Latest news with #workforce
Washington Post
3 hours ago
- Politics
- Washington Post
Education layoffs cleared by Supreme Court hit Nation's Report Card
The Supreme Court's decision on Monday to clear the way for the Education Department to lay off more than 1,300 employees revived questions about how the agency will carry out its legally required duties with a slashed workforce. The department has pledged to fulfill its statutory duties, but the absence of nearly half the agency's workers — most of whom were first removed from their jobs in March — has already affected operations, with the Institute for Education Sciences, Office for Civil Rights, Federal Student Aid office and English Language Acquisition office hit particularly hard.
Yahoo
7 hours ago
- Business
- Yahoo
The overwhelming majority of HR professionals are using AI but these are the issues keeping them up at night
Good morning! There's no doubt that HR professionals are doing their part to help workers embrace AI. But they also have their fair share of concerns about the technology—many of which are the same as the workforce they oversee. Around 82% of HR professionals use AI in their daily work, according to a study of industry professionals from General Assembly, an upskilling and training platform. They're using it for all kinds of things, including analyzing employee feedback (46%), writing job descriptions (46%), and creating training materials (45%). All of this has resulted in some serious productivity: 69% say it has freed up time for more strategic work, and 41% say they're putting in fewer hours due to AI adoption. But these HR practitioners also have their fair share of anxieties when it comes to the new technology. While 93% say the tech benefits employees, around 49% say they're worried it could make personnel decisions more unfair. Around 20% say AI has created more work for them, getting in the way of other work priorities. The cohort is also worried that AI could make it harder for entry-level workers to learn how to do their jobs (30%), eventually replace them (29%), replace their colleagues (17%), make their job harder (13%), or make their job less enjoyable (11%). There's no doubt about it, HR folks are leaning into AI and seeing the benefits. But they also share many of the same concerns that rank and file workers have about pushing out the next generation of workers and being replaced by robots. So while CHROs rush to embrace AI, they should be mindful about the potential pitfalls—it turns out the fears of the workforce overall are also hitting much closer to home. Brit This story was originally featured on
Forbes
9 hours ago
- Business
- Forbes
How To Engage Gen Z Workers More Effectively
Companies must stop avoiding Gen Z hires and meet this generation where they're at. With the right support, Gen Z can accomplish great things Like it or not, Gen Z is the future of work. By 2030, they're projected to make up 30% of the workforce—a number that will only rise as older generations continue to retire. But are today's young people really equipped to thrive in the workplace? Many leaders, burned by bad hires, are so turned off by this generation that they'll even avoid hiring Gen Z altogether if possible. But someday, that won't be possible. Even if Gen Z has significant gaps in their professional skills and office etiquette, someday they'll be the only option. The question is not 'Will we hire Gen Z?' but rather, 'How will we address Gen Z's gaps to prepare them for great careers?' It starts with meeting these younger workers on their own turf, which may not be where we expect. 'Looking at the research, I don't believe it's a case of younger generations not being motivated or unwilling to work,' says Robert Coleman, Ph.D, Director of Research and Thought Leadership at Dale Carnegie. 'Rather, Gen Z is driven by intrinsic motivators—they seek purpose, alignment with values, opportunities for growth and a sense of impact in their roles. This differs from the more traditional business mindset focused on production and profit, which many current leaders were shaped by in their own careers.' Coleman and I recently connected to talk about where Gen Z is landing on the big issues facing the workforce today: AI, leadership, quiet quitting, soft skills and more. Here's what we discussed. Gen Z on AI Gen Z's vibe on AI is mixed, but their generation is currently the most positive about its impact. 'According to Dale Carnegie research, there's a clear downward trend from Gen Z to Boomers in terms of AI engagement and influence,' says Coleman. 'Gen Z, along with Millennials, are more likely to say that the technology they interact with on the job makes them more efficient: 20% of Gen Z and 18% of Millennials agree with that statement, compared with just 10% of Gen X and 11% of Boomers. 'They're engaging with these tools more often and more fluidly, and they're using them to their advantage.' Gen Z's higher engagement with AI tools holds true regardless of whether they're leaders, managers or individual contributors at their company. Coleman believes their comfort level with the technology will only grow as they build their careers—but also warns of AI's generation-polarizing potential. 'Older generations risk becoming further disconnected unless organizations are actively working to bridge the gap through upskilling and inclusion,' he says. 'AI is an incredible asset, but it needs to be balanced with the wisdom, experience and human insight that older generations bring to the table.' AI presents a perfect opportunity for cross-generational collaboration to thrive. 'When you pair Gen Z's digital fluency with the expertise of more tenured workers, the return is far greater than what either group could achieve alone,' says Coleman. Where are the Gen Z leaders? According to recent research by Deloitte, only 6% of Gen Z workers currently aspire to senior leadership roles. Companies must change this to avoid a serious leadership deficit in coming years. 'If Gen Z workers don't see themselves in traditional leadership models, we have to question whether the models themselves need to evolve,' says Coleman. 'Many Gen Z professionals are turned off by the idea of leadership because they associate it with burnout, politics or inauthenticity.' To reverse this trend, says Coleman, organizations need to reframe leadership as a space for influence, values-driven decision-making and real impact. 'If Gen Z can see leadership as a way to live out their values (vs. compromise them), they may be more willing to step up.' Quiet-quitting Gen Z Gen Z invented quiet quitting as a way to stave off burnout without actually quitting. I'm among those who think quiet quitting can be a good thing—but it's not without its pitfalls. 'If younger generations avoid leadership pathways through 'quiet quitting' or opting out of formal roles, they may also be opting out of the training and development opportunities that help people grow over time,' says Coleman. 'At some point, another generation is going to enter the workforce behind them—then another—and if Gen Z hasn't stepped into management or leadership roles, they may find themselves underprepared to guide or develop others.' Coleman argues that it's also worth thinking about this issue generationally. 'Gen Z tends to have high expectations for what they want in a leader—things like empathy, communication and authenticity—but if they don't step into those roles themselves, they may not get the chance to deliver on those expectations when it's their turn,' he says. While stepping away might help avoid the short-term frustrations of managing in today's environment, Coleman points out that it also removes them from the conversations and decisions that shape what leadership looks like going forward. All of this is true, and yet it's up to current leaders to assess (and solve) why their Gen Z workers may see quiet quitting as their best option. The Gen Z question: 'Why?' In my work with educational institutions and communities, I call today's young people the Why Generation, because that's the question they're always asking. Coleman has made the same observation. 'Gen Z is more vocal about asking questions—they want to know 'why?',' he says. 'They want to see the bigger picture, to understand the reason behind something, and see the connection between action and outcome in the workplace from an intrinsic viewpoint, instead of a profit-driven point of view.' According to Coleman, that can either be a pain point or an opportunity, depending on an employer's mindset. 'But if a leader is open to it, that questioning can actually help surface processes or tasks that may have become inefficient or unnecessary over time,' he says. 'If you can't clearly explain the 'why' behind a particular workflow, maybe it's time to reevaluate it.' Gen Z's inquisitive nature, far from being a liability, can become an asset for forward-thinking organizations. Gen Z's soft skills gap Rightly or wrongly, Gen Z has already acquired a reputation as lacking the soft skills that are so vital in today's workplace. People with strong professional skills can be hard to find, but as Coleman says, that's not just a Gen Z issue. 'Across all generations, Dale Carnegie research shows that strong communication, emotional intelligence and other professional skills are in demand and often underdeveloped,' he says. What may be making this more visible with Gen Z is the rapid development and pace of change in the tech era. 'The gap between technical expertise and human-centered soft skills seems to be widening,' says Coleman. 'Employers might hesitate if they feel younger workers can't navigate professional environments or manage interpersonal dynamics effectively—but that's an opportunity for development, not a reason to write them off.' One professional skill that is sorely needed across all industries, job titles and generations is communication. 'The ability to communicate effectively seems a very simple concept, but our research shows that implementing and maintaining a culture of effective communication in practice is lacking,' says Coleman. 'Gen Z's desire for meaning, clarity and connection makes this kind of training particularly relevant. The tension between what Gen Z is asking for and how older generations perceive it may not be a generational gap in values—it may be a communication gap.' Closing this gap for all workers, not just Gen Z, will help create an environment where everyone feels heard and understood, says Coleman. 'And that can make a big difference in how Gen Z shows up at work: more confident, more engaged and more likely to stay.' Meeting Gen Z where they're at Gen Z has a lot to offer at work, but first we need to understand what will drive their highest performance. More often than not, it's a vision for making a positive difference in the world—not just in the profit margins. 'The key is finding common ground,' says Coleman. 'That starts with understanding where each generation is coming from, what has influenced their expectations and why they approach work the way they do.' Letting go of where we think Gen Z should be and accepting the reality of where they're at is the way forward. Because when we meet them where they're at, together we can all move forward.
Times of Oman
11 hours ago
- Business
- Times of Oman
Sezad launches Duqm Summer Series for tenant community
Duqm: The Special Economic Zone at Duqm (Sezad) is launching four focused sessions throughout August that tackle questions its tenant community is grappling with - how to implement AI effectively, build resilient supply chains, develop adaptive workforces and create workplace cultures where people want to stay and grow. The Duqm Summer Series (DSS) recognises that 2025 demands something more substantive than the usual business event formula. Rather than generic presentations that promise transformation but deliver little you can use, these sessions bring together people who've done the work to share strategies they've actually implemented. 'Our tenant community operates in a fast-moving business environment where practical experience matters more than theoretical frameworks,' said Eng. Ahmed Akaak, CEO, Sezad. 'The four DSS sessions feature speakers who've successfully navigated the challenges they're discussing – people who can share not just what worked, but how they made it work and what obstacles they encountered along the way.' The opening session on 5 August tackles artificial intelligence and automation. Rather than another presentation on ChatGPT's potential, attendees will hear from those who've moved beyond experimentation to actual deployment, complete with the messy realities of workforce transitions and the ethical considerations that emerge when algorithms start making decisions previously reserved for humans. The second session on 12 August explores workforce development through the lens of organisations that have successfully balanced talent growth with cultural continuity. Rather than broad leadership theories, the discussion centres on practical approaches to developing people while maintaining the elements that make them want to stay and advance – particularly important in a region where retaining skilled professionals can determine an operation's success. By 19 August, the conversation turns to global trade and supply chains. Duqm's strategic location between Europe, Asia and Africa means little if businesses can't effectively navigate the complexities of modern logistics. This session brings together those who've learned to manage risk and diversify suppliers through the hard-won experience of keeping operations running during disruptions. The final session on 26 August addresses workplace culture and well-being, topics that might have seemed soft five years ago but now represent fundamental business imperatives. The discussion moves beyond wellness buzzwords to examine how companies are creating genuine connection and supporting mental health in ways that actually improve both performance and retention. Each session starts at 1:00pm and runs for an hour at Sezad's headquarters, respecting the reality that busy professionals need events that deliver value within clear time constraints. The format combines expert presentations with interactive discussions, creating an environment for meaningful exchanges between industries. 'Duqm's strength lies in the diversity of industries operating here, from renewables and manufacturing to fisheries and logistics,' remarked Eng. Akaak. 'When a logistics manager learns supply chain strategies from someone in fisheries, or a renewable energy company shares workforce solutions with manufacturing executives, that's when real innovation happens. DSS sessions are designed to make these connections happen. We're bringing together professionals who have practical experience to share and real challenges to solve.'
Yahoo
12 hours ago
- Health
- Yahoo
SullivanCotter Releases the 2025 Results from Industry-Leading Health Care Compensation Surveys
CHICAGO, July 15, 2025--(BUSINESS WIRE)--SullivanCotter, the nation's leading independent consulting firm in the assessment and development of total rewards programs, workforce solutions, and data products for health care and not-for-profits, has released the latest benchmarks from this year's suite of health care compensation and workforce productivity surveys. These industry-leading surveys provide critical data and insights to help health care organizations navigate complex workforce and compensation strategies in an evolving operating environment. This year, SullivanCotter's longstanding flagship surveys included participation from nearly 4,800 health care organizations nationwide and collected data on 2.9 million incumbents. These surveys include: Health Care Management and Executive Compensation For more than 30 years, this survey has been and continues to be the largest of its kind for health care organizations nationwide. It includes data from more than 3,300 organizations on nearly 48,000 individuals. Physician Compensation and Productivity Tap into the industry's most expansive and detailed dataset with information from more than 500 organizations representing nearly 232,000 providers in 232 different specialties. Advanced Practice Provider Compensation and Productivity Inform strategic decision-making across the APP workforce with critical benchmarks for physician assistants, nurse practitioners, and other certified clinicians (CRNAs, CAAs, and CNMs) across more than 150 specialties. This survey includes data from 800 organizations on more than 150,000 incumbents. Health Care Staff Compensation This comprehensive national survey contains data for 812 clinical and non-clinical staff positions within 20 different job families. Nursing makes up the largest subsection of this survey with data on nearly 900,000 individual RNs, LPNs, and nursing managers. With participation from more than 90% of the nation's largest 200 health care organizations, these surveys represent one of the most comprehensive sources of health care compensation and workforce benchmarks available. The results support data-driven decision-making in key areas such as executive and clinical leadership compensation, physician and APP productivity, market-competitive base pay for staff roles, and evolving compensation models across the care continuum. "As the health care industry continues to adapt to financial pressures, workforce shortages, and shifting delivery models, organizations rely on robust, timely, and industry-specific data to make informed compensation decisions," said Ted Chien, President and CEO, SullivanCotter. "Our survey results help health care leaders align pay practices with performance, support engagement and retention, and maintain competitiveness in a tight labor market." The 2025 survey reports are now available for purchase! Organizations that participated in the surveys receive discounted pricing and early access to the results. For more information or to purchase survey results, visit or contact surveys@ About SullivanCotter SullivanCotter partners with health care and other not-for-profit organizations to understand what drives performance and improves outcomes through the development and implementation of integrated workforce strategies. Using our time-tested methodologies and industry-leading research and information, we provide data-driven insights, expertise, and data products to help organizations align business strategy and performance objectives – enabling our clients to deliver on their mission, vision, and values. View source version on Contacts Becky LorentzSullivanCotterbeckylorentz@ 314.414.3719 Jenni 651.226.3858 Errore nel recupero dei dati Effettua l'accesso per consultare il tuo portafoglio Errore nel recupero dei dati Errore nel recupero dei dati Errore nel recupero dei dati Errore nel recupero dei dati
