December 24, 2024 • 19 mins
Happy holidays from the Let’s Talk Offline team! We’re sharing some of our favorite conversations from the LinkedIn Podcast Network. This week, it’s an episode of Get Hired with LinkedIn’s Andrew Seaman. He talks with Joseph Fuller, professor of management practice at Harvard Business School, about how AI is changing the future of work and hiring. Andrew and Joesph help dispel some of our deepest AI fears and discuss how understanding this technology helps us stay competitive in any industry.
Do you have any burning questions about work? We want to hear them! You can email us your questions at letstalkoffline@linkedin.com.
Check out more episodes of Get Hired: https://podcasts.apple.com/us/podcast/get-hired-with-andrew-seaman/id1609671453
For more, follow Gianna (http://linkedin.com/in/giannaprudente) and Jamé (http://linkedin.com/in/jamejackson) on LinkedIn and subscribe to Gianna’s weekly newsletter: https://linkedin.com/letstalkoffline.
Credits
Gianna Prudente - Co-host, Early Career Development Editor, LinkedIn
Jamé Jackson - Co-host, Community Manager, LinkedIn
Sabrina Fang - Producer, Western Sound
Maya Pope-Chappell - Director of Content & Audience Development, LinkedIn
Jessi Hempel - Chief Content Officer, LinkedIn
Savannah Wright - Senior Producer, Western Sound
Sarah Dealy - Associate Producer, Western Sound
Alex MacInnis - Engineer, Western Sound
Courtney Coupe - Head of Original Programming, LinkedIn
Dan Roth - Editor in Chief, LinkedIn
Ben Adair - Executive Producer, Western Sound
Katrina Norvell - Executive Producer, iHeartMedia
Nikke Ettore - Executive Producer, iHeartMedia
See omnystudio.com/listener for privacy information.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
LinkedIn News.
Speaker 2 (00:08):
From LinkedIn News and I heard podcasts. This is let's
talk offline. I'm Gianna Prudenti.
Speaker 3 (00:14):
And I'm Jamaie Jackson Gadsden. It's the holiday season, y'all.
And if that we're doing something a little bit different
this week. Now what's different, you might ask, Well, first,
did you know that LinkedIn has a whole podcast network
filled with other podcasts that talk all about work related topics?
Speaker 4 (00:31):
Mmmm?
Speaker 5 (00:32):
Now you know?
Speaker 3 (00:33):
So if that in mine? Over the next two weeks,
gian and I want to share some of our favorite
episodes from other shows in the LinkedIn podcast network.
Speaker 2 (00:41):
Ugh, I'm so excited. You know, we have some pretty
amazing colleagues who also give really great advice on their shows,
and we've learned a lot from the conversations they've had
on their podcast. And this week we want to share
an episode from Get Hired.
Speaker 3 (00:55):
Yep, one of our work besties. LinkedIn's Andrew Seaman spoke
to Jill H. Fuller, Professor of Management Practice at Harvard
Business School, about how AI is changing the future of
work and hiring.
Speaker 2 (01:07):
AI is becoming a more prevalent part of all of
our lives, especially when it comes to work and we
loved this conversation because Andrew and Joseph really helped dispel
some of the fears we might have when it comes
to embracing new technology and understanding AI will only help
us stay competitive in the job market. So we hope
you enjoy this conversation from get Hired.
Speaker 6 (01:37):
From the way people apply for jobs and hiring managers
screen applicants to the actual kind of roles available, AI
is reshaping every aspect of getting hired today. AI powered
tools hold enormous promise for job seekers, but they also
pose some potential challenges. So how should you be thinking
(01:57):
about your career in the context of AI, well, whether
you're just starting out, looking to pivot, or trying to
climb the ladder. We're getting into all of that on
today's show. From LinkedIn News, This is Get Higher, a
podcast for the ups and downs and the ever changing
landscape of our professional lives. I'm and Andrew Seman, LinkedIn
(02:19):
Senior Managing editor for Jobs and Career Development, bringing in
conversations with people who, like me, want to see you
succeed at work, at home, and everywhere in between. Joining
me today is Joseph Fuller. He's a Professor of Management
Practice at Harvard Business School and the co leader of
the Managing the Future of Work initiative. Professor Fuller is
(02:41):
an expert on what's known as the skill gap in
the US labor force, which is the space between the
current skills of the US workforce and the skills needed
to get work done. He's written extensively about policy solutions
to address it. We met up at the Walmart Opportunity
Summit in Washington, d C. To discuss how AI is
(03:01):
changing the nature of work and hiring. I kicked off
our conversation by asking why it's so important to be
thinking about the role of new technologies in the future
of work right now?
Speaker 4 (03:12):
Can you tell us a.
Speaker 7 (03:13):
Little bit about what you think of today's gathering and
sort of what you hope people will get out of it.
Speaker 5 (03:19):
Well.
Speaker 1 (03:20):
I think today's gathering actually is a bit of a
recognition that the way large companies particularly have been approaching
challenges the labor market needs a refresh and rethink. People
are executing as best as they know how the old
playbook and the old playbook. They're not moving the ball
(03:41):
at the rate they feel they need to. In terms
of cultivating the right skills space, having more agile workforce,
And there's some bedrock assumptions on which a lot of
hiring has been made in talent sources made that the
American K through twelve system will consistently create large numbers
of people work ready, that the post secondary sector is
(04:06):
going to create people with.
Speaker 5 (04:08):
Relevant job skills.
Speaker 1 (04:10):
It does, but forty four percent of college graduates end
up underemployed when they graduate. So there's a lot of
warning sides. And I think when you get this many
very prominent companies sending very senior people to something like this,
it's more than just an active contributing to the commons
(04:33):
and trying to do the right thing. It's an expression
of business necessity.
Speaker 7 (04:37):
Well, what do you think about this moment overall, especially
with the arrival of AI, because we're seeing the companies
talk about skills, but with the specter of this huge
technological shift.
Speaker 5 (04:49):
So how do you.
Speaker 7 (04:50):
Think people in the workforce who feel maybe like cogs
and a wheel, how should they view this moment?
Speaker 5 (04:57):
Well, in terms of AIAI is really the.
Speaker 1 (05:00):
Culmination of an arc of technological development we've seen over
the last twenty years. As many people understand AI of
different forms has existed for a long time. Generative AI, though,
was this capstone development, and it's going to be different
than previous technologies insomuch as it has a couple of features.
(05:22):
One is it's an augmentative technology, by which we mean
it allows people to do elements of their job very well.
It's not an automation technology. We're just one for one.
You all the software in this case and the job
goes away. It also is asymmetrically oriented toward knowledge workers
(05:44):
and higher wage workers. Most technological revolutions have more or
less addressed middle skills worker, lower wage workers, the bottom
end of the white collar distribution. So this is going
to very much affect different populations to both make it
more productive but also make there be greater pressures on
(06:04):
their employability. We're now at an age where, in multiple instances,
the half life of a technology is about equal to
the time it takes.
Speaker 5 (06:16):
To master the technology.
Speaker 1 (06:18):
That's just crazy that that's so off the map of
the known world, And that gets us a little bit
of the question about individuals AI. Our data suggests that
people are very curious about AI, men of them are
very hopeful about AI.
Speaker 5 (06:34):
So I think for.
Speaker 1 (06:36):
Individuals right now. The first thing you understand is this
is here to stay. It's designed to be navigable by
human being who can type, and pretty soon it'll do
audio recognition.
Speaker 5 (06:50):
So playing with.
Speaker 1 (06:52):
It, even just the open available, no monthly fee, understanding
that it's I want to show up in your work
sooner or later. So it might be a little intimidating,
but time to stick your toes.
Speaker 5 (07:07):
In the water in your work.
Speaker 7 (07:09):
You talk to a lot of companies and the sense
I get from a lot of them is that they're
kind of in the same boat where they're like, we
want to use this technology, and obviously they are, yes,
but at the same time they're still trying to be
like how though, Like they're still trying to figure out
exactly how it will be beneficial to them right.
Speaker 1 (07:26):
Yes, And what I'd add to that is, because it's
an augmentative technology, it's much harder to adopt than an
automation technology. A lot of companies are essentially saying, what.
Speaker 5 (07:41):
Wow, using this is complicated.
Speaker 1 (07:43):
Right when companies started moving from horsepower to electrical power,
that was complicated too, and this technology is fundamentals at
this is the most important technological development since controllable power.
So what you have to do as a company to
deploy it is you have to not intrude it into
(08:05):
your existing process. You have to re engineer your process
around what it can do. That means you're going to
change job descriptions, metrics, the process flow and so a
lot of companies are actually having negative margin impact right
now because they're paying to spread AI three at the workforce,
but they haven't had the confidence or the knowledge of
(08:26):
yet what costs it could take out to offset those costs.
So most adoption curves and your technology is like those
are shaped like an s. Early adopters could be hobbyists.
Even then the economics start to get more favorable scale
economies and you get that ramp up, and then you
get the late adopters that have no need for AI.
(08:48):
Generative AI. It's actually jshaped. It's cash negative, margin negative
right now. For a lot of companies, the question is
how soon can they make the associated changes with the
way that they do processes. Today, adopt AI displays those casts
and then bounce out the other end, But when they
bounce out, it's going to be with a very steep slope.
Speaker 7 (09:10):
What strikes me is how dynamic. It is like especially
in customer service. Yes examples where you know, the high
performers they don't benefit from AI, but the low performers
in a call center they benefit.
Speaker 1 (09:23):
You're citing that MIT staff and research, which is terrific.
It turns out as a great leveler. We did research
at Harvard Business School on this as well, looking at
analysts in a prominent consulting firm, and what you saw
there which was startling, is that in the existing performance
(09:43):
management system, a seventy fifth percentile performer was viewed as
forty percent more productive than a twenty fifth percentile performer.
That gap closed to about fifteen percent if both groups
had access to AI. And I think this gets back
to this how the individual should think about it. A
lot of people are going to hear hears from new
(10:05):
technology AI. Aren't Schwarzenegger, Oh my gosh and Matthew Broderick,
you know and wherever that movie was called. And in fact,
for many people, what it's going to do is help
them do elements of their job which maybe don't come
easily to them a lot better, with more confidence, better performance,
(10:25):
which is going to enhance their standing with their employer,
with their boss, and and the more comfortable you are
with it, the more you're going to find it's going
to free up time, especially for those urgent, unimportant things
that tend to wreck your calendar. A lot of that
kind of routine transactions and A will be very good
at and you can escape that and focus on the
(10:48):
higher value added activities.
Speaker 5 (10:49):
In your role.
Speaker 6 (10:54):
We'll be right back with Joseph Buller. And we're back
with Joseph Buller, Professor of Management Practice at Harvard Business School.
Speaker 7 (11:14):
I think sort of also, what we're talking about here
is for individuals to think of themselves not necessarily as
like you know a teacher or you know accountant, but
you have these skills and it can be transformed into
different professions. How should people sort of view that because
they might say, listen, I went to school to be
a teacher or I went to school to be an accountant,
(11:34):
and they may resist that.
Speaker 1 (11:37):
Well, there are certain jobs A technical writer would be
a good example where it's going to be very hard
to imagine future where a lot of those man hours
are not displaced. But if you look, for example, what
con Academy is doing with Conbigo and AI for teachers,
(11:59):
it's doing everything from creating an environment where they're trying
to teach the student how to use AI, but prevent
the student from over relying on AI, but also doing
diagnostics for what Jimmy or Jony actually understand or don't,
but also giving feedback to the teacher. We looked at
(12:20):
your twenty students in American history and they are very
confused about the Louisiana purchase, or all over the map
on causes of the Civil War, or frankly, none of.
Speaker 5 (12:34):
Them can write a topic sense.
Speaker 1 (12:36):
So the opportunity to make people, even in white collar
trades like that more productive, focus on areas improvement and
user satisfaction. I won't call students in high school customers,
but an awful lot of opportunities let people do the
part of the job they really enjoy, and it's the
animating reason they pursued the profession the first place.
Speaker 5 (13:00):
We have ninety minimum two thousand.
Speaker 1 (13:03):
Word papers degrade in the next two weeks.
Speaker 5 (13:06):
I love my students.
Speaker 1 (13:07):
I think these will A lot of these will be
really good papers, but I'm not looking forward to reading.
You know, one hundred and eighty thousand words. That's the
length of ANACRONAA.
Speaker 7 (13:18):
It sounds like there's so much potential for so many benefits,
but it sounds like there might be definitely growing pains
on all sides to get there right.
Speaker 1 (13:27):
Yes, and I think smart c suites, smart boards of
directors are going to understand this is going to be
a multi year program. I think heads of institutions or
public servants that have service delivery roles like school committees
and heads of school districts are going to have to
(13:49):
understand that this is not going to be entirely easy.
But there's incredible potential there just in the education sector alone,
tunity to level the playing field. Let's go back to
what you mentioned about customer service reps or I talked
about consulting analysts exact same thing's going to happen for learners,
(14:12):
for teachers, new teachers, and the ability to get big,
big improvements in productivity and job satisfaction and user satisfaction
in kind of a wind cube type model. It's going
to be remarkable. I'm really an optimist about AI relative
(14:33):
to legitimate uses. We have to fear AI in the
hands of bad actors.
Speaker 7 (14:39):
What would you say you know from your experience for
job seekers that are navigating the current kind of weird
labor market. I think for most people, what would you
say your best advice to them navigating that that landscape.
Speaker 1 (14:52):
We don't use the word weird at Harvard Business School,
we use a technical term goofy. The current labor market
is manifesting a couple of phenomena. The first is that
we are a post industrial economy. It is an economy
that requires digital literacy, not super digital competence. It doesn't
mean that you need to be able to code in
(15:13):
Python or something, or explain how a touchscreen works, but
you have to be comfortable with digital devices, and someone
who isn't needs to find a way to address that. Also,
it's very, very important to be able to demonstrate or
find your social skills. A lot of younger people, unfortunately
(15:35):
because of COVID, because the growth of social media, their
amount of social interaction is lower than previous generations, even
their older brothers and sisters and cousins.
Speaker 5 (15:46):
So how do you do those things?
Speaker 1 (15:48):
Because it sounds like I'm saying, well, if you don't
have it by now, well, first of all, you can
try to gain some experiences and the amount of free
material that already exists, and the types of abilities that
are going to come soon to address issues like that
are pretty remarkable. Chat GPT already has ability to with
(16:12):
a fairly brief tape of you speaking, replicate your voice
with one hundred percent fidelity. So if you want to
hear how you sound in a job interview, you'll be
able to do that and actually have a conversation with
your early enough with yourself. At Harvd Business School, we
studied a few years ago where do business people go
(16:36):
as a first source for an explanation of a business
concept they don't feel the understand For many many years
it actually was the Harvard Business Review, so we're very
proud of that. It isn't the Harvard Business View anymore.
Speaker 5 (16:48):
It's YouTube.
Speaker 1 (16:50):
So if you want the resource in YouTube if you
want to learn about something.
Speaker 5 (16:54):
Are awesome. Yeah.
Speaker 1 (16:55):
Yeah, So be honest about your portfolio of skill, try
to augment them to degree you can, and look using
resources like LinkedIn about what are the skills that people
that have the job you aspire to talk about? What
do they talk about in terms of what they did?
(17:17):
Look at their preview jobs. Build a little bit of
a portrait of what you think your desired industry and
desired entry level position is seeking, and then be objective
about contrasting what you've got versus what they're looking for,
and see if you can't backfill a couple of spots
you know, attributes or skills or experiences. If you're seeing
(17:38):
a gap that you think is impeding you from realizing
that ambition.
Speaker 7 (17:43):
I'm super helvil. Thank you so much.
Speaker 5 (17:45):
You bet.
Speaker 6 (17:50):
That was Joseph Fuller, Professor of Management Practice at Harvard
Business School. If you're leading today's conversation with a new
learning to apply to your job search career, I'd like
to invite you to write about it in a review
on Apple Podcast. Our team really enjoys reading what you
learn from our shows. Plus it helps other people discover
(18:11):
our community. Speaking of community, remember that we're always here
backing you up and cheering you on. Connect with me
Andrew Seaman and the get Hired community on LinkedIn to
continue the conversation. In fact, subscribe to my weekly newsletter
that's called you Guessed It Get Hired to get even
more information.
Speaker 4 (18:30):
Delivered to you every week. You can find those links
in the show notes, and of course don't forget to
click the follow or subscribe button to get our podcast
delivered to you every Wednesday, because we'll be continuing these
conversations on the next episode right here wherever you like
to listen. Get Hired is a production of LinkedIn News.
(18:50):
This episode was produced by Grace Rubin asaf Gedon engineered
our show. Joe de Georgie mixed our show. Dave Pond
as Head of News Production. Enrique Montalvo is our executive producer.
Courtney Coop is the head of original Programming for LinkedIn.
Dan Ropp is the editor in chief of LinkedIn, and
I'm Andrew Seman. Until next time, stay well and best
(19:11):
of luck.
LinkedIn News.
Speaker 2 (00:08):
From LinkedIn News and I heard podcasts. This is let's
talk offline. I'm Gianna Prudenti.
Speaker 3 (00:14):
And I'm Jamaie Jackson Gadsden. It's the holiday season, y'all.
And if that we're doing something a little bit different
this week. Now what's different, you might ask, Well, first,
did you know that LinkedIn has a whole podcast network
filled with other podcasts that talk all about work related topics?
Speaker 4 (00:31):
Mmmm?
Speaker 5 (00:32):
Now you know?
Speaker 3 (00:33):
So if that in mine? Over the next two weeks,
gian and I want to share some of our favorite
episodes from other shows in the LinkedIn podcast network.
Speaker 2 (00:41):
Ugh, I'm so excited. You know, we have some pretty
amazing colleagues who also give really great advice on their shows,
and we've learned a lot from the conversations they've had
on their podcast. And this week we want to share
an episode from Get Hired.
Speaker 3 (00:55):
Yep, one of our work besties. LinkedIn's Andrew Seaman spoke
to Jill H. Fuller, Professor of Management Practice at Harvard
Business School, about how AI is changing the future of
work and hiring.
Speaker 2 (01:07):
AI is becoming a more prevalent part of all of
our lives, especially when it comes to work and we
loved this conversation because Andrew and Joseph really helped dispel
some of the fears we might have when it comes
to embracing new technology and understanding AI will only help
us stay competitive in the job market. So we hope
you enjoy this conversation from get Hired.
Speaker 6 (01:37):
From the way people apply for jobs and hiring managers
screen applicants to the actual kind of roles available, AI
is reshaping every aspect of getting hired today. AI powered
tools hold enormous promise for job seekers, but they also
pose some potential challenges. So how should you be thinking
(01:57):
about your career in the context of AI, well, whether
you're just starting out, looking to pivot, or trying to
climb the ladder. We're getting into all of that on
today's show. From LinkedIn News, This is Get Higher, a
podcast for the ups and downs and the ever changing
landscape of our professional lives. I'm and Andrew Seman, LinkedIn
(02:19):
Senior Managing editor for Jobs and Career Development, bringing in
conversations with people who, like me, want to see you
succeed at work, at home, and everywhere in between. Joining
me today is Joseph Fuller. He's a Professor of Management
Practice at Harvard Business School and the co leader of
the Managing the Future of Work initiative. Professor Fuller is
(02:41):
an expert on what's known as the skill gap in
the US labor force, which is the space between the
current skills of the US workforce and the skills needed
to get work done. He's written extensively about policy solutions
to address it. We met up at the Walmart Opportunity
Summit in Washington, d C. To discuss how AI is
(03:01):
changing the nature of work and hiring. I kicked off
our conversation by asking why it's so important to be
thinking about the role of new technologies in the future
of work right now?
Speaker 4 (03:12):
Can you tell us a.
Speaker 7 (03:13):
Little bit about what you think of today's gathering and
sort of what you hope people will get out of it.
Speaker 5 (03:19):
Well.
Speaker 1 (03:20):
I think today's gathering actually is a bit of a
recognition that the way large companies particularly have been approaching
challenges the labor market needs a refresh and rethink. People
are executing as best as they know how the old
playbook and the old playbook. They're not moving the ball
(03:41):
at the rate they feel they need to. In terms
of cultivating the right skills space, having more agile workforce,
And there's some bedrock assumptions on which a lot of
hiring has been made in talent sources made that the
American K through twelve system will consistently create large numbers
of people work ready, that the post secondary sector is
(04:06):
going to create people with.
Speaker 5 (04:08):
Relevant job skills.
Speaker 1 (04:10):
It does, but forty four percent of college graduates end
up underemployed when they graduate. So there's a lot of
warning sides. And I think when you get this many
very prominent companies sending very senior people to something like this,
it's more than just an active contributing to the commons
(04:33):
and trying to do the right thing. It's an expression
of business necessity.
Speaker 7 (04:37):
Well, what do you think about this moment overall, especially
with the arrival of AI, because we're seeing the companies
talk about skills, but with the specter of this huge
technological shift.
Speaker 5 (04:49):
So how do you.
Speaker 7 (04:50):
Think people in the workforce who feel maybe like cogs
and a wheel, how should they view this moment?
Speaker 5 (04:57):
Well, in terms of AIAI is really the.
Speaker 1 (05:00):
Culmination of an arc of technological development we've seen over
the last twenty years. As many people understand AI of
different forms has existed for a long time. Generative AI, though,
was this capstone development, and it's going to be different
than previous technologies insomuch as it has a couple of features.
(05:22):
One is it's an augmentative technology, by which we mean
it allows people to do elements of their job very well.
It's not an automation technology. We're just one for one.
You all the software in this case and the job
goes away. It also is asymmetrically oriented toward knowledge workers
(05:44):
and higher wage workers. Most technological revolutions have more or
less addressed middle skills worker, lower wage workers, the bottom
end of the white collar distribution. So this is going
to very much affect different populations to both make it
more productive but also make there be greater pressures on
(06:04):
their employability. We're now at an age where, in multiple instances,
the half life of a technology is about equal to
the time it takes.
Speaker 5 (06:16):
To master the technology.
Speaker 1 (06:18):
That's just crazy that that's so off the map of
the known world, And that gets us a little bit
of the question about individuals AI. Our data suggests that
people are very curious about AI, men of them are
very hopeful about AI.
Speaker 5 (06:34):
So I think for.
Speaker 1 (06:36):
Individuals right now. The first thing you understand is this
is here to stay. It's designed to be navigable by
human being who can type, and pretty soon it'll do
audio recognition.
Speaker 5 (06:50):
So playing with.
Speaker 1 (06:52):
It, even just the open available, no monthly fee, understanding
that it's I want to show up in your work
sooner or later. So it might be a little intimidating,
but time to stick your toes.
Speaker 5 (07:07):
In the water in your work.
Speaker 7 (07:09):
You talk to a lot of companies and the sense
I get from a lot of them is that they're
kind of in the same boat where they're like, we
want to use this technology, and obviously they are, yes,
but at the same time they're still trying to be
like how though, Like they're still trying to figure out
exactly how it will be beneficial to them right.
Speaker 1 (07:26):
Yes, And what I'd add to that is, because it's
an augmentative technology, it's much harder to adopt than an
automation technology. A lot of companies are essentially saying, what.
Speaker 5 (07:41):
Wow, using this is complicated.
Speaker 1 (07:43):
Right when companies started moving from horsepower to electrical power,
that was complicated too, and this technology is fundamentals at
this is the most important technological development since controllable power.
So what you have to do as a company to
deploy it is you have to not intrude it into
(08:05):
your existing process. You have to re engineer your process
around what it can do. That means you're going to
change job descriptions, metrics, the process flow and so a
lot of companies are actually having negative margin impact right
now because they're paying to spread AI three at the workforce,
but they haven't had the confidence or the knowledge of
(08:26):
yet what costs it could take out to offset those costs.
So most adoption curves and your technology is like those
are shaped like an s. Early adopters could be hobbyists.
Even then the economics start to get more favorable scale
economies and you get that ramp up, and then you
get the late adopters that have no need for AI.
(08:48):
Generative AI. It's actually jshaped. It's cash negative, margin negative
right now. For a lot of companies, the question is
how soon can they make the associated changes with the
way that they do processes. Today, adopt AI displays those casts
and then bounce out the other end, But when they
bounce out, it's going to be with a very steep slope.
Speaker 7 (09:10):
What strikes me is how dynamic. It is like especially
in customer service. Yes examples where you know, the high
performers they don't benefit from AI, but the low performers
in a call center they benefit.
Speaker 1 (09:23):
You're citing that MIT staff and research, which is terrific.
It turns out as a great leveler. We did research
at Harvard Business School on this as well, looking at
analysts in a prominent consulting firm, and what you saw
there which was startling, is that in the existing performance
(09:43):
management system, a seventy fifth percentile performer was viewed as
forty percent more productive than a twenty fifth percentile performer.
That gap closed to about fifteen percent if both groups
had access to AI. And I think this gets back
to this how the individual should think about it. A
lot of people are going to hear hears from new
(10:05):
technology AI. Aren't Schwarzenegger, Oh my gosh and Matthew Broderick,
you know and wherever that movie was called. And in fact,
for many people, what it's going to do is help
them do elements of their job which maybe don't come
easily to them a lot better, with more confidence, better performance,
(10:25):
which is going to enhance their standing with their employer,
with their boss, and and the more comfortable you are
with it, the more you're going to find it's going
to free up time, especially for those urgent, unimportant things
that tend to wreck your calendar. A lot of that
kind of routine transactions and A will be very good
at and you can escape that and focus on the
(10:48):
higher value added activities.
Speaker 5 (10:49):
In your role.
Speaker 6 (10:54):
We'll be right back with Joseph Buller. And we're back
with Joseph Buller, Professor of Management Practice at Harvard Business School.
Speaker 7 (11:14):
I think sort of also, what we're talking about here
is for individuals to think of themselves not necessarily as
like you know a teacher or you know accountant, but
you have these skills and it can be transformed into
different professions. How should people sort of view that because
they might say, listen, I went to school to be
a teacher or I went to school to be an accountant,
(11:34):
and they may resist that.
Speaker 1 (11:37):
Well, there are certain jobs A technical writer would be
a good example where it's going to be very hard
to imagine future where a lot of those man hours
are not displaced. But if you look, for example, what
con Academy is doing with Conbigo and AI for teachers,
(11:59):
it's doing everything from creating an environment where they're trying
to teach the student how to use AI, but prevent
the student from over relying on AI, but also doing
diagnostics for what Jimmy or Jony actually understand or don't,
but also giving feedback to the teacher. We looked at
(12:20):
your twenty students in American history and they are very
confused about the Louisiana purchase, or all over the map
on causes of the Civil War, or frankly, none of.
Speaker 5 (12:34):
Them can write a topic sense.
Speaker 1 (12:36):
So the opportunity to make people, even in white collar
trades like that more productive, focus on areas improvement and
user satisfaction. I won't call students in high school customers,
but an awful lot of opportunities let people do the
part of the job they really enjoy, and it's the
animating reason they pursued the profession the first place.
Speaker 5 (13:00):
We have ninety minimum two thousand.
Speaker 1 (13:03):
Word papers degrade in the next two weeks.
Speaker 5 (13:06):
I love my students.
Speaker 1 (13:07):
I think these will A lot of these will be
really good papers, but I'm not looking forward to reading.
You know, one hundred and eighty thousand words. That's the
length of ANACRONAA.
Speaker 7 (13:18):
It sounds like there's so much potential for so many benefits,
but it sounds like there might be definitely growing pains
on all sides to get there right.
Speaker 1 (13:27):
Yes, and I think smart c suites, smart boards of
directors are going to understand this is going to be
a multi year program. I think heads of institutions or
public servants that have service delivery roles like school committees
and heads of school districts are going to have to
(13:49):
understand that this is not going to be entirely easy.
But there's incredible potential there just in the education sector alone,
tunity to level the playing field. Let's go back to
what you mentioned about customer service reps or I talked
about consulting analysts exact same thing's going to happen for learners,
(14:12):
for teachers, new teachers, and the ability to get big,
big improvements in productivity and job satisfaction and user satisfaction
in kind of a wind cube type model. It's going
to be remarkable. I'm really an optimist about AI relative
(14:33):
to legitimate uses. We have to fear AI in the
hands of bad actors.
Speaker 7 (14:39):
What would you say you know from your experience for
job seekers that are navigating the current kind of weird
labor market. I think for most people, what would you
say your best advice to them navigating that that landscape.
Speaker 1 (14:52):
We don't use the word weird at Harvard Business School,
we use a technical term goofy. The current labor market
is manifesting a couple of phenomena. The first is that
we are a post industrial economy. It is an economy
that requires digital literacy, not super digital competence. It doesn't
mean that you need to be able to code in
(15:13):
Python or something, or explain how a touchscreen works, but
you have to be comfortable with digital devices, and someone
who isn't needs to find a way to address that. Also,
it's very, very important to be able to demonstrate or
find your social skills. A lot of younger people, unfortunately
(15:35):
because of COVID, because the growth of social media, their
amount of social interaction is lower than previous generations, even
their older brothers and sisters and cousins.
Speaker 5 (15:46):
So how do you do those things?
Speaker 1 (15:48):
Because it sounds like I'm saying, well, if you don't
have it by now, well, first of all, you can
try to gain some experiences and the amount of free
material that already exists, and the types of abilities that
are going to come soon to address issues like that
are pretty remarkable. Chat GPT already has ability to with
(16:12):
a fairly brief tape of you speaking, replicate your voice
with one hundred percent fidelity. So if you want to
hear how you sound in a job interview, you'll be
able to do that and actually have a conversation with
your early enough with yourself. At Harvd Business School, we
studied a few years ago where do business people go
(16:36):
as a first source for an explanation of a business
concept they don't feel the understand For many many years
it actually was the Harvard Business Review, so we're very
proud of that. It isn't the Harvard Business View anymore.
Speaker 5 (16:48):
It's YouTube.
Speaker 1 (16:50):
So if you want the resource in YouTube if you
want to learn about something.
Speaker 5 (16:54):
Are awesome. Yeah.
Speaker 1 (16:55):
Yeah, So be honest about your portfolio of skill, try
to augment them to degree you can, and look using
resources like LinkedIn about what are the skills that people
that have the job you aspire to talk about? What
do they talk about in terms of what they did?
(17:17):
Look at their preview jobs. Build a little bit of
a portrait of what you think your desired industry and
desired entry level position is seeking, and then be objective
about contrasting what you've got versus what they're looking for,
and see if you can't backfill a couple of spots
you know, attributes or skills or experiences. If you're seeing
(17:38):
a gap that you think is impeding you from realizing
that ambition.
Speaker 7 (17:43):
I'm super helvil. Thank you so much.
Speaker 5 (17:45):
You bet.
Speaker 6 (17:50):
That was Joseph Fuller, Professor of Management Practice at Harvard
Business School. If you're leading today's conversation with a new
learning to apply to your job search career, I'd like
to invite you to write about it in a review
on Apple Podcast. Our team really enjoys reading what you
learn from our shows. Plus it helps other people discover
(18:11):
our community. Speaking of community, remember that we're always here
backing you up and cheering you on. Connect with me
Andrew Seaman and the get Hired community on LinkedIn to
continue the conversation. In fact, subscribe to my weekly newsletter
that's called you Guessed It Get Hired to get even
more information.
Speaker 4 (18:30):
Delivered to you every week. You can find those links
in the show notes, and of course don't forget to
click the follow or subscribe button to get our podcast
delivered to you every Wednesday, because we'll be continuing these
conversations on the next episode right here wherever you like
to listen. Get Hired is a production of LinkedIn News.
(18:50):
This episode was produced by Grace Rubin asaf Gedon engineered
our show. Joe de Georgie mixed our show. Dave Pond
as Head of News Production. Enrique Montalvo is our executive producer.
Courtney Coop is the head of original Programming for LinkedIn.
Dan Ropp is the editor in chief of LinkedIn, and
I'm Andrew Seman. Until next time, stay well and best
(19:11):
of luck.
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