Latest news with #GeoffreyScott
Business Journals
25-04-2025
- Business
- Business Journals
AI skills valued by hiring managers; child-care support sought by working parents
In this edition of The Playbook, we look at how working parents are trying to offset child-care costs, why managers are thinking differently about AI skills and more. Editor's Note: Welcome to The Playbook Edition, a look at stories, trends and changes that could affect your business. Want more stories like this in your inbox? Sign up for The Playbook newsletter. Hiring managers value AI proficiency but struggle with candidate authenticity The days of solely boasting Excel proficiency are over as more hiring managers are prioritizing skills around artificial-intelligence tools to fill job openings. A recent survey from Resume Genius found 81% of hiring managers now favor candidates who have AI-related skills, with Generation Z hiring managers ranking AI proficiency as their top hiring factor. The report, which surveyed 1,000 employees, shows how AI continues to transform the recruitment process, along with challenges that can come with selecting the best candidates. Using AI tools like ChatGPT, MidJourney or automation software (36%); problem solving and critical-thinking skills for AI-related challenges (35%); understanding and applying ethical AI use (33%); and integrating AI into workflows or systems (31%) were among the AI skills hiring managers said they value the most. Key quote: "Ten years ago, Excel was a marketable skill that gave many job seekers an advantage over others vying for the same role. Now, it's knowing how to creatively use AI. Being comfortable with tools like ChatGPT, MidJourney and automation software isn't just a novelty — it's something many hiring managers expect. They're looking for candidates who can go beyond the basics and actually use AI to speed up processes and create more impactful work." — Geoffrey Scott, senior hiring manager at Resume Genius FULL STORY: Hiring managers value AI proficiency but struggle with candidate authenticity. Managers are changing their tune on a big aspect of AI Workers worried about being completely replaced by artificial-intelligence tools may be able to breathe a sigh of relief –– for now. The Playbook's senior reporter Andy Medici writes the second-annual manager survey from AI-powered presentation software firm found 54% of managers do not want to replace employees with AI tools, a big jump from the 39% who said the same in last year's survey. Additionally, just 30% of managers said it would be financially beneficial if they could replace large numbers of employees with AI, down from 48% last year, Medici notes. Medici writes that 63% of managers said they do not believe multiple employees they manage could be replaced by AI tools and still operate well without them, up from 43% in 2024. Key quote: "While many managers still have concerns about job security, pay cuts and employee resistance, fewer are viewing AI as a direct replacement for workers. Instead, companies are using AI to enhance productivity, streamline tasks and foster collaboration." — Jordan Turner, senior content strategist at FULL STORY: Managers are changing their tune on a big aspect of AI Working parents seek child-care support from employers as costs surge Given the surging costs of child care across the country, many working parents are willing to be flexible on pay raises if it means getting employers to subsidize their child-care expenses. That was among the key takeaways from a recent KinderCare Confidence Index report, which found 59% of respondents share that sentiment. The survey, which polled 2,504 parents with children age 12 and younger, highlighted how some parents are putting more pressure on employers to help address the national child-care crisis. A Business Journals report last year that looked at the nation's child-care shortage found growth in child-care costs has outpaced other daily expenses and the cost of child care keeps growing. The average national price for child care annually rose 3.7% between 2022 to 2023, to $11,582 per child, according to Child Care Aware of America. Why it matters: Issues around the cost of and access to child care disproportionately impact women. While 79% of women and 84% of men without children participate in the labor force, only 67% of mothers with young children are active in the workplace, compared to 94% of fathers, according to the Federal Reserve Bank of St. Louis. There's also a growing disconnect between the benefits employees want and the ones Chief Human Resource Officers believe are important. FULL STORY: Working parents seek child-care support from employers as costs surge The blitz: The pricing game: How to set prices in the tariff era without costing customers … Trump announces 90-day tariff pause. Here's what it means for businesses. … Some six-figure jobs are drying up as corporate titans change course … The SBA is tweaking its loan process. Here's what businesses can expect — including higher fees. … These CEO salaries are surging to new heights … How to spot predatory small-business loans … New college grads are rejecting workplace norms. Hiring managers aren't happy.
Forbes
18-04-2025
- Business
- Forbes
‘Stop Vilifying Gen Z,' Leaders Say And Focus On Their Value
As Gen Z enters the workplace, they often refuse to comply with mandates that run counter to their mental health, work flexibility and work-life balance. It's no wonder more leaders are demanding, 'Stop vilifying Gen Z and underscore the value they bring to workplace mental health.' They argue that Gen Z brings value to the workplace, and companies must adapt to the realities of the digital native generation sooner or later. By 2030, they point out, Gen Z and Millennials will dominate the labor market, and they could be your boss. In the past, the corporate machine has bypassed mental health, expecting employees to give their hearts and soul to their jobs and retire with the proverbial gold watch. Then along come Gen Z refusing to comply to what they consider to be the inhuman demands and mandates of corporate America. They are unwilling to crouch behind the potted plant in the corner, and they refuse to sacrifice their mental health and to risk burnout to succeed in the modern workplace. Many mental health clinicians, including myself, have spent their professional careers advocating for work-life balance. Although Gen Zers bring much-needed values that could build a healthier culture, the digitally native generation's quest for more job flexibility and healthy work-life balance has been met with stereotyping, vilification and downright contempt. The younger workers are criticized for having too many rules, refusing to comply with corporate demands, being oppositional and lacking etiquette, reliability and flexibility. A full 45% of hiring managers declare that Gen Z is the worst to manage. And managers complain that Gen Z are stressing them out. Close to 18% of managers even say they've thought about quitting because of the stress of managing Gen Z employees. And 27% declare they'd avoid hiring Gen Z workers if they could, with half reporting that they have fired a Gen Z worker who directly reports to them. As 2025 Gen Z graduates enter the workplace, some wonder how their older, skeptical coworkers will receive them. Having gotten a bum rap from older generations and business leaders, they feel misunderstood and unwelcome. Geoffrey Scott, senior hiring manager at Resume Genius states,"Gen Zers might have a bad rep, but they have the power to transform workplaces for the better. Gen Z has already shaken things up, but they're not here to break things. They bring a unique blend of talent and bold ideas that can rejuvenate any workforce.' I spoke by email with Jackie Dube, chief people officer at The Predictive Index, who agrees. She charges that managers are throwing up their hands and labeling Gen Z as 'needy' or 'demanding' when it comes to feedback due to their need for feedback and validation. She expressed to me that this narrative is unfair and misguided, pointing out that an employee's need for feedback isn't some generational quirk but an approach to professional development that forward-thinking organizations are already embracing. 'The desire for regular feedback isn't about entitlement—it's an approach to professional development," Dube notes. "Behavioral science tells us that different people, regardless of generation, have varying levels of structure and communication they need to thrive.' She also says that what's really happening isn't a 'Gen Z problem,' but a workplace evolution. 'Younger employees have grown up in a world where real-time information and continuous learning are the norm,' she contends. 'It's only natural they'd expect the same from their workplace. Rather than seeing this as a burden, managers should recognize it as an opportunity: a more engaged workforce is a more productive and fulfilled one.' Dube adds that employees who receive timely, meaningful feedback are more likely to grow in their roles, adjust in the moment and build long-term success for themselves and the business. She believes when organizations resist adapting to these expectations, they risk falling behind. 'The most forward-thinking companies are already embracing a culture of continuous feedback—not just for Gen Z, but for all employees. Instead of focusing on generational stereotypes, leaders should be asking: How do we build a workplace where all employees, regardless of age, can grow, contribute at their best and be a part of a continuous, beneficial feedback loop that drives both individual and organizational success?' As work cultures constantly shift and 65% of Gen Z continue leave their jobs within the first year, it's clear something's not working in the workplace. The eye-rolls, the silent sighs, the passive-aggressive chats about the younger employees. The team at analyzed 18,190 Reddit comments across 68 subreddits. Age-related digs rank as the number one office pet peeve, proving that professionals don't appreciate being undermined by their age. 'We expected the common concerns—loud typing, smelly lunches, or that one person who never refills the printer paper," comments Ryan Zhang, founder and CEO of 'Instead, we uncovered that what really bothers people are those cringe-worthy age-related remarks that make everyone uncomfortable.' Zhang observes that Gen Z professionals entering the workforce are particularly allergic to these remarks. 'Their mindset will most likely be that they're bringing fresh and new perspectives to the team, but when faced with remarks like 'This isn't your first job out of college, is it?' shows they will most likely respond with 'Did you really just say that?'' Dube stresses that behavior transcends generations. 'No company should make hiring decisions based on age, assuming someone will require more hand-holding or validation," she declares. 'That kind of thinking is not only shortsighted—it has real consequences for the future workforce.' Sharat Potharaju, co-founder and CEO of Uniqode, explained to me by email that Gen Zers are entering a hyper-competitive job market and battling limited openings. Plus, AI-aided hiring and competitive recruiting practices make it harder to stand out and leave a lasting impression. 'To build a personal brand that resonates with hiring managers, candidates should make sure their unique value proposition defines who they are, what they stand for and what makes them stand out in terms of their professional reputation.' Establishing a positive workplace culture doesn't require expensive office renovations or fancy perks—just a little more awareness of how we talk about and to one another. Dube's closing request? 'Stop vilifying Gen Z."
