 Most of us will know what ChatGPT is by now. There appeared to be an interview or news discussion on the application and the role of artificial intelligence in the world of work every day last week, apart from the tax affairs of a prominent politician. It is all about AI, particularly ChatGPT recently. I have seen ChatGPT at work, and it is a really clever piece of artificial intelligence. It is already causing issues in the academic circle; some are using it to write essays and exams. Its knowledge bank is for events up to the year 2021, so quite a wealth of knowledge is within it. Sam Altman, one of the co-founders of OpenAI, the makers of ChatGPT, commenting on the future of work, noted that artificial intelligence is coming for those who sit in front of computers. Maybe me. The less benign thinking argues that artificial intelligence augments human creativity and productivity rather than replacing workers. No doubt technology will influence the work of the future, which means 50% of us will need to be reskilled, according to the World Economic Forum. However, the skills we need for the future, as listed by the same organisation, have remained consistent for the last ten years: critical thinking, complex problem solving, analytical thinking and innovation. McKinsey also identified similar skill sets across their 13 skill groups. Three relate to digital skills, while the other ten relates to what makes us human. We should use the airspace we use to discuss the possible impact of AI on jobs to discuss how we develop the skills that we sorely need, like yesterday. I see AI’s advancement as an enabler, a timer of some sort, that moves us away from the rhetoric of the skills of tomorrow to a countdown for today. Whilst artificial intelligence cannot resolve the current talent shortage nor even tomorrow’s, we can learn from the limitations of the more mature form of AI, such as ChatGPT. But what does this mean for talent management teams?
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I asked what is top of mind for professionals last week and received a response from a people leader. Top of his mind for him was creating inclusive, safe spaces for all. A lot has been written about inclusion, and I will be the first to safe that there is more to learn, but there are lots known but not used in practice. I can only speak from my experience of what has made me feel included, as I have often found myself in the minority group. The people who make me feel included get a few things right. And I am a better professional for it. They take time to get to know me, and that can be not easy, trying to understand someone with an entirely different life orientation to you. But they take an interest in my journey as a professional, and they also share theirs. They include me the way I want to be included, and their understanding of my style makes them intuitive to what works for me. And they don’t judge my difference. Instead, they are curious about my difference. This again makes us both learners. Being inclusive can seem like a tall order in the face of the many works of literature, books and articles that discusses diversity. Suggested approaches can sometimes go wrong, but these well-meaning pieces of literature also make the mistake of seeing minority groups as homogenous populations with similar needs and interests. In the workplace, it leads to certain types of intervention that sometimes meet or misses the mark or sometimes places a responsibility on certain people to ensure change. Let’s take a moment to step away from the business imperative of why it is essential to be inclusive. Imagine that you are one of five castaways on a desert island with four other protected characteristics, and you all have to survive. I wonder if we will be thinking of the business case of why we should be inclusive to survive. Granted, this is an extreme example, but the common denominator is the fact that they all need to survive. The common denominator at work is to make a profit, make a difference, or educate, depending on your sector. The difference is the individuality of each of the castaways. How about we simplify our quest for inclusion by paying attention and being curious about the individual in front of us? Time permitting, let’s get to know them and use each interaction as an opportunity to learn and support them. And in the words of Rev. Prof David Wilkinson, in the complex world of different cultures, recognise the other as gift rather than threat. Doing this will invariably create a space for inclusion. And to my colleagues that celebrate the Chinese New Year, 新年快乐.
 Are you a manager or a human resource professional? As you start the year, what challenges are you grappling with? Do you have a solution, or are you testing some ideas to resolve them? I plan to use some of my blog posts to discuss the challenges employers are facing, and we can use the collective brilliance of the community to address them.
I meet monthly with a group of international Talent management professionals who support fundraising teams, and I ask them what is top of mind for them right now. Issues that made the top of the list include:
Misery loves company, they say; I was slightly relieved that it is not just a UK challenge. Still, it made me think of our collective experience and the many brilliant resources out there that we can experiment with together. From next week, I will post something on one of these topics, and I hope you all can contribute your thoughts and ideas on how we can address this. In the meantime, what is top of mind for you right now? Is there any article, book, or resource you have come across that has helped answer your burning people question? Please share or comment below. Happy to year all, or to my audience of one. I hope you had a lovely holiday. Another year has come around, and many of us are probably making new year resolutions or setting lofty goals for the year. My goal is quote and unquote, simple 'do better, feel better'. For those who love a bit of philosophy, it is similar to Aristotle's concept of eudaimonia, which can be translated to mean flourishing or a state of good spirit. In his book, Ethics and Excellence, Robert C Solomon argues that living a good life is essential to managing a fulfilling organisation.
Cheers to 2023  |
AuthorJust me, 
a HR professional listening, learning and working towards an enhanced people experience at work
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