development as well as optimizing the workforce contribute to the increasing demand for HR analytics services. But, worries about the security of data and the lack of technology infrastructure in specific regions could hinder market development.

Market Players

  • IBM Corporation
  • Microstrategy Incorporated
  • Oracle Corporation
  • SAP SE
  • UKG Inc.
  • Cegid
  • Tableau Software, LLC
  • Sage Software Solutions Pvt. Ltd.
  • Zoho Corporation Pvt. Ltd.
  • Workday, Inc.
  • Other Market Players

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Market Segmentation

Based on Solution

  • Employee Engagement & Development
  • Payroll & Compensation
  • Recruitment
  • Retention
  • Talent Analytics
  • Workforce Planning
  • Other Solutions

Based on Service

  • Implementation & Integration
  • Support & Maintenance
  • Training & Consulting

Based on Deployment

  • Hosted
  • On-premise

Based on Enterprise Size

  • Large Enterprise
  • Small & Medium Enterprise (SME)

Based on End-User

  • Academia
  • BFSI
  • Government
  • Healthcare
  • IT & Telecom
  • Manufacturing
  • Retail
  • Other End-Users

Drivers

  • Demand for Data-Driven Decision-Making: Organizations are embracing data-driven decision-making processes to gain a competitive edge in talent acquisition, employee development, and workforce planning, driving the adoption of HR analytics solutions.
  • Improved Talent Management: HR analytics provides valuable insights into employee performance, skill gaps, and training needs, enabling organizations to optimize talent management and retention strategies.
  • Emphasis on Employee Experience: With a growing focus on employee well-being and satisfaction, HR analytics helps measure employee engagement, identify pain points, and develop strategies to enhance the overall employee experience.
  • Technological Advancements: Advancements in data analytics tools, artificial intelligence, and machine learning have made HR analytics more accessible and scalable, facilitating its integration into HR processes.
  • Compliance and HR Governance: HR analytics aids in compliance with labor laws, diversity and inclusion goals, and fair pay practices, supporting organizations in maintaining ethical and legal HR practices.

Restraints

  • Data Quality and Integration Challenges: Ensuring data accuracy and integrity is crucial for effective HR analytics, and organizations may face challenges in integrating data from disparate HR systems and sources.
  • Privacy and Ethical Concerns: The collection and analysis of employee data raise privacy and ethical considerations, necessitating robust data governance and adherence to data protection regulations.
  • Lack of Analytics Expertise: The successful implementation of HR analytics requires skilled data analysts and HR professionals with analytical capabilities, and a shortage of such talent can be a restraint for some organizations.
  • Resistance to Change: Cultural resistance to data-driven decision-making and analytics adoption may hinder the implementation of HR analytics initiatives in some organizations.
  • Cost and Resource Constraints: Implementing HR analytics solutions may require significant investments in technology, training, and data infrastructure, posing challenges for small and resource-constrained organizations.

Opportunities

  • Strategic Workforce Planning: HR analytics offers organizations the opportunity to conduct strategic workforce planning, aligning talent needs with business objectives and ensuring workforce agility to respond to changing market dynamics.
  • Talent Acquisition and Recruitment: HR analytics enables data-driven talent acquisition, helping organizations identify and attract top talent, reduce time-to-hire, and enhance the candidate experience.
  • Employee Engagement and Retention: By analyzing employee data, HR analytics can identify drivers of engagement and job satisfaction, enabling organizations to implement targeted retention strategies and improve overall employee well-being.
  • Performance Optimization: HR analytics helps measure individual and team performance, identify areas for improvement, and align performance management strategies with business goals, leading to enhanced productivity and organizational success.
  • Learning and Development: Data-driven insights from HR analytics assist in identifying skill gaps and learning needs, enabling organizations to design personalized and effective learning and development programs for employees.

Challenges

  • Data Quality and Integration: Ensuring data accuracy and consistency across various HR systems and sources can be challenging, impacting the reliability and effectiveness of HR analytics outcomes.
  • Privacy and Data Protection: The use of employee data in HR analytics raises privacy and data protection concerns, necessitating stringent data governance and compliance with relevant regulations.
  • Analytics Expertise Gap: Organizations may face challenges in building a workforce equipped with the necessary analytics skills to interpret and derive insights from HR data effectively.
  • Change Management and Cultural Shift: Shifting to a data-driven HR approach requires a cultural shift, and organizations may encounter resistance to change among HR professionals and leadership.
  • Return on Investment (ROI) Demonstration: Measuring the tangible benefits and ROI of HR analytics initiatives can be challenging, particularly in the early stages of implementation.

Trends: Emerging Trends in HR Analytics.

One emerging trend in HR analytics is the use of artificial intelligence (AI) and machine learning algorithms. These technologies enable businesses to analyze large amounts of data quickly and accurately, allowing HR professionals to make data-driven decisions. AI can help identify patterns and trends in employee behavior, such as turnover rates or performance issues, which can then inform strategies for retention and development. Machine learning algorithms can also be used to predict future outcomes based on historical data, helping HR departments anticipate staffing needs and identify potential high-performing candidates.

Another trend is the increasing focus on employee experience analytics. Traditionally, HR analytics has primarily focused on metrics such as recruitment, retention, and performance management. However, there is a growing recognition that monitoring employee experience throughout their entire lifecycle within the organization is essential for overall success. Companies are now using HR analytics to measure factors such as job satisfaction, engagement levels, productivity, and even well-being indicators like stress levels or work-life balance. By gathering insights from these metrics, organizations can take proactive steps to improve the employee experience and create a more positive work environment.

Recent Developments

  • June 2022 GainInsights is a worldwide company that provides data and analytics. It has signed that it has signed an arrangement with Data Switch to accelerate its efforts to modernize analytics through accelerations and data innovations moving.
  • In May 2022 Deloitte as well as Visier signed an agreement to form a strategic partnership. With the latest technology, as well as top-of-the-line consulting, Deloitte and Visier are in a position to offer assistance and support to businesses with HR analytics.

Report Scope

Report Attribute Details
The market size value in 2022 USD 2.9 Bn
Revenue Forecast by 2032 USD 9.9 Bn
Growth Rate CAGR Of 13.4%
Regions Covered North America, Europe, Asia Pacific, Latin America, and Middle East & Africa, and Rest of the World
Historical Years 2017-2022
Base Year 2022
Estimated Year 2023
Short-Term Projection Year 2028
Long-Term Projected Year 2032

Frequently Asked Questions

Q: What is the current size of the HR Analytics Market?

A: The Global HR Analytics Market size is USD 2.9 Bn in 2022.

Q: What is the projected growth rate for HR Analytics Market?

A: The HR Analytics Market is expected to grow at a CAGR of 13.4% from 2023 to 2032.

Q: What are some of the key players in the HR Analytics Market?

A: Some of the key players in the HR Analytics Market include IBM Corporation, Microstrategy Incorporated, Oracle Corporation, SAP SE, UKG Inc., Cegid, Tableau Software, LLC, Sage Software Solutions Pvt. Ltd., Zoho Corporation Pvt. Ltd., Workday, Inc., Other Market Players

Contact:

Global Business Development Team – Market.us

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Tel: +1 718 618 4351

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AI and machine learning can enhance HR analytics to better evaluate education and training programs.

Data analytics helps identify areas where students struggle, informing education and training programs.

Title:

Content: A Shift To Data-Driven Education: Navigating the Future!

A Shift To Data-Driven Education: Navigating the Future!

Are data analytics contributing to reshaping the edtech industry? It is a question asked by many due to a rise in demand for remote training. It won’t be wrong to mention that educators are now exploring and expanding their horizons by experimenting with the help of modern computational methods.

Notably, data analytics has now come to the forefront and holds the potential to harvest personalized data for students and teachers to acquire and leverage relevant insights.

Fortunately, analytical models and data amalgamation is simplifying the jobs as it is reshaping how education is delivered.

While data-driven education is acquiring the limelight, many entrepreneurs and educators are skeptical about adopting the concept. Thus, we’ll dive deep into the offerings of data analytics and how it is helping the edtech industry obtain a competitive edge.

So, let’s get started!

An Introduction to EdTech and Data Analytics

An Overview of Edtech

Edtech is an incorporation of education and technology that closely works with connected devices, remote interactivity features, and more to provide efficient learning outcomes.

Have you heard of brands like LinkedIn, Coursera, Udemy, etc? These are some of the biggest edtech industry names that make education accessible worldwide.

Take a look at some of the best examples of edtech companies and their offerings to the target audience:

- Chegg is a platform that offers support via question-answer sessions. It allows subject experts to enroll as teachers who answer queries or doubts raised by the students. Additionally, Chegg also integrates new subjects or topics assigned to a suitable education provider by AI to extend knowledge on the same.

- Another top-notch American organization, Duolingo, provides learning modules in more than 40 foreign languages. Furthermore, the platform integrates a gamification feature that uses machine learning to invite more engagement.

- Udemy utilizes edtech data analysis to enhance learning outcomes by monitoring the engagement level of students with the courses. Thus, the information is used to fabricate courses that provide a personalized approach.

- Moodle is a free and open-source learning management mechanism that caters to learners' needs to achieve what they desire.

An Overview of Big Data Analytics in Edtech

Learning about big data in edtech is the whole point of this article. Notably, these analytics gather information from social media, public discussion forums, magazines, researches, etc., to turn into valuable insights. These insights are extracted with the help of machine learning, process automation, and more, for accurate decision-making.

Undoubtedly, data analytics is a breakthrough in the education industry that can help teachers in the identification of subjects where students encounter difficulty. Not only this, but these analytics can also be used to monitor student engagement for teachers to tweak their teaching strategies.

How about stepping into the digital world of education by leveraging data analytics? Get in touch with a reliable education app development company for further assistance.

The Art of Data Visualization: More About Data Analytics in Edtech

Indeed, the introduction of data analytics has transformed the edtech industry forever. It has also unbolted the door of learning opportunities and a world of technological paradigms.

Continue reading to learn all the benefits that data analytics has to offer for the education industry:

1. Data Mining

Data analytics can help generate predictive models to monitor students who are lacking behind in certain subjects. Thus, teachers can help them by simplifying the subject understanding to assist them in succeeding.

2. Empowers Learners

Teachers can fabricate lesson plans by paying close attention to the student’s requirements. Moreover, learners can be motivated to adopt various courses and expand their learning opportunities.

3. Adaptive and Well-Weaved Content

Developing a curriculum can be a never-ending procedure based on student preferences. Thus, it is best to develop a recommendation system based on learners’ abilities, enabling them to pick the subject matters of their interest.

4. Ease of Teacher’s Understanding

Data insights can also help acquire information on student behavior to further help teachers understand learners’ interests. Thus, it can further help in carefully planning academic curricula and experiences tailored to students’ needs. Teachers can also record every student’s feedback to introduce changes to the teaching styles per student’s capacity.

5. Statistical Models

These models are used to foresee the class grade averages of the learners to ensure that students put in more effort to achieve a desired goal. Not only this, but the model also enables teachers to closely review a student’s competence level in a particular subject.

6. Uplifted Decisiveness

Once the relevant insights are extracted regarding the client behavior, edtech companies can make decisions around the gathered data.

7. Enrollment Procedure

Undoubtedly, the enrollment process is a significant step requiring data analytics. Notably, insights allow institutions to adopt strategic approaches during enrollment by fusing the gathered information with the marketing objective.

Use Cases of Data Analytics By Edtech Companies

No wonder analytics use cases in training, human resource development, and more vary as per the platform. However, all e-learning ecosystems deploy the same tools to monitor the best teaching approaches. Thus, listed below are some of the best use cases of ML and analytics in edtech:

1. Delivery of Personalized Learning
Every learner has a unique learning pace, and it is not mandatory for students to move ahead in the same direction and at the same time. However, a traditional schooling system works on a standardized system that promotes one-sock-for-all formula. Therefore, using analytics by institutions will eliminate the same and bring a system that considers everyone’s interests, learning pace, and more.

2. Automation of Content Moderation

Fortunately, edtech can now restrict content consumption by students to academic curriculums. The result of such content moderation leads to e-learning brands regularly introducing new and relevant content for better engagement and interest. Not only this, but big data analytics also identifies suitable content across languages to launch the same.

Other than that, any unfit content for consumption is removed with the help of shadow-banning!

3. Conducting Secure Examination

It is evident that a student is likely to underperform in an exam if teachers fail to bring out the capabilities and competencies of a learner. Failing at an exam leads to no-issuance of a certificate declaring that a student possesses no knowledge in a specific domain. However, there has been a rise in unskilled degree holders, which proves that the traditional schooling system needs to be more reliable.

Transparency must be included; however, its absence is leading to corruption, low cybersecurity standards, and whatnot!

On the other hand, edtech institutions ensure honest educators and student relationships and prevent illegitimate actions, including question paper leaks.

Setbacks Hindering Data and Analytics Utilization

As said, every coin has two sides; utilization of data analytics poses a few challenges that institutions must overcome. Take a look:

1. Unorganized and Outdated Data Infrastructures

According to a 2021 report, data silos are a significant issue across higher education that continue to afflict educational institutions. Information extracted from siloed data sources will lead to the generation of facts that feel untrustworthy and incorrect.

2. Implementation of Data Governance Systems

Notably, data governance comes with a massive challenge of cultural change within an institution. Not only this, but it also presents numerous other challenges, including alignment with the institution’s tech infrastructure. Thus, taking care of the data is essential as it works like a foundation that needs to be saved.

3. Lack of Data Literacy and AI Skills

No wonder big data has witnessed rapid advancements requiring modern workforce skills to support new tech. Thus, education institutions must emphasize building space for professionals and skilled individuals who excel at the same.

To Sum Up!

In a nutshell, the inclination towards data-driven education marks the onset of a massive transformation in how teaching and learning are perceived. It is no longer a dilemma that incorporating data analytics will bring forth many benefits to the edtech industry in the future.

Undoubtedly, data-driven education will empower educators to acquire valuable information on student outcomes to boost tailor-made approaches for improved results. Not only this, but data analytics will also help institutions recognize new opportunities for effective decision-making at micro and macro levels.

What do you think?

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Disclaimer : Above mentioned article is a sponsored feature, This article is a paid publication and does not have journalistic/editorial involvement of IDPL, and IDPL claims no responsibility whatsoever.

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The fear of change is a key obstacle to digital transformation that organizations must address when introducing new technologies.

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Lessons Learned Selling Digital Transformation In A Risk-Averse Industry

Michael W. Levin, CEO and co-founder of Ideon.

In a 2018 McKinsey survey, 80% of respondents said their organizations had undertaken a digital transformation in the preceding five years.

And that was before the pandemic, which has, to say the least, accelerated such changes.

Of course it has. I’m preaching to the choir when I posit to this audience that digital change is necessary for the survival of almost any organization today, business or otherwise. That’s certainly the case for the industry in which my company operates—health insurance and employee benefits—and especially so for carriers, in part because of the rapid rise of InsurTech, which is helping to drive digital innovation throughout the industry.

And yet.

All too often, selling digital transformation within large organizations is an uphill battle. That’s especially the case at organizations in established industries—with ways of doing business that can sometimes date back decades—and is even more a truism if those organizations have a predisposition to manage risk. There are many reasons for this, of course, but three fears play a key role.

• Fear Of Change: It's human nature to favor the familiar over the unknown. We prefer what we know, even when shown a superior alternative. So it’s understandable that executives accustomed to analog processes may be wary of digital ones. There’s an entire field of study, behavioral economics, built around the status quo bias.

• Fear Of Loss: Digital transformation requires investment. And as a general rule, humans react twice as strongly to the loss of a given amount as they do to the gain of the same amount. So unless the ROI for a digital transformation project is clear and convincing, certain colleagues will tend to resist spending money.

• Fear Of Mortality: Not literally, of course. But bosses and employees alike often associate digital change with staff reductions. But even though such relationships are unclear, some executives resist change if they believe it will lead to a loss of headcount or otherwise erode positions of power.

The Way Forward

So how can an organization’s evangelizers persuade colleagues to embrace change? There’s no simple answer, but my experience over the years helping insurance organizations embrace data transparency and connected ecosystems suggests that four strategies—on their own or in combination—can help break through most institutional roadblocks:

1. Align proposed changes with business goals. Change for modernizing’s sake is one thing. Change that helps achieve already established goals is something else entirely. Good leaders are generally driven by big-picture aims. Tying digital transformation to company priorities allows evangelizers to harness existing momentum rather than requiring them to start from scratch.

2. Create your own stakeholders. Whatever their personality, human beings are much more likely to support an initiative if they feel invested in it. Quite frankly, we value something more when it's ours. And the best way to create investment in the idea of change is to involve colleagues early in the transformational journey. Ask the appropriate decision-makers or influencers for input about their problems and possible solutions. If the digital transformation you seek is the logical conclusion to that process, otherwise resistant colleagues will more likely support the idea because they had a hand in getting there.

3. Marshal your facts. Before investing resources in digital transformation, decision-makers want to know that it will pay off. Prepare information—statistics, research findings, anecdotes—on the ROI of digital transformation. Seventy-six percent of employees surveyed said having the digital tools they need makes them more productive. Additionally, Harvard Business School technologists report (paywall) that companies with the most effective digital transformations have higher net income than those with less-successful digital transformations. Data points like these can motivate leaders to prioritize tech imperatives.

4. Leverage FOMO. Regret aversion is a powerful thing. That is to say, many people are not as afraid of making a bad decision as they are afraid of feeling bad about a decision they made. It’s one reason people follow the crowd. We don’t necessarily believe that other people are smarter than we are. But many of us do believe (if only nonconsciously) that if we follow the lead of others we will have company if our decision turns out to be unwise. Regret aversion bias can be leveraged powerfully when selling digital transformation by framing a failure to adopt change as leaving an organization alone in the dark while the rest of the industry—or even its cutting-edge leaders—moves toward the light.

I know there is a reliable path to digital transformation because my firm has seen dozens of clients and partners complete such journeys. But accounting for the inevitable challenges, both structural and psychological, is key to achieving success.

Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?

Follow me on Twitter or LinkedInCheck out my website

Involving business users in the decision-making process when replacing old technology can improve system acceptance.

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This site is operated by a business or businesses owned by Informa PLC and all copyright resides with them. Informa PLC's registered office is 5 Howick Place, London SW1P 1WG. Registered in England and Wales. Number 8860726.

5 Mistakes To Avoid When Replacing Your Communications Technology

After working on projects replacing hundreds of phone systems over my years as a consultant, I have noticed some common trends in the projects that are the most challenging.

Here are the top 5 most common mistakes we see when replacing a telephony system:

  1. Skipping the needs assessment. Often a move to a new telephony solution occurs when the existing system reaches end of life. In these cases, it’s easy to think that your goal in replacing your existing solution is to simply duplicate what you have. But you are missing a big opportunity for improvement.

Communication technology has changed considerably in the last few years. New solutions go beyond telephony to include collaboration tools and support multiple forms of communication. Users can move seamlessly between devices and incorporate SMS text messaging and IM in addition to voice. There are usually opportunities to improve outdated workflows caused by limitations of the old technology.

If you are looking at a replacement due to inadequacies of the existing technology, a thorough needs assessment is still a good idea. Most organizations have some percentage of power users who will benefit from higher-level “tools,” and the most successful implementations recognize these users and provide the tools to make them more effective. Standard users can benefit from enhancements such as voice mail messages in their email, and the ability to work remotely, if they don’t already have these capabilities.

It's useful to document your common user requirements in addition to the more complex special requirements. When you understand the workflows of your users and how they utilize the features in your current telephone system, it will help you select a better replacement technology.

  1. Not involving business users in the decision. When a system is selected only by the IT team, it often does not fully meet the needs of the wider group of end users. We once saw a solution selected based primarily on what would be best for enhancing the IT team’s resumes.

Including end users in your needs assessment will help to uncover both business and technical requirements. This has multiple benefits:

  1. Reveals productivity enhancements offered by mobility and collaboration capabilities not available in the current system.
  2. Uncovers communications issues. Often, we find that many user complaints can be resolved through changes in business processes.
  3. Improves system acceptance. When business users have had input into the process, they are less likely to resist adoption of the new system.

Involving business users in the selection process results in a better decision in the end, although a larger group can slow the process. Business users often help to clarify what is truly needed versus what is nice to have. They typically aren’t swayed by the coolest new toys, and offer insight into areas where true productivity gains can be achieved.

  1. No end-user communications plan. End users are much more likely to accept and adopt a new technology tool when they understand how it can benefit them. A good communication plan can go a long way in reducing resistance to the change. The best communications plans take a custom approach and target messages to specific groups of users, explaining the benefits of the new tool that are most relevant to each group.

You can download an eBook that explains the adoption and change management process in greater detail

  1. Skimping on user training. UCaaS providers typically don’t offer “classroom” training on live phones. They offer virtual classes with live instructors, recorded sessions, and train-the-trainer options. While these methods save a lot of labor for the vendors, they can be insufficient for the users. On the surface it seems OK. After all, how hard can it be to use a new phone?

But new telephony solutions bring many new capabilities that users may have never been exposed to previously. They may not know how to manage calls and features using a computer instead of the hard phone.

And there are cell phone apps, collaboration tools, and presence and status information. There may be multiple tools that offer the same capabilities. Your new tool may offer chat, or video conferencing. Which tool should they be using?

All of this complexity creates confusion for your users. If your new solution has any feature depth, then there will be complexity. In order to get full use of the new capabilities, users must be trained on them, and given guidelines on which tools are to be used.

  1. Underestimating the difficulty of porting numbers. This process can be quite dysfunctional, especially if you have been with your carrier for several years. Records can be inaccurate, and the entire process is based on this information. At times, this can be a headache (or worse). For a breakdown of common problems, check out this article

Often the process takes longer than expected, so build extra time into your process to allow for that.

For more tips and advice from people who have gone through this process, check out these sessions at Enterprise Connect:

Tuesday, March 26 | 2:00pm - 2:45pm

UCAAS CASE STUDIES: HOW YOUR PEERS MADE THE MIGRATION

Moderator: Melissa Swartz(Swartz Consulting)

Panelists: Steve Panton (Gannett Fleming), Brian Harrison (Broward College), Karen Gordon (King & Spalding)

Wednesday, March 27 | 2:00pm - 2:45pm

ENTERPRISE LEADERS SPEAK OUT: VOICE MIGRATION--CRITICAL ISSUES FOR A (STILL) CRITICAL CAPABILITY

Moderator: Melissa Swartz (Swartz Consulting)

Panelists: Scott Johnson (Cargill), Georges Habalian (HCA Healthcare), Eric Zweigbaum (Conair)

Adequate user training is essential for successful technology adoption and can reduce resistance to new technology.

Effective communication is key to addressing employee fears about new technologies, and leaders should be transparent and authentic.

Title:

Content: Melissa DeLay helps CEOs find good ways to deliver bad news. That her business increased exponentially because of the pandemic may come as little surprise.

DeLay has honed a framework for guiding companies through difficult situations during 22 years in crisis and strategic communications consulting with her Roseville-based firm, TruPerception.

"There is science behind communication," DeLay said. "There's a specific way to write words. There are words to avoid, there are words you should be using. There's a correct time to deliver a message. There's a number of times that you have to repeat it in order for it to really resonate. There are the right vehicles to use."

Too many CEOs, however, don't realize that closed-door meetings and poor body language, for example, speak volumes even when they're not making announcements or sending emails about an issue.

"The world is basically filled with bad news," DeLay said. "Unfortunately very few people know how speak and write in a way that is transparent, gets results, helps them come from a position of power and not be taken advantage of or not come across as overbearing, pushy or aggressive, things that no leader really wants to be seen as."

Change is hard and communication is the key to change, DeLay said. That's why she offers free "cheat sheets" on how to let an employee go and how to avoid a failed merger.

Those may come in handy based on what DeLay sees leaders needing the most help with now. In one camp are companies that are growing, making acquisitions and looking for talent but struggling to handle constant rapid expansion. In the other are those starting to downsize, cutting costs and fearing where the economy will go.

Informal communication is more powerful than formal announcements, DeLay said. Some leaders got better at it during the pandemic, letting their guard down slightly to get to know employees, though some of that "organic and natural" communication is going away.

"I tell leaders all the time, if you want productivity to go up, you have to make it clear in your communication that you care about the people that work for you," DeLay said.

DeLay recommends speaking objectively about business, focusing on what makes sense for the company, customers and employees in the event of a disruption. She said employees respond better to everyday language.

Before making an announcement concerning a disruption, senior leaders need to prepare front-line managers to answer questions because employees will approach them first.

Leaders should be more informal and more transparent, DeLay said. But they shouldn't wear their heart on their sleeve. In a recent email to clients, DeLay wrote about a CEO who posted a tearful photo of himself after laying off two employees.

"I would have said to this CEO, what matters most is the employee in this situation — not the leader," DeLay said. "Talk to your executive coach, your mom, your dog or your best friend, anybody else to give you the help that you need to get through this."

When emotions rise, the fight-or-flight response kicks in and we don't think clearly.

"Be transparent, be authentic, but don't let emotion come into the equation in the moment," DeLay said. "Just press the pause button so that you can communicate and your brain is working and the best possible result can come out. You want to show empathy but don't let your emotions lead you. A leader's job is to neutralize emotion."

Todd Nelson is a freelance writer in Lake Elmo. His e-mail is todd_nelson@mac.com.

Leaders should explain new technologies in everyday language.

Title:

Content: Melissa DeLay helps CEOs find good ways to deliver bad news. That her business increased exponentially because of the pandemic may come as little surprise.

DeLay has honed a framework for guiding companies through difficult situations during 22 years in crisis and strategic communications consulting with her Roseville-based firm, TruPerception.

"There is science behind communication," DeLay said. "There's a specific way to write words. There are words to avoid, there are words you should be using. There's a correct time to deliver a message. There's a number of times that you have to repeat it in order for it to really resonate. There are the right vehicles to use."

Too many CEOs, however, don't realize that closed-door meetings and poor body language, for example, speak volumes even when they're not making announcements or sending emails about an issue.

"The world is basically filled with bad news," DeLay said. "Unfortunately very few people know how speak and write in a way that is transparent, gets results, helps them come from a position of power and not be taken advantage of or not come across as overbearing, pushy or aggressive, things that no leader really wants to be seen as."

Change is hard and communication is the key to change, DeLay said. That's why she offers free "cheat sheets" on how to let an employee go and how to avoid a failed merger.

Those may come in handy based on what DeLay sees leaders needing the most help with now. In one camp are companies that are growing, making acquisitions and looking for talent but struggling to handle constant rapid expansion. In the other are those starting to downsize, cutting costs and fearing where the economy will go.

Informal communication is more powerful than formal announcements, DeLay said. Some leaders got better at it during the pandemic, letting their guard down slightly to get to know employees, though some of that "organic and natural" communication is going away.

"I tell leaders all the time, if you want productivity to go up, you have to make it clear in your communication that you care about the people that work for you," DeLay said.

DeLay recommends speaking objectively about business, focusing on what makes sense for the company, customers and employees in the event of a disruption. She said employees respond better to everyday language.

Before making an announcement concerning a disruption, senior leaders need to prepare front-line managers to answer questions because employees will approach them first.

Leaders should be more informal and more transparent, DeLay said. But they shouldn't wear their heart on their sleeve. In a recent email to clients, DeLay wrote about a CEO who posted a tearful photo of himself after laying off two employees.

"I would have said to this CEO, what matters most is the employee in this situation — not the leader," DeLay said. "Talk to your executive coach, your mom, your dog or your best friend, anybody else to give you the help that you need to get through this."

When emotions rise, the fight-or-flight response kicks in and we don't think clearly.

"Be transparent, be authentic, but don't let emotion come into the equation in the moment," DeLay said. "Just press the pause button so that you can communicate and your brain is working and the best possible result can come out. You want to show empathy but don't let your emotions lead you. A leader's job is to neutralize emotion."

Todd Nelson is a freelance writer in Lake Elmo. His e-mail is todd_nelson@mac.com.

Involving decision-makers early in the transformation process can increase support and reduce resistance to change.

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Lessons Learned Selling Digital Transformation In A Risk-Averse Industry

Michael W. Levin, CEO and co-founder of Ideon.

In a 2018 McKinsey survey, 80% of respondents said their organizations had undertaken a digital transformation in the preceding five years.

And that was before the pandemic, which has, to say the least, accelerated such changes.

Of course it has. I’m preaching to the choir when I posit to this audience that digital change is necessary for the survival of almost any organization today, business or otherwise. That’s certainly the case for the industry in which my company operates—health insurance and employee benefits—and especially so for carriers, in part because of the rapid rise of InsurTech, which is helping to drive digital innovation throughout the industry.

And yet.

All too often, selling digital transformation within large organizations is an uphill battle. That’s especially the case at organizations in established industries—with ways of doing business that can sometimes date back decades—and is even more a truism if those organizations have a predisposition to manage risk. There are many reasons for this, of course, but three fears play a key role.

• Fear Of Change: It's human nature to favor the familiar over the unknown. We prefer what we know, even when shown a superior alternative. So it’s understandable that executives accustomed to analog processes may be wary of digital ones. There’s an entire field of study, behavioral economics, built around the status quo bias.

• Fear Of Loss: Digital transformation requires investment. And as a general rule, humans react twice as strongly to the loss of a given amount as they do to the gain of the same amount. So unless the ROI for a digital transformation project is clear and convincing, certain colleagues will tend to resist spending money.

• Fear Of Mortality: Not literally, of course. But bosses and employees alike often associate digital change with staff reductions. But even though such relationships are unclear, some executives resist change if they believe it will lead to a loss of headcount or otherwise erode positions of power.

The Way Forward

So how can an organization’s evangelizers persuade colleagues to embrace change? There’s no simple answer, but my experience over the years helping insurance organizations embrace data transparency and connected ecosystems suggests that four strategies—on their own or in combination—can help break through most institutional roadblocks:

1. Align proposed changes with business goals. Change for modernizing’s sake is one thing. Change that helps achieve already established goals is something else entirely. Good leaders are generally driven by big-picture aims. Tying digital transformation to company priorities allows evangelizers to harness existing momentum rather than requiring them to start from scratch.

2. Create your own stakeholders. Whatever their personality, human beings are much more likely to support an initiative if they feel invested in it. Quite frankly, we value something more when it's ours. And the best way to create investment in the idea of change is to involve colleagues early in the transformational journey. Ask the appropriate decision-makers or influencers for input about their problems and possible solutions. If the digital transformation you seek is the logical conclusion to that process, otherwise resistant colleagues will more likely support the idea because they had a hand in getting there.

3. Marshal your facts. Before investing resources in digital transformation, decision-makers want to know that it will pay off. Prepare information—statistics, research findings, anecdotes—on the ROI of digital transformation. Seventy-six percent of employees surveyed said having the digital tools they need makes them more productive. Additionally, Harvard Business School technologists report (paywall) that companies with the most effective digital transformations have higher net income than those with less-successful digital transformations. Data points like these can motivate leaders to prioritize tech imperatives.

4. Leverage FOMO. Regret aversion is a powerful thing. That is to say, many people are not as afraid of making a bad decision as they are afraid of feeling bad about a decision they made. It’s one reason people follow the crowd. We don’t necessarily believe that other people are smarter than we are. But many of us do believe (if only nonconsciously) that if we follow the lead of others we will have company if our decision turns out to be unwise. Regret aversion bias can be leveraged powerfully when selling digital transformation by framing a failure to adopt change as leaving an organization alone in the dark while the rest of the industry—or even its cutting-edge leaders—moves toward the light.

I know there is a reliable path to digital transformation because my firm has seen dozens of clients and partners complete such journeys. But accounting for the inevitable challenges, both structural and psychological, is key to achieving success.

Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?

Follow me on Twitter or LinkedInCheck out my website

A human-centred approach and change leadership are essential for successful AI adoption.

Title:

Content: Striking the right balance: How to integrate generative AI into your business like a boss

Nam Truong, human-centred technologist at Law Squared. Source: Supplied.

Generative AI has the game-changing potential to increase organisational efficiency, support strategy, and assist creativity.

Although most people are still in the learning and experimental phase of their generative AI journey, our experts say it will soon become a part of everyday work. Here’s their advice for how to leverage its power to grow your business and build resilience.

Use AI to enhance roles and increase engagement

Hareta McMullin, founder of Third Space People, emphasises generative AI’s ability to streamline tasks, increase productivity, and reduce the load for employees.

She advises employers to consider how automating certain aspects of people’s jobs can free them up to focus on more strategic and high-value work. The benefits of this approach include increased morale and engagement, improved retention and workplace culture, a boost to your employer brand, and greater innovation.

“If, from an employee perspective, generative AI can take away potential elements of my job that I find time-consuming or frustrating and give me the time to work on more fulfilling areas,” McMullin says, “that then leads back into your work design and organisational design.”

She suggests you start by asking your employees where they feel most bogged down by tedious tasks, and then brainstorm and experiment with ways to use generative AI to support them in these areas.

Register for our upcoming webinar AI & your business: how SMEs can get ready — a free webinar hosted by SmartCompany in partnership with Salesforce exploring what AI means for small-businesses.

Take a human-centred approach

Nam Truong, a human-centred technologist who leads the technology consulting team at Law Squared, believes that generative AI can be used to drive more efficient service delivery and a better customer experience. But he stresses that “the human touch” will be more valued now than ever.

“If technology provides too much of a personalised experience, it can become scary,” he says. “Like, if I was just speaking about something and now I’m seeing all these ads for it,” that can be eerie and uncomfortable, “But when humans provide that experience, it’s warming. It’s comforting to know that you can talk to someone, and they know your story, what you need, and can provide that.”

For Truong, the question then becomes: How can we use AI to deliver more value to customers and enhance human-facilitated experiences?

“With the advent of new technology, people always need to relearn and retrain,” he says. “But I think if we approach adopting this technology with a mindset of ‘We’re looking for it to help us be more human and deliver our services and products in a more ethical, human and sustainable way’, I think that people will be more open to changing their behaviour.”

So, what should growth-and future-focused employers do now?

1. Focus on change leadership and upskilling your workforce

McMullin underscores change leadership’s role in successfully adopting generative AI, explaining that effective communication, education, and addressing employee fears are essential to facilitating a smooth transition.

“If your people are resistant, it’s going to cause a lot of friction and make that process feel really clunky and negative, so change leadership is huge,” she says.

She also believes upskilling employees to understand and leverage generative AI is critical to ensuring they remain relevant in a changing landscape.

2. Consider risk governance and values alignment

Truong highlights the importance of mitigating risks by aligning with reputable software solutions and established frameworks. Ensuring security and corporate governance standards are in place is crucial, especially in industries where trust and confidentiality are paramount.

“One of the reasons why we selected Salesforce is because we view it as the world’s biggest and best CRM, and we have trust in the platform,” Truong says. “They are among the world’s biggest players with the most talented developers and the most secure frameworks and risk governance frameworks—and, as a law firm, that’s the security standard we need to adopt AI.”

He adds that another important factor to consider is your core values and how your use of generative AI aligns with and supports your vision, mission and goals.

Both Truong and McMullin advocate for a balanced approach to incorporating generative AI into the workplace, focusing on efficiency gains, human-AI collaboration, ethics, and values alignment.

Now that every organisation has access to this efficiency-optimising technology, Truong reminds us that doubling down on the human experience will be vital to helping your business stand out from the crowd.

Read now: Don’t risk your rep: The importance of ethics and compliance in generative AI

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Upskilling employees in applied AI and machine learning is necessary for AI adoption.

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Three Change Management Priorities For Seamless GenAI Deployment

President & CTO at ContractPodAi.

There is no question that generative artificial intelligence (GenAI) is emerging as a powerful, transformative force in today’s business. In its 27th Annual Global CEO Survey, PwC looked at how GenAI would significantly change how organizations operate. They concluded the technology is "approaching a critical juncture, seemingly poised to transform business models, redefine work processes and overhaul entire industries."

In the next year, more than 50% of CEOs surveyed said they expect GenAI to "enhance their ability to build trust with stakeholders," while roughly 60% expect it to "improve product or service quality." Within the next three years, nearly 70% also anticipate that GenAI will "increase competition, drive changes to their business models and require new skills from their workforce." The lasting business impacts that CEOs expect from the technology include boosted efficiency and increased time-to-revenue.

Generative AI comes with a low barrier to entry, empowering organizations to start small and grow their usage of this technology over time. Because of this, I recommend starting with a particular use case and scaling it to the greater organization from there. The secret to the scaling process is for senior leaders to keep a close pulse on their change management efforts. After all, if your organization does not have a smooth adoption and implementation process and is neither aligned nor trained sufficiently around new technology, you'll likely fall short of reaping the full ROI from your digital investment moving forward.

Here are three change management strategies to keep in mind if you’re planning to embrace GenAI in your organization.

Taking A Phased Adoption Approach

Integrating AI into the day-to-day work of the organization necessitates a simple and seamless adoption process. To foster this digital transformation, senior leaders should consider a phased approach that sees AI deployed gradually and refine processes as needed. This gives employees time to familiarize themselves with the technology to maximize its benefits and minimize its disruption to the business.

Additionally, they can build a digital infrastructure characterized by robust digital resources, dedicated support teams and user feedback loops. All of this goes a long way in preventing the problems that typically arise in the adoption process.

Fostering A Culture Of Trust

Another change management strategy is mitigating organizational resistance around AI. This is achieved through clear and direct communication about the business objectives and expected outcomes of AI adoption, and an open discussion about the collaborative partnerships that can form between employees and the technology.

Transparency is key here. On top of establishing these lines of communication, senior leaders should ensure that AI solutions are designed with security, transparency and accountability measures in place. It’s also important for employees and customers to be assured that their data privacy will continue to be top of mind as the technology becomes further scaled to be used within day-to-day workstreams. Be sure to communicate that protocols and guidelines will evolve in the spirit of fostering an ethical and socially responsible AI culture. All of this translates to more support and buy-in across the enterprise.

Redesigning Career Paths And Skills

The advent of GenAI does not have to mean the disruption of traditional job roles but rather a redesign of professional skills and career paths. As AI is gradually integrated into everyday operations, employees should be taught new skills, allowing them to leverage the technology to its fullest.

Some examples of this include advanced training in applied AI, machine learning (ML) and natural language processing (NLP). As AI scales to take on both repetitive and complex tasks, organizations should concentrate on bolstering employees' built-in business instincts and reinforcing their natural human skills. This involves nurturing areas such as business creativity along with strategic and critical analytical abilities and enhancing emotional intelligence within the workplace. This effort should be coupled with a special focus on fostering employees' continuous improvement.

At the end of the day, having a successful digital transformation journey calls for prioritizing the change management strategies mentioned above and exploring other best practices.

Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?

Follow me on LinkedInCheck out my website

Clear communication and transparency foster trust and reduce resistance to new AI technologies.

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Edit Story

Three Change Management Priorities For Seamless GenAI Deployment

President & CTO at ContractPodAi.

There is no question that generative artificial intelligence (GenAI) is emerging as a powerful, transformative force in today’s business. In its 27th Annual Global CEO Survey, PwC looked at how GenAI would significantly change how organizations operate. They concluded the technology is "approaching a critical juncture, seemingly poised to transform business models, redefine work processes and overhaul entire industries."

In the next year, more than 50% of CEOs surveyed said they expect GenAI to "enhance their ability to build trust with stakeholders," while roughly 60% expect it to "improve product or service quality." Within the next three years, nearly 70% also anticipate that GenAI will "increase competition, drive changes to their business models and require new skills from their workforce." The lasting business impacts that CEOs expect from the technology include boosted efficiency and increased time-to-revenue.

Generative AI comes with a low barrier to entry, empowering organizations to start small and grow their usage of this technology over time. Because of this, I recommend starting with a particular use case and scaling it to the greater organization from there. The secret to the scaling process is for senior leaders to keep a close pulse on their change management efforts. After all, if your organization does not have a smooth adoption and implementation process and is neither aligned nor trained sufficiently around new technology, you'll likely fall short of reaping the full ROI from your digital investment moving forward.

Here are three change management strategies to keep in mind if you’re planning to embrace GenAI in your organization.

Taking A Phased Adoption Approach

Integrating AI into the day-to-day work of the organization necessitates a simple and seamless adoption process. To foster this digital transformation, senior leaders should consider a phased approach that sees AI deployed gradually and refine processes as needed. This gives employees time to familiarize themselves with the technology to maximize its benefits and minimize its disruption to the business.

Additionally, they can build a digital infrastructure characterized by robust digital resources, dedicated support teams and user feedback loops. All of this goes a long way in preventing the problems that typically arise in the adoption process.

Fostering A Culture Of Trust

Another change management strategy is mitigating organizational resistance around AI. This is achieved through clear and direct communication about the business objectives and expected outcomes of AI adoption, and an open discussion about the collaborative partnerships that can form between employees and the technology.

Transparency is key here. On top of establishing these lines of communication, senior leaders should ensure that AI solutions are designed with security, transparency and accountability measures in place. It’s also important for employees and customers to be assured that their data privacy will continue to be top of mind as the technology becomes further scaled to be used within day-to-day workstreams. Be sure to communicate that protocols and guidelines will evolve in the spirit of fostering an ethical and socially responsible AI culture. All of this translates to more support and buy-in across the enterprise.

Redesigning Career Paths And Skills

The advent of GenAI does not have to mean the disruption of traditional job roles but rather a redesign of professional skills and career paths. As AI is gradually integrated into everyday operations, employees should be taught new skills, allowing them to leverage the technology to its fullest.

Some examples of this include advanced training in applied AI, machine learning (ML) and natural language processing (NLP). As AI scales to take on both repetitive and complex tasks, organizations should concentrate on bolstering employees' built-in business instincts and reinforcing their natural human skills. This involves nurturing areas such as business creativity along with strategic and critical analytical abilities and enhancing emotional intelligence within the workplace. This effort should be coupled with a special focus on fostering employees' continuous improvement.

At the end of the day, having a successful digital transformation journey calls for prioritizing the change management strategies mentioned above and exploring other best practices.

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Employers should offer benefits like resiliency programs and stress management resources to help workers cope with digital transformation.

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7 ways to nurture employee well-being

How to leverage technology and communication to support your employees
Photo: APIWAN BORRIKONRATCHATA (Shutterstock)
By
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While mental and emotional well-being has come further out of the shadows during the last few years, it still has an outsized impact on people at home and work. According to findings from the 2022 Alight International Workforce and Well-being Mindset Study, only half of US employees report having positive mental and emotional well-being. While that’s an increase of 11 points from early 2021 during the height of the pandemic, it’s still not enough. Yet, three quarters report moderate to high stress levels, which haven’t subsided even as the pandemic slowed.

Work is adding to our burdens. We found that more than 70% of employees report effects specifically from job-related stress, including the inability to sleep, low morale, and panic attacks. Three in 10 say that their work has a negative impact on their mental health. And about 10% fewer US respondents said they could manage work and personal commitments more effectively in 2022 than in 2021, which can add to stress levels. So it’s not surprising that almost half report having at least one symptom of job burnout.

And the pressures we’re all under don’t seem to be diminishing with multiple viral epidemics, ongoing financial uncertainty, and concerning geopolitical events. These major stressors strain employee well-being, making supporting employees more critical.

7 ways to nurture employee well-being

Many companies are prioritizing mental health, yet people aren’t giving employers much credit in return. Fewer than half of employees surveyed believe their employer cares about their well-being and that the burden of getting or staying well is on the individual. As for mental health, only 4 in 10 say that their employer has actively communicated more about mental and emotional health in the past year or made changes to the work environment to better support mental and emotional health.

To get meaningful results for your people and your business, have a solid strategy for both the types of support you offer and how you promote and educate them on how to leverage these. It’s not a one-size fits all answer. Instead, employers need to think creatively and look for personalized and relevant ways to encourage employees to take advantage of the tools, resources, and guidance they need to improve their mental and emotional well-being.

Here are the seven recommendations employers can act on to support employees’ mental health and well-being in real ways and help themselves in the process.

Go beyond the basics of an EAP

Since we first surveyed in 2018, the number of people saying that they or a family member sought counseling or other mental health services doubled (from 26% to 49%). While employee assistance programs (EAPs) are still beneficial, employers should consider rounding out their offerings with benefits like employee resiliency programs, stress management resources, online mental health and meditation apps, and more.

Give the gift of time

Time can be a huge stressor and obstacle to better mental health. A quarter of people admit that they spend at least five hours a month at work handling mental health-related matters. And 42% wish their employer offered more resources and/or time off for mental health. Some companies are even being creative about offering well-being hours or time off to help employees make time for and prioritize beneficial mental health activities.

Offer robust telemedicine resources

Telemedicine really came into its own during the pandemic. But it’s not just for your average doctor checkup. Pushing your carriers to cover telemedicine for mental health support can be a game changer by giving your employees the flexibility to get the care they need from home. Employers can only expect the desire for these resources to increase.

Take a stand on stigma and get to talking

Only 46% of employees feel they can openly speak at work about emotional health challenges without fear of consequences. The more we talk about mental health at work, it’s easier for people to ask for help, and there’s a better chance of guiding them to the resources you offer.

Provide the resources to equip employees to help each other

This year’s study also showed that only 47% of respondents had a co-worker they could reach out to without hesitation for support when they were stressed or worried, and 50% had talked to a supervisor about job-related stress. Therefore, employers equipping their employees with the resources and training they need to navigate these situations and provide support will only encourage more employees to take advantage of employers’ mental well-being resources.

Make investments in HR technology systems and solutions

Find a technology partner that provides a system or solution that can be tailored to the specific needs of each employee and provides a one-stop shop for all their benefits. Also, ensure the technology offers mobile access and personalized health benefits navigation and information so they can quickly learn and access resources relevant to their needs.

Create mental and emotional well-being campaigns

Offering various programs may check the box, but it may not have the desired impact if people aren’t utilizing them. Employers must develop and execute campaigns to improve employee awareness and usage of these offerings. Plus, the value will go up. When asked about the importance of mental and emotional health apps provided by an employer, 62% of all respondents said it would be valuable to them. But if you used one of these apps? A whopping 95% of those employees said it was valuable to them. That’s an ROI that speaks to the power of not just promoting a laundry list of programs but truly activating people to try them out.

Feeling good about your overall well-being means you can live your best life at work and home. By providing and promoting programs that help people be more resilient, maintain positive relationships, and manage uncertainty, you’re doing your part towards shining that spotlight on what people can do, how to make well-being a reality, and likely increasing productivity and engagement in the process.

Laine Thomas Conway is Alight’s communication strategy thought leader and a principal expert on how companies can best leverage communication, total rewards, and other engagement strategies to effectively attract, retain and inspire their workforce. Responsible for strategic guidance and thought leadership across the HR communication spectrum for both the company’s colleagues and clients, she also leads the development of products in the communication and total rewards spaces. Laine is also the leading voice of Alight’s signature Workforce and Wellbeing Mindset® Studies that explore facets of employee experience and wellbeing to provide insights on how employers can enable greater productivity, engagement and wellbeing in the workplace and at home.

Good managers know their team members individually, facilitating open communication that is essential for successful technology adoption.

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How To Become A Better Manager: Three Practical Tips

By Jared Atchison, the co-founder of WPForms, a drag-and-drop form builder for WordPress that's used on over 4,000,000 websites.

Being a leader is an important role to take on. You’re responsible for running a team of employees and making sure that business runs smoothly. Additionally, people depend on you to answer their questions, think on your feet and solve problems when they come up.

Better management skills can lead to higher success rates for your business as well as happier employees. It’s important to prioritize your team’s needs and serve as a friendly mentor so they stay on track and remain inspired.

Becoming a better manager won’t happen overnight, but taking small, consistent steps will help you reach your goal. If you want to be a better leader to your team, here are three tips to help you get started.

1. Get To Know Your Team

Good managers take the time to know their team members as individuals instead of money-making machines for the company. They make an effort to form connections in the workplace and build bonds that create a comfortable, warm environment.

The last thing you want is to foster a negative atmosphere full of conflict or ill feelings. Treating your employees like they’re just another number is a quick and easy way to increase your turnover rate and say goodbye to hardworking people.

Encourage your employees to share a little bit about themselves with other team members. Our company uses Slack to send a company-wide message with fun facts about different employees. Some of this information includes where they’re from, places they’ve traveled, their favorite books and more.

2. Communicate Openly

Unfortunately, many managers out there fail to understand how to communicate with their coworkers. But communication is a must to run a successful business that continues to grow. Imagine trying to fulfill online orders or tend to customer service without clear communication from your team. It would be a disaster.

For operations and campaigns to run smoothly, it’s crucial to practice open communication with your team. To do this, make sure to:

• Be clear and straightforward. Don’t beat around the bush, even if you have to break some bad news to someone. It’s more respectful to state things as they are and be honest.

• Listen with intent. It’s important to hear what the other person has to say without jumping to conclusions or passing judgment. Listen to understand their point of view instead of interrupting or simply waiting your turn to speak.

• Consider your body language. Your nonverbal communication will say what your words don’t, so it’s vital to practice inviting body language when speaking to your employees. Remember to keep a healthy amount of eye contact, show them you’re listening and keep a wide, open stance.

• Remain calm. Regardless of the situation, it’s always best to stay calm, especially when you feel upset and might say or do something you regret. Getting angry won’t change anything, and it’s much more professional to keep your cool.

• Communicate early. It’s better to communicate as soon as you know something instead of putting it off. This leads to less confusion across the board so everyone stays on the same page.

3. Practice Fairness

It’s unethical to form biases and pick favorites among your employees. You might have some employees that you have a stronger connection with than others, but that doesn’t mean you can treat them better. Nor does it mean they get extra perks or benefits.

Good managers practice fairness among the whole team and treat everyone the same. They consistently enforce the rules for everyone and make sure everyone gets the same rewards and consequences.

Failing to treat your team members equally will build resentment toward you and certainly won’t pin you as a fair and just leader. It’s your responsibility to treat your employees equally so they feel secure working for you.

Your Turn

If you want to serve as a better leader to your team, these tips are sure to help you get started. It’s vital to build a strong relationship with your employees to build a positive company culture and work environment. It’s also easier to smoothly run a business when your team members feel comfortable around you as well as each other. How will you improve your management skills at work?

Leaders should remain calm and empathetic to reduce resistance to new technologies.

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Content: Melissa DeLay helps CEOs find good ways to deliver bad news. That her business increased exponentially because of the pandemic may come as little surprise.

DeLay has honed a framework for guiding companies through difficult situations during 22 years in crisis and strategic communications consulting with her Roseville-based firm, TruPerception.

"There is science behind communication," DeLay said. "There's a specific way to write words. There are words to avoid, there are words you should be using. There's a correct time to deliver a message. There's a number of times that you have to repeat it in order for it to really resonate. There are the right vehicles to use."

Too many CEOs, however, don't realize that closed-door meetings and poor body language, for example, speak volumes even when they're not making announcements or sending emails about an issue.

"The world is basically filled with bad news," DeLay said. "Unfortunately very few people know how speak and write in a way that is transparent, gets results, helps them come from a position of power and not be taken advantage of or not come across as overbearing, pushy or aggressive, things that no leader really wants to be seen as."

Change is hard and communication is the key to change, DeLay said. That's why she offers free "cheat sheets" on how to let an employee go and how to avoid a failed merger.

Those may come in handy based on what DeLay sees leaders needing the most help with now. In one camp are companies that are growing, making acquisitions and looking for talent but struggling to handle constant rapid expansion. In the other are those starting to downsize, cutting costs and fearing where the economy will go.

Informal communication is more powerful than formal announcements, DeLay said. Some leaders got better at it during the pandemic, letting their guard down slightly to get to know employees, though some of that "organic and natural" communication is going away.

"I tell leaders all the time, if you want productivity to go up, you have to make it clear in your communication that you care about the people that work for you," DeLay said.

DeLay recommends speaking objectively about business, focusing on what makes sense for the company, customers and employees in the event of a disruption. She said employees respond better to everyday language.

Before making an announcement concerning a disruption, senior leaders need to prepare front-line managers to answer questions because employees will approach them first.

Leaders should be more informal and more transparent, DeLay said. But they shouldn't wear their heart on their sleeve. In a recent email to clients, DeLay wrote about a CEO who posted a tearful photo of himself after laying off two employees.

"I would have said to this CEO, what matters most is the employee in this situation — not the leader," DeLay said. "Talk to your executive coach, your mom, your dog or your best friend, anybody else to give you the help that you need to get through this."

When emotions rise, the fight-or-flight response kicks in and we don't think clearly.

"Be transparent, be authentic, but don't let emotion come into the equation in the moment," DeLay said. "Just press the pause button so that you can communicate and your brain is working and the best possible result can come out. You want to show empathy but don't let your emotions lead you. A leader's job is to neutralize emotion."

Todd Nelson is a freelance writer in Lake Elmo. His e-mail is todd_nelson@mac.com.

Involving employees in goal setting and recognizing their achievements can increase support for new technologies.

Title:

Content: With the way businesses are run today, there is no room for error in managing people and resources. Because of this, every successful company has a good system of rules laid out for their employees to follow. From these rules, goals are developed to better help people manage their time and work. But, just like with anything else, there’s always room for improvement, and there are some good ways to implement new ideas into your business management.

1. Use Technology

Businesses today have been able to take full advantage of technology. With a relatively new concept called “cloud computing”, businesses are able to use internet-based software rather than bulky CD ROMs or USB drives.

There’s software (and hardware) specifically designed for different kinds of businesses. You can even find hotel management companies that are fully dedicated to equipping hotels with the latest technology that can help better organize the workload. Of course, hotels are one of the more complex systems of management, so if you’re just starting out with a small business, you’ll want to see what you need before expanding.

However, different digital systems of management all have the same underlying principles – saving time and money and keeping track of what everyone is doing.

2. A Proactive And Reactive Approach

Your business management system is your way of keeping your employees, and the people you serve, running like a well-oiled machine.

This can be done by dividing labor into different departments such as sales, administration, production, and customer service. To make sure they’re all working together properly, it’s important to balance reactive and proactive approaches to management. With a reactive approach, problems are solved as they come up, which is usually best for customer service and production jobs. With a proactive approach, you’re more focused on the future of overall company development. This is better for overall business management because it can help with strategic planning and goal setting.

Once you set your course, it’s important to be confident yet flexible. You might think you want to go down a certain path, but once your business is actually running it can be difficult to make changes. In this case, you may have to choose between making the change as soon as possible as opposed to waiting until better opportunities arise.

3. Involve Everyone

It’s important that everyone who works for your company is involved in setting goals and plans for the next year so they know where the company is headed.

With today’s workforce, there are many different kinds of people, each with different interests and skillsets. By involving everyone in the process of setting goals, you can benefit twice. First is by encouraging your employees to be more involved in the company’s decision-making processes so they don’t feel like just another cog in a machine. The second is because it actually makes them better at their jobs – by making them a part of the process, they can understand why certain goals are being set and what they mean for their company.

It should be noted that this doesn’t mean you have to allow everyone a voice in every decision. The first rule of business should always be ensuring the company’s best interests come first, but people will still appreciate being included because it shows you trust them and value their opinions.

4. Recognize Achievement

It’s very important to recognize your employees’ achievements during the year because it gives them encouragement and motivation to do better next time around.

This is especially true if there has been an achievement that has had a positive effect on the company. For example, you might set up an award for “Best Sales Person Of The Year” to encourage employees to keep selling more than their peers. However, it’s not just about money and trophies. Simple praise or even gift cards can do wonders for worker happiness and productivity.

Recognition is also not just for the people who hit grand slam sales numbers. Employees who simply do their job well should also be recognized because doing what you’re supposed to do is just as important as going that extra mile.

5. Improve Communication

Communication is key to every company’s success, and it’s no different with business management. When your employees understand how their work impacts the company as a whole, they’re more likely to put in that little extra effort that makes all the difference.

In fact, some companies have been able to improve communication so much that customer service has become a new priority for employees. This is because business management systems often first require each employee to understand and empathize with the customers they’re serving. For some business management systems, things like video conferencing and collaboration help to improve communication on a day-to-day basis. These kinds of tools are usually implemented as part of the overall goal-setting process so employees have better knowledge about what they have to achieve.

This is especially important if your company requires different kinds of employees to work together. For example, if you have a customer service team and an accounting team, they should both be involved in setting goals for the company because it affects everyone. However, simply increasing the number of communication channels won’t ensure employees are always on the same page. You also need to check that people are listening as well as talking.

6. Keep Up With The Latest Trends

Another important thing that business management systems often do is keep up with the latest developments in a company’s particular industry. This means staying on top of what other companies are doing and keeping an eye out for what could work well for your company too.

In some cases, it might mean adopting new technologies or even changing policies so they better reflect the way the market works today. For example, you might introduce a new system that improves how your employees handle big data because this is becoming increasingly important to many businesses. On the other hand, business management systems often change because of major changes in an industry or even just its culture.

You can’t always predict this kind of thing, but if you keep up with the news and stay in touch with your audience, you stand a much better chance of staying on top of what’s going on.

Most business management systems, whether they’re internal or external, have a number of things in common. Tying this all together, the most important thing a business management system does is help improve communication throughout a company. This means making sure every employee has a good idea of what they need to do and how it will affect those around them. In short, business management systems are one of the most effective tools for improving both productivity and happiness in an organization as a whole. Implementing one can’t guarantee success, but it does give a company the best chance of achieving it.

Improving communication and staying updated on industry trends can help organizations successfully adopt new technologies.

Aligning AI changes with business goals and using a phased approach can aid implementation.

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Three Change Management Priorities For Seamless GenAI Deployment

President & CTO at ContractPodAi.

There is no question that generative artificial intelligence (GenAI) is emerging as a powerful, transformative force in today’s business. In its 27th Annual Global CEO Survey, PwC looked at how GenAI would significantly change how organizations operate. They concluded the technology is "approaching a critical juncture, seemingly poised to transform business models, redefine work processes and overhaul entire industries."

In the next year, more than 50% of CEOs surveyed said they expect GenAI to "enhance their ability to build trust with stakeholders," while roughly 60% expect it to "improve product or service quality." Within the next three years, nearly 70% also anticipate that GenAI will "increase competition, drive changes to their business models and require new skills from their workforce." The lasting business impacts that CEOs expect from the technology include boosted efficiency and increased time-to-revenue.

Generative AI comes with a low barrier to entry, empowering organizations to start small and grow their usage of this technology over time. Because of this, I recommend starting with a particular use case and scaling it to the greater organization from there. The secret to the scaling process is for senior leaders to keep a close pulse on their change management efforts. After all, if your organization does not have a smooth adoption and implementation process and is neither aligned nor trained sufficiently around new technology, you'll likely fall short of reaping the full ROI from your digital investment moving forward.

Here are three change management strategies to keep in mind if you’re planning to embrace GenAI in your organization.

Taking A Phased Adoption Approach

Integrating AI into the day-to-day work of the organization necessitates a simple and seamless adoption process. To foster this digital transformation, senior leaders should consider a phased approach that sees AI deployed gradually and refine processes as needed. This gives employees time to familiarize themselves with the technology to maximize its benefits and minimize its disruption to the business.

Additionally, they can build a digital infrastructure characterized by robust digital resources, dedicated support teams and user feedback loops. All of this goes a long way in preventing the problems that typically arise in the adoption process.

Fostering A Culture Of Trust

Another change management strategy is mitigating organizational resistance around AI. This is achieved through clear and direct communication about the business objectives and expected outcomes of AI adoption, and an open discussion about the collaborative partnerships that can form between employees and the technology.

Transparency is key here. On top of establishing these lines of communication, senior leaders should ensure that AI solutions are designed with security, transparency and accountability measures in place. It’s also important for employees and customers to be assured that their data privacy will continue to be top of mind as the technology becomes further scaled to be used within day-to-day workstreams. Be sure to communicate that protocols and guidelines will evolve in the spirit of fostering an ethical and socially responsible AI culture. All of this translates to more support and buy-in across the enterprise.

Redesigning Career Paths And Skills

The advent of GenAI does not have to mean the disruption of traditional job roles but rather a redesign of professional skills and career paths. As AI is gradually integrated into everyday operations, employees should be taught new skills, allowing them to leverage the technology to its fullest.

Some examples of this include advanced training in applied AI, machine learning (ML) and natural language processing (NLP). As AI scales to take on both repetitive and complex tasks, organizations should concentrate on bolstering employees' built-in business instincts and reinforcing their natural human skills. This involves nurturing areas such as business creativity along with strategic and critical analytical abilities and enhancing emotional intelligence within the workplace. This effort should be coupled with a special focus on fostering employees' continuous improvement.

At the end of the day, having a successful digital transformation journey calls for prioritizing the change management strategies mentioned above and exploring other best practices.

Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?

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Using AI to automate tasks and enhance roles can increase support for new technologies.

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Content: Striking the right balance: How to integrate generative AI into your business like a boss

Nam Truong, human-centred technologist at Law Squared. Source: Supplied.

Generative AI has the game-changing potential to increase organisational efficiency, support strategy, and assist creativity.

Although most people are still in the learning and experimental phase of their generative AI journey, our experts say it will soon become a part of everyday work. Here’s their advice for how to leverage its power to grow your business and build resilience.

Use AI to enhance roles and increase engagement

Hareta McMullin, founder of Third Space People, emphasises generative AI’s ability to streamline tasks, increase productivity, and reduce the load for employees.

She advises employers to consider how automating certain aspects of people’s jobs can free them up to focus on more strategic and high-value work. The benefits of this approach include increased morale and engagement, improved retention and workplace culture, a boost to your employer brand, and greater innovation.

“If, from an employee perspective, generative AI can take away potential elements of my job that I find time-consuming or frustrating and give me the time to work on more fulfilling areas,” McMullin says, “that then leads back into your work design and organisational design.”

She suggests you start by asking your employees where they feel most bogged down by tedious tasks, and then brainstorm and experiment with ways to use generative AI to support them in these areas.

Register for our upcoming webinar AI & your business: how SMEs can get ready — a free webinar hosted by SmartCompany in partnership with Salesforce exploring what AI means for small-businesses.

Take a human-centred approach

Nam Truong, a human-centred technologist who leads the technology consulting team at Law Squared, believes that generative AI can be used to drive more efficient service delivery and a better customer experience. But he stresses that “the human touch” will be more valued now than ever.

“If technology provides too much of a personalised experience, it can become scary,” he says. “Like, if I was just speaking about something and now I’m seeing all these ads for it,” that can be eerie and uncomfortable, “But when humans provide that experience, it’s warming. It’s comforting to know that you can talk to someone, and they know your story, what you need, and can provide that.”

For Truong, the question then becomes: How can we use AI to deliver more value to customers and enhance human-facilitated experiences?

“With the advent of new technology, people always need to relearn and retrain,” he says. “But I think if we approach adopting this technology with a mindset of ‘We’re looking for it to help us be more human and deliver our services and products in a more ethical, human and sustainable way’, I think that people will be more open to changing their behaviour.”

So, what should growth-and future-focused employers do now?

1. Focus on change leadership and upskilling your workforce

McMullin underscores change leadership’s role in successfully adopting generative AI, explaining that effective communication, education, and addressing employee fears are essential to facilitating a smooth transition.

“If your people are resistant, it’s going to cause a lot of friction and make that process feel really clunky and negative, so change leadership is huge,” she says.

She also believes upskilling employees to understand and leverage generative AI is critical to ensuring they remain relevant in a changing landscape.

2. Consider risk governance and values alignment

Truong highlights the importance of mitigating risks by aligning with reputable software solutions and established frameworks. Ensuring security and corporate governance standards are in place is crucial, especially in industries where trust and confidentiality are paramount.

“One of the reasons why we selected Salesforce is because we view it as the world’s biggest and best CRM, and we have trust in the platform,” Truong says. “They are among the world’s biggest players with the most talented developers and the most secure frameworks and risk governance frameworks—and, as a law firm, that’s the security standard we need to adopt AI.”

He adds that another important factor to consider is your core values and how your use of generative AI aligns with and supports your vision, mission and goals.

Both Truong and McMullin advocate for a balanced approach to incorporating generative AI into the workplace, focusing on efficiency gains, human-AI collaboration, ethics, and values alignment.

Now that every organisation has access to this efficiency-optimising technology, Truong reminds us that doubling down on the human experience will be vital to helping your business stand out from the crowd.

Read now: Don’t risk your rep: The importance of ethics and compliance in generative AI

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Aligning AI use with core values and vision is vital when adopting new technologies.

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Content: Striking the right balance: How to integrate generative AI into your business like a boss

Nam Truong, human-centred technologist at Law Squared. Source: Supplied.

Generative AI has the game-changing potential to increase organisational efficiency, support strategy, and assist creativity.

Although most people are still in the learning and experimental phase of their generative AI journey, our experts say it will soon become a part of everyday work. Here’s their advice for how to leverage its power to grow your business and build resilience.

Use AI to enhance roles and increase engagement

Hareta McMullin, founder of Third Space People, emphasises generative AI’s ability to streamline tasks, increase productivity, and reduce the load for employees.

She advises employers to consider how automating certain aspects of people’s jobs can free them up to focus on more strategic and high-value work. The benefits of this approach include increased morale and engagement, improved retention and workplace culture, a boost to your employer brand, and greater innovation.

“If, from an employee perspective, generative AI can take away potential elements of my job that I find time-consuming or frustrating and give me the time to work on more fulfilling areas,” McMullin says, “that then leads back into your work design and organisational design.”

She suggests you start by asking your employees where they feel most bogged down by tedious tasks, and then brainstorm and experiment with ways to use generative AI to support them in these areas.

Register for our upcoming webinar AI & your business: how SMEs can get ready — a free webinar hosted by SmartCompany in partnership with Salesforce exploring what AI means for small-businesses.

Take a human-centred approach

Nam Truong, a human-centred technologist who leads the technology consulting team at Law Squared, believes that generative AI can be used to drive more efficient service delivery and a better customer experience. But he stresses that “the human touch” will be more valued now than ever.

“If technology provides too much of a personalised experience, it can become scary,” he says. “Like, if I was just speaking about something and now I’m seeing all these ads for it,” that can be eerie and uncomfortable, “But when humans provide that experience, it’s warming. It’s comforting to know that you can talk to someone, and they know your story, what you need, and can provide that.”

For Truong, the question then becomes: How can we use AI to deliver more value to customers and enhance human-facilitated experiences?

“With the advent of new technology, people always need to relearn and retrain,” he says. “But I think if we approach adopting this technology with a mindset of ‘We’re looking for it to help us be more human and deliver our services and products in a more ethical, human and sustainable way’, I think that people will be more open to changing their behaviour.”

So, what should growth-and future-focused employers do now?

1. Focus on change leadership and upskilling your workforce

McMullin underscores change leadership’s role in successfully adopting generative AI, explaining that effective communication, education, and addressing employee fears are essential to facilitating a smooth transition.

“If your people are resistant, it’s going to cause a lot of friction and make that process feel really clunky and negative, so change leadership is huge,” she says.

She also believes upskilling employees to understand and leverage generative AI is critical to ensuring they remain relevant in a changing landscape.

2. Consider risk governance and values alignment

Truong highlights the importance of mitigating risks by aligning with reputable software solutions and established frameworks. Ensuring security and corporate governance standards are in place is crucial, especially in industries where trust and confidentiality are paramount.

“One of the reasons why we selected Salesforce is because we view it as the world’s biggest and best CRM, and we have trust in the platform,” Truong says. “They are among the world’s biggest players with the most talented developers and the most secure frameworks and risk governance frameworks—and, as a law firm, that’s the security standard we need to adopt AI.”

He adds that another important factor to consider is your core values and how your use of generative AI aligns with and supports your vision, mission and goals.

Both Truong and McMullin advocate for a balanced approach to incorporating generative AI into the workplace, focusing on efficiency gains, human-AI collaboration, ethics, and values alignment.

Now that every organisation has access to this efficiency-optimising technology, Truong reminds us that doubling down on the human experience will be vital to helping your business stand out from the crowd.

Read now: Don’t risk your rep: The importance of ethics and compliance in generative AI

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Opposition to new technologies is complex and influenced by factors like safety concerns, culture, and social exclusion.

Title:

Content:
Economic and Social Research Council
Printable version

Public insight into future flight technologies revealed

Landmark public dialogue and new funding give the public a real stake in the future development and regulation of emerging aviation technology in the UK.

A new public dialogue report plus more funding for social research were announced today (20 July 2022) by the future flight challenge at UK Research and Innovation (UKRI).

The report was commissioned by the future flight challenge and supported by UKRI’s Sciencewise programme. It provides a unique insight into people’s hopes, expectations and concerns about the potential future operations of three different types of future flight technologies for civilian use:

  • drones
  • advanced air mobility (‘air taxis’)
  • regional air mobility (‘eco planes’).

Conditional support

Whilst participants recognised these technologies held potential and promise, their support was conditional on further research before public investment in these technologies is accelerated.

Generally, many felt more strongly about their concerns than the potential benefits, with participants raising concerns about a range of issues including:

  • personal safety and collisions arising from busier and more crowded skies
  • cybersecurity concerns, particularly over automated vehicles being hacked
  • privacy and data protection, to restrict intrusion into and video recording of people’s private and domestic lives
  • governance, regulation and licensing to intentionally constrain “uncontrolled expansion of commercial uses of future flight technologies”
  • accessibility and affordability concerns, given the potential to exacerbate inequality
  • employment, jobs to ensure training is targeted towards those from underprivileged backgrounds or where jobs have been displaced
  • environmental concerns, to ensure these technologies would be greener than current methods. These concerns included:
    • impacts on wildlife and biodiversity
    • air pollution
    • visual pollution
    • noise pollution.

Justifiable applications

Greater convenience was rarely seen as reasonable.

But there were specific exceptions where participants could see the potential for drones, ‘air taxis’ and new aviation technologies to make UK lives better in the future. These exceptions potentially made participants more accepting of their deployment. These included improving:

  • emergency services for medical and humanitarian purposes
  • infrastructure or access to goods or services in rural, or remote UK locations
  • regional connectivity across the UK
  • the environmental credentials and sustainability of public transportation.

The surveying and repair of critical infrastructure, such as storm damage to railways and power lines is also seen as acceptable.

Accessibility and governance

Given considerable uncertainty about how these technologies might evolve, there were overriding concerns about accessibility (for those living with disabilities and in terms of socio-economic accessibility) and appropriate levels of governance.

It was clear that public support for these technologies will be contingent on them being accessible to all communities across UK and subject to strong governance and regulation.

Additional funding

Participants recommended and expansion of research in this area to include a broader range of public and specialist perspectives. To build on this the future flight challenge is investing a further £1.8 million in social science research through the Economic and Social Research Council.

The funding will allow the UK to better understand how more integrated aviation systems and technologies might bring about a range of social and economic benefits to the UK.

This research will allow further engagement with communities across the UK to better understand how these technologies can be developed in a way that responds to real social needs, concerns or expectations.

Drawing on the public’s views will enable better understanding of how the social benefits of these new technologies might be made accessible to all members of UK society.

Enabling further social research

Professor Fern Elsdon-Baker, UKRI future flight challenge Social Science Research Director, University of Birmingham said:

These new aviation technologies are just on the horizon and have the potential to radically change aspects of our day-to-day lives. So, it is vital we build a better understanding of their social benefits, impacts, and implications before they are rolled out.

The public dialogue report gives us a valuable steer directly from the UK public as to how they would like to see these technologies employed or operated.

The announcement from UKRI of funding to enable further social research and community engagement that draws on this report is very timely.

It emphasizes the growing, much needed role of public engagement in the development of future research and innovation.

Designing a better future together

Tom Saunders, Head of Public Engagement, UKRI said:

Science and technology can change so fast that policy and regulation often struggle to keep pace.

We welcome this timely public dialogue, ensuring the public’s priorities are front and centre as new future flight technologies, applications and policy developments emerge.

UKRI’s Sciencewise programme helps researchers, policymakers and innovators understand what the public really thinks, and ensures that experts, government and the public can design a better future together.

Further information

Sciencewise is an internationally recognised public engagement programme which enables policy makers, research councils and research funders to develop socially informed policy on science and technology.

Sciencewise helps to ensure policy is informed by the views and aspirations of the public. The programme is led and funded by UKRI with support from the Department for Business, Energy and Industrial Strategy.

Channel website: http://www.esrc.ac.uk

Original article link: https://www.ukri.org/news/public-insight-into-future-flight-technologies-revealed/

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Title:

Content: Introduction
Gilbert Simondon (1924 – 1989) was a French philosopher best known for his work on exclusivity and technology.
Simondon's singularity theory had a significant impact on the work of Gilles Deleuze as well as Bernard Stigler, Brian Masumi, Adrian McKenzie and many others.
He studied at the École Normale Supérieure in Ulm and the Sorbonne, and defended his doctoral thesis in 1958.
His main thesis, Singularity in the Light of the Concepts of Form and Information, was published in two parts - the first in 1964.
Under the title of the individual and his physiological and biological upbringing in the French university publication, while it was only in 1989 that Hubert published the second part, Psychological and Collective Singularity.
While his main treatise, which laid the foundations of his thinking, was not widely read until it was revised by Gilles Deleuze in 1966, his supplementary treatise, On the Way Things Exist Techniques, was published by Opier shortly after its completion (1958).
In 2005, Jerome Mellon published a full edition of the master thesis.
So how did Gilbert Simondon conceptualize technology and technical topics?
Technical topics
The general problem that Simondon ’ s book enriches technical topics is this: Should we oppose culture and technology to the extent that the standardization of technologies leads to acculturation?
Or does technology give us the means to achieve ourselves culturally?
The general thesis and premise of the book is this: Technology should not be understood as a gesture or a set of things useful to men; it is a system that profoundly changes the way we exist in the world.
As such, they must not be opposed to or subservient to culture, but must form a way to deal with and solve humanitarian problems.
Is technology the same for philosophers and historians?
Is there a common world between the philosophical and historical world?
Can Simondon ’ s thought serve as a facade between the philosopher and the historian?
This book, by one of the best philosophers of his generation, Gilbert Simondon and by a professor at the Sorbonne, founder of the Laboratory of General Psychology and Technology, remained unknown despite the great influence of a historical book: On the Way of the Existence of Technical Things (1958) and the partial publication of his thesis, The Individual and Its Physiological and Biological Origins, in 1964 from the University Press in France.
As a good expert in the physical and biological sciences, and himself a technician, Gilbert Simondon has always rejected the conflict between technology and culture; he has tried to think together about biological, psychological and technological matters.
This work seeks to explain the richness of thinking and the system of thought “necessary for our time. ”
Could Gilbert Simondon ’ s thinking be useful to a tech historian?
Is technology the same for philosophers and historians?
Is there a common world between the philosophical and historical world?
Can Simondon ’ s thought serve as a facade between the philosopher and the historian?
Culture and Technology
Although short, Simondon ’ s essay “Culture and Technology ” is no less intense.
He analyzes the differences in the meaning of the term "culture", which also allows him to construct a definition of this technique.
This joint construction highlights the complex relationship between the two terms.
Initially, the term culture is understood in the literal sense of agriculture: we work on plant and animal species and their environment to obtain a production that meets our needs.
However, this procedure is nothing more than an application of technical gestures.
Therefore, there is no reason to oppose culture and technology.
The term culture is then used in the sense of a body of knowledge.
Then culture will be superior on the intellectual side.
It would define our business goals, while technology, from the manual side, would be content to play the role of an enforcer.
But education means influencing a child to make them acquire new knowledge, just as technology is working on our world to shape it to our liking.
The third meaning given is the meaning of culture as a set of traditions specific to a group.
The technique then appears as a tool for consolidation and acculturation, in which only the most productive techniques are retained.
However, cultures should not be understood as static entities, protectors of traditions, and incapable of evolution: they can open up to a common technique, understood as a system, without this integration being brutal.
We then come to understand technology as a pluralistic and open reality, shared by all to the extent that it unfolds in our shared world, not as a simple sum of individual gestures and objects.
Technology understood as universal can then be the key to achieving intercultural conflict resolution, not in place of culture itself, but in close collaboration with it.
But there seems to be a conflict between culture and technology.
However, isn ’ t culture in its basic sense the simple application of agricultural production techniques?
Since we are looking for the conflict between technology and culture, we must start from the first meaning.
Plant cultivation and animal husbandry are nothing but the implementation of certain techniques, gestures, tools and species selections to achieve our goals.
Simondon asserts that it is inaccurate to associate culture in this sense with the idea of progress, if we consider this progress absolute.
In fact, all agricultural practices and techniques applied are aimed only at meeting human needs, so this progress is relative to us.
The result is that these species lose their natural strength, that is, their ability to survive independently of humans.
However, this distinction does not justify a radical opposition to the two terms.
Being an intellectual means having the theoretical knowledge to better understand and act on the world.
Isn ’ t technology, then, culturally dependent, in the sense that it ’ s simply what allows us to implement intelligence directives?
We tend to oppose technology to public culture.
The latter is appreciated because it serves no purpose other than itself; it is free and justified by the mere pleasure of knowledge.
On the contrary, technology emerges as a physical necessity, fully geared towards the necessity of responding best to our needs, and sometimes the most basic.
It will then be culture that determines the ends, determines the direction of progress and determines the projects that humanity must present for itself.
The technology will be just as dependent on it as a worker who blindly executes his boss ’ s orders.
It will be up to him simply to determine the means by which humans must achieve these ends.
However, Simondon points out that the term culture is used in the same sense to refer to education.
Culture, then, is a way of transforming a child whose development must be directed.
Therefore, the conflict between the two terms is not justified here either.
As such, being cultured means having the theoretical knowledge to better understand and act on the world.
Isn ’ t technology, then, culturally dependent, in the sense that it ’ s simply what allows us to implement intelligence directives?
We tend to oppose technology to public culture.
The latter is appreciated because it serves no purpose other than itself; it is free and justified by the mere pleasure of knowledge.
On the contrary, technology emerges as a physical necessity, fully geared towards the necessity of responding best to our needs, and sometimes the most basic.
It will then be culture that determines the ends, determines the direction of progress and determines the projects that humanity must present for itself.
The technology will be just as dependent on it as a worker who blindly executes his boss ’ s orders.
It will be up to him simply to determine the means by which men must achieve these ends.
However, Simondon points out that the term culture is used in the same sense to refer to education.
Culture, then, is a way of transforming a child whose development must be directed.
Therefore, the conflict between the two terms is not justified here either.
In a time of globalization of production, does the spread of technologies not lead to the disappearance of the diversity of human cultures?
If a technique is defined by a human gesture, perhaps accompanied by tools, it can be one way of expressing culture: each people has developed its own technologies to meet its needs, based on existing traditions that endure across generations, but also according to the resources available to it in its immediate environment.
However, globalization, which historically leads to colonialism, leads to the imposition of new Western technologies that are more efficient and less outdated.
So it may seem that technology is the vector of acculturation, and in this sense there will be opposition.
Based on what has been shown, Simondon identifies that it is culture that directly affects men while technology affects the environment.
Technology certainly changes lifestyles as it transforms the environment, but it cannot be responsible for a direct and brutal act of destroying tradition.
If there is a conflict, it is between ancient technologies shared by a small group and modern technologies that modify the environment on a planetary scale and impose themselves through this medium, but not between technology and culture.
If technology is transforming all of our planet ’ s environments, it puts us on an unprecedented responsibility.
Isn ’ t it wise to give up on technology?
Before manufacturing, the technique operated in a closed loop: an individual or group applied a technical means to obtain a result that had no effect except on their immediate environment, and in the desired direction.
Today, the impact of technology on the environment is much wider and extends to almost the entire world.
This large-scale environmental modification is often seen as a risk.
However, according to Simondon, we should not view this modification of the environment as a disaster: on the contrary, it is an opportunity to provoke new developments, forms of adaptation, in other words progress.
And then technology is redefined not as a simple means, but as a verb, in the strong sense of the word, prompting us to constantly reconstruct our existence to adapt it to shifts in the environment: this is the meaning of life.
If technologies are constantly evolving to modify and adapt our environment, should culture play the role of guarantor of tradition?
Culture, if understood independently of technology, actually appears as one that perpetuates tradition through the transmission of ancestral gestures.
But this meaning of culture then comes to oppose the first meaning of the term.
Culture is progress that makes man detach from the state of nature and respond better and better to his needs.
If there is to be opposition, it is rooted in the concept of culture.
On the contrary, technology seems to be a cultural act par excellence.
Simondon then suggests distinguishing between simple techniques and key techniques: the former operate in closed loops as described above slightly and do not affect outside the region.
On the contrary, the main techniques, which he also calls pure techniques, are broader in scope and above all are not limited to utilitarian purposes: they risk by pushing the boundaries of what is technically possible and aim for some form of intrinsic perfection.
Technology is transforming our environment and forcing us to adapt to our environment: isn ’ t this, after all, a form of acculturation?
Suggesting a comparison with colonialism, Simondon explains that technology is different in every way.
It is not about imposing another culture directly on the individual, but indirectly by modifying the environment and thus their needs.
Hence, this change is not sudden, it happens gradually.
The model proposed by Simondon is rather a merging model, inspired by Lamarck biology.
Organisms have always evolved, modified their internal structure, to adapt to changes in their environment.
The incorporation of new technologies is by no means a monstrous process, but rather resembles a natural evolution that the individual himself is unaware of.
Technical progress is then assimilated, in exactly the same way as cultural practices.
So, when we raise a child, we simultaneously teach him culture and technology, without discrimination.
If technology is not opposed to or dependent on culture but closely intertwined with it, how can we define it?
We often misunderstand technology only through the prism of its purposes.
Nor are they the sum of gestures isolated from each other.
These are just simple techniques.
Key technologies emerge as systemic reality, that is, a set of interconnected elements that make up our living environment.
Simondon offers the car ’ s example: the technology is not just in the car, but in the entire road network that had to be built to allow it to be used and that today shapes our space, our movements and our perception of distance.
The networks created by this technology are polymorphic, intertwined and present at every level of reality: this is what makes them difficult to understand.
Culture tends to impose on us a helomorphic scheme, that is, we separate inert matter from the activity of formation.
Pure technique is too complex to conform to this scheme, which explains why it is so difficult to understand through culture.
The importance of this work lies in the influence of Simondon and, among his contemporaries, largely on the thinking of Gilles Deleuze, who contributed greatly to the discovery of his work.
This task is still incomplete today, and many philosophy researchers continue to work on his texts, sometimes unpublished, in order to highlight the complexity and originality of his thinking.
Although it is a field that remains under-studied to this day, Simondon has opened the way for a wide field of research.
More and more young researchers are devoting themselves to the philosophy of technology in order to reflect on its developments and think prominently about contemporary issues such as the ecological crisis or new forms of control and restriction of freedom.
CONCLUSION
Technology is what shapes our collective world, along with other factors such as culture.
This modification of the environment does not take place without provoking conflicts, especially between cultural groups.
But these conflicts are not symptoms of the clash between culture and technology.
On the contrary, technology contributes to the development of a common world, a fertile base on which diverse cultures evolve and adapt.
Understanding the essence of technology and not just manifesting it through objects allows us to expand our “cognitive and ecological domain ”, in other words our understanding of the world we live in.
For humanitarian problems that arise, the path to a solution is rarely entirely cultural or technical.
When a conflict arises, it does not involve only two individuals - in this case the solution will be purely cultural - or the individual and his environment - in this case, the solution will be purely technical: it often involves several individuals and shares with them an environment.
We must now work to find the balance between these two methods of solution to find the best possible solution: this is the task of the philosopher.
Finally, Simondon succeeded in establishing a definition of culture as a collection and a definition of technology as a system.
Both present themselves as a set of complex and interconnected networks that shape our environment and shape our lifestyles.
Together they give meaning to human life by not confining them to utilitarian purposes.
Cultural learning and technical progress are thus done simultaneously by adapting to our environment.
So there is no reason to subject technology to culture, and no reason to oppose it.
How did Simondon's ideas contribute to the philosophy of technology and artificial intelligence?
Source:
Gilbert Simondon, Du Mode d 'existence des objets techniques, editions Aubier, Paris, 1958; 1969;

Title:

Content: Cultural and Social Mobility and Criticism of Material Thought
Cultural and Social Mobility and Criticism of Material Thought
Dr. Qasim Khudair Abbas
International Criminal Law Thinker and Expert
[email protected]
The Westernized current, whether Western-oriented or Marxist in new democratic clothes, gave birth to the cultural ground calling for the adoption of the theories of Western sociologists and economists, such as the Frenchman (Dichtot de Tracy), who first used the concept of ideology at the end of the 18th century AD. Imported) to bring about (technical transformations), which create a class that holds industrial transformation, labor relations, and production, and establishes ethics and values alien to our Islamic societies!!
Such theories, as is known, confine themselves to materialism, and make man a rigid machine in a greedy physical environment, in addition to abolishing the local and subjective factors of societies, which Sorokin described in his book (Social and Cultural Mobility) as: necessary, important and dangerous to cancel and cancel the cultural and civilizational specificity of other peoples.
I imagine that the subjective factors that Sorokin talked about, along with our critical observations on some of its Western social orientations, led to the failure of (imported approaches) in our country, and to the failure of all (approaches) that have nothing to do with its societies.
The Communist Parties, for example, faced great difficulties because they ignored the specificity of their societies, so the Communist Party of India could not make any progress in its political work, because it focused its efforts on proving the “inevitability of capitalist development ” in India, even though India is not capitalist!!
The same thing happened to the Arab communist parties.
Lenin faced the same difficulties when applying Marxist thought and dealing with foreign issues, and this led him to realize “local particularity ”, which he called“ backward particularity ”!!
In order to reduce them in theory and practice, but after falling into a serious intellectual dilemma, as Marx and Engels fell into, he came up with a method he called “the tactics and non-capitalist development of backward countries ”!
This is to alleviate the error that accompanied communist thought.
Lenin faced strong opposition from Trotsky, who criticized the idea of the Comintern ’ s “policy of encouraging the creation of non-communist revolutionary organizations and forming an alliance with them ” for his belief in the“ Marxist principle ” of “capitalist transformation and its inevitability in any country ”.
Lenin hastened and declared that his efforts serve (Marxist principles), and do not contradict with them, they are as he called them: (flexibility in revolutionary work) to reach (Marxist results) purely!!
For Lenin, local factors do not mean the full recognition of the subjective particularities of peoples, but their exploitation in the application of "communist thought", which led to Lenin falling into new errors added to the intellectual and theoretical errors of Marx and Engels, because he wanted to combine two extremes.
The two extremes ruled, as logicians and philosophers say, that they do not come together nor rise together as a true separate cause, a primordial axiom on which the sincerity of every necessary imposed cause or theory depends, since science is concerned with a cause only after science refrains from its opposite.
I imagine that this contradiction in communist thought, along with its other theoretical and ideological contradictions, led to its decline, failure and early fall.
I am deeply surprised by some of the Arab communists who are still trying to breathe life into this dead thought, by waving them to embrace democracy, which they considered yesterday to be capitalist utterances!!
I don ’ t know if that ’ s part of the revolutionary process.
Or does it fall under other names, the first of which is the end justifying the means?
Anyway...
Back to the heart of the matter.
We declare the importance of (local and subjective factors), which is dangerous to cancel, because canceling them will lead to cultural alienation and intellectual collapse.
Moreover, the “technical and technological transformation ” that the“ Western Movement ” has long talked about, or the economic factor that the Marxist Movement talked about, is not the only factor for the renaissance and modernization of society, but is preceded by other vital factors (subjective and objective) that strengthen infrastructure, increase social and moral ties, and deepen the original thought associated with the present, heritage and future of the nation.
In a clear sense, the revival of all local and subjective factors that lead to the adoption of a civilized approach that has its philosophy, thought and vision of life, man and the universe, so that planning is according to its perceptions to create (appropriate technology) as a first step towards high (industrial and technical transformation), which will be established by local self-creation after taking advantage of Western science and progress, In harmony with the movement of the underlying factors of thought, culture and heritage, those factors undoubtedly are the strength of society, if based on a correct approach that pushes the individual strongly for creativity, progress and civilization.
The Gulf oil states have tried to introduce advanced technology to their countries, and have made a cosmetic leap in modernizing their cities, but they have been unable to launch civilizational projects that would lift society out of its backwardness and its heavy influence on the West.
Therefore, the question is not to import advanced technology, as the intellectual Westerners say, and leave society behind in its backwardness and ignorance, nor the inevitability of history and the dictatorship of the workers (proletariat), as Marxists and neo-communists say, the question is to create a civilized man who deals with the technology of the age consciously and consciously, and to dissolve it in the depths of the "general method" applied.
Thus, objectivity requires - before the start of modernization - work to rebuild the Arab, Muslim and Christian man in a real state of law, and start from his Arab and Islamic self, and his bright history so that he has a link to the present inspired (the development of the age and its progress), and another link (dynamic) active and non-rigid heritage and originality, provided that it is inspired (the progress and development of the present) according to correct foundations, It is in our hearts, in our hearts, in our hearts, in our hearts.
Previously, Muslim philosophers, such as Ibn Khaldun and Al-Razi, were transferred from other civilizations, but they dealt with foreign sciences in a way that made them assimilate into the Islamic curriculum, so that they are no longer foreign sciences, but Islamic sciences that are compatible with the principles that Muslims and Islamic society believed in.
Are the intellectual Westerners and the new Marxists aware of these scientific facts and let us look at the conditions of the renaissance without external influence?
You're not sure about that?
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Title:

Content: More

    Comprehensive Health and Its Relationship with
    New Technologies

    Must Read

    TCRN STAFFhttps://www.TheCostaRicaNews.com
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    When we talk about comprehensive health, we are not just referring to the absence of disease. According to the World Health Organization (WHO), comprehensive health is the state of physical, emotional and social well-being of an individual. In other words, it is important that each person has a healthy body as well as a fit mind, and that they adapt and develop properly with their environment. Comprehensive health boosts each person’s abilities as a unique person.

    Elements of comprehensive health

    As can be deduced from the definition of comprehensive health established in the previous section, it has the following elements:

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    Physical health

    Physical health refers to the proper functioning of the body’s organs and systems. It is defined as the condition in which the body is found. When the body functions properly physical health is good.

    In this regard, the following aspects affect physical health:

    • Lifestyle
    • Human biology
    • Environment
    • Health care services

    Mental health

    Mental disorders can be of very different types and can even affect physical health. Mental health can be affected by a simple state of sadness or by more serious states such as depression or personality disorders.

    Social health

    Social health is determined by factors such as access to education, employment conditions, social services and other variables that the WHO has very well defined. It is defined as the ability to adapt and self-manage in the face of changes and challenges in the environment, as well as the ability to develop satisfactory relationships with other people.

    All of us need to interact with our environment to survive, relate to other people and the environment around us. In addition, each person performs a series of functions that help society to progress.

    There are some factors that the WHO has identified as social determinants of health in general, and, in particular, of social health. These are:

    • Conditions of employment
    • Social exclusion
    • Public health programs
    • Gender equality
    • Early childhood development
    • Globalization
    • Systems of health
    • Evaluation of health variables
    • Healthy urbanity

    Comprehensive health and new technologies

    Technological advances have revolutionized many aspects of our lives and comprehensive health is one of them. New technologies have influenced such important aspects of health as the diagnosis and treatment of diseases.

    Internet has changed the way patients act; especially those who are increasingly better informed and more aware of the need to take care of their health. In addition, it has completely changed the relationship between doctor and patient since it allows remote assistance. Big Data is another technological advance that also influences comprehensive health since large amounts of data can be handled for scientific studies, so that results referring to numerous patients are analyzed.

    Regarding the relationship of new technologies with mental health, there are many tools that help in various aspects such as virtual reality, which is used for the treatment of disorders related to eating (bulimia and anorexia) and augmented reality for the treatment of phobias.

    As for social health, new technologies have influenced the way people relate to each other, with elements such as social networks and smartphones. Now we can be in permanent contact and from anywhere in the world. However, these technologies sometimes produce negative effects on health such as cyber addiction, which affects the integration of the person since it produces isolation, anxiety and other symptoms.

    How to improve health and its social sphere from the individual?

    If we take into account the above factors, it is clear that much of the responsibility for improving social health falls on governments and public systems. But there are many things we can do individually to improve social health. For example:

    Spending time with our family and friends– In order to have healthy personal relationships, the most important thing is to give of ourselves. That means taking time to be with those we want to relate to. Many times due to overwork, schedule incompatibilities or other reasons, time is the least we have to give. We replace ourselves with quick text messages or the occasional gift, behavior that ultimately affects our interpersonal relationships.

    Choose wisely with whom we dedicate our time- We already know that time is scarce and very valuable, hence when we decide to share it with other people; they must contribute to our well-being. Toxic relationships, that generate negative states or that lead to making obviously wrong decisions, do not contribute to improving our social health.

    Be open to experience and diversity- To feel part of what surrounds us, it is important to be open to new experiences and other people. Societies are diverse by nature and accepting (even enjoying) that diversity is a way to better integrate and adapt to what surrounds us. We must not impose cultural, gender or race barriers that prevent us from having healthy relationships.

    Take advantage of opportunities to contribute in our community- If we want to have better social health, then we can start by helping to make our environment a healthier place. Let’s identify the opportunities that exist to help; from volunteering, for example, or simply being part of community groups with similar interests.

    Social health, like mental and physical health, is influenced by variables that are not under our control, but there are other modifiable factors that respond to our behavior. Towards them we must direct our efforts at the individual level.

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