January 17, 2024 • 23 mins
Description: We're here with the latest talent trends in January, with a spotlight on the evolving role of AI in the workplace. Join us as we discuss the latest advancements, challenges, and opportunities surrounding artificial intelligence, and how organizations are harnessing this transformative technology to shape the future of work in the early months of the year.
Resources:
Let's Connect:
Guest LinkedIn Profile - Jim Morgan
Host LinkedIn Profile - Sophie Boler
Transcript:
Transcripts are computer generated -- not 100% accurate word-for-word.
00:00:00:00 - 00:00:21:04 Unknown Hello everybody and welcome to 30 minute Thrive, your go to podcast for anything and everything HR, powered by MRA, the Management Association. Looking to stay on top of the ever changing world of HR? MRA has got you covered. We'll be the first to tell you what's hot and what's not. I'm your host, Sophie Boler, and we are so glad you're here.
00:00:21:05 - 00:00:42:16 Unknown Now it's time to thrive. Hi, everybody, and welcome to this episode of 30 Minute Thrive, which is on the January edition of MRA's Monthly. Taylor Report, which is an up to the minute review of what's going on in the world of business with an emphasis on talent. With Jim Morgan, MRA's vice president of Workforce Strategies. So thanks, Jim, again for being here.
00:00:42:17 - 00:01:06:01 Unknown Yeah, it's good to be back in the studio. yeah. Well, this month the special focus was on essentials for HR Professionals. So I guess my first question to you is really why this topic now? And maybe before we get into that, let's look at your quote of the month, which was related to A.I.. So can you kind of speak on that for a little bit, why you chose that and then the topic.
00:01:06:04 - 00:01:34:02 Unknown Yeah. Sure. The quote was A.I. is moving from traditional Human Resources Shared Services Administration up to human resources, business partner work using virtual assistants who provide us with cognitive insights like Alexa. It's going to happen faster and harder than HR people are ready for. And that was somebody from Deloitte. And I just thought it was interesting because where we're at right now with A.I. in HR is the very beginning.
00:01:34:04 - 00:01:55:20 Unknown And, you know, we did some polling of our own members and talking to our own staff. I mean, it's really at its beginnings stages, and we're just trying to help our 4000 member companies kind of get out in front of it, see what's happening, you know, and where do I belong in all of this? And I think what really launched this is it took someone in the technology field to explain this to me.
00:01:55:20 - 00:02:18:04 Unknown But they said, you know, when they're when they're working on products, theirs is very much a ready fire aim philosophy. It's it doesn't have to be done. Let's just throw it out there and see what happens because our customers will scream at us with whatever is wrong. And if you think of any new version of Microsoft or any new Apple phone, there's a reason it's 2.02.1, 2.2, 3.1, 3.2.
00:02:18:06 - 00:02:38:24 Unknown And that they put something out there and they say, okay, what don't our people like? And then we'll fix it. And that's different than most any other industry that usually is like, we got to get this thing right to our customers or satisfied. But in the technology world, everything's moving so fast, it's more or less put it out there and then we can just pivot and go in a different direction of That's all we need to do.
00:02:38:24 - 00:03:06:10 Unknown So we pick now at the start of the year because I think this is going to be a huge year for artificial intelligence and certainly for our members and people in HR. Yeah, absolutely. And you had kind of subject matter expert Chris Krause, vice president and principal consultant at Naviant join you for this talent report as well. And he gave kind of insight into all things AI related in terms of implementing it in companies and with HR teams specifically.
00:03:06:11 - 00:03:34:17 Unknown So can you highlight some of his key points that you
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:00):
Hello everybody and welcome to 30 minuteThrive, your go to podcast for anything
and everything HR, powered by MRA,the Management Association.
Looking to stay on top of the everchanging world of HR?
MRA has got you covered.
We'll be the first to tell you what's hotand what's not.
I'm your host, Sophie Boler,and we are so glad you're here.
(00:21):
Now it's time to thrive.
Hi, everybody, and welcome to this episodeof 30 Minute Thrive,
which is on the January editionof MRA's Monthly.
Taylor Report,which is an up to the minute review of
what's going on in the world of businesswith an emphasis on talent.
With Jim Morgan, MRA's vicepresident of Workforce Strategies.
So thanks, Jim, again for being here.
(00:42):
Yeah, it's good to be back in the studio.
yeah.
Well, this month the special focuswas on essentials for HR Professionals.
So I guess my first question to youis really why this topic now?
And maybe before we get into that, let's look
at your quote of the month,which was related to A.I..
So can you kind of speak on that
(01:03):
for a little bit,why you chose that and then the topic.
Yeah. Sure.
The quote was A.I.
is moving from traditional Human ResourcesShared Services
Administration up to humanresources, business partner work
using virtual assistants who provide uswith cognitive insights like Alexa.
It's going to happen fasterand harder than HR people are ready for.
(01:24):
And that was somebody from Deloitte.
And I just thought it was interestingbecause where we're at right now with A.I.
in HR is the very beginning.
And, you know, we did some polling of ourown members and talking to our own staff.
I mean, it's really at itsbeginnings stages, and we're just trying
to help our 4000 member companieskind of get out in front of it,
(01:46):
see what's happening, you know,and where do I belong in all of this?
And I think what really launchedthis is it
took someone in the technologyfield to explain this to me.
But they said, you know, when they'rewhen they're working on products,
theirs is very much a ready fireaim philosophy.
It's it doesn't have to be done.
Let's just throw it out thereand see what happens
because our customers will scream at uswith whatever is wrong.
(02:09):
And if you think of anynew version of Microsoft or any new Apple
phone, there's a reason it's2.02.1, 2.2, 3.1, 3.2.
And that they put something out there
and they say, okay,what don't our people like?
And then we'll fix it.
And that's different than mostany other industry
that usually is like, we got to get thisthing right to our customers or satisfied.
(02:30):
But in the technologyworld, everything's moving
so fast, it's more or lessput it out there
and then we can just pivotand go in a different direction of
That's all we need to do.
So we pick now at the start of the yearbecause I think this is going
to be a huge yearfor artificial intelligence
and certainly for our membersand people in HR.
Yeah, absolutely.
And you had kind of subject matterexpert Chris Krause, vice president
(02:52):
and principal consultant at Naviant joinyou for this talent report as well.
And he gave kind of insightinto all things AI related
in terms of implementing it in companiesand with HR teams specifically.
So can you highlight some of hiskey points that you kind of talked about?
And Yeah, and I would encourage peopleto watch that.
(03:13):
One is Chris really did do a good job,but he was just sort of breaking it down
in terms of where are different placesthat this will be used in HR
And a lot of people have used Chad GPTor some other generative
artificial intelligence to do things like
how to write a job descriptionor put together a career path.
(03:34):
And he was sharing examples of that.
And again, you know, everybody hasto understand this is is not perfect.
You don't ask a question, print it outand send it out to an interviewer,
closest friends.
But it's a good place to start.
And he used the example of a machinisthe just typed in, you know,
what's a good jobdescription for a machinist?
And it came back with responsibilitiesand requirements
(03:57):
and then he asked what would be a good,you know, career path for a machinist.
And it came back with beginner,intermediate, advanced Leader
and so, again, it wasn't the it wasn't thethis is what's going into our policy
handbook answer, But it was, wow,this is a pretty good start.
And now if I'm
a company looking for that machinist,I figure, okay, this is a good start.
(04:19):
Now I need to add what is it that we needand what are the things that
we're looking for?
And he talked about,you know, using things like chat bots
because there's just so many thingsthat are standard questions in HR
And i know that when benefits come around
our age, our departmentand everyone would like to have some.
If there was a way to just answer these,
(04:40):
you know, what's the differencebetween plan one and plan two?
What's duct to bowl?
What does it meanto be out of service area?
Those are all programable easy,you know, ready to answer questions.
And so looking at it from awhat are the administrative tasks
or the redundant things that might be ableto be better done in a different way?
(05:02):
That's kind of where he started,but then went on to say, you know,
artificial intelligenceis being used in learning and development,
it's being used in recruiting,and all of it is
how do we take advantage of this assetand use it for good and not for you all?
And he just had some real good examplesof ways in which it was being used
specifically in human resources.
(05:23):
Yeah, I was going to sayhe did give a lot of great examples
and I would urge you to take a lookat that recording.
And also while we're on this topic,
do you want to kind of
give an inch of the AI seriesthat's going to be coming out?
Yeah, sure.
We're we're very excited by this,are just putting it together.
It'll probably be March, April,but we're really trying
to break it downinto sections and talk about,
(05:47):
you know, here's a AI,here's the basics of what's going on,
but then talk about what does this meanfor our administration?
What does this meanfor HR And learning development?
What does this meanfor HR and employee engagement?
Yeah, all of them have samples of ways
in which artificial intelligenceis being utilized in a jar already.
(06:07):
So i think it'll be a really goodstarting point
for a lot of people who are like,I don't know where to go.
I don't know where to start.
I even know what the possibilities are.
We're going to bring in some folks.
I think they're going to be ableto lay things out,
not here's the answer, not here'sprescription as to how you should do it.
But, you know, here's the possibleyou got to figure out where it fits
(06:28):
in your company.
So I'm we'll be putting those outpretty soon.
I think that'll be very exciting.
Yeah.
We also have a whole section
on artificial intelligence at our employeelaw update that's coming up.
So that's another onethat, you know, again,
we're trying to just help our memberssee where this might be going
and they figure out what'sgoing to be best for our company for sure.
So stay tuned for that.
(06:48):
But I'm kind of moving on here,looking at your actual talent report
now with recruiting and retentioninnovation,
it looks like you've pulled some statsfrom a new report from intelligent AECOM
on some newand interesting happenings in recruiting.
So can you kind of highlightwhat was seen here in some of those stats?
Yeah, what we what we pulled outthere was really
(07:09):
it was looking at bachelor'sdegrees, quite frankly.
And I think I think a lot of companieshave picked up on this already.
But, you know, manyif they haven't updated anything
in a while, Bachelor degrees 30 years ago
were a separation of two piles of resumeslike has one doesn't have one.
And that'skind of the way things functioned.
And the world has changed.
(07:29):
And now it's
you might be looking for a specificskill set
and you might be lookingfor a certificate.
You might just be looking forsomeone who's got the right attitude
and fits your culture,and we can teach them the rest of it.
So it was just looking at companiesnow that are starting to drop bachelor's
degree from somethingthat might have just been in there
because it's always been in thereand saying, what is it
(07:51):
that we actually have to have,especially at in some entry level jobs
and even middle level jobswhere they may have gotten all kinds
of experience somewhere elseor have the ability and the skill set
to do things and don't necessarilyhave that degree.
So it was really encouraging companiesto take a hard look at their the job
postings in their job descriptions, to sayeven beyond just bachelor's degrees.
(08:15):
You have a bunch of things in therethat maybe just don't apply anymore, or
that if you find the right person, you canteach them some of the things that.
So it's just interesting.
I think companies, again, are trying to
get as big a funnel of candidatesas they possibly can and not eliminate
someone that might still have the abilityto do the job.
So get rid of those just qualifiers.
(08:35):
Yeah, that is interesting.
Kind of moving on from that point,then going off of recruiting and retention
specifically going into more of the talentthinking talent pool, it looks like
LinkedIn released its 34 big ideas thatwill change our world in 2024 or less.
And I know you
took you looked at that listand from that list, what do you see
(08:58):
that's really of interestto HR Professionals specifically?
Yeah, it's a really interesting list.
And if someone's got the time to go,
look,i'm sure if you just google linkedin's 34.
Interesting things for 2024,you'd find it.
It's just overall,
it was a look at just society in generaland some things that are going on.
But some of
the interesting ones that I thought,okay, well, these applied HR Specifically
(09:21):
we've been talking about employeeshortages, you know,
here in the united states,
but they hadan interesting section in there on,
you know, other countriesthat are actually encouraging
and trying to put incentives in placefor people to have children, whether that
we're going to pay for child careor there's a bonus when the child is born.
(09:41):
They're really trying.
I mean, they've got some serious problems.
And, you know, years and years of China,you know, people having one male child,
that's got consequences to it.
And now some of those countriesare starting to see it.
So it's not just happeningin the United States.
It's it's happening other places as well.
Were they also we're looking atthis might be the year
(10:02):
where tensionskind of come to a head between primarily,
I would say, newer and younger employeesand traditional employers where
new employeesexpectations might not mij meet employers.
And I'm not saying one sidedright or wrong,
but if this is the waywe've been doing things for 100 years
(10:23):
and now you're coming in
and you're telling me you want it donecompletely differently
or you were expecting 10% raisesevery year, or the employer is saying,
no, you have to come back to work,you have to be in the office.
A lot of these things may be comingto a head, you know, this year to say,
all right, whereas an employeedo I bend, whereas an employer
do I bend, and probably somewherein the middle is the fair answer.
(10:45):
But we may see some some long held beliefsthat are going to be tested
this year and and see,you know, employer versus employee,
you know, who ends up
winning out on that and expectedunretired
payment wave in 2020 for people who justsaid, this is it, I'm getting out.
But now they're out and onethey might miss the money, too.
(11:09):
They might miss the socialization.
Three, they might miss the purpose in lifethat some people maybe don't want
want to go backto work in 60 hours a week.
But they did get an awful lot out of work.
And so now they might be taking a look at it again.
Yeah.
And then just some interesting thingsaround, you know, I think colleges
and universities are startingto figure this out, teaching a little bit
(11:32):
more about entrepreneurshipand creator society and helping people.
1920, 21, 22that might be looking to get into,
you know, their own gigand get out there and get going
sort of that might not have been taught.
There might have been moretraditional business practices. Yeah.
And so even they are now starting to seethat there's a market here to say
(11:52):
let's let's startlooking at this creator environment
and see if there are some thingswe can do there.
So the world is changingand that was like three or four of them.
But there was some
pretty interesting insightsinto what might be coming down the pike.
Yeah, that just made me think ofI saw a class, it was being offered
online, unlike how to be an influencer,which I just thought was funny,
but it's like that'skind of where you're shifting
(12:13):
almost and it's funny,but it's true and it's happening. So.
So the Healthy Boulderinfluencer on her podcast,
you know, I guess you could say thatclass, I feel like there's
so many different typesof influencers though, so
anywaythough, let's talk about our creativity.
So you bring up generational diversityand what HR Professionals
(12:35):
and MRA's roundtablesare kind of sharing around this topic.
So i'm curious to knowwhat what are some of the things
that they're sayingabout generational diversity
that, you know, a lot of this,you know, looking at
especially younger workers,
you're starting to see some thingslike as a younger worker right now,
I would say most look at it as like,I'm going to try out a bunch of things.
(12:58):
I'm going to have three, four, five,six jobs in the first ten years
that I'm working, and I'm going to get
this great breadth of experiencethat makes perfect sense.
I understand what they're doing.
My life,it was, Well, I'm going to find this job
and I'm going to learn as much as I can
about it,and I'm going to climb the ladder
and I'm going to be here forten or 15 years.
I'm not saying eitherone of those again is right or wrong,
(13:20):
but if I'm looking at a resumeand I've got my bias, I'm thinking,
Wow, this person's moving all over.
They can't hold a job.
Yeah, that person's thinking,Wow, I'm a great candidate.
Look at all the places that I've gone inorder to get as much experience as I can.
So there's just a little bit of a
we got to understand,you know, where each one's coming from.
So I think people are starting tolook at that a little bit.
(13:42):
The feedback issue,you know, the traditional
once a year will have some sort of reviewand we'll go through your entire year.
Well, I'm not sure that's the best wayto That's why it's been done.
But okay,So I'm trying to remember right now
what my employees did last February.
I'm likely to remember what did you doin December and January or December?
(14:04):
In November.
And if they had really good months, I'm
probably thinkingnow is a great year for you.
And if they had a maybe a mess up or twoin the last two months, I'm thinking, boy,
this has been a rough year
and that's not what a lot of the youngertalent is looking for.
It's, you know, monthly, it's immediate.
You know, these sayings like, well,you'll learn if I go, don't make me make
too many mistakes in order to learn,
(14:25):
just tell me what you want me to door what I didn't do, right?
I guess so, Yeah. Yeah.
So you're you're a living example of it.
So I think it's,you know, understanding that
that immediate feedbackactually makes more sense.
It's more helpful, it's
more productive when you've got,you know, a happier employee.
And then we've talked about this before,but just the generational differences
(14:46):
with communications.
I text with you.
If you know that you want to find me rightnow, you're liable to text me
not emailing sure is like you'renot picking up your phone and calling me,
but that's the preferred method.
And for a lot of older folks,it's like we have email, just email.
We need to do it that way.Am I giving you my phone number?
(15:07):
Yeah, I'm not.
I don't know which one is right, wrongor indifferent, but they're different.
And so we either as a companyhave to figure out what our policy is
or just as employees and employersfigure out, you know, what's
our philosophy going to be on thisso that we're at least consistent with it?
Absolutely.
Well, kind of going into someHR Trends from the field section.
(15:28):
McLean companyrecently released some HR trends in 2024.
So what were some of the interestingfindings that you saw here?
I think some of the things are still notsurprises.
Recruiting was at the top.
Providing a great employee experiencewas up there and I think that has to go
with the retention part as companiesare seeing that now controlling labor
(15:49):
costs is in there, which is interestingbecause we did go through a few years
where we were just about payingwhatever it took to get people,
and I think we did that. We had to do it.
But now there is there'sa business decision to be made here
that we can't be increasing by six,seven, eight,
9% our employee costs every yearbecause we can't afford to do it.
(16:11):
So now there might be an emphasis onhow do we get smarter, how do we maybe
use machines,how do we use technology to do it
a little bit better so that one's on theirdeveloping leaders is on there?
We're seeing a lot of thatand I think a lot of
that is all kinds of retirements,younger people coming in
and how do we train thema little bit more quickly.
(16:33):
And the good news side, actuallya good news bad news side for the HR
Folks, an increase in HR Departmentsand HR People that are being used
and are a part of organizational strategyand over the last three years
rose from 36% to 50%that they are involved in those decisions.
I don't know
if this is a coincidence or not,but at the same time, we saw an increase
(16:54):
from 34% to 47% of our professionalssaying they're stressed out.
so I wonder why you asked for something.
You got it.
Now you got more work,you know, as a group.
But, you know, the good news isI think that companies are much more
conscientious about our peopleare a big part of our strategy.
And so folks are more engaged.
And while I think that'spart of the stress, I think the stress
(17:17):
has more to dowith just more things on their plate.
You can of COVID.
Now we're into remote workand where are people going to work
and how do we get more out of lessand how do we figure out
where our compensation is right now?
Because the market is changing so quickly,we can't my people
or I'm not I'm keeping people.
There's a lot going on.
And so I think that had an awful lotto do with them with the stress
(17:40):
and the last one, I think is about 80,81% of the people said,
we think we're settlinginto the whole remote work thing.
Now, I think people are startingto figure out
whatever that means for them,
were totally remote,were totally in the office, or most likely
we've got a combination, but we've we'vekind of figured out what it is.
It's three days a week.
(18:00):
There's a week two days a week,whatever it might be.
Companies are starting to figure it out.
Yeah, So I think we're getting therewith that one.
Yeah, definitely.
And I feel like maybe part of the reason
why there's more HR Folksdoing more strategic work now too.
Could be because of aior that i could help grow that percentage
just because, like you've mentioned,
(18:20):
i kind of helpsyou focus on the strategic work
while ai is helping you with more of theoperational day to day routine tasks. Yep.
And kind of going off of AI.
Then Emery actually released a recent hottopic survey on AI in the workplace
in this month and charts
you kind of looked at a coupleof the questions from that survey.
(18:42):
So can you give us some of the dataand what were the questions?
First of all, I guess, yeah, first,
we were trying to figure outwhere our members were at, you know,
because our job is tois to really to serve them. Yeah.
But we asked themthe first question we asked them
is what percentage of your employeesare currently testing out AI?
And we laughed at that broad.
But really we're willing to take,you know, almost anything.
(19:04):
You know, I've been on chatbot once.
Okay, yeah, that qualifies.
But we still had 76% of our members
have less than 5%,or at least they think less
than 5% of their folks are active in in
AI and another 14% that 5 to 10%.
So still very new.
You know, for all of them.
(19:25):
We also asked themif they had an individual or a department,
somebody responsible for whatever theywere going to do and whether that was
can you just figure out what's going onall the way to strategic development?
And 74% of them were at a point ofwe have nobody in charge.
We might have people looking at it,we might have people taken,
(19:47):
you know, stabs added, butthey really didn't have someone who said,
you know, your job is to make sure we knowwhere we need to be and what's going on.
So very new with all of themat the same time, you know,
we said, well, what do you need from us?
And we had, you know, 80% of the peoplesaying, geez, I could use some user
guides and goals and objectives.
I could use morecontent on what's going on.
(20:11):
So they're
looking for can you give me some thingsand start feeding me stuff?
Because I think people knowthis is coming.
Yeah, I'm not going to stop and you'renot going to be able to control it,
so we better get out in front of ita little bit.
So there was a lot of interest in that.
And then because we had the webinar seriescoming up, we asked them about,
you know,what exactly in age are you looking for?
(20:34):
Is it?
I think we offered themlearning and development,
just the admin side of our employeeengagement
recruiting, and all of them came back and,you know, different mixes and matches,
but all of them, there were about 60 to65% had an interest in every one of those.
Yeah.
So I think it's I just need some help, Right.
(20:54):
Well it's like just provide me somethingand I think that I'll be happy.
So we are, you know, like everybody else,we not only have to figure it out
for mirror with our own productsand services and our own staff,
but also figure outwhere our members are at and,
you know, try to help themget to where they got to get
because there's going to be a big year forI think a lot is going to happen.
(21:15):
I mean, we all got to be ready for it.
Yeah, well, good thingwe have the air series coming out.
We do? Yeah,we do. So. So we've got your Alberts.
Well, Jim, as a
kind of close out here, can you give us alook ahead at next month's or February's
talent report and the kind of topicsyou'll be talking about there?
Yeah, we're we're goingto look at internships again,
but a little bit deeper around.
(21:38):
I think it's becoming one of theleading ways for companies to find people.
But those strategies around how, you know,when do I find them, how do I find them,
how do I prepare them, how do I make suretheir experience is a good one
and how do I hang on to themand kind of give them a path
right into our organization?
Because if we're going to invest
(22:00):
in bringing these people inand having these interns
and helping them learn, itcan't just be three months of busy work.
Now we have to look at themas we're almost onboarding them, right?
Three months.
We're trying to prepare them, one,to understand the business and two,
to want to work here.
And then especially for those that,you know,
maybe have another year of school left,we've got nine months now.
(22:21):
They figure out how to hang on to them.
So what are we doing to make thata good experience
that they're not looking anywhere elseand we know we can count on them
when they graduate the next May.
So it is kind of going to be a,
you know, right from the beginningto getting them to come work for us.
You know, how do we just look at thisas this is our supply chain
and we all take care of it?
Yeah, well, that will be a great topic
(22:42):
and February is a great timeto start that conversation.
So looking forward to a time to all.
Jim, thank you again, per usualfor all the back.
Great information and kind of recapping
what you were seeing,January's talent report.
But to our listeners,if you liked our chat and our topic for
today,don't forget to share out this episode.
(23:04):
Give it a
like we recommend and consider joining MRAif you are not a member already.
As usual,we have all the resources for you
in the show notes below,so make sure to look at those.
We have Jim's LinkedIn profileif you want to get in contact with him
or have any questions for him
and we'llsee you next week for our next episode.
(23:24):
So thank you again. Jim.
Yeah, my pleasure.
And that wraps up our contentfor this episode.
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(00:21):
Now it's time to thrive.
Hi, everybody, and welcome to this episodeof 30 Minute Thrive,
which is on the January editionof MRA's Monthly.
Taylor Report,which is an up to the minute review of
what's going on in the world of businesswith an emphasis on talent.
With Jim Morgan, MRA's vicepresident of Workforce Strategies.
So thanks, Jim, again for being here.
(00:42):
Yeah, it's good to be back in the studio.
yeah.
Well, this month the special focuswas on essentials for HR Professionals.
So I guess my first question to youis really why this topic now?
And maybe before we get into that, let's look
at your quote of the month,which was related to A.I..
So can you kind of speak on that
(01:03):
for a little bit,why you chose that and then the topic.
Yeah. Sure.
The quote was A.I.
is moving from traditional Human ResourcesShared Services
Administration up to humanresources, business partner work
using virtual assistants who provide uswith cognitive insights like Alexa.
It's going to happen fasterand harder than HR people are ready for.
(01:24):
And that was somebody from Deloitte.
And I just thought it was interestingbecause where we're at right now with A.I.
in HR is the very beginning.
And, you know, we did some polling of ourown members and talking to our own staff.
I mean, it's really at itsbeginnings stages, and we're just trying
to help our 4000 member companieskind of get out in front of it,
(01:46):
see what's happening, you know,and where do I belong in all of this?
And I think what really launchedthis is it
took someone in the technologyfield to explain this to me.
But they said, you know, when they'rewhen they're working on products,
theirs is very much a ready fireaim philosophy.
It's it doesn't have to be done.
Let's just throw it out thereand see what happens
because our customers will scream at uswith whatever is wrong.
(02:09):
And if you think of anynew version of Microsoft or any new Apple
phone, there's a reason it's2.02.1, 2.2, 3.1, 3.2.
And that they put something out there
and they say, okay,what don't our people like?
And then we'll fix it.
And that's different than mostany other industry
that usually is like, we got to get thisthing right to our customers or satisfied.
(02:30):
But in the technologyworld, everything's moving
so fast, it's more or lessput it out there
and then we can just pivotand go in a different direction of
That's all we need to do.
So we pick now at the start of the yearbecause I think this is going
to be a huge yearfor artificial intelligence
and certainly for our membersand people in HR.
Yeah, absolutely.
And you had kind of subject matterexpert Chris Krause, vice president
(02:52):
and principal consultant at Naviant joinyou for this talent report as well.
And he gave kind of insightinto all things AI related
in terms of implementing it in companiesand with HR teams specifically.
So can you highlight some of hiskey points that you kind of talked about?
And Yeah, and I would encourage peopleto watch that.
(03:13):
One is Chris really did do a good job,but he was just sort of breaking it down
in terms of where are different placesthat this will be used in HR
And a lot of people have used Chad GPTor some other generative
artificial intelligence to do things like
how to write a job descriptionor put together a career path.
(03:34):
And he was sharing examples of that.
And again, you know, everybody hasto understand this is is not perfect.
You don't ask a question, print it outand send it out to an interviewer,
closest friends.
But it's a good place to start.
And he used the example of a machinisthe just typed in, you know,
what's a good jobdescription for a machinist?
And it came back with responsibilitiesand requirements
(03:57):
and then he asked what would be a good,you know, career path for a machinist.
And it came back with beginner,intermediate, advanced Leader
and so, again, it wasn't the it wasn't thethis is what's going into our policy
handbook answer, But it was, wow,this is a pretty good start.
And now if I'm
a company looking for that machinist,I figure, okay, this is a good start.
(04:19):
Now I need to add what is it that we needand what are the things that
we're looking for?
And he talked about,you know, using things like chat bots
because there's just so many thingsthat are standard questions in HR
And i know that when benefits come around
our age, our departmentand everyone would like to have some.
If there was a way to just answer these,
(04:40):
you know, what's the differencebetween plan one and plan two?
What's duct to bowl?
What does it meanto be out of service area?
Those are all programable easy,you know, ready to answer questions.
And so looking at it from awhat are the administrative tasks
or the redundant things that might be ableto be better done in a different way?
(05:02):
That's kind of where he started,but then went on to say, you know,
artificial intelligenceis being used in learning and development,
it's being used in recruiting,and all of it is
how do we take advantage of this assetand use it for good and not for you all?
And he just had some real good examplesof ways in which it was being used
specifically in human resources.
(05:23):
Yeah, I was going to sayhe did give a lot of great examples
and I would urge you to take a lookat that recording.
And also while we're on this topic,
do you want to kind of
give an inch of the AI seriesthat's going to be coming out?
Yeah, sure.
We're we're very excited by this,are just putting it together.
It'll probably be March, April,but we're really trying
to break it downinto sections and talk about,
(05:47):
you know, here's a AI,here's the basics of what's going on,
but then talk about what does this meanfor our administration?
What does this meanfor HR And learning development?
What does this meanfor HR and employee engagement?
Yeah, all of them have samples of ways
in which artificial intelligenceis being utilized in a jar already.
(06:07):
So i think it'll be a really goodstarting point
for a lot of people who are like,I don't know where to go.
I don't know where to start.
I even know what the possibilities are.
We're going to bring in some folks.
I think they're going to be ableto lay things out,
not here's the answer, not here'sprescription as to how you should do it.
But, you know, here's the possibleyou got to figure out where it fits
(06:28):
in your company.
So I'm we'll be putting those outpretty soon.
I think that'll be very exciting.
Yeah.
We also have a whole section
on artificial intelligence at our employeelaw update that's coming up.
So that's another onethat, you know, again,
we're trying to just help our memberssee where this might be going
and they figure out what'sgoing to be best for our company for sure.
So stay tuned for that.
(06:48):
But I'm kind of moving on here,looking at your actual talent report
now with recruiting and retentioninnovation,
it looks like you've pulled some statsfrom a new report from intelligent AECOM
on some newand interesting happenings in recruiting.
So can you kind of highlightwhat was seen here in some of those stats?
Yeah, what we what we pulled outthere was really
(07:09):
it was looking at bachelor'sdegrees, quite frankly.
And I think I think a lot of companieshave picked up on this already.
But, you know, manyif they haven't updated anything
in a while, Bachelor degrees 30 years ago
were a separation of two piles of resumeslike has one doesn't have one.
And that'skind of the way things functioned.
And the world has changed.
(07:29):
And now it's
you might be looking for a specificskill set
and you might be lookingfor a certificate.
You might just be looking forsomeone who's got the right attitude
and fits your culture,and we can teach them the rest of it.
So it was just looking at companiesnow that are starting to drop bachelor's
degree from somethingthat might have just been in there
because it's always been in thereand saying, what is it
(07:51):
that we actually have to have,especially at in some entry level jobs
and even middle level jobswhere they may have gotten all kinds
of experience somewhere elseor have the ability and the skill set
to do things and don't necessarilyhave that degree.
So it was really encouraging companiesto take a hard look at their the job
postings in their job descriptions, to sayeven beyond just bachelor's degrees.
(08:15):
You have a bunch of things in therethat maybe just don't apply anymore, or
that if you find the right person, you canteach them some of the things that.
So it's just interesting.
I think companies, again, are trying to
get as big a funnel of candidatesas they possibly can and not eliminate
someone that might still have the abilityto do the job.
So get rid of those just qualifiers.
(08:35):
Yeah, that is interesting.
Kind of moving on from that point,then going off of recruiting and retention
specifically going into more of the talentthinking talent pool, it looks like
LinkedIn released its 34 big ideas thatwill change our world in 2024 or less.
And I know you
took you looked at that listand from that list, what do you see
(08:58):
that's really of interestto HR Professionals specifically?
Yeah, it's a really interesting list.
And if someone's got the time to go,
look,i'm sure if you just google linkedin's 34.
Interesting things for 2024,you'd find it.
It's just overall,
it was a look at just society in generaland some things that are going on.
But some of
the interesting ones that I thought,okay, well, these applied HR Specifically
(09:21):
we've been talking about employeeshortages, you know,
here in the united states,
but they hadan interesting section in there on,
you know, other countriesthat are actually encouraging
and trying to put incentives in placefor people to have children, whether that
we're going to pay for child careor there's a bonus when the child is born.
(09:41):
They're really trying.
I mean, they've got some serious problems.
And, you know, years and years of China,you know, people having one male child,
that's got consequences to it.
And now some of those countriesare starting to see it.
So it's not just happeningin the United States.
It's it's happening other places as well.
Were they also we're looking atthis might be the year
(10:02):
where tensionskind of come to a head between primarily,
I would say, newer and younger employeesand traditional employers where
new employeesexpectations might not mij meet employers.
And I'm not saying one sidedright or wrong,
but if this is the waywe've been doing things for 100 years
(10:23):
and now you're coming in
and you're telling me you want it donecompletely differently
or you were expecting 10% raisesevery year, or the employer is saying,
no, you have to come back to work,you have to be in the office.
A lot of these things may be comingto a head, you know, this year to say,
all right, whereas an employeedo I bend, whereas an employer
do I bend, and probably somewherein the middle is the fair answer.
(10:45):
But we may see some some long held beliefsthat are going to be tested
this year and and see,you know, employer versus employee,
you know, who ends up
winning out on that and expectedunretired
payment wave in 2020 for people who justsaid, this is it, I'm getting out.
But now they're out and onethey might miss the money, too.
(11:09):
They might miss the socialization.
Three, they might miss the purpose in lifethat some people maybe don't want
want to go backto work in 60 hours a week.
But they did get an awful lot out of work.
And so now they might be taking a look at it again.
Yeah.
And then just some interesting thingsaround, you know, I think colleges
and universities are startingto figure this out, teaching a little bit
(11:32):
more about entrepreneurshipand creator society and helping people.
1920, 21, 22that might be looking to get into,
you know, their own gigand get out there and get going
sort of that might not have been taught.
There might have been moretraditional business practices. Yeah.
And so even they are now starting to seethat there's a market here to say
(11:52):
let's let's startlooking at this creator environment
and see if there are some thingswe can do there.
So the world is changingand that was like three or four of them.
But there was some
pretty interesting insightsinto what might be coming down the pike.
Yeah, that just made me think ofI saw a class, it was being offered
online, unlike how to be an influencer,which I just thought was funny,
but it's like that'skind of where you're shifting
(12:13):
almost and it's funny,but it's true and it's happening. So.
So the Healthy Boulderinfluencer on her podcast,
you know, I guess you could say thatclass, I feel like there's
so many different typesof influencers though, so
anywaythough, let's talk about our creativity.
So you bring up generational diversityand what HR Professionals
(12:35):
and MRA's roundtablesare kind of sharing around this topic.
So i'm curious to knowwhat what are some of the things
that they're sayingabout generational diversity
that, you know, a lot of this,you know, looking at
especially younger workers,
you're starting to see some thingslike as a younger worker right now,
I would say most look at it as like,I'm going to try out a bunch of things.
(12:58):
I'm going to have three, four, five,six jobs in the first ten years
that I'm working, and I'm going to get
this great breadth of experiencethat makes perfect sense.
I understand what they're doing.
My life,it was, Well, I'm going to find this job
and I'm going to learn as much as I can
about it,and I'm going to climb the ladder
and I'm going to be here forten or 15 years.
I'm not saying eitherone of those again is right or wrong,
(13:20):
but if I'm looking at a resumeand I've got my bias, I'm thinking,
Wow, this person's moving all over.
They can't hold a job.
Yeah, that person's thinking,Wow, I'm a great candidate.
Look at all the places that I've gone inorder to get as much experience as I can.
So there's just a little bit of a
we got to understand,you know, where each one's coming from.
So I think people are starting tolook at that a little bit.
(13:42):
The feedback issue,you know, the traditional
once a year will have some sort of reviewand we'll go through your entire year.
Well, I'm not sure that's the best wayto That's why it's been done.
But okay,So I'm trying to remember right now
what my employees did last February.
I'm likely to remember what did you doin December and January or December?
(14:04):
In November.
And if they had really good months, I'm
probably thinkingnow is a great year for you.
And if they had a maybe a mess up or twoin the last two months, I'm thinking, boy,
this has been a rough year
and that's not what a lot of the youngertalent is looking for.
It's, you know, monthly, it's immediate.
You know, these sayings like, well,you'll learn if I go, don't make me make
too many mistakes in order to learn,
(14:25):
just tell me what you want me to door what I didn't do, right?
I guess so, Yeah. Yeah.
So you're you're a living example of it.
So I think it's,you know, understanding that
that immediate feedbackactually makes more sense.
It's more helpful, it's
more productive when you've got,you know, a happier employee.
And then we've talked about this before,but just the generational differences
(14:46):
with communications.
I text with you.
If you know that you want to find me rightnow, you're liable to text me
not emailing sure is like you'renot picking up your phone and calling me,
but that's the preferred method.
And for a lot of older folks,it's like we have email, just email.
We need to do it that way.Am I giving you my phone number?
(15:07):
Yeah, I'm not.
I don't know which one is right, wrongor indifferent, but they're different.
And so we either as a companyhave to figure out what our policy is
or just as employees and employersfigure out, you know, what's
our philosophy going to be on thisso that we're at least consistent with it?
Absolutely.
Well, kind of going into someHR Trends from the field section.
(15:28):
McLean companyrecently released some HR trends in 2024.
So what were some of the interestingfindings that you saw here?
I think some of the things are still notsurprises.
Recruiting was at the top.
Providing a great employee experiencewas up there and I think that has to go
with the retention part as companiesare seeing that now controlling labor
(15:49):
costs is in there, which is interestingbecause we did go through a few years
where we were just about payingwhatever it took to get people,
and I think we did that. We had to do it.
But now there is there'sa business decision to be made here
that we can't be increasing by six,seven, eight,
9% our employee costs every yearbecause we can't afford to do it.
(16:11):
So now there might be an emphasis onhow do we get smarter, how do we maybe
use machines,how do we use technology to do it
a little bit better so that one's on theirdeveloping leaders is on there?
We're seeing a lot of thatand I think a lot of
that is all kinds of retirements,younger people coming in
and how do we train thema little bit more quickly.
(16:33):
And the good news side, actuallya good news bad news side for the HR
Folks, an increase in HR Departmentsand HR People that are being used
and are a part of organizational strategyand over the last three years
rose from 36% to 50%that they are involved in those decisions.
I don't know
if this is a coincidence or not,but at the same time, we saw an increase
(16:54):
from 34% to 47% of our professionalssaying they're stressed out.
so I wonder why you asked for something.
You got it.
Now you got more work,you know, as a group.
But, you know, the good news isI think that companies are much more
conscientious about our peopleare a big part of our strategy.
And so folks are more engaged.
And while I think that'spart of the stress, I think the stress
(17:17):
has more to dowith just more things on their plate.
You can of COVID.
Now we're into remote workand where are people going to work
and how do we get more out of lessand how do we figure out
where our compensation is right now?
Because the market is changing so quickly,we can't my people
or I'm not I'm keeping people.
There's a lot going on.
And so I think that had an awful lotto do with them with the stress
(17:40):
and the last one, I think is about 80,81% of the people said,
we think we're settlinginto the whole remote work thing.
Now, I think people are startingto figure out
whatever that means for them,
were totally remote,were totally in the office, or most likely
we've got a combination, but we've we'vekind of figured out what it is.
It's three days a week.
(18:00):
There's a week two days a week,whatever it might be.
Companies are starting to figure it out.
Yeah, So I think we're getting therewith that one.
Yeah, definitely.
And I feel like maybe part of the reason
why there's more HR Folksdoing more strategic work now too.
Could be because of aior that i could help grow that percentage
just because, like you've mentioned,
(18:20):
i kind of helpsyou focus on the strategic work
while ai is helping you with more of theoperational day to day routine tasks. Yep.
And kind of going off of AI.
Then Emery actually released a recent hottopic survey on AI in the workplace
in this month and charts
you kind of looked at a coupleof the questions from that survey.
(18:42):
So can you give us some of the dataand what were the questions?
First of all, I guess, yeah, first,
we were trying to figure outwhere our members were at, you know,
because our job is tois to really to serve them. Yeah.
But we asked themthe first question we asked them
is what percentage of your employeesare currently testing out AI?
And we laughed at that broad.
But really we're willing to take,you know, almost anything.
(19:04):
You know, I've been on chatbot once.
Okay, yeah, that qualifies.
But we still had 76% of our members
have less than 5%,or at least they think less
than 5% of their folks are active in in
AI and another 14% that 5 to 10%.
So still very new.
You know, for all of them.
(19:25):
We also asked themif they had an individual or a department,
somebody responsible for whatever theywere going to do and whether that was
can you just figure out what's going onall the way to strategic development?
And 74% of them were at a point ofwe have nobody in charge.
We might have people looking at it,we might have people taken,
(19:47):
you know, stabs added, butthey really didn't have someone who said,
you know, your job is to make sure we knowwhere we need to be and what's going on.
So very new with all of themat the same time, you know,
we said, well, what do you need from us?
And we had, you know, 80% of the peoplesaying, geez, I could use some user
guides and goals and objectives.
I could use morecontent on what's going on.
(20:11):
So they're
looking for can you give me some thingsand start feeding me stuff?
Because I think people knowthis is coming.
Yeah, I'm not going to stop and you'renot going to be able to control it,
so we better get out in front of ita little bit.
So there was a lot of interest in that.
And then because we had the webinar seriescoming up, we asked them about,
you know,what exactly in age are you looking for?
(20:34):
Is it?
I think we offered themlearning and development,
just the admin side of our employeeengagement
recruiting, and all of them came back and,you know, different mixes and matches,
but all of them, there were about 60 to65% had an interest in every one of those.
Yeah.
So I think it's I just need some help, Right.
(20:54):
Well it's like just provide me somethingand I think that I'll be happy.
So we are, you know, like everybody else,we not only have to figure it out
for mirror with our own productsand services and our own staff,
but also figure outwhere our members are at and,
you know, try to help themget to where they got to get
because there's going to be a big year forI think a lot is going to happen.
(21:15):
I mean, we all got to be ready for it.
Yeah, well, good thingwe have the air series coming out.
We do? Yeah,we do. So. So we've got your Alberts.
Well, Jim, as a
kind of close out here, can you give us alook ahead at next month's or February's
talent report and the kind of topicsyou'll be talking about there?
Yeah, we're we're goingto look at internships again,
but a little bit deeper around.
(21:38):
I think it's becoming one of theleading ways for companies to find people.
But those strategies around how, you know,when do I find them, how do I find them,
how do I prepare them, how do I make suretheir experience is a good one
and how do I hang on to themand kind of give them a path
right into our organization?
Because if we're going to invest
(22:00):
in bringing these people inand having these interns
and helping them learn, itcan't just be three months of busy work.
Now we have to look at themas we're almost onboarding them, right?
Three months.
We're trying to prepare them, one,to understand the business and two,
to want to work here.
And then especially for those that,you know,
maybe have another year of school left,we've got nine months now.
(22:21):
They figure out how to hang on to them.
So what are we doing to make thata good experience
that they're not looking anywhere elseand we know we can count on them
when they graduate the next May.
So it is kind of going to be a,
you know, right from the beginningto getting them to come work for us.
You know, how do we just look at thisas this is our supply chain
and we all take care of it?
Yeah, well, that will be a great topic
(22:42):
and February is a great timeto start that conversation.
So looking forward to a time to all.
Jim, thank you again, per usualfor all the back.
Great information and kind of recapping
what you were seeing,January's talent report.
But to our listeners,if you liked our chat and our topic for
today,don't forget to share out this episode.
(23:04):
Give it a
like we recommend and consider joining MRAif you are not a member already.
As usual,we have all the resources for you
in the show notes below,so make sure to look at those.
We have Jim's LinkedIn profileif you want to get in contact with him
or have any questions for him
and we'llsee you next week for our next episode.
(23:24):
So thank you again. Jim.
Yeah, my pleasure.
And that wraps up our contentfor this episode.
Be sure to reference the show noteswhere you can sign them to connect
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updates, check out other MRA episodeson your favorite podcast platform.
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