January 17, 2025 • 20 mins
The episode discusses anticipated trends in 2025 across leadership, HR, safety, and psychology. Key points include:
- Shift in Hiring Practices: A move from valuing degrees to prioritizing skills, with organizations increasingly using AI to screen candidates. While this improves efficiency, concerns are raised about the loss of human judgment in hiring decisions.
- Skill Development: The importance of evolving skills in the workplace and integrating training into employee development strategies.
- AI in Talent Strategy and Safety: Widespread use of AI for developing job descriptions, customizing screenings, and summarizing workplace discussions. AI's role in creating safer and more efficient workplaces is emphasized, alongside ethical considerations like privacy.
- Psychological Applications of Technology: Innovations like transcription tools in clinical psychology highlight the potential and challenges of balancing technological benefits with privacy concerns.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Unknown (00:01):
This week on the leading and learning through
safety podcast, we're going tocontinue our first of the year
discussions on what can weexpect from 2025
what's coming our way? Or atleast, what do the experts feel
like are coming our way thisweek on the podcast, you Mark,
(00:35):
welcome to the leading andlearning through safety podcast.
Your host is Dr Mark French.
Mark's passion is helpingorganizations motivate their
teams. This podcast is focusedon bringing out the best in
leadership through creatingstrong values, learning
opportunities, teamwork andsafety. Nothing is more
(00:57):
important than protecting yourpeople, safety creates an
environment for empathy,innovation and empowerment.
Together, we'll discover meaningand purpose through shaping our
safety culture. Thanks forjoining us this episode and now
here is Dr Mark French. Youwelcome to this episode of the
(01:20):
leading and learning throughsafety podcast. Hi, I'm Mark,
and I'm so happy that you'vejoined me
(01:43):
this year as we've kicked offtwo podcasts so far. Number two
for the year, we're talkingabout trends that closed out
2024, and what are the expertspredicting? What are the main
organizations in leadership, HR,safety, psychology. What are
they predicting that we have instore for us for 2025 and I
(02:07):
think there's some interestingideas coming out that we should
be aware of and be ready for.
And I want to talk a little bitabout that on this episode. So
this week, focusing on anarticle came out from the
Society of Human ResourceManagement, or Sherm, as it's
known, and they talk about, whatare the seven trends? So this is
(02:29):
an article that came out inJanuary, the seven trends that
will shape HR in 2025and of course, I can't ignore
the people impact of wherethat's going to be in safety.
And there's some overlap even solast week, we talked about the
2024, top 10 OSHA citations. Noreal, huge surprises there. But
(02:54):
we also blended that into whatemerging trends does the
American PsychologicalAssociation feel like is coming
in 2025 once again, there's someblending. We we have some
commonality that is going to bepotentially part of what we're
going to encounter in 2025 and Iknow we really don't know what's
(03:17):
in store for for what this yearis going to bring us. But let's
talk about some of those things.
The first one that I think isreally important from Sherm,
that they talked about, is thatwe're starting to see a shift
from companies looking fordegrees, but looking for skills,
(03:41):
and this has always been in theleadership realm. One of the
weirdest things that I'veencountered with hiring and in
safety, in human resources, injust overall business and
leadership is degrees versusskills, versus all of that in
between, am I biased? Maybe. AndI'm going to go ahead and say
(04:06):
that, because I understand thatmy own personal bias is going to
get in the way, but also my lifecircumstances kind of put me in
the situation that makes me feellike that was important.
And so when I received mybachelor's degree, it took me a
little bit longer than theaverage to get that. And a lot
(04:27):
of life, you know, life, life.
So got in the way of that, gotit jumped out. Tried to find
work, tough to find work, evenback then, getting in at the
somewhere, to get started,started building skills like
certificates and just experienceshowing that the a lot of safety
and HR credentials require notonly a baseline education, but
(04:51):
also years of work. You have toshow years of work for like your
certified safety professional,your peer.
Term Sep, or your human resourceCertification Institute, SPHR,
PHR, those things you have tohave knowledge from a degree and
skills of showing life work andwork in the field before you can
(05:13):
sit for those. And so I see thatthere is a blend. And so many
organizations, unfortunately,want a silver bullet approach.
They want the One Stop easy. Solet's use this impressive
screening tool to look for thedegree we're looking for, or
keywords of skills that we'relooking for. And yeah, optim,
(05:36):
it's a real if, if you'reshocked by this, say, I'm
teaching you something new. It'sa and we'll get into this
artificial intelligence, butusing screening tools that
search a LinkedIn profile orsearch a resume to look for the
keywords, do a match and thendetermine if the candidates a
(05:58):
good match based on the skills,background and whatever job has
been set forth. It supposedly isa first line screening, but I
truly feel that it's becomingmore and more of the final like
that's how companies are. Arereducing the need for good
recruiting and good humanresource staff in hopes that the
(06:22):
computer will give them theright candidate, rather than
relying on human intuition andgood sensibility of how it fits,
we're relying on algorithmspersonal opinion there.
But I feel like it's more truethan it should be, that it
became an easy out fororganizations and companies to
(06:42):
reduce having to worry aboutfinding good candidates, and
just let the computer do it,because if it doesn't work,
we'll just find someone else,the disposable employee, which
is, again, I can't really Fathomand don't understand and really
don't appreciate, because itjust is. It feels inhuman, and I
don't think that's the way itshould be.
(07:05):
When we look at skills overdegrees now, and they're saying
this is becoming more important.
Yeah, people want something withsome experience, but then they
also want it for a bargain, andwhich also is unbelievable, when
you look at the market and youhear, Oh, yeah, we want 10 years
of experience, but it's going tobe like entry level pay. Can't
do that, and with this increaseof looking for skills versus
just a degree, now it's notsaying not a degree, or it's not
(07:29):
saying not have some knowledgein the background of what you
need. So when it comes to skill,let's say, Do you have the
background to be even in theskilled trades. Did you learn
under someone? Did you get thebaseline knowledge to be able to
do your work effectively? Thenlet's look at the skills you
developed inside there, problemsolving, ability to work
(07:53):
independently, whatever it isthat's needed for those skills.
But supposedly, this is becominga stronger and stronger trend,
but I don't think it really hasnever not been a trend. And then
the second one is evolvingskills and thriving workforces.
So why don't we teach moreskills in the workplace? Yeah, I
(08:14):
agree. That's part of employeedevelopment. Early in my career,
I remember thinking, Man, thisis silly. Why am I having to sit
down and learn this problemsolving method and this Lean
method, and why am I learningabout mooda? Why am I learning
about the seven Why am I doingthese things later in my career,
I go, I'm glad they did that. Itreally helped to have that
(08:36):
baseline knowledge. And eventhough they didn't I think my
criticism was it was never usedappropriately. But I'm a cynic,
so that's normal for me to be acynic,
looking at how we develop ourteam, and they need it,
(08:57):
and they are wanting it more andmore, because those skills are
becoming more and more importantas part of number one,
back to skills.
The other one that really standsout, that I want to talk a
little bit more, and I justalluded to it, but I want to
(09:19):
continue it that discussion alittle bit more is AI is impact
on talent strategy and how tohow it's being used, how
frequently it's being used. Butwhat's interesting is the
American PsychologicalAssociation also says that
technology is reshaping thepractice of psychology, and that
(09:42):
also, how are we adapting toartificial intelligence
impacting the field ofpsychology? And those two are
linked. Industrial andorganizational psychology is a
factor that comes into thesepeople management, people
analytics, talent strategy,motivation theory. There's a lot
of.
Overlap there. Let's continuethat deep dive of a discussion
(10:04):
on the second half of theleading and learning through
safety podcast. You arelistening to
the leading and learning throughsafety podcast with Dr Mark
Frenchdsda Consulting learn you lead
others. The Myers Briggs TypeIndicator is an amazing tool.
(10:24):
Problem is that it can be easilymisinterpreted. Dr Mark French
is MBTI certified and ready tohelp you discover your inner
strengths. The MBTI assessmentcan help with team building,
stress management,communication, conflict,
management and so much more,individual and group sessions
are available to help youdiscover what makes you great.
(10:47):
For more information, visit uson the web at tsda
consulting.comWelcome back to the second half
of the leading and learningthrough safety podcast. So what
is AI's impact? And this is atrend that's taught being talked
about in safety, HR,psychological, we're all of this
(11:08):
is tying into what can be theuse of artificial intelligence
in our everyday practices. Andit can absolutely, like any good
technology tool, it can be used.
Well, it can be abused. It canbe underused. All within that
spectrum it, it is all part ofit, and some of the stats that
(11:30):
Sherm sites is, nearly twothirds of companies are using AI
right now to develop their jobdescriptions. 42% use it to
customize job screenings and jobpostings. Two thirds use it to
screen applicants, communicatewith applicants or automate
(11:52):
candidate searches, which meansthat these web optimized or
search engine optimized resumesand LinkedIn areas are
important. It's becoming moreimportant that, and there's
specialty services out therethat would optimize a resume or
optimize LinkedIn or optimizeyour web page, so that these AI
(12:13):
tools are going out there andfinding it. They used to be
search engine optimized. Nowit's aI optimized, making sure
you hit where you want to hitwhen there's job, these AI tools
are going out and looking forareas now this is not bad. This
can help a lot when you take thetime to manage it appropriately
(12:34):
in isn't the first half. Mybiggest concern is that it takes
away from the human element ofwhat hiring should be, that they
should be joining anorganization of people. And if
you don't care enough upfront toactually look at the people and
communicate with your people, Imean, are you really going to
care about it when you enter thework? That's a chicken and egg
(12:55):
conversation. I guess thecompanies that care about people
probably wouldn't do that. Thosewho do it probably don't care
and really want it to be moreautomated and less HR and less
people, touches and things. It'sa deeper discussion of true
like, what is the culture andwhat is building into the
culture of the organization?
Like, what are the importantvalues of that company and
(13:17):
organization and how it makes upof the people and how that
works. Now we switching over tolooking at how that's affecting
even in some safety realm, usingAI to help write policy, help
develop, even do searches, andI've been playing with this
(13:38):
personally, is trying tooptimize, like, teach a AI, and
I'm terrible at it. I'll behonest, not I am playing. And
I'll put it that playing is avery liberal term there with
what I'm doing with with AI, butteaching it to go into the OSHA
citations. Look up citations,look up the law, look up
(13:59):
interpretations, letter ofinterpretations, and try to find
the best answer for a moderatelycomplex question about safety,
because it's always been some ofthe, some of the opportunity
with searching the regulationsis the field of knowledge for
safety is so broad and having toknow like, not Only was the law
(14:20):
say, well, when it wasincorporated, what was the
intent? And then are thereletters of interpretation? Have
there been citations based onthat that may be able to say,
well, it went through once,it'll be another fine for
someone else down the road andasking him a question, for it to
pull up and go, Okay, well,here's your risk, and here's why
(14:45):
it's not good so far. But I cansee the potential, but I see
that AI is not going away, and Iknow that's a very
oversimplified way of sayingthat it's not going away because
it's here. And.
It's intimidating, because itcan do a really amazing items,
(15:05):
and especially when in the worldof psychology, they're talking
about the wearable devices thatprivacy one patient privacy in a
clinical setting,of using the the recorders that
do transcription and review tobe able to summarize notes,
summarize conversations,summarize takeaways. Some of
those are very powerful tools.
Privacy aside, there probablyneeds to be some stronger
(15:30):
privacy controls in that realm,but they're saying in clinical
settings, AI can be a very, verypowerful tool to help with that.
And I'll give an example ofwhere I tested, not clinical,
but tested in the in more of myrealm of industrial and
organizational. I dug up all ofmy old transcripts from where I
(15:53):
wrote my dissertation. So it washours of transcripts of people I
interviewed and asked questionsof and I had them transcribed,
and back at that time, I wentthrough each and every one
highlighted, found that thetrends seem to fit Answer
Michael, etc, etc. I dumped allof those transcripts into like
(16:15):
chat, G, P, t4,and then I asked it my basic
questions I was trying to answerin my dissertation. And I was
shocked, did it get it exactlyto where I was at in my
analysis? No, but was it 80%Oh, yeah, it was. It did make
some of the lateral moves that Idid looking at the data of
(16:36):
motivation and learning and kindof the stressors that come in as
being someone who has to trainsafety in trying to motivate a
whole spectrum of people in avery short amount of time in a
very legalistic way, because wehave to teach the law in some
cases, like, how do you do thatfor all these different people
(16:58):
with all these differentmotivations? How do you find the
best practice to do that, andhow do you create that
motivation? It was close. It wasit was not something that I
expected it to be that close onbut it was pretty, pretty good.
And so I can see that, let's sayyou are in a series of meetings
about an issue, and you haveeveryone's consent to record it,
(17:22):
transcribe it with some of this,the the AI technology, it's
there, and then you filter it inand ask it the key question of,
how did we land? What was thekey theme of this longer
meeting, or this longerdiscussion? If you summarize
where we're at, you're gonna getclose. You're gonna get within
the ballpark of reallyunderstanding what needs to be
(17:42):
done next, or what was the keytheme. And I can think of multi
day brainstorming sessions thatI've had in my career with
different organizations wherethey pull in a whole bunch of
people, and you have like, halfa day, or even a day or two day
kaizen event or brainstormingevent, and all this data is
(18:02):
being captured, all these wordsare being said, and imagine not
having to have them all over theplace on post it notes, or
writing scratchy notes or butbasically letting everybody talk
freely and have it go into arecording device, dump it into
An AI system and go, what werethe main improvements that we
felt like couldn't come and getyour top five and go, All right,
(18:25):
here's some stuff to work onthat that is a little bit of a
game changer when you thinkabout that potential. So 2025, I
think we're gonna see moreemergence of AI. But on top of
that, looking at interestingly,how do we develop the skills of
our people at the same time,levering, leveraging that
(18:45):
technology, and how does it makeour workplace physically and
psychologically safer?
Thanks for joining me on thisepisode of the leading and
learning through safety podcast.
Again, looking forward to 2025looking forward to more podcasts
with you, and until next time wechat, stay safe.
(19:13):
Thank you for listening to theleading and learning through
safety podcast. More content isavailable online at www dot tsda
consulting.comall the opinions expressed on
the podcast are solelyattributed to the individual and
not affiliated with any businessentity. This podcast is for
(19:35):
informational and entertainmentpurposes. It is not a substitute
for proper policy, appropriatetraining or legal advice. You.
(20:06):
This has been the leading andlearning through safety podcast.
You.
This week on the leading and learning through
safety podcast, we're going tocontinue our first of the year
discussions on what can weexpect from 2025
what's coming our way? Or atleast, what do the experts feel
like are coming our way thisweek on the podcast, you Mark,
(00:35):
welcome to the leading andlearning through safety podcast.
Your host is Dr Mark French.
Mark's passion is helpingorganizations motivate their
teams. This podcast is focusedon bringing out the best in
leadership through creatingstrong values, learning
opportunities, teamwork andsafety. Nothing is more
(00:57):
important than protecting yourpeople, safety creates an
environment for empathy,innovation and empowerment.
Together, we'll discover meaningand purpose through shaping our
safety culture. Thanks forjoining us this episode and now
here is Dr Mark French. Youwelcome to this episode of the
(01:20):
leading and learning throughsafety podcast. Hi, I'm Mark,
and I'm so happy that you'vejoined me
(01:43):
this year as we've kicked offtwo podcasts so far. Number two
for the year, we're talkingabout trends that closed out
2024, and what are the expertspredicting? What are the main
organizations in leadership, HR,safety, psychology. What are
they predicting that we have instore for us for 2025 and I
(02:07):
think there's some interestingideas coming out that we should
be aware of and be ready for.
And I want to talk a little bitabout that on this episode. So
this week, focusing on anarticle came out from the
Society of Human ResourceManagement, or Sherm, as it's
known, and they talk about, whatare the seven trends? So this is
(02:29):
an article that came out inJanuary, the seven trends that
will shape HR in 2025and of course, I can't ignore
the people impact of wherethat's going to be in safety.
And there's some overlap even solast week, we talked about the
2024, top 10 OSHA citations. Noreal, huge surprises there. But
(02:54):
we also blended that into whatemerging trends does the
American PsychologicalAssociation feel like is coming
in 2025 once again, there's someblending. We we have some
commonality that is going to bepotentially part of what we're
going to encounter in 2025 and Iknow we really don't know what's
(03:17):
in store for for what this yearis going to bring us. But let's
talk about some of those things.
The first one that I think isreally important from Sherm,
that they talked about, is thatwe're starting to see a shift
from companies looking fordegrees, but looking for skills,
(03:41):
and this has always been in theleadership realm. One of the
weirdest things that I'veencountered with hiring and in
safety, in human resources, injust overall business and
leadership is degrees versusskills, versus all of that in
between, am I biased? Maybe. AndI'm going to go ahead and say
(04:06):
that, because I understand thatmy own personal bias is going to
get in the way, but also my lifecircumstances kind of put me in
the situation that makes me feellike that was important.
And so when I received mybachelor's degree, it took me a
little bit longer than theaverage to get that. And a lot
(04:27):
of life, you know, life, life.
So got in the way of that, gotit jumped out. Tried to find
work, tough to find work, evenback then, getting in at the
somewhere, to get started,started building skills like
certificates and just experienceshowing that the a lot of safety
and HR credentials require notonly a baseline education, but
(04:51):
also years of work. You have toshow years of work for like your
certified safety professional,your peer.
Term Sep, or your human resourceCertification Institute, SPHR,
PHR, those things you have tohave knowledge from a degree and
skills of showing life work andwork in the field before you can
(05:13):
sit for those. And so I see thatthere is a blend. And so many
organizations, unfortunately,want a silver bullet approach.
They want the One Stop easy. Solet's use this impressive
screening tool to look for thedegree we're looking for, or
keywords of skills that we'relooking for. And yeah, optim,
(05:36):
it's a real if, if you'reshocked by this, say, I'm
teaching you something new. It'sa and we'll get into this
artificial intelligence, butusing screening tools that
search a LinkedIn profile orsearch a resume to look for the
keywords, do a match and thendetermine if the candidates a
(05:58):
good match based on the skills,background and whatever job has
been set forth. It supposedly isa first line screening, but I
truly feel that it's becomingmore and more of the final like
that's how companies are. Arereducing the need for good
recruiting and good humanresource staff in hopes that the
(06:22):
computer will give them theright candidate, rather than
relying on human intuition andgood sensibility of how it fits,
we're relying on algorithmspersonal opinion there.
But I feel like it's more truethan it should be, that it
became an easy out fororganizations and companies to
(06:42):
reduce having to worry aboutfinding good candidates, and
just let the computer do it,because if it doesn't work,
we'll just find someone else,the disposable employee, which
is, again, I can't really Fathomand don't understand and really
don't appreciate, because itjust is. It feels inhuman, and I
don't think that's the way itshould be.
(07:05):
When we look at skills overdegrees now, and they're saying
this is becoming more important.
Yeah, people want something withsome experience, but then they
also want it for a bargain, andwhich also is unbelievable, when
you look at the market and youhear, Oh, yeah, we want 10 years
of experience, but it's going tobe like entry level pay. Can't
do that, and with this increaseof looking for skills versus
just a degree, now it's notsaying not a degree, or it's not
(07:29):
saying not have some knowledgein the background of what you
need. So when it comes to skill,let's say, Do you have the
background to be even in theskilled trades. Did you learn
under someone? Did you get thebaseline knowledge to be able to
do your work effectively? Thenlet's look at the skills you
developed inside there, problemsolving, ability to work
(07:53):
independently, whatever it isthat's needed for those skills.
But supposedly, this is becominga stronger and stronger trend,
but I don't think it really hasnever not been a trend. And then
the second one is evolvingskills and thriving workforces.
So why don't we teach moreskills in the workplace? Yeah, I
(08:14):
agree. That's part of employeedevelopment. Early in my career,
I remember thinking, Man, thisis silly. Why am I having to sit
down and learn this problemsolving method and this Lean
method, and why am I learningabout mooda? Why am I learning
about the seven Why am I doingthese things later in my career,
I go, I'm glad they did that. Itreally helped to have that
(08:36):
baseline knowledge. And eventhough they didn't I think my
criticism was it was never usedappropriately. But I'm a cynic,
so that's normal for me to be acynic,
looking at how we develop ourteam, and they need it,
(08:57):
and they are wanting it more andmore, because those skills are
becoming more and more importantas part of number one,
back to skills.
The other one that really standsout, that I want to talk a
little bit more, and I justalluded to it, but I want to
(09:19):
continue it that discussion alittle bit more is AI is impact
on talent strategy and how tohow it's being used, how
frequently it's being used. Butwhat's interesting is the
American PsychologicalAssociation also says that
technology is reshaping thepractice of psychology, and that
(09:42):
also, how are we adapting toartificial intelligence
impacting the field ofpsychology? And those two are
linked. Industrial andorganizational psychology is a
factor that comes into thesepeople management, people
analytics, talent strategy,motivation theory. There's a lot
of.
Overlap there. Let's continuethat deep dive of a discussion
(10:04):
on the second half of theleading and learning through
safety podcast. You arelistening to
the leading and learning throughsafety podcast with Dr Mark
Frenchdsda Consulting learn you lead
others. The Myers Briggs TypeIndicator is an amazing tool.
(10:24):
Problem is that it can be easilymisinterpreted. Dr Mark French
is MBTI certified and ready tohelp you discover your inner
strengths. The MBTI assessmentcan help with team building,
stress management,communication, conflict,
management and so much more,individual and group sessions
are available to help youdiscover what makes you great.
(10:47):
For more information, visit uson the web at tsda
consulting.comWelcome back to the second half
of the leading and learningthrough safety podcast. So what
is AI's impact? And this is atrend that's taught being talked
about in safety, HR,psychological, we're all of this
(11:08):
is tying into what can be theuse of artificial intelligence
in our everyday practices. Andit can absolutely, like any good
technology tool, it can be used.
Well, it can be abused. It canbe underused. All within that
spectrum it, it is all part ofit, and some of the stats that
(11:30):
Sherm sites is, nearly twothirds of companies are using AI
right now to develop their jobdescriptions. 42% use it to
customize job screenings and jobpostings. Two thirds use it to
screen applicants, communicatewith applicants or automate
(11:52):
candidate searches, which meansthat these web optimized or
search engine optimized resumesand LinkedIn areas are
important. It's becoming moreimportant that, and there's
specialty services out therethat would optimize a resume or
optimize LinkedIn or optimizeyour web page, so that these AI
(12:13):
tools are going out there andfinding it. They used to be
search engine optimized. Nowit's aI optimized, making sure
you hit where you want to hitwhen there's job, these AI tools
are going out and looking forareas now this is not bad. This
can help a lot when you take thetime to manage it appropriately
(12:34):
in isn't the first half. Mybiggest concern is that it takes
away from the human element ofwhat hiring should be, that they
should be joining anorganization of people. And if
you don't care enough upfront toactually look at the people and
communicate with your people, Imean, are you really going to
care about it when you enter thework? That's a chicken and egg
(12:55):
conversation. I guess thecompanies that care about people
probably wouldn't do that. Thosewho do it probably don't care
and really want it to be moreautomated and less HR and less
people, touches and things. It'sa deeper discussion of true
like, what is the culture andwhat is building into the
culture of the organization?
Like, what are the importantvalues of that company and
(13:17):
organization and how it makes upof the people and how that
works. Now we switching over tolooking at how that's affecting
even in some safety realm, usingAI to help write policy, help
develop, even do searches, andI've been playing with this
(13:38):
personally, is trying tooptimize, like, teach a AI, and
I'm terrible at it. I'll behonest, not I am playing. And
I'll put it that playing is avery liberal term there with
what I'm doing with with AI, butteaching it to go into the OSHA
citations. Look up citations,look up the law, look up
(13:59):
interpretations, letter ofinterpretations, and try to find
the best answer for a moderatelycomplex question about safety,
because it's always been some ofthe, some of the opportunity
with searching the regulationsis the field of knowledge for
safety is so broad and having toknow like, not Only was the law
(14:20):
say, well, when it wasincorporated, what was the
intent? And then are thereletters of interpretation? Have
there been citations based onthat that may be able to say,
well, it went through once,it'll be another fine for
someone else down the road andasking him a question, for it to
pull up and go, Okay, well,here's your risk, and here's why
(14:45):
it's not good so far. But I cansee the potential, but I see
that AI is not going away, and Iknow that's a very
oversimplified way of sayingthat it's not going away because
it's here. And.
It's intimidating, because itcan do a really amazing items,
(15:05):
and especially when in the worldof psychology, they're talking
about the wearable devices thatprivacy one patient privacy in a
clinical setting,of using the the recorders that
do transcription and review tobe able to summarize notes,
summarize conversations,summarize takeaways. Some of
those are very powerful tools.
Privacy aside, there probablyneeds to be some stronger
(15:30):
privacy controls in that realm,but they're saying in clinical
settings, AI can be a very, verypowerful tool to help with that.
And I'll give an example ofwhere I tested, not clinical,
but tested in the in more of myrealm of industrial and
organizational. I dug up all ofmy old transcripts from where I
(15:53):
wrote my dissertation. So it washours of transcripts of people I
interviewed and asked questionsof and I had them transcribed,
and back at that time, I wentthrough each and every one
highlighted, found that thetrends seem to fit Answer
Michael, etc, etc. I dumped allof those transcripts into like
(16:15):
chat, G, P, t4,and then I asked it my basic
questions I was trying to answerin my dissertation. And I was
shocked, did it get it exactlyto where I was at in my
analysis? No, but was it 80%Oh, yeah, it was. It did make
some of the lateral moves that Idid looking at the data of
(16:36):
motivation and learning and kindof the stressors that come in as
being someone who has to trainsafety in trying to motivate a
whole spectrum of people in avery short amount of time in a
very legalistic way, because wehave to teach the law in some
cases, like, how do you do thatfor all these different people
(16:58):
with all these differentmotivations? How do you find the
best practice to do that, andhow do you create that
motivation? It was close. It wasit was not something that I
expected it to be that close onbut it was pretty, pretty good.
And so I can see that, let's sayyou are in a series of meetings
about an issue, and you haveeveryone's consent to record it,
(17:22):
transcribe it with some of this,the the AI technology, it's
there, and then you filter it inand ask it the key question of,
how did we land? What was thekey theme of this longer
meeting, or this longerdiscussion? If you summarize
where we're at, you're gonna getclose. You're gonna get within
the ballpark of reallyunderstanding what needs to be
(17:42):
done next, or what was the keytheme. And I can think of multi
day brainstorming sessions thatI've had in my career with
different organizations wherethey pull in a whole bunch of
people, and you have like, halfa day, or even a day or two day
kaizen event or brainstormingevent, and all this data is
(18:02):
being captured, all these wordsare being said, and imagine not
having to have them all over theplace on post it notes, or
writing scratchy notes or butbasically letting everybody talk
freely and have it go into arecording device, dump it into
An AI system and go, what werethe main improvements that we
felt like couldn't come and getyour top five and go, All right,
(18:25):
here's some stuff to work onthat that is a little bit of a
game changer when you thinkabout that potential. So 2025, I
think we're gonna see moreemergence of AI. But on top of
that, looking at interestingly,how do we develop the skills of
our people at the same time,levering, leveraging that
(18:45):
technology, and how does it makeour workplace physically and
psychologically safer?
Thanks for joining me on thisepisode of the leading and
learning through safety podcast.
Again, looking forward to 2025looking forward to more podcasts
with you, and until next time wechat, stay safe.
(19:13):
Thank you for listening to theleading and learning through
safety podcast. More content isavailable online at www dot tsda
consulting.comall the opinions expressed on
the podcast are solelyattributed to the individual and
not affiliated with any businessentity. This podcast is for
(19:35):
informational and entertainmentpurposes. It is not a substitute
for proper policy, appropriatetraining or legal advice. You.
(20:06):
This has been the leading andlearning through safety podcast.
You.
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