"Superworker companies" excel by prioritizing rapid learning and adaptability over traditional expertise, according to research from the Josh Bersin Co. Companies such as Toyota, JPMorgan Chase and Microsoft stand out by integrating continuous innovation and business model reinvention at their core, not just at the edges. These companies invest heavily in talent mobility, continuous skills development and AI transformation for growth. Full Story: Josh Bersin blog (6/22)
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Recruiting & Retention
Amazon: AI to reduce corporate workforce over time Amazon CEO Andy Jassy has told employees that the company's corporate workforce is likely to shrink over a period of years as generative AI and agents automate routine tasks. He also noted that AI will create new roles. "As we roll out more generative AI and agents, it should change the way our work is done. We will need fewer people doing some of the jobs that are being done today, and more people doing other types of jobs." Full Story: Reuters (6/18)
Higher glycemia linked to lower cognitive scores Higher glycemic levels were modestly associated with poorer cognitive outcomes in people with Type 2 diabetes, according to a study in JAMA Internal Medicine. The GRADE trial found no association between choice of glucose-lowering medications and cognitive performance after four years, but higher A1C levels were linked to lower scores on cognitive tests. Full Story: Endocrinology Advisor (6/17)
The shift to hybrid work has created new challenges for benefit managers who must support employee well-being to maintain productivity and satisfaction. Strategies include prioritizing mental health through employee assistance programs and counseling, promoting physical well-being with ergonomic tools and wellness programs, and fostering community to combat isolation. Full Story: Employee Benefit News (free registration) (6/12)
The HR Leader
HR's role in navigating digital transformation HR professionals are crucial in managing change driven by digital transformation, hybrid work and automation. Key tasks include assessing workforce readiness, defining the purpose of change, involving employees early, building future skills, communicating transparently and tracking key performance indicators. Full Story: HR Exchange Network (6/18)
Reflections: Humanity in layoffs Mira (not her real name) woke up Monday morning and checked her emails as usual. Waiting in her inbox was a note from her manager saying she had been laid off and that HR would be calling later to discuss the details. In the meantime, her access to email and company resources had been cut off, effective immediately. Mira was stunned. She had just attended a company event with her CEO, and everything had been fine. There was no indication that the company was considering downsizing. To be let go in such an impersonal fashion stung. She felt sick. Layoffs are rough; there’s no getting around that reality. But we can control how they’re handled, as we see in our Leadership & Development story today. Delivering the news in person -- and not in an email -- can go a long way toward softening the blow. I knew a man who was laid off last year and he appreciated being told face to face, during a video call, by his manager. In fact, he thanked her for the way she delivered the news and even said it had been an honor working with her. Not everyone will handle layoff news that well, of course. Nonetheless, taking care to manage the situation with sensitivity and honesty can go a long way in easing the pain for the employee and the manager. How does your organization manage layoffs?
