Latest news with #learninganddevelopment
Yahoo
6 days ago
- Business
- Yahoo
By the numbers: An AI development disconnect
This story was originally published on HR Dive. To receive daily news and insights, subscribe to our free daily HR Dive newsletter. Artificial intelligence at work appears firmly in its wild west era: Workers say they're pretending to understand the technology and funding their own use of it. Meanwhile, a significant share of employers say they've declined to prioritize learning and development on AI. That disconnect creates an opportunity for HR professionals in the L&D field, experts say. HR should implement programs that build AI fluency, tailoring initiatives to employees' skill levels and personalizing career paths, Deloitte AI leaders wrote in an op-ed for HR Dive. The department also should identify future-critical skills, and create pathways for employees to transition into AI-augmented roles, the authors said. Below are just a few of the most recent data points on AI learning in the workplace. By the numbers 91% The share of surveyed C-suite executives who said they've pretended to know more about AI at work than they actually do. Seventy-nine percent of workers said the same. 5 The number of years within which most workers said they'll need new AI skills. 2 in 3 The number of organizations that said they haven't yet focused on upskilling workers to use AI. Half The share of managers or senior leaders who said they've received AI training, compared to 23% of individual contributors. 135% A recent year-over-year increase reported in generative AI course enrollment. 66% The share of surveyed workers who said they personally fund AI tools for work. Recommended Reading Gallup: Rising number of college-educated workers admit 'FOBO' due to AI Fehler beim Abrufen der Daten Melden Sie sich an, um Ihr Portfolio aufzurufen. Fehler beim Abrufen der Daten Fehler beim Abrufen der Daten Fehler beim Abrufen der Daten Fehler beim Abrufen der Daten
The Herald
7 days ago
- Business
- The Herald
Managers say Gen Zs are hard to handle, Deloitte says they are misunderstood
While three in four managers consider Gen Z the most difficult generation to manage, Deloitte said they may be misinterpreting evolving work values. The survey revealed that unlike previous generations Gen Z, born between 1995 and 2006, and millennials born between 1983 and 1994 are less fixated on job titles and more focused on learning, balance and purpose. 'Learning and development is a priority and they expect their employers to provide the opportunities. Some have foregone higher education to pursue the practical skills that trade or vocational training provides,' said Deloitte. Though only 6% of Gen Z respondents said their main career goal is to reach a senior leadership position, Deloitte said this doesn't mean they lack ambition as 70% of Gen Zs and 59% of millennials said they're actively building new skills weekly, mostly outside working hours. The report also showed a shift in how the generations view higher education. Nearly one-third of Gen Zs (31%) and millennials (32%) chose not to pursue university degrees. The reasons cited were high costs and doubts about the return on investment. Most said they were leaning into emerging technologies such as generative AI (GenAI) to boost their productivity, with more than half of Gen Zs (57%) and millennials (56%) saying they use GenAI tools daily for tasks such as data analysis, content creation and project management. 'They are largely positive about the technology, saying it improves the quality of their work and frees time to focus on more strategic tasks. However, they also worry it could reduce job opportunities for young professionals,' said Deloitte. Deloitte said career fluidity is becoming a hallmark of the modern workforce as nearly one in three Gen Zs (31%) and 17% of millennials plan to leave their employers within the next two years. Deloitte insisted this isn't about disloyalty. 'Their job hopping isn't driven by a lack of loyalty. They're seeking stability, purpose, work/life balance and opportunities to grow,' said Deloitte.
Yahoo
30-07-2025
- Business
- Yahoo
Sandra Moran Joins Schoox as Chief Marketing Officer to Accelerate Growth and Lead Market Disruption in Learning and Development
With decades of experience in HR technology and enterprise SaaS, Moran joins Schoox to drive exponential growth and redefine learning for the modern workforce AUSTIN, Texas, July 30, 2025 /PRNewswire/ -- Schoox, a global leader in frontline workforce learning and skills development, today announced the appointment of Sandra Moran as Chief Marketing Officer (CMO). Moran brings more than 25 years of experience building high-performing teams for leading technology companies and joins Schoox at a pivotal time to launch its market-leading innovations and drive widespread adoption of solutions that will fundamentally reshape learning and development for the modern workforce. Moran most recently served as Chief Marketing and Customer Experience Officer at WorkForce Software, where she led go-to-market strategy, global demand generation, brand development, and customer retention initiatives. During her tenure, she played a leadership role in the company's successful acquisition by ADP. Prior, she served as CMO at LLamasoft, where she drove strategic marketing initiatives supporting the company's $1.5 billion sale to Coupa Software. "Sandra's deep understanding of frontline worker populations, combined with her exceptional track record of driving transformative growth and championing market-leading innovation, makes her an ideal fit for Schoox at this exciting inflection point," said Lefteris Ntouanoglou, founder and CEO of Schoox. "Her vision for leveraging customer-centric strategies to introduce groundbreaking solutions and build high-performing global marketing teams aligns perfectly to our mission to redefine how learning drives business and individual impact around the world." Moran has also held CMO roles at SurgeonCheck and INTTRA, where she built and led global marketing programs enhancing brand identity, digital acquisition, social engagement and client relationship building. Known for her customer-centric leadership style, she brings a unique combination of marketing, sales, product management, and business development experience shaped by her ability to align growth strategy with what customers value most. "What drew me to Schoox is not only its profound commitment to frontline workers and the individual learner, but also its pioneering approach to learning and development, poised to fundamentally transform the industry by redefining how learning and development drives business impact," said Sandra Moran, CMO of Schoox. "I am excited to work alongside the team at such an important time, where our innovations and bold strategic moves are set to reshape how organizations develop their talent. I look forward to expanding Schoox's reach and influence as we empower organizations and the teams they employ worldwide." Moran's hire follows significant momentum at Schoox, including a 25% year-over-year increase in customer growth, fueled by new client acquisitions, product innovations and industry accolades. About SchooxSchoox empowers frontline organizations to turn learning into a strategic advantage. We believe people aren't cogs in a machine, but the driving force behind business success. That's why we designed a unique learning platform that caters to the way humans actually learn, pushing the boundaries of traditional L&D platforms. Schoox delivers cutting-edge AI-powered insights, hyper-personalized, mobile-optimized, and skills-aligned learning experiences that engage and motivate every employee, from frontline to corporate. By making learning easy, accessible, rewarding, and fun, we are not just building a highly skilled workforce, but also reshaping how organizations achieve their full potential. Schoox's frontline LMS supports people-focused learning in organizations worldwide, including Subway, KIOTI Tractor, Sport Clips Haircuts, and Sonesta Hotels. Learn more at View original content to download multimedia: SOURCE Schoox LLC
Fast Company
22-07-2025
- Business
- Fast Company
How to foster a powerful partnership between AI and humans
AI is already transforming how we operate, unlocking productivity gains that were once out of reach. But amid this rapid acceleration, there's a growing risk: that we design work around what machines do best, and lose sight of how people grow, adapt, and ultimately, drive innovation. Lately, I've been having conversations with my peers in the learning and development community about this. We're at a pivotal moment. The choices we make now will determine whether AI leads to a more empowered and resilient workforce or one where employees can prompt algorithms but atrophy the very human skills that enable creativity, collaboration, and critical thinking. No trade-off The good news is that it doesn't have to be a trade-off. We have a rare opportunity to redesign work as a true partnership between people and technology. AI supercharges productivity. But what if it also expands human capability as we work? Imagine a financial analyst using AI not just to generate a report, but to understand the 'why' behind the numbers. Or a junior marketer learning in a simulated environment where AI offers real-time feedback and suggestions. These aren't futuristic hypotheticals, they're design choices we can make today. A coach, not just a tool When applied with care, AI can become a coach, not just an automation tool, supporting people in building skills through their day-to-day work. There's an old saying that 'experience is the best teacher.' I know this to be true because I've lived it firsthand. During my first 15 years working in L&D, I had the great fortune to work with true masters in our craft, not just learning from textbooks and theories, but truly apprenticing through hands-on experience. Since my early career days, the 70-20-10 learning model has become a widely recognized framework for L&D: 70% of learning happens through experience, 20% through relationships, and 10% through structured training or study. So what happens when AI produces the perfect solution effortlessly in less than 30 seconds, potentially diminishing these vital learning experiences? True learning, growth, and adaptation come from doing the work. Writing the book. Solving the complex problem. Navigating a conflict. It's in these moments of hardship, challenge, and struggle that people grow and change most profoundly. Learning by subtraction In the AI era, learning will be just as much about subtraction—challenging one's current mental models, questioning assumptions, and letting go of old ways of being and doing that no longer serve—as it is about adding new knowledge. It is through opportunities for innovation, like hackathons, or creating 'slack' time where workers have autonomy over how best to use their skills and talent, that we can focus on more strategic work and stimulate novel ideas. Some companies are already embracing short-term 'gigs' that get employees out of their comfort zone and contribute outside their usual roles: a finance team member joining a product sprint, a marketer exploring data science. These types of hands-on experiences not only require skill; they produce skill, as well as build confidence and curiosity to tackle even greater challenges. Social beings Humans are inherently social beings; we learn, grow, and innovate with and through others. What happens, then, when technology begins to separate us from one another—breaking down the vital connections that allow junior workers to learn from senior ones, and novices to apprentice with experts—potentially leading to isolated and fragmented workforces? The answer isn't to slow down tech adoption, it's to double down on connection. Cultivating an environment rich with social connection creates trust, shared purpose, and the kind of informal interactions that spark new ideas and strengthen culture. It's within this context of human connection that we see the true value of our uniquely human skills emerge. This is backed by Workday's research, which shows that 83% of employees believe AI will elevate the importance of uniquely human skills. Skills like emotional intelligence, creativity, and communication are no longer 'nice to have,' they're essential. The future belongs to those who recognize the power of AI and humans working together. By intentionally designing work as a true partnership between people and technology, we can unlock a future of unprecedented productivity, innovation, and fulfillment.
