Training initiatives should focus on more than just software integration, a workplace behavior expert told HR Dive. Leaders should also be aware of the strengths of each generation.<\/p>\n\n\n\n
Labor market leaders are talking about the importance of human skills in the context of the artificial intelligence gold rush, but what does that mean? Andy Nelesen, head of market solutions and insights at behavioral assessment firm SHL, told HR Dive that managers need to think of the relationship between technological skills (the AI element) and strategic judgment abilities (the human element) as a tree.<\/p>\n\n\n\n
Leaves, which are prone to falling from the tree and regenerating, are what Nelesen and SHL call \u201eperishable skills.\u201d These tend to be tied to tasks performed in specific software, such as Microsoft Office. \u201eThese are many of the skills that could be replaced by artificial intelligence,\u201d Nelesen said.<\/p>\n\n\n\n
Meanwhile, the tree trunk represents \u201esemi-durable skills\u201d such as cloud computing or marketing prowess. The roots are \u201esustainable skills\u201d that will help human employees advance regardless of circumstances, such as judgment, critical thinking, and decision-making, Nelesen said. In its research, SHL observed that people who focused more on these sustainable skills were more effective than those who focused on perishable skills.<\/p>\n\n\n\n
Simply put: \u201eIt's not about your ability to write an excellent prompt in ChatGPT5,\u201d Nelesen said, but rather about a person's AI literacy and analytical ability, which differentiates high performers from the rest of the pack.<\/p>\n\n\n\n
Similarly, a study released in August by Multiverse presented the 13 human skills that researchers considered auspicious for the adoption of artificial intelligence. These skills include \u201ecreativity,\u201d \u201eanalytical reasoning,\u201d and \u201esystems thinking.\u201d.<\/p>\n\n\n\n
While researching the AI model, Nelesen and her team also found that certain generations tend to have different strengths. Part of successfully adopting AI involves \u201ehaving an ambitious attitude\u201d when it comes to new technologies; another part is \u201eknowing when to use it and when not to,\u201d Nelesen said.<\/p>\n\n\n\n
\u201eMore experienced\u201d employees tend to have rules and regulations top of mind, Nelesen said. Meanwhile, younger employees, Nelesen said, are \u201every adept and very willing to try new technologies, but they don't have some of those governance aspects.\u201d In short, \u201eneither group was fully prepared for AI.\u201d.<\/p>\n\n\n\n
As with many learning and development programs, personalization can be essential. When it comes to integrating artificial intelligence by a workforce, Nelesen argues that \u201dyou can't just paint with a broad brush.\u201d.<\/p>","protected":false},"excerpt":{"rendered":"
Ini\u021biativele de formare trebuie s\u0103 se concentreze pe mai mult dec\u00e2t integrarea software-ului, a declarat un expert \u00een comportament la locul de munc\u0103, pentru HR Dive. Liderii ar trebui s\u0103 fie con\u0219tien\u021bi \u0219i de punctele forte ale fiec\u0103rei genera\u021bii. Liderii de pe pia\u021ba for\u021bei de munc\u0103 vorbesc despre importan\u021ba competen\u021belor umane \u00een contextul goanei dup\u0103<\/p>","protected":false},"author":3,"featured_media":6820,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[74],"tags":[],"class_list":["post-6818","post","type-post","status-publish","format-standard","has-post-thumbnail","category-companii"],"aioseo_notices":[],"aioseo_head":"\n\t\t\n\t\n\t\n\t\n\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t