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The bosses must return to ‘Agree’ with training in digital skills

Hello and welcome to work.

Today we get the The Podcast Weekly Weekly Workly Working It. After 153 episodes and 3MN downloads, this is the end of the execution.

I invited three expert colleagues to join me to talk about what has changed (and what has not done so) in the workplaces since I put the host headphones in October 2021. It was a wonderful shipment 😢. I hope you enjoy it.

Isabel and guests in the podcast study
Where the magic happens: Andrew Hill, center to the left, Emma Jacobs and Anjli Raval joined me for the last episode of work work

My greatest thanks to Mischa Frankl-Duval, the producer of Working IT, whose hard work caused the show to be so good🏅.

Continue reading for the news of a great research project that has recommendations on how to improve skills, productivity and well -being in all workplaces. And Jonathan Black advises someone who left his work of “passion” for something better paid, and now he wants to return.

I am a little drifting without the podcast, so I will write more about “good finals” next week. Contact if you have thoughts on how to process, reflect and regroup after the end of the projects, jobs and more: Isabel.berwick@ft.com.

There is no revolution of robots without humans (properly trained) 🤖

During the last three years, I have been a member of the management group of the Pissarides review in the future of work and well -being. I have observed, admiring, from the cost as the winning economist of the Nobel no Christopher Pissarides and the teams of the Institute for the Future of Labor, Imperial College and Warwick Business School, have carried out research in 1,000 workplaces, financed by the Foundation Nuffield.

Your goal? Examine how AI and automation are really transforming work, society and economy in the United Kingdom, finding where the skills and confidence gaps are local, regional and national, and offer practical solutions and ideas for a framework for a framework To create a better workplace, economic and social results. In the words of the authors: “AI and automation can lead to a fairer future of a better job, but attitudes must change and trust must be built.”

The part of the trust is really due to employers. Research finds that good communications and human resources policies are absolutely key for people to adopt automated workflows. (Another load for human resources professionals 😰: As apart, several experts have recently suggested that the future for human resources is essentially as an internal consulting service, which covers skills, processes and technology. I will deepen this in future newsletters .

Managers and leaders can, and I dare to say, they should read the entire Pissarides report and their recommendations here. In its launch this week, I presided a panel that analyzed how a united action that links the central and local government with universities, companies and other interested groups can help offer investment, information and training opportunities. Orientation on best practices and relevant technological training opportunities, for example, must be available to all companies.

Those of us in the excessive and highly productive southeast of Southeast of England (example) will be surprised to hear that only 2 percent of the United Kingdom companies have more than one site. Embarting the knowledge and support of technology and the correct ones for managers and staff in small workplaces in remote regions will be a difficult task.

Things are progressing: the government has announced a raft of AI investment measures for “turbocharger growth and boost the standard of living”. These include several areas of AI growth throughout the United Kingdom, with special energy infrastructure and accelerated planning permit. The first area is in Culham, Oxfordshire, home of the United Kingdom atomic energy authority. (And there is be a railway service Between Oxford and Cambridge, the United Kingdom Mini-Silicon Valley).

But AI is just a part of a much broader change to automation. A statistic that expelled me from the launch of the report: 20 percent of adults in the United Kingdom lack the basic skills of resolution of digital and adaptive problems necessary to deal with the transition of technology in the workplace now in progress.

20%Number of adults from the United Kingdom without basic digital skills

The investment required for training programs and correct skills. . . It will be huge 💰. And employers will have to pay most. Without that investment, millions of people will be left behind, rather as in classrooms, everyone has to understand the basic concepts, otherwise they are trapped when others go to advanced learning.

The 20 percent figure came from one of the panelists at the launch of the Pissarides report, Teralas, President of Pro Bono Economics and the Advisory Committee of the Institute of Productivity, and a senior economic advisor of McKinsey. Tera said:

“My colleagues in McKinsey suggest that for each technological investment, he needs four or five times more investment in human capital to obtain benefits, much less for these transitions to be beneficial for the people involved.”

As always with technology, it is human entry that is the most vital component 🙋🏽.

Shortly: The business needs to get the head out of the sand and spend large, very large 🚛, in the training of workers for a future driven by technology.

You want more? Look at the Pissarides Report On YouTube (My panel starts 47 minutes in) or McKinsey You have some interesting tips About what leaders need to prioritize technology this year.

Dear Jonathan 📩

The problem: I left my work in the creative industries for a role in a service industry that was a step forward in salaries and responsibilities. I made a mistake: although extra money is good, I am not enjoying my life or work. What can I do? Can I return, knuckles here, or do I have to move on?

Jonathan Black Professional Council: While you can feel drifting, take a moment to congratulate yourself for admitting that you made an error.

In an ideal world, we would have perfect information and we could anticipate how a new job or a floor or partner will be without having to commit. But sometimes we have to have the experience to be able to make a completely informed decision. You have done it in this work and you have realized that it is not working.

Not only have you realized that you made a mistake and learned what is important for you, but you are also ready to act accordingly. What are your options? First, he is in a job, so there is no hurry: he continues to offer his best job and try to compartmentalize job search activities so as not to risk his current role. If there is the possibility that you can adjust your current role to one that suits you better, then explore that.

Next, clarify what you want: is exactly the same or are there elements that would change about the previous work? Reigne the network of people of your former employer and others in the sector to explore what roles could exist.

It is not shame to return to an old employer, in fact, often people return to an organization in a different role, with more skills and experience; And maybe the old employer did not realize what they had until you left, and now they will value you more.

You can also find other opportunities that are even more exciting than a return to the old organization, which will also be a result. Wherever it eventually lands, it should be better than your current role.

Jonathan Black is director of the racing service at the University of Oxford – send an email to your professional dilemmas to dear.jonathan@ft.com

A charter advice: how to use AI to clear the air between colleagues 🤯

Kevin Delaney, chief editor of Charter, the research firm and research media of the future of work, shares this interesting exchange of Davos last week: Francine KsoudasHead of people, policy officers and purpose in Cisco, told the story of a leader and an employee who did not work well together. “It was one of those situations in which they continued to go and coming in the chat versus speaking,” Katsoudas said. With their permission, the colleagues made the chat through a generative tool for analysis.

“He told the leader:” You are clearly frustrated because the employee continues to ask you the same question again and again and your communication is letting your frustration look, “and then the employee,” you are not understanding the answer you are reaching The question, right? ”Katsoudas recalled.

One of the members of his team shared the analysis with the employees involved, and resonated with them, saving hours of greatest frustration.

“That intervention is something that until recently only the most skilled facilitators could have resumed,” said Amy Edmondson, Harvard Business School professor. “It is really difficult for people to learn these skills. I mean that this is what I have learned with the greatest confidence in my 30 years of teaching and now it seems that we will not even need them. ”

*Record here For free virtual assistance at the summit “leading with Ia” of Charter tomorrow (Thursday)

Five main stories of the world of work

  1. Why the invorable time remains the king in the legal world: The hard system of aiming up to 2,000 hours invoiciable a year is still thriving, despite the fact that AI reached law firms. Suzi Ring and Emma Jacobs analyze the striking costs, and the hours in the office, involved.

  2. The map of corporate life will fight: Pilita Clark informs Davos, where many business leaders were still anxious to say that they wanted various labor forces and continue with carbon and green measures, because they have a good financial sense.

  3. ‘Severance’ shows that we yearn to leave the job behind: The Apple TV+program on workers who have divided surgically to have two states of consciousness, one for the workplace and one for abroad, reflects our anguish on the balance between work and life and post- Pandemia, says Emma Jacobs.

  4. The lucrative business of the airline loyalty schemes: As someone about to lose even the lowest level of frequent steering wheel status in the next shaking of BA fidelity points, I devoured this ft analysis of the booming market of Philip Georgiadis and Rachel Rees.

  5. Duping is the most sincere way of flattery for Charlotte Tilbury: The makeup line is often imitated by cheaper competitors, as well as many other big brands. Many of them are fighting in the Court, reports John Gapper, in a fascinating column about the competitive retail panorama.

One more thing. . .

When the BBC comedy Outnumbered Returned for a Christmas special last month, it led my family to see him again from the beginning. This series about Sue and Pete Brockman (Claire Skinner and Hugh Dennis) and their three children were broadcast from 2007 to 2014, with a first Christmas episode in 2016. The good news is that it remains incredibly well. Only rotating phones are dated 📱.

And if you are new, I hope Outnumbered It will be a laughter for your family. All episodes They are in BBC Iplayer/ Apple TV+ US.

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