Measuring the GenZ: Lost in translation is so 2003

The measurement of GenZ: Lost in translation is so 2003

“Too leisure-oriented? – We’re just hard-working in a different way.” was the headline of the brandeins magazine in September 2020, using many examples to draw a picture of a Generation Z that is changing the world of work practically “on the job”.

The new generation of employees is neither lazy nor inherently less well educated than previous generations. Even if they are repeatedly accused of being so. Rather, they were born into a world that is becoming more complex and confusing with each year. A world in which static knowledge is becoming less important. And they are constantly challenged to acquire new information and new skills for themselves. DIY in a continuous loop. Against this backdrop, GenZers take a skeptical view of what has long been considered normal and desirable: a job for life, for example, or climbing the traditional career ladder.

Left and right is the new up

Today, many young employees appreciate flat hierarchies and an open environment in which “upwards” is only one of many possible directions. Rather than being above others, it is much more important for them to be connected with their colleagues. To work on eye-level towards a common goal with the support of competent and empathetic leaders. And to develop individually in the process. These are the key factors for employee retention.

A study from the US came to the conclusion that employees who are promoted horizontally or professionally within the first three years in the company, for example (temporarily) taking on a new role with greater responsibility in another department or leading a new project, are 62% more likely to stay with the company. With a “vertical” career move, such as a promotion to a management level, the figure is only slightly higher (70%). Without the opportunity to try out other areas of responsibility outside of the routine, however, the probability of talent staying falls to less than 50%.

Young high potentials in particular are being headhunted and tend to be more willing to change jobs than older employees. What can a company offer to counter the growing “market of opportunities” from outside? – A diverse internal market of opportunities, for example, that allows employees to constantly realign their work, reinvent themselves, try things out, take on new roles, take on more responsibility – and all within the organization in which they are already active and rooted. This is not wishful thinking, but now a clear expectation of GenZ: according to Deloitte (2021), 70% of GenZ employees expect their employer to help them achieve their personal and professional goals.

The transparent generation?

In return, employees who want to develop further are the best thing that can happen to a company. It is important to find the “sweet zone” where the goals of the company and the many individual purposes and personalities of the employees overlap. The more precisely organizations design their Learning & Development programmes, the better it is for them. After all, employees who thrive in their new role are the key to companies being productive and innovative.

AI technology can provide valuable support in growing alongside each other. Especially with regard to employees of a generation that is used to using digital technologies and generating data about themselves. From mindfulness apps to fitness trackers, many young people naturally use data-based tools to better understand themselves. And navigate through a world that demands a lot from them. So it’s only logical that their employer should also use smart technology to help them find their place in the organization – and do so continuously.

AI-based personality diagnostics can help GenZ:

identify their strengths and weaknesses to improve their career decisions and optimize their performance,
find suitable (internal) projects and jobs and
create personalized learning and development programs.

Strengthening strengths

Instead of working on deficits, companies should focus on the potential of their employees. Further development based on the principle of “strengthening strengths” is not only more rewarding. But also saves time and money and increases the chances of employees fulfilling their role well. The AI-based personality analysis can help to find out which basic character traits qualify employees for certain roles in the organization. And in which areas they can still work on themselves in order to be capable of performing a task in all its facets.

Personality first, skills second

Studies on requirements in job advertisements also show that the focus on personality and the associated strengths is becoming more important. According to the study, “frustration tolerance” was mentioned 71 percent more frequently in job advertisements in 2021 than in 2018. Empathy was requested 39 percent more frequently. At the same time, the need for existing language skills, among other things, fell by almost a quarter.

Personality first – this means that AI-based personality diagnostics are also gaining massively in importance. This is because it enables companies to reliably measure the key characteristics of (potential) employees.

The benefits of AI-based personality analysis:

👍 It is done indirectly with natural language analysis.

👍 It is fair.

👍 It is not biased.

👍 It is much more cost-effective than traditional assessments.

And it works particularly well for GenZ employees. That is because:

GenZ is individualistic: they are looking for a work environment that takes their individual personalities, needs and strengths into account.
GenZ is intrinsically motivated: they want to develop themselves and realize their potential.
The GenZ is pragmatic: they use technology naturally to achieve their goals and are open to generating and using data about themselves.

And: they are hard-working. Just in a different way 😉

AI literacy: These are the key skills for modern HR work

The use of AI systems will revolutionize the HR sector. Not using AI is no longer an option. It is now a matter of developing the necessary skills to be able to use the technology in a targeted manner. HR professionals need to start equipping themselves with the knowledge they need to use AI tools effectively while retaining the invaluable human judgment that machines cannot replace.

Employee diagnostics: What do you care about my personality?

How much “humanity” is good for organizations would be answered very differently by people from different philosophies. On the one hand, there are those who say that we can only do good work if we are allowed to be ourselves in a professional context. With the full range of our characteristics, feelings and needs. This view has become very popular with the New Work movement. In his book “Reinventing Organizations”, Frederic Laloux talks about the principle of “wholeness”: we can only do good work if we can be ourselves and don’t have to spend energy on wearing a professional mask.

Many of the things we see in organizations today are based on this way of thinking. The dress code has been abolished in many industries. Employees bring their dogs to work and, especially in young companies, it is no longer a stigma to cry or talk about fears in the work environment.

At the same time, there are many voices (and my perception is that they are becoming increasingly louder) that say it is important to differentiate between people and members of an organization. In this context, the authors of the book “The Humanization of the Organization” speak of a necessary “barrier” between people and companies that protects both sides. As long as the individual character traits and needs of a person do not clash with the manners and behavior associated with a role in the company, they are none of the employer’s business. In this context, the authors speak of “role expectations”.

The bright side of power

These role expectations raise questions in the face of a fundamentally changing world of work. Examples include the following:

Should I still expect my boss to be dominant or even choleric?
Should I expect my colleague from the finance department to be fundamentally pessimistic about new ideas?
Can I expect an HR colleague to be empathetic and open?

One thing is clear: the values of the next generation and therefore also the expectations of how people work together in companies often differ from those of the baby boomer generation. Whose representatives still hold many important positions in organizations. Especially when it comes to leadership behavior, the ideas diverge.

For a long time, character traits that we would describe as toxic today were beneficial for climbing the corporate ladder. Above-average manifestations of counterproductive behavioral tendencies (self-centeredness, impulsive, strategic manipulation) are still strongly represented among managers today. This is increasingly becoming a problem for companies. Young employees in particular expect their managers not only to set goals and make decisions. But also to motivate, listen and respond empathetically to their needs. According to a LinkedIn study, 41% of employees with up to two years’ work experience would like managers to show more empathy. Among trainees and students, the figure is as high as 60 percent.

More than four colors

However, such soft factors are difficult to read from a CV or documented performance. This is where modern measurement methods based on AI offer new possibilities. AI systems can help HR managers to develop an in-depth understanding of employees’ individual strengths and development potential. Technology makes it possible to take a nuanced look at people and not make hasty judgments. This is important because it should be clear to every HR manager by now that human personality cannot be broken down into four color types. At the same time, the many nuances cannot be captured by an interview or coaching session alone. Especially as all those involved are not free from bias. AI can set new standards here and shine a light on characteristics that have often been overlooked. But are essential for the functioning of an organization.

What does AI measure?

There are different AI models that target different spheres of personality. The goal behind the use of AI systems for HR is basically always the same:

ensure that the right people fill the right positions,
prevent people with toxic behaviors from taking on management responsibility,
check whether the person fits into the corporate culture and,
promote the ability of teams to work.

In the area of “Learning & Development”, the focus is on characteristics that are accessible for further development. It is important to emphasize that the aim is not to “turn people around” so that they fit into the organization. This is neither possible nor desirable. Rather, the aim is to use the insights gained with the help of AI to strengthen employees so that they can grow in their professional role. For example, the finance colleague who tends to be overly pessimistic learns to consciously adopt a different perspective. Or the HR colleague learns how to be empathetic. Coaching, mentoring and other formats make this possible.

Outlook

There are different views on how much humanity is good for an organization. Whichever perspective you follow, the key ultimately is whether a person’s behavior and the expectations of the role they perform match. It is less important whether it is authentic behavior or a “professional mask” that employees put on at the office door. What is more important is that their actions are rooted in character traits that consider good and productive cooperation to be desirable for the benefit of the organization and its members.

Behavioral expectations and thus also desirable traits are subject to change. To which companies must respond if they want to attract and retain employees of the new generation. The latest AI models make these character traits, which are essential for the functioning of an organization, measurable and presentable. The technology thus enables both each individual employee and the organization as a whole to develop in the best possible way and shape a desirable future.

AI literacy: These are the key skills for modern HR work

Everyone wants these five colleagues in 2024

Expensive assessments, even more expensive bad hires

AI literacy

These are the key skills for modern HR work

The good news is that HR professionals won’t need to be able to understand complex statistical formulas or code in the future. Rather, it’s about understanding HR metrics and being able to interpret data visualizations, including modern dashboards powered by AI. This fundamental understanding enables HR professionals to gain data-driven insights to solve real-world problems.

What will be better with AI

Research shows that only a small percentage of HR professionals have advanced AI skills. However, those who do use AI and data analytics report positive effects in recruiting, employee engagement and decision-making processes.

According to a study by Gartner, 76% of HR leaders believe that if their organization does not implement AI solutions in the next 12 to 24 months, it will lag behind those that do in terms of business success.

HR professionals need a basic understanding of how AI works, what the technology can and cannot do. They should focus on what benefits the technology can bring them and what specific use cases there are. In doing so, they should always keep the company’s goals in mind. What can they do better, faster and more cost-effectively with the help of AI in order to achieve these goals?

HR as change management

The introduction of AI in the HR department inevitably leads to changes in processes and possibly roles. Sometimes it is enough to integrate an AI tool into a workflow and thereby achieve an immediate benefit. Often, however, it is not that simple and a rethink and reengineering of the entire process is required. This shift requires a deep understanding of where human capabilities complement AI and add value to human judgment, data collection and actions.

After all, humans will remain irreplaceable in the future. AI tools have been developed to improve human skills and can be useful in delegating tasks. Technology will be omnipresent in most activities, rather than replacing them entirely. AI systems can often make better, faster and cheaper predictions than humans. However, a prediction is not a decision, it is merely a component. The real value lies in human judgment – the ability to interpret predictions, consider ethical implications and make decisions that machines cannot. HR professionals must address ethical dilemmas, privacy concerns and the need for a continuous learning and adaptation process.

The better HR managers understand the basic workings of AI systems, the better they will be able to argue in favor of their use. The extended basic understanding includes the following aspects:

What model is AI based on? What is represented? What is left out?
For what purpose was the AI built?
What data was used to train it?
How is the data entered used and stored?
Is the AI legally compliant, for example with regard to the European AI Act?

In the future, another core competence will be not only mastering AI-related changes to tasks and processes, but also communicating them to the workforce, addressing resistance and offering training.

Data storytelling will become more important at the decision-making level in companies. HR professionals who have mastered it can influence decision-makers by presenting data-driven insights in a convincing narrative, for example to push through additional budgets for recruiting and HR marketing.

HR remains human

Despite the technical nature of AI, its primary goal in HR is to improve the human work experience and performance. HR professionals should therefore always take a human-centered approach when implementing new tools. At its core, it should be about understanding the needs and behaviors of employees and developing AI solutions that improve their work lives while making the organization as a whole more productive and successful. Skills in methods such as design thinking can be helpful here.

Staying agile

The future of HR work lies in combining the best of AI and human knowledge. Once HR leaders better understand what the technology can do, they can assess the potential use cases and benefits and harness the power of technology to improve their work. At the same time, they can ensure that human judgment remains at the heart of HR decision making. A balance between AI and humans is critical to creating efficient, equitable and human-centered HR practices that can continually adapt to a changing world of work.

✅ AI Literacy at a glance:

Operating AI tools
Interpreting AI-generated data
Integrating findings from data analysis into current HR processes
Understanding ethical and legal issues
Communicating AI-related changes and benefits
Human-centered design thinking
Data storytelling

👩‍🎓 Get certified now.

For recruiters, freelance coaches and consultants looking for a comprehensive AI toolkit, Zortify offers a certification program. This opens the door to a world of assessments that measure not only the traditional personality traits, but also the but also the counterproductive behavioral tendencies, and malleable psychological states crucial for professional and personal success.

The next certification dates:

March 20-21, 2024, Zurich

April 23-24, Luxembourg

May 13-14, Wiesbaden

July 16-17, Luxembourg

To the registration

Everyone wants these five colleagues in 2024

Expensive assessments, even more expensive bad hires

Missed the boat on AI? How companies are catching up

How AI can save your HR budget

Expensive assessments, even more expensive bad hires

According to a study by Glassdoor, companies experience an increase in applications in January, while at the same time employee turnover goes up. For HR, this means juggling between recruiting new talent, conducting appreciative offboarding and keeping the existing workforce happy, often with limited budgets. If a position is then filled with the wrong person, things can quickly become tight. As most companies probably don’t have an extra “bad hire budget”, they should do everything they can to avoid bad hires. More and more companies are using AI systems to replace expensive and inefficient methods such as assessment and development centers. AI-based employee diagnostics supports HR in doing the best possible job – and sets new standards in personnel development at the same time.

Customized HR work: cheaper than ever before thanks to AI

Understanding and using AI systems costs money at first, of course. But this is money well spent. With the help of artificial intelligence, HR is much more likely to fill open positions with the right people and the investment in onboarding and employee development will pay off in the long term.

How is this possible?

Technological change is making affordable what until recently was expensive: making accurate predictions about who will fit a job and who will not. The more sophisticated the technology becomes, the better HR experts can do their job.

AI systems can already:

- scan a large number of profiles of potentially interesting talents in social networks,
- create a pool of suitable candidates for active sourcing,
- create job descriptions that suitable talents really want to read and in which they can find themselves.

Above all, however, they make assessment and development centers obsolete. These involve an average of five days’ work for several HR managers and often cost tens of thousands of euros. At the same time, the many bad hires and the growing willingness to change jobs in the workforce show that they do not bring the desired outcome. AI systems can change the system. Within minutes, they analyze the information that HR needs to pre-select candidates and reduce the risk of a “bad hire”.

How to avoid the recruiting of toxic coworkers

In order to support the final decision, AI systems can analyze not only the personality profiles of applicants but also their potential fit with regard to their future role in the team. A Harvard study shows just how important this is. According to this study, a top performer with toxic behavioral traits has a worse impact on the overall performance of the company than several employees who only perform at an average level but work well as a team.

Anyone who thinks of the obvious bully when they hear the term “toxic worker” is mistaken. Toxic employees act cleverly and often poison the atmosphere in subtle ways. To avoid this, HR managers need to be able to identify personality traits in advance (i.e. before recruitment) that are not apparent from a CV or assessment center. Using this data, they can identify likely patterns of behaviour and predict how they might affect the performance of the team and the organization as a whole

In view of the increasingly complex field of HR tasks and the limits of the human ability to analyze, it was until now impossible to meet this expectation. With the rise of AI systems, this is changing. Data-supported personality analysis will very likely quickly become the new standard in employee recruitment and development and give companies more security in uncertain times.

Minimizing risk with AI

Speaking of uncertainty: in its latest issue, the “brandeins” magazine comes to the conclusion that the slow pace of digitalization in every fourth German company is due to a lack of willingness to take risks. AI can also spark a shift in thinking here: By accelerating processes and securing decisions based on data, companies can act more courageously and flexibly.

These impressive figures are a signal to risk-averse companies to invest in their digitalization even more, as new technologies can significantly reduce risks in important areas of corporate management, such as HR work.

Conclusion

Assuming you don’t have an endless “bad hire budget”, dare to invest in AI. Start low-threshold, for example with SaaS and platform solutions. Because one thing is clear: external risks will not become less in the foreseeable future, but they will be much easier to manage with AI. Companies can use AI-supported risk management and explore new fields with the help of data. The best insurance they have is the right employees who share their goals, values and culture.

Sources:

– Why Wallet Wellness Should Be HR’s Top Priority in 2024 and How Employers Can Stretch Employee Paychecks

– Thriving in an age of continuous reinvention

– Measure Workforce Resilience for Better Business Outcomes

– The real cost of employee turnover and what you can do about it

Everyone wants these five colleagues in 2024

Missed the boat on AI? How companies are catching up

How Companies Get to the Bottom of Quiet Quitting

Everyone wants these five colleagues* in 2024

(*or: this one AI)

From “prompt engineer” to “AI ethicist” to “avatar fashion designer” – new technology is not only eliminating jobs, it is also creating many new fields of activity. This inspired us to think about the hurdles that HR managers in particular are currently facing and what support, new roles or professions there should be in HR to overcome them. In the best “make a wish” style, we baked them these fantastic “wish colleagues” on the fly. The good thing is that many of the ingredients can already be found in AI applications. We’ll show you which ones.

1. Chief Talent Interpreter (CTI)

Chief Talent Interpreter (CTI) - Colleague 1

The Chief Talent Interpreter can read between the lines of CVs and questionnaires and recognize what remains hidden to others even on the second and third screen. He is a kind of crystal ball on two legs. And the results of its work are nothing short of magical.

After all, CVs and self-assessments provide HR with an initial impression of candidates and their suitability for certain positions. But far too often, it’s only when they start the job that it becomes clear what makes the person behind the written word tick, whether they can fulfill their new role and fit into the team. If this is not the case, things can get uncomfortable. In any case, it will be expensive (been there, done that 🙄). The Chief Talent Interpreter knows how to prevent this.

🎮 Colleague AI: The technological crystal ball is based on Natural Language Processing (NLP) and can interpret nuances in written responses. With its support, HR managers can identify the characteristics in a candidate’s personality profile that are important for a role and assess whether a person will fit into the corporate culture. It therefore replaces CV analysis as well as time-consuming assessment and development centers.

2. Employee Wellbeing Analyst

Employee Wellbeing Analyst - Colleague 2

He not only reads what you write, but also understands what you actually want to say. He decodes hidden messages and calls for help that are hidden subtly and unnoticed by readers in written communication. High-frequency nuances in emails or interviews are picked up by his highly sensitive antennae. This enables him to speak directly to the employees concerned and find out what they need, or give the manager a confident hint that a conversation would be useful.

🎮 Colleague AI: (Our) AI systems can already read psychological dimensions from written everyday communication. Meanwhile, researchers are continuing to work on training AI in emotional intelligence (EQ). This will enable AI systems to analyze human emotions and their impact on decisions in the future. Chatbots and virtual assistants will be able to recognize emotional nuances in communication and react to them, for example in employee interviews. Good for HR: AI-controlled tools will soon be able to offer them individual training and coaching programs to train their EQ.

3. Team Dynamics Engineer

This fantastic new colleague helps individual employees to understand themselves better and also promotes effective collaboration in teams. She can predict whether the chemistry between potential team colleagues will be right based on individual psychological profiles. After all, she knows that good teamwork depends not only on skills and tools, but also on the psychological preferences of the individual team members. Therefore, even after the team has started work, she tirelessly ensures that everyone has their own safe space to express themselves freely. She always keeps an eye on how the team is currently working together and where improvements are needed.

🎮 Colleague AI: …can already use NLP to analyze employee profiles in order to form teams that not only complement each other professionally, but are also psychologically compatible. Our “High-Performance Teams” AI, for example, divides work into six basic roles. This helps employees to assess for themselves how they can and want to work. Also which role they should therefore take on in the team.

4. Customized Development Pathfinder

Customized Development Pathfinder - colleague 4

The “design and deliver” principle, whereby career options are set out once in the company and then never touched again. Has long since been overtaken by reality. In this reality, we have self-confident employees who want to decide for themselves when and in which direction they want to develop. At their own pace and according to their individual goals. The Customized Development Pathfinder supports them in this. He knows what each individual is good at and also gives a nudge forward when employees fall short of their potential.

🎮 Colleague AI: … also knows exactly what knowledge and skills lie dormant in the workforce. It uses psychological analyses of employees’ needs and aspirations to create personal development plans. Our zortifyGROW AI, for example, measures stable personality traits and adaptable personality states and links them to professional development. It uses a unique combination of the “Big Five Personality Traits” model, the “Entrepreneurial Capital Personality” model and the “Counterproductive Behavioral Tendencies” model. Nerdy by nature – and very accurate. 🤓

5. Chief Asshole Detector

The colleague with the swear word in his title is actually an extremely sensitive soul. He senses vibrations as soon as a person enters the room and reads precisely between the lines. He is not impressed by fancy titles and CVs; he has X-ray vision, looks behind the façade and analyzes with a cool head whether someone could damage the heart of the organization. With the right decision, he can prevent bad hires and save the company from high costs and a negative vibe among the workforce.

🎮 Colleague AI: … truly cannot be accused of being guided by sympathies and bad previous experiences when evaluating a person. It unemotionally analyzes the spoken and written word. Based on the results, it shows whether an applicant has narcissistic traits that could severely disrupt the company and poison the culture. AI can already see what humans cannot detect even on second glance. And would have reliably spared the national economy the 14 percent of narcissists in management roles.

What’s to come

2023 was a super exciting year for companies and for HR in particular. Artificial intelligence has opened up many new opportunities to place the right people in the right positions at the right time. In the end, that’s what makes HR work so valuable and also so fulfilling, isn’t it? And the development is continuing at a rapid pace. The tasks of all the dream colleagues described above can already be performed by just one AI.

What does this mean for other, non-fictional jobs? Will human labor become largely obsolete in the future? – Certainly for certain tasks. At the same time, there will be many new tasks that will require human and machine intelligence working side by side to achieve the best results. In 2024, companies will be all the more challenged to find the right balance between the two. And for those organizations that have not yet had any contact with AI, it’s time to get to grips with the topic and get started step by step. We have described how this can be done in another post.

We hope that you can spend a lot of time with the people who are good for you in the new year. Both in your private life and at work. Thanks to AI technology, the chances of this are good.

With this in mind: Happy 2024!

Quiet Thriving Over Quiet Quitting

AI’s Role in Fostering Proactive Work Culture. Every movement has its counter-movement, and this is also true in the HR sector. While “Quiet Quitting” describes a state in which employees do just the bare minimum, “Quiet Thriving” represents a concept that encourages people to actively participate and shape their own work environment.

Lead Effectively: Speak 20%, Actively Listen 80%!*

*(Spoiler: AI makes it possible) Hand on heart: Do you know the current state of well-being of your employees? Do you understand their worries, challenges, and feelings? Do you know what truly moves them, what challenges they face, what is going well for them, and where they urgently need support?

Missed the boat on AI? How companies are catching up

Missed the boat on AI?

How companies are catching up

Artificial intelligence – we don’t need it. Many companies would probably have signed this sentence a year ago. ChatGPT had been released a few weeks earlier. Today, no company can avoid the question of what it is already using AI systems for. According to a Bitkom study, two thirds of companies consider AI to be the most important technology of the future. At the same time, 38 percent are concerned that they have missed the boat on new developments. They should know that it is not too late to start (and there is probably no alternative), because AI is here to stay and will change and shape almost every area of our working world in the coming years. Companies that are still unsure about how AI will affect their work can take a step-by-step approach. HR is an ideal area for this. I’ll come to why and how this can work in detail in a moment.

No AI is not a solution either

The first step, however, is to overcome general fears of AI. This can be achieved by consciously questioning and adapting our own mindset. Companies can accept that they do not yet understand everything. They can allow themselves to learn and try out new things. It also helps to realize that they are probably already using AI as a matter of fact without even realizing it – see the following illustration:

These examples also show that organizations do not have to immediately purchase a large, complex software package costing several million euros. Instead, they can start small and proceed step by step. In that way, they can gradually open up areas in which AI systems can bring them measurable improvements. In the Bitkom study mentioned above, for example, more than half of the companies using Artificial Intelligence highlighted the reduction of human error as one of the greatest benefits, followed by the acceleration of processes.

Improving HR work with AI

Especially in HR, AI systems can make work easier and bring benefits for both HR experts and employees. The following areas of application are already showing good results:

1. AI diagnostics: personality tests and skills analyses to gain deeper insights into employees’ strengths and development potential.

2. Employee development: AI-supported learning and development programs that are individually tailored to employees’ needs and career goals.

3. Recruitment: tailored job advertisements, talent acquisition, including automated CV analysis and pre-selection of suitable candidates.

4. Process automation: time tracking, leave management and onboarding.

5. Performance assessment.

6. Employee engagement and satisfaction: AI analysis of employee feedback and sentiment to identify trends and proactively address needs.

7. Diversity management: AI-supported analyses to promote diversity and inclusion in the company.

**Ask the right questions* in advance (*here they come)**

To get started in your company, you should first ask yourself which of the areas mentioned above would benefit most from AI. What specific challenges in diagnostics, employee development, recruitment and other HR processes do you want to address? Define specific, measurable goals that you want to achieve with the help of AI.

In the next step, look for possible providers. Ask yourselves: What experience and references do the various AI providers have specifically in the HR context? And: How do the functions of the AI tools on offer cover our specific HR requirements?

After a pre-selection, look at the details

Data protection: how do the providers ensure the protection and confidentiality of employee data?
User-friendliness and training requirements: How user-friendly are the tools and what level of training is required for the HR team?
System integration and technical requirements: How can the AI tools be integrated into our existing HR infrastructure?
Provider support and technical maintenance: What support does the provider offer for technical or usage-related issues?
Risk management and data security: What security measures and emergency strategies are implemented for the AI tools?

Then focus once again on your resources, goals and values. Weigh up the costs and benefits: what return on investment can you expect from using the AI tools? Ethical questions should also be discussed at this point at the latest: How do you ensure that the AI solutions comply with ethical standards and make decisions free from bias? – Many providers of AI systems have dealt intensively with the legal and ethical framework conditions in recent years and can provide support here.

Address resistance within the workforce and create a shared understanding of how Artificial Intelligence can be used in the company and where the (current) boundaries lie. At the same time, you can contribute to a better understanding of the technology and reduce fears with further training programs. (Spoiler: zortify also offers coaching on AI. 🤓) Give employees the freedom they need and encourage them to learn more about AI on their own. And finally: start small – with pilot projects and hands-on tools that don’t require time-consuming implementation and allow you to exit at any time. Start with one aspect of HR work, learn from the experience and then gradually expand the application as the technology benefits you.

Conclusion

The sudden rise and rapid development of Artificial Intelligence has overwhelmed many companies. But as with all new technologies, it’s perfectly okay not to be one of the first, the early adopters. But it is not good to permanently turn a blind eye to new developments and opportunities. Especially not if they benefit the company and the people who put their skills and time at the service of the organization. Find out what AI can do for you in specific terms. Try things out, reflect, adapt and, as in other areas of life, trust your common sense. It will be a good compass for you when dealing with AI and navigate you through the fascinating possibilities that new technology offers.

AI vs. Human Intelligence

Examining the differences between AI and Human Intelligence, and how they can work together to drive Innovation. Artificial intelligence (AI) has been a hot topic in recent years, with advancements in technology and machine learning leading to significant improvements.

Building Trust with Explainable AI: Techniques and Approaches

As AI becomes more pervasive in our lives, it’s becoming increasingly important to understand how these systems work and to be able to trust their decisions. Explainable AI (XAI) is a growing field that aims to create more transparent and interpretable machine learning models.

NLP 101: A Beginner’s Guide to Natural Language Processing

Natural Language Processing (NLP) is a field of study that focuses on analysis and synthesis of human language. NLP is a fascinating and rapidly evolving field with a wide range of applications, from chatbots and virtual assistants to sentiment analysis and machine translation.

The topic of “Quitting” is stirring the HR world. People seem to be resigning in very different ways. Sometimes very officially, increasingly internally, often silently. Yet, what does it say about our work environment when people who do what is expected of them (no less, but also no more) are referred to as “Quitters”? – However, we don’t want to become too philosophical here. The fact is: people feel less connected to their employers today than the generations before them. According to a recent study by EY, only 13% of respondents feel a strong bond to the company (for comparison: in 2017 it was still 34%). For companies, this is both a curse and a blessing at the same time.

The Facets of Quiet Quitting

Let’s start with “Quiet Quitting”. This includes the phenomenon where employees stay in the company, but emotionally and intellectually switch off. They only do the bare minimum and reduce their productivity, creativity, and interaction with colleagues to the required minimum. Not because they feel powerless and unmotivated, but quite consciously, to not let work take up too much space in their lives. Especially among young employees, this attitude was temporarily proclaimed a trend. But is this form of “Quitting” really a problem? – This requires a nuanced view: I think it is quite legitimate for an employee not to constantly go above and beyond the expected. Emotional distance from the company can also be healthy.

When Quiet Quitting Becomes a Problem

The problem arises when employees start to actively block processes and structures, both on formal and informal levels. For example, quite bluntly put, when informal conversations at the coffee machine are refused because they are not part of the employment contract. Such behavior can, if it affects more than just a few employees, lead to a toxic company culture. And can even bring organizations to a standstill. Not all processes can be formally defined. Informal approaches to tasks and challenges can facilitate and expedite work in many areas. Where this dynamic comes to a halt, work also becomes difficult for those who are actually enjoying their work. The risk of resignation increases, especially when there are sufficient job alternatives in the industry.

So, it can be concluded: Quiet Quitting as a conscious action becomes a problem when it blocks or downright poisons the informal and interpersonal in organizations, potentially making work less attractive for all employees.

Detecting and Addressing Silent Resignation

But there is also another form of silent resignation. One that does not come preventively, but as a reaction to the existing working conditions. I would like to refer to it here as “Inner Quitting”. Employees who do not feel seen, do not receive recognition, and do not see the value of their work reflected in tangible results or emotionally, eventually only do the absolute minimum, increasingly become numb and often fall far behind what they could and would achieve in a positive work environment. This form of quitting happens more subconsciously and is not targeted. However, the consequences for the atmosphere among the workforce can be similar to those of consciously working on a low flame.

Regardless of the reasons for the silent retreat. It is vital for companies to continuously detect and counteract such negative developments. For this, they need to find out how their employees are really doing – candidly and unfiltered.

Artificial Intelligence Provides True Employee Insights

Getting authentic insights into the emotions and motives of employees, especially those who feel little connection to the company, is challenging. Traditional, quantitative employee surveys often reach their limits as they can lead to standardized and thus potentially biased answers. Quiet Quitters are likely to hold back or distort their true feelings and thoughts in conventional surveys. Making it difficult to gain a genuine insight into their perspectives and experiences. Here, the use of AI and especially Large Language Model (LLM) technologies can make a significant difference.

LLM-based technology, used in the HR context, is capable of analyzing and evaluating qualitative answers – i.e., text responses – and identifying subtle hints and patterns in the expression of employees. This makes it possible to understand what is actually going on in the minds of the people in the organization. Which needs remain unmet, and where there may be toxic behaviors or structures that undermine employee satisfaction and loyalty. By combining quantitative and qualitative data enabled by AI analyses, companies can gain a deeper, nuanced perspective on the needs and challenges of their teams. And thus make better informed and targeted decisions to improve leadership and corporate culture.

Setting Employees on Default with AI

Conclusion: The multifaceted act of “Quitting” – whether visible and loud, quiet and strategic, or latently internal – reflects the urgency to listen to the desire for change on the part of many employees. This change must be initiated by the people in leadership positions. They have never been better positioned to do so than today. Because AI-based technology is a game changer, especially in HR work. Companies should be bold and loud in going forward and using the new possibilities when it comes to the most valuable thing they have: employees who by default want to do good work.

Quiet Thriving Over Quiet Quitting

Lead Effectively: Speak 20%, Actively Listen 80%!*

Attention, narcissism!

Unveiling the truth about narcissism and its impact on teams and companies, discover how AI can now recognize such behavior. From charismatic allure to detrimental consequences, narcissists can disrupt success in various ways. Explore the prevalence of narcissistic traits in executive suites and the alarming trends among younger generations.

From Quiet Quitting to Quiet Thriving

How AI promotes a proactive work culture

Every movement has its counter-movement. This is also the case in HR. While “Quiet Quitting” describes a state in which employees only do the bare minimum, “Quiet Thriving” is a concept that encourages people to actively and creatively participate in their work sphere.

A proactive counter-design

The idea behind this approach is that people have a fundamental need for joy, development and fulfillment in their work. This creates motivation to not just strive for the minimum, even in a working environment that is perceived as rather negative, but to take on a proactive role. Such an attitude contributes to mental health and makes it possible to positively shape the environment within one’s own capabilities.

Exploring the possibilities

The “Circle of Control, Influence and Concern“, a model from positive psychology, shows the different levels of influence and the resulting options for action. It illustrates very well that some things are within our control and others are not. Recognizing and differentiating between them paves the way to more (inner) freedom and enjoyment of our own actions, even under suboptimal conditions.

In relation to the work context, this essentially raises three questions:

If I cannot control or influence my work environment, can I learn to accept it? (e.g. the behavior of my manager)
If a problem in my work environment is not within my control, can I influence it so that I experience at least some enjoyment at work? (e.g. work routine)
What is within my control? How can I gradually increase my scope of action in order to not only do the bare minimum, but to develop and contribute my own ideas out of an inner drive that pay into the company’s goals? Not out of obligation, but out of an authentic motivation that enhances me both personally and professionally?

In “Quiet Thriving”, employees consciously deal with their self-efficacy (however small it may be), proactively shape aspects that they can influence and adjust their attitudes and reactions with a look at the things that they cannot (initially) change. They also network with like-minded people and build a supportive community together in order to strengthen and utilize their collective self-efficacy.

Happier work thanks to AI

From an HR perspective, employees who perform monotonous tasks or tasks that are perceived as less meaningful are particularly prone to “quiet quitting”. Especially if they cannot see the immediate effect of their work and therefore do not feel valued. This is where HR can take targeted action and help shape the scope to promote “thriving”. One requirement for this is that HR employees recognize the emotional state of employees. Artificial intelligence (AI), which works with comprehensive language models (as we know them from ChatGPT), can help here. It determines how people in the organization are actually feeling by evaluating qualitative data (e.g. open text responses in a survey). Based on this data, HR can show demotivated and dissatisfied employees development and learning opportunities or enable a temporary transfer to another job.

For example, job rotations or further training can break established patterns, offer variety and provide new inspiration. Which development step is suitable for which employee can also be determined by the AI. It is important that these offers do not come as an additional burden “on top” and increase the employee’s workload, but represent a real alternative to the previous area of responsibility. A deep understanding of employees’ character traits, conditions and needs can also help to place the right people in the right roles within the organization at the right time and thus create optimal conditions for them to perform their tasks with motivation. Thanks to AI, HR has the opportunity for the first time to delve deep into the organization and unleash the full human potential that lies dormant within it.

Know your Privilege – and use it for the better.

It is important for me to emphasize that “Quiet Thriving” represents a privileged approach that is not applicable to all life and work situations. On the work side, it is particularly suitable for office jobs and industries in which skilled workers are scarce and employees have a certain amount of power. At the same time, the knowledge of the diverse nature of work experiences and environments should be an incentive for companies to make working life appreciative and fulfilling for as many people as possible. Emerging AI technology offers fascinating opportunities here. Let’s use them to leverage the creative potential that lies dormant in everyone.

Empowered teams: doing the right thing (instead of doing everything right)

What is more important on the job – doing things right or doing the right things? – Most people will probably answer “both”. Nevertheless, in the context of changing corporate cultures, it is worth thinking about this question in its absolute either-or variant.

Good leadership: With self-reflection and unsympathetic filter

A good leader – is that something you are or is that something you become? – Let me put it this way: you are one if you are willing to become one. In other words, leadership requires a willingness to develop. Leading always means learning to lead. It is an ongoing process that is never finished, especially in the fast-paced world we live in.

The self-made skills shortage

Why should we analyze applicants in depth if we have no choice about who we hire anyway? We hear this question a lot. It reflects the frustration many companies feel about the lack of skilled workers. And rightly so? – We say: Yes and no. For one thing, we think that the shortage of skilled workers is not a “force of nature” that companies are helplessly exposed to.

Lead Effectively: Speak 20%, Actively Listen 80%!*

*(Spoiler: AI makes it possible)

Hand on heart: Do you know the current state of well-being of your employees? Do you understand their worries, challenges, and feelings? Do you know what truly moves them? What challenges they face? What is going well for them? And where they urgently need support?

Listening is exhausting

Effective listening requires practice and training. Especially for leaders and particularly in uncertain times when many people are plagued by existential worries. A natural talent for listening is rare. The ability to constantly express our opinions on various channels and be confirmed in our “bubble” does not make listening any easier.

In hierarchical structures, there is also often the unspoken rule that leaders take up the majority of speaking time in meetings – and ultimately are always right. The transition from a dominant speaker to an attentive listener marks a significant step towards a sustainable cultural change in organizations. Which requires time, strength, and perseverance. Because true listening requires a high level of activity. Studies have shown that listening is much more strenuous than speaking. When we speak, our brain is stimulated similarly to when we eat or have sex. Which releases positive energy in our body; on the contrary, active listening significantly depletes our energy reserves.

Can I actually listen?

When thinking of leadership communication skills, many initially think of rhetoric, the ability to present well and maintain verbal control. This perspective needs to change. Because good leaders, who strive for a collaborative, open, and appreciative corporate culture, do not need to talk much. But rather need to listen attentively – regularly and to each individual employee. This leadership ability can be trained like a muscle. A prerequisite for this is to critically reflect on one’s own communication behavior.

The five stages of listening

Listening goes far beyond the simple absorption of words. The quality of listening can be measured in five stages:

Stage 1 (lowest level): Not listening – We pay no attention to the speaker, perhaps constantly looking at our smartphone or otherwise signaling our disinterest. Here, the other person is ignored, and effective communication does not take place.
Stage 2: Listening to speak ourselves – We immediately check the information received for how we can personally interpret or respond to what has been said. The focus is more on formulating our own response than on understanding what has been said.
Stage 3: Listening to agree or disagree – Here, we perceive the words of our conversation partner, but mainly consider them from the point of view of our own opinion and positioning.
Stage 4: the transition to empathetic listening: Understanding what moves our counterpart – Here, we listen not out of self-interest or to evaluate what has been said, but out of genuine interest in the perspective and emotions of the other person.
Stage 5 (highest level): Enabling a better self-understanding of the other person – At this level, listening becomes a mirror that helps our counterpart sort out their own thoughts and feelings and gain new insights or perspectives, without us sending the topics through our personal filter.

Understanding and applying these listening stages, especially stages 4 and 5, enables profound, empathetic communication, creates space for genuine exchange, and fosters mutual appreciation. By actively listening, leaders:

receive accurate information; this increases the likelihood of making wise decisions.
show appreciation to employees.
enhance the sense of belonging and connection among each other.

Actively Listening with AI

However, it is also clear: listening takes time. And given the diverse role expectations on HR in recent years, time has become scarcer. However, the advent of artificial intelligence could herald a turning point here. AI proves to be almost the perfect listener. It can effortlessly analyze text and voice data, a task that was previously reserved for human intelligence and took place in time-consuming and costly assessment and development centers. With AI, qualitative data and complex relationships can be utilized in a completely new way.

Leveraging AI for Qualitative Data

At Zortify, for example, we train our models using artificial neural networks. These can filter information from the environment in a way similar to the human brain. For example, AI is capable of reading out needs and moods from large datasets with qualitative text responses and identifying psychological states of employees. And that’s exactly what it’s all about: recognizing what is there without immediately evaluating it or reflexively reacting to what has been said, as we often unconsciously do in conversations (see stages 2 and 3).

Choreographer Monica Bill Barnes once said in an interview, “Listening is a matter of deciding that you do not have to worry about what you are going to say next.” This is a point that is difficult for us humans, especially when we – as in the professional context – always believe we have to have a competent answer ready. AI does not know such social fears. It listens without its own expectations and thus fundamentally enables a deep understanding of what has been said. This forms a valuable basis for HR experts to initiate specific measures and suggest. For example, an internal job change, a career step, or a confidential conversation. What used to take months or years (or was even completely ignored) is now possible thanks to AI within minutes: Active listening through data analysis, followed by human intervention by HR.

The right setting

Leaders are called upon to develop a sense of which communication channel is most effective for the different personality types in their team. In particular, they should actively approach the “silent” team members again and again and promote continuous exchange. The key here is a setting in which both sides feel comfortable. And what is the best way to find that out? Exactly: by listening attentively.

Article header: Franco Antonio on Unsplash