The Optimized People Development System

Tag: ai

  • Patience is a Virtue, and Soon, a Crucial Leadership Skill

    Patience is a Virtue, and Soon, a Crucial Leadership Skill

    It’s ironic that a technology that drastically speeds things up will require people to slow down in many areas of their work. Leaders in the AI era will have to develop something that we’re not typically known for…patience. In a sped-up world, the ability to play the long game will be a needed leadership trait.

    This Fast Company article is a great read for leaders, highlighting the need for different ways of thinking in the fast paced world of artificial intelligence. This new approach to leadership will also require ways of measuring certain outcomes differently. Outcomes that may take some time to materialize.

    Most business leaders have been conditioned to chase short term measures – this week’s production numbers, this month’s sales, this quarter’s financials. Generations of managers have been trained this way, and this has filtered down and out across the workforce.

    McDearmid captures the frenetic tension quite well. “For years, we filled our calendars, stayed visible, and kept the machine moving. Our worth was measured in hours, output, and presence. It had to be. Humans were the system, and the system required us to keep it running. We didn’t question it because that was how things got done.”

    The repetitive stuff was the work, and the measures by which the work would be gauged. Fueled by numbers relatively easy to get, requiring minimal patience. However, the human work of curiosity, collaboration, and changing mental models can be slow to unfold. Exploration can take time. Intentionality too.

    The article describes the directional change that leaders will need to make. How their focus must change from tasks to direction setting, seeking clarity for the initiative, and clarifying vision with the team, to name a few. It also points to the fact that leaders will need to be able to think differently about how long it will take to see some important deliverables.

    “AI has taken the repetitive pieces off our plates and has given us back the chance to think, create, and build with intention. It gives us room to lead.” In this new, redesigned space for leadership the ability to ponder and contemplate could be useful skills. Leaders with imagination and a gardener’s mindset will have an advantage. Systems thinking will be highly prized. Because ushering slow moving change through a system previously built for speed will require a shift at the system level.

    It may seem counterintuitive to work on the skill of slowing down in a sped-up world. However, learning to wait calmly for important and often subtle changes is a skill that itself takes time to develop. The sooner we start training leaders to slow down and wait, the faster we can realize the advantages of AI.

    Image by Annette from Pixabay

  • A Strong Start to a Long Journey: A PDS Sweet Spot

    A Strong Start to a Long Journey: A PDS Sweet Spot

    We often use the journey metaphor when talking about starting a new job. And if you’ve ever had a bad start to any journey, you know how the beginning can impact the whole trip.

    TalentLMS and BambooHR recently presented a research report titled Next-gen Onboarding: Redefining the New Hire Journey. While this paper points to generational differences and to the prominence of AI, looking closely at the findings can also help leaders identify system designs and system behaviors that, with targeted improvements, could help people stay for longer journeys.

    Ensuring that new team members get a good start is what makes the onboarding portion of an organization’s people development system so very important, and a prime area for system optimization.

    6 questions to ask of your PDS.

    1 – Is our onboarding approach still heavily orientation focused?

    The paper points to the need to invest more time and effort into this early stage. If your approach to integrating new hires is speed oriented – get it done and get to the workstation – then you are probably going to continue to struggle to keep new hires. Orientation is different from onboarding. Many organizations miss this opportunity. Spread the onboarding process out over a long period of time and drop the firehose.

    2 – Is our onboarding process informed by and shaped by our retention and training processes?

    “65% of employees view onboarding as the start of a continuous learning journey…” So, what happens after onboarding? Does the initial phase of the plan connect seamlessly with the other PDS systems – retention, training, performance management?

    Speaking of that continuous learning journey,

    3 – How does the new hire know how we will help them grow?

    If you’re not using development pathways, now’s the time to start. Share the map of the journey since they are at the starting point. Having an AI assistant involved at this point could be highly effective.

    The survey found that during the onboarding process, 39% of new hires admitted to having second thoughts about their decision to join the company. For the youngest generation it was 49%.

    4 – Does our onboarding approach instill confidence?

    Full customization to suit each person may not feasible, but some adjustments that consider generational differences could help drive success rates higher. An exploration in this area could be very fruitful.

    5 – Does our PDS support growth for new hires?

    According to Talentlms.com onboarding can often fall short. “When it comes to skill-building, new hires are rushed, left without follow-through, and handed training that doesn’t match their role. If companies want new hires to grow, they need to design onboarding that actually makes room for it.”

    Aligning with the onboarding, an optimized PDS supports growth by using personalized development pathways. These help communicate the potential growth, keep team members on track and motivated to achieve the growth, and ensure that all parties benefit from the growth.

    6 – Is the communication in the recruiting process supporting onboarding success?

    The conversation that began at the recruiting stage should grow and take firm roots in the onboarding process. Showing the prospective team member a template (the development pathway) is also a great start to a successful journey. Communicating with the other PDS stakeholders so they can continue the conversation is also vital.

    The onboarding process can often be overlooked when considering continuous improvement opportunities for the people development system. This is a helpful report for teams searching for ways to make improvements to this critical system. It validates the need to understand the supporting elements of the full people development system. Here’s to starting more journeys off well.

    Image by Gerd Altmann from Pixabay

  • That Thing AI Can’t do and What This Means for Your People Development System

    That Thing AI Can’t do and What This Means for Your People Development System

    There is considerable tension between these two truths – There are many things to love about the potential of artificial intelligence. There are many things to loath about the potential of artificial intelligence. AI seems to be invading all parts of life. But it is important to remember that that is the one thing it cannot do…life. And this is precisely why having an optimized people development system can help relieve some of the tension caused by arguably one of the most amazing inflection points in recent history.

    Stuff happens.

    Life is filled with complexity, nuances, and a wide variety of unexpectedness. It is where emotions, traditions, ambitions, and a plethora of other variables blend with tasks, necessities, and expectations, and they all must somehow be managed.

    At work, the systems we use to manage all of these include the people development system. Undoubtedly, AI will impact the PDS. In fact, it can improve all five functional areas – recruiting, onboarding, retention, performance management, and training. But for all its process, operations, and analytical capabilities, there are crucial functions it simply cannot do. Functions that require human finesse or just plain humanness. For example:  

    AI can’t capture and account for all the mental models of all system stakeholders, factoring them into decisions and plans. It can’t gauge the level of commitment by individuals to the PDS’s well-being. An AI entity can’t judge the exact time that stakeholders should perform certain system functions:

    • Recognizing an unexpected opportunity to have a retention conversation with an employee.
      • When and how to do opportunistic training that takes advantage of a teaching moment.
      • It can schedule performance management activities, but it can’t sense the effectiveness through behavioral observations.
      • It can help design a robust onboarding process. In the onboarding experience, it can’t communicate the level of excitement, pride, and commitment to quality that’s part of the organization’s DNA.
      • It can certainly improve recruiting and screening. It can’t sell the company or evaluate the insights gained from person-to-person interactions that come into these initial conversations.

    Can AI see the potential in someone as they go about their work? Can it observe the pep in their step, the tone in their voice, or their whistling while they work? Can it sense their attention to detail or the care they express for their team members in a shared moment at lunch? Can AI detect the level of influence of a person with a servant’s heart as they interact with the team? Can AI “read the room”- see the expressions on the faces of people in the moment and discern a next step? That is intuitive. That is still a human quality.

    In real time.

    The PDS is dynamic and influenced by perceptions, being both pro-active and reactive to different signals and situations. Many of its behaviors require in-the-moment recognition and decision making for the system to perform optimally. This means the humans involved with the system must learn to recognize these nuances by relying on their own humanness. In some cases, maybe many cases, this could require some retraining.

    They must learn to think about how the PDS is behaving alongside how individuals are behaving. Systems thinking leaders will be able to connect the dots between these two and use those connections to serve both. Being able to identify intangible forces like mood, tensions, and influential energies can help in managing these varying behaviors.

    The humans in the system will need to understand context. What is happening in the moment and why? What might be influencing how people are reacting? What is coming that will change things? What are the best decisions based on these contextual factors?

    Optimize for people!

    Will AI create more engagement? Maybe. Will it strengthen relationships? Perhaps. Will it recognize subtle changes in the system or among the people, or connect two seemingly disparate situations that are not so disparate? Probably not. However, as AI continues to advance, there is a need to look at how it will impact key systems within the organization beyond the obvious.

    Whether you love it or you loath it, artificial intelligence is here to stay. In the case of this people-centered system, within each of the five areas that comprise the PDS, AI can help. But it shouldn’t fundamentally change the focus of the system – it is for and about people. This presents an opportunity for stakeholders to emphasize their place as important constituents, forces for optimization, within the PDS. Those elements that understand how life works and that use this unique knowledge and skill set to make the system work better for all.  

    Image by amyelizabethquinn from Pixabay

  • A Real Tech Savvy Team

    A Real Tech Savvy Team

    It seems like revolutions come around faster and faster these days. In manufacturing, Industry 4.0 has barely taken off and already Industry 5.0 is upon us. Actually, the latter has always been a part of the former, but the focus was definitely one-sided.

    I4.0 is industry jargon for the latest industrial revolution brought on by automation. It encompasses things like robots, multiple types of sensors, artificial intelligence and machine learning applied to the ways that we produce just about everything. Although there has always been, as part of the I4.0 discussion, some consideration of the impact on people, that part of the conversation was seriously overshadowed by the cool factor of the machines.

    The Shift

    Industry 5.0 acknowledges that the humans in the equation matter; they matter a great deal. The European Union sought to add the propre emphasis to I5.0, saying that it, “Provides a vision of industry that aims beyond efficiency and productivity as the sole goals and reinforces the role and the contribution of industry to society. It places the wellbeing of the worker at the centre of the production process and uses new technologies to provide prosperity beyond jobs and growth while respecting the production limits of the planet.”

    This definition is more expansive and recenters the conversation around taking care of important matters. Namely, people, in the workplace and outside of it. We need people with know-how, and we need to take better care of them. This vision of I5.0 also changes the scope of what people need to know.

    Developing tech savvy people used to mean helping them learn to use technology. To understand the “how” of technology. Now, developing the tech savvy workforce of the future includes not only developing their abilities to use technology, but also their ability to think about it, apply it broadly, and grasp the “why” of it.

    A Tech Enabled Team

    Technology can unleash new levels of creativity and ingenuity, not just from a select few team members with specialized training, but from many members of the team. The people doing the work can offer great insight as to how to automate it. They will also be able to help identify other opportunities to automate, once they understand the broader reasons driving the Industrial Revolution.

    Developing technology skills will certainly reach beyond their work life as well. Artificial intelligence tools are accessible to everyone, and the pressure is on for everyone to learn how to use them at work and in other areas of life.

    The organization that has a tech savvy team, from the lowest to the highest positions, will have a distinct and significant competitive advantage. For example, imagine a team of people who are well versed in problem solving techniques. Now imagine that they also understand how to leverage AI in this effort, at the right time and in the right way. There are multiple benefits that could result from this combined approach. Not the least of which is the opportunity to learn from AI when technology suggests a path that has yet to be considered.

    Certainly, there must be some determined efforts to promote critical thinking and prevent the total abdication of human thought in the process. People should not simply surrender to technology but should cultivate their ability to envision uses for cobots and robots, the placement of sensors, or even to correctly prioritize data.

    An Engaging Scenario

    Technology is relentlessly pushing the frontiers of work. It is an exciting time, but for some, it can be frightening. Fear of losing jobs and being irrelevant in the new industrial revolution is pervasive. The warning – AI won’t take your job, but someone who knows how to use AI could – is just as ominous for the frontline worker as it is for the front office worker or the engineer.  

    When organizations include everyone on the team in the transformation to I5.0 and involves them in the conversations, the exploration, and the development of capabilities, an engaging culture becomes a healthy byproduct of the transformation.

    Technology is prevalent in many facets of life, particularly in the workplace and in the home. Helping people understand technology and use it effectively and responsibly, is helpful in those various facets of life. Studies show that individuals are adopting technology faster than most employers are. Organizations that tap into this interest and excitement will have a better experience as the industrial revolutions roll on.  

    Image by Matías Flores from Pixabay

  • The Wider Meaning of Technology Adoption

    The Wider Meaning of Technology Adoption

    Acceptance, embracing, agreement, endorsement…these are some of the synonyms of the word adoption. These words point toward a shift in thinking. However, when conversations about adopting technology happen in the manufacturing realm, the general meaning seems to always be related to application or implementation. The adoption of technology involves more than just getting a bunch of new machines though. Adopting tech has other important implications.

    Manufacturing has embraced the use of technology for years. Known widely as Industry 4.0, a lot of the emphasis has been on robots, sensors, and data analytics. Though now, AI is quickly making its presence felt in this important sector too.

    Typically, operations and production systems come to mind when considering how to apply technology in manufacturing. This is due in large part to the fact that engineers and tech pros tend to focus on the technology itself. The machines are cool. They do cool things.

    Last year McKinsey & Co. conducted a survey around the use of AI . They found that employees are taking the initiative and learning about it and using it at an ever-increasing speed. More so than many of the organizations that employ them. Apparently much more.

    This survey was aimed specifically at generative AI use across multiple industries. Obviously, in most industries, people will be impacted when technology solutions are deployed. The same is true for manufacturing. Maybe to a greater extent than in other industries.

    For this reason, it is important to look past the shiny robots and the slick AI generated solutions to ask some very important questions. What about your people? How will technology change the culture of an organization? How will the organization need to change to take advantage of technology? What does becoming a tech savvy team actually look like?

    McKinsey’s Relyea et al cautioned that, “Technology adoption for its own sake has never created value, which is also true with gen AI. Whether technology is itself the core strategy (for example, developing gen-AI-based products) or supports other business strategies, its deployment should link to value creation opportunities and measurable outcomes.” The people development strategy should certainly be included.

    The report clearly makes the connection between deploying technology and preparing/supporting the teams that use the technology. This is where a higher level of tech savviness is needed.

    In the future, being technologically savvy will mean more than just knowing how to create a prompt or program a robot. It will be more than just learning how the hardware and machinery works. It will also include thinking. How to think about technology. How to think with technology. Thinking about data and thinking about problem solving from a new angle.

    It is more than just training savvy people to do certain technical things with automation. It will be about learning to imagine where technology can be placed, uncovering the data that can help determine whether the change has been successful, learning how to tap into the strengths of generative AI when it is appropriate, and learning to properly evaluate the answers and suggestions given by an AI assistant.

    It will require tech savvy leaders learning how to coach their team to a higher level of tech savviness. Embracing new solutions influenced by technology as opposed to being rigidly connected to traditional ways of doing things.

    The implications will stretch across the organization’s people development system as people learn to harness the full potential of technology. The culture of the organization will need to adapt to these new realities. Developing leaders will include helping to instill this new thinking paradigm. Learning organizations will thrive in this new environment.

    Today employees are learning about and using AI on their own. They might be seriously trying to use it to make work easier and more efficient. Many may just be using it for entertainment. Recent studies have shown that they are also concerned about the impacts of automation, and they recognize that they must learn to work with these new tech tools. Technology has everyone’s attention.

    Workplaces that help people attain a holistic understanding of technology can create and promote a culture of acceptance and endorsement of these new methods and tools. These workplaces can help people embrace technology in the workplace and perhaps understand how to use it constructively beyond their workplace. These types of workplaces can bring team members to an agreement that becoming technology savvy requires that everyone involved must learn to think and apply these concepts together.

    Image by Gerd Altmann from Pixabay