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Yahoo
5 days ago
- Business
- Yahoo
Why Esther Perel is going all in on saving the American workforce in the age of AI
Esther Perel has been a relationship whisperer for decades. The renowned psychotherapist, author of Mating in Captivity, and host of the podcast Where Should We Begin? has spoken extensively about the power of intimacy in romantic relationships. Now, Perel is laser-focused on a different frontier: the workplace relationship. 'People's expectations of work have risen tremendously, like they have risen in the romantic sphere,' says Perel. And still, 'the time and the patience that they allocate to it have decreased sharply.' As more workers contend with return-to-office battles, the looming rollout of AI, and economic uncertainty, Perel says there is no better place to focus her energy. People spend the majority of their adult lives interacting with coworkers, and the relationships that may seem easily dismissed as transactional and contextual are becoming lifelines worth investing in. Perel says we are facing an unprecedented time, as more people yearn for intimacy at work as a way to feel 'purpose, meaning, belonging, and community.' Reflecting on decades of research, Perel recognizes that the same desire for security and belonging that she preached as the pillars of romantic intimacy applies to work. That's why Perel recently launched a new card game, Where Should We Begin? At Work, in collaboration with Culture Amp, an HR tech platform. The game is intended to help colleagues learn more about one another by prompting storytelling, like a time they appreciated a former boss or felt connected to a colleague. 'The world of psychology and emotions has entered the workplace,' says Perel. 'We talk about authenticity, psychological safety, and vulnerability in the same breath as we're talking about performance indicators—and that is fascinating.' In an interview with Fortune, Perel talks about the key issues plaguing workplace relationships and how to feel more connected and purposeful in the modern office. This interview has been edited for length and clarity. : What spurred you to think more about workplace relationships? The workplace is going through a major upheaval, with a very uncertain future. And the meaning of relationships in the workplace has completely changed. It used to be soft skills—stuff that you can admire in principle, but then you disregard in reality. For the first time, relationships are no longer just soft. They are actually part of the bottom line. They're part of the competitive edge. They're part of the one thing that AI cannot yet so easily replace. Tell us about your new game, focused on building relational intelligence at work. It was a logical thing to do. How do we actually create something that is tangible, that you can hold in your hands, that is fun, and that is playful? As one of the people from Culture Amp said, 'You can either have a training on management, or you can hear people's stories about managers who totally influence the way they themselves manage today.' Storytelling is a very powerful bridge for connection. Stories are the way we remember each other way more than data, for that matter, and it's not just your typical icebreaker. It's a very in-depth, layered set of cards that you use in multiple work situations, offsites, team building, and one-on-one feedback sessions. What are people getting wrong when it comes to relationships at work? People avoid face-to-face conversation. People make a lot of noise about honesty, transparency, authenticity, and all this stuff. But in fact, they demonstrate rather little of it in work situations. People have really lost the ability to knock at someone's door and just say, 'Can I come in for a moment?' What happens when people who come to work are more and more socially atrophied and have experienced major desocialization? Basic transactions that used to be part of any social interaction have become really challenging. How does it influence the way people deal with conflict, disagreement, or simple discomfort in the workplace? What everyone understands is that there is a real need to develop relational intelligence or human skills. This is directly connected to performance, and especially to sustained high performance. That data is very clear. How can coworkers have intimacy yet maintain professional boundaries? I think one of the most recent interesting findings about relationships in the workplace is that people's happiness at work is determined first and foremost by the actual presence of a best friend at work. It means that people expect and experience intimacy at work. Friendship is intimacy. It means that there is someone at work whom you can trust, with whom you experience a deep sense of belonging. They wait for you in the morning. You experience a sense of recognition from knowing that you are valued, that you are respected, that you matter, and that you can experience a sense of collective resilience. If there's something that happens, you can together devise a way to handle tough situations. I think the idea that people don't have intimacy at work is actually inaccurate. You're very intimate with your supervisor and with your manager. But that doesn't mean you reveal all your inner truths. Intimacy means that you get me. It's not about how much I have shared with you. I think that's a really important distinction. Can you can be friends with your boss or someone senior to you? I think you can. People seem to always be a little bit worried that there is a power differential, but there are power dynamics in every relationship. Ask any parent of a 2-year-old, and it's not because they have power over the 2-year-old. Power is not always a negative thing. It's intrinsic. The moment you depend on somebody, you have power. And there is power to the mentee, and there is power to the mentor. [At work] we can have elements of friendship, mutuality, reciprocity, shared interests, having each other's backs, and enhancing each other's interests in various areas. How do you build relational intelligence in a toxic workplace? The main thing we have control over is us. You can change, I think, at least pieces, sometimes small, sometimes much bigger, of a culture. For example, this company I saw went to an offsite. And when we got there, there was some tension on the team. Things were not going well. We played a card game, and we just told stories, and suddenly people started to actually listen to each other differently. These people that you didn't really trust at all, or the people that you said, 'What the hell am I doing with you?' softened. Did it transform on the spot? No. I think people have to be a little realistic. But it took the bite; it took the rigidity, the kind of confirmation bias that exists once people don't like each other, and said, 'Hey, open yourself up to other possibilities.' You control your curiosity. You control the quality of your listening. The quality of your listening shapes the type of speaking that is going to come back. This story was originally featured on
Time of India
25-05-2025
- Business
- Time of India
AI in HR: Hype Vs Reality, HR News, ETHRWorld
Advt Advt By , ETHRWorld Contributor Join the community of 2M+ industry professionals Subscribe to our newsletter to get latest insights & analysis. Download ETHRWorld App Get Realtime updates Save your favourite articles Scan to download App Artificial Intelligence (AI) is the shiny new object in every boardroom discussion. HR, long seen as the custodian of people processes, is no exception. There's a growing buzz that AI will 'revolutionize' HR - automating recruitment, predicting attrition, personalizing learning, and even writing job descriptions. Behind all the buzz and bold claims lies a simple truth: AI in HR is a powerful tool, but it's not where does the hype end and the reality begin?Imagine this: An AI tool scans thousands of resumes in seconds, shortlists top talent, schedules interviews automatically, analyses candidate responses for tone and confidence, and even sends out offer letters - while the recruiter sips is the dream sold by many vendors. And to be fair, some of this is already happening. There are tools which are using AI to assess candidate facial expressions and cognitive traits. LinkedIn Talent Insights can predict talent availability and competitor hiring trends. Chatbots like Paradox's Olivia handle scheduling and FAQs 24/ while these tools are impressive, they are not plug-and-play ground this in a real story.A global tech firm implemented an AI-powered resume screener to reduce time-to-hire. It worked - initially. But six months later, they realized the algorithm was biased. It was favouring candidates from specific universities and inadvertently filtering out applicants from underrepresented root cause? The AI was trained on historical hiring data - which carried human learned: AI is only as good as the data it's fed. In HR, where decisions affect lives and careers, bias isn't just a technical glitch - it's an ethical can genuinely elevate HR when applied with purpose and caution. Here are a few practical examples –1.: Companies like Unilever have pioneered AI in hiring by using gamified assessments and video interviews analysed by AI. This allowed them to screen thousands of candidates faster and more fairly - especially for entry-level roles. The result? A 90% reduction in screening time and more diverse shortlists.2.: AI-driven platforms like Culture Amp and Peakon can analyse employee feedback in real-time to detect mood shifts, burnout risks, or engagement drops - long before traditional engagement/dip-stick surveys would. Imagine an AI alerting HR that engineers in a particular team are showing signs of disengagement based on internal feedback. That's actionable intelligence.3.: Gone are the days of generic training modules. AI tools like EdCast and Degreed now curate learning paths based on roles, career goals, and skill gaps. It's like Netflix for professional growth - relevant, bite-sized, and doesn't understand organizational culture. It can't mediate conflicts, coach a struggling manager, or inspire a team during tough times. These require empathy, context, and emotional intelligence - uniquely human traits.A chatbot can answer policy questions, but it can't detect when a new joiner is silently struggling with imposter a hybrid world, where connection is currency, HR's role is becoming more human, not should HR professionals be afraid of AI? Absolutely not. But we must engage critically, not blindly adopt will not replace HR. But HR professionals who understand AI will replace those who don' future belongs to those who can blend technology with empathy, data with judgment, and automation with human insight. AI is a tool - not the destination. Let's use it wisely, and not let the hype overshadow our most powerful asset: PEOPLE.
Time of India
24-05-2025
- Business
- Time of India
From Metrics to Mindset: Advancing DEIB through real-time tracking and inclusive leadership, ETHRWorld
Advt Advt By , ETHRWorld Contributor Join the community of 2M+ industry professionals Subscribe to our newsletter to get latest insights & analysis. Download ETHRWorld App Get Realtime updates Save your favourite articles Scan to download App In 2025, Diversity, Equity, Inclusion, and Belonging (DEIB) transitioned from aspirational ideals to essential components of organizational strategy. As workplaces become increasingly diverse and dynamic, the integration of real-time tracking mechanisms and the cultivation of inclusive leadership have become pivotal in driving meaningful DEIB DEIB assessments, often conducted annually, fail to capture the nuanced and rapidly changing dynamics of the modern workplace. Real-time tracking offers a more agile approach, enabling organizations to –: Real-time data collection allows for ongoing assessment of representation across various demographics, facilitating timely interventions.: Regular pulse surveys and feedback mechanisms help gauge employees' sense of belonging and inclusion, identifying areas needing immediate attention.: Transparent reporting of DEIB metrics fosters a culture of accountability, encouraging leaders to take ownership of DEIB initiatives A study by Culture Amp highlights that organizations leveraging real-time DEIB data are better positioned to implement effective strategies and measure their impact leadership is the linchpin in translating DEIB metrics into meaningful action. Leaders who prioritize inclusivity –: By creating environments where all employees feel valued and heard, inclusive leaders encourage open dialogue and innovation.: Inclusive leaders actively seek out and consider diverse viewpoints, enhancing decision-making and problem-solving.: Through their actions and decisions, inclusive leaders exemplify the organization's commitment to DEIB, setting the tone for the broader from Forbes underscores that organizations with inclusive leadership are more likely to achieve their diversity targets and experience higher employee synergy between real-time DEIB tracking and inclusive leadership creates a feedback loop that reinforces positive outcomes –1.: Real-time insights enable leaders to tailor initiatives that address specific challenges and opportunities within their teams.2.: Inclusive leaders use ongoing feedback to adapt their approaches, ensuring that DEIB efforts remain relevant and effective.3.: The combination of data and inclusive practices fosters a culture where DEIB is embedded in everyday operations, leading to lasting to TalentNeuron, integrating data-driven strategies with talent management is crucial for navigating the complex interplay of modern HR trends, including the clear benefits, organizations face challenges in advancing DEIB initiatives. A report by Affirmity reveals that while 21% of respondents rate their organization as "advanced" on the DEIB maturity model, only 7% see themselves as "expert." Additionally, 45% of respondents consider a lack of budget as their top barrier to increasing DEIB external pressures have led some companies to rebrand or scale back their DEIB programmes. An analysis by The Washington Post found that mentions of DEI in S&P 500 companies' 10-K filings fell to an average of four in 2024, down from a peak of 12.5 in 2022. This decline follows the US Supreme Court's 2023 ruling against affirmative action in college admissions and subsequent conservative activism targeting DEI these challenges, many organizations remain committed to DEIB. A 2024 study by Bridge Partners found that 72% of business leaders expected to expand their DE&I programmes in the next 24 organizations strive to navigate the complexities of the modern workforce, the integration of real-time DEIB tracking and the cultivation of inclusive leadership emerge as critical strategies. By embracing these approaches, businesses not only enhance their DEIB outcomes but also drive innovation, employee satisfaction, and overall the words of a recent HR Research Institute report, "The path to DEIB maturity is paved with continuous learning, accountability, and a steadfast commitment to inclusivity at all levels of leadership."Let us commit to transforming metrics into mindsets, fostering workplaces where diversity is celebrated, equity is ensured, inclusion is practised, and belonging is felt by all.
