Takeaways
1. Look for natural moments to signal your ambitions outside of a dedicated sit-down.2. Frame your compensation discussion around “alignment” or “reflecting current responsibilities.
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Quotes from the Article of Interest:
1. "So much of the problem with assessment comes back to a lack of direction. If you don’t define who you intend to be, how can you ever figure out what’s wrong with your organization? Without that clarity, you’re just lost—making really good time, but going nowhere."
2. "You’ve got to create a sense of belonging so people can take coaching, not criticism. Building a team is a spiritual challenge—it’s about creating a connection that’s bigger than any one person. It’s a profound communion between people, tied to a purpose greater than themselves. When you have that, you can assess the team. Without it, you’re building on shaky ground. You might be right; you might be wrong, but there’s no real foundation."
3. "Building a winning culture comes down to these three core areas: devotion versus loyalty, accountability versus responsibility, and being on the same page versus alignment. If you don’t have these worked out—if you haven’t clearly defined them and built your organization around them—you have no chance of building a championship team, no matter how much talent you have. But when you focus on these principles, you create the right culture. And when you create the right culture, the right people will follow."
As AI usage becomes ever more ubiquitous, an increasing number of organizations are harnessing this still-evolving technology to transform talent acquisition. However, that’s a relatively recent development—of the 1 in 4 organizations that use AI to support HR-related tasks, nearly two-thirds only began doing so in 2023, according to SHRM’s 2024 Talent Trends: Artificial Intelligence in HR report.
In other words, most organizations have yet to tap into AI’s vast number of potential applications. Those who are, though, most commonly put AI into play to support recruitment, interviewing, and hiring by streamlining or increasing efficiency. What does that look like in practice?
Nearly 2 in 3 companies use AI to develop job descriptions.
More than 42% use it to customize or target job postings to specific groups.
Around two-thirds use AI to review or screen applicant resumes, communicate with applicants during the interview process, or automate candidate searches.
“By streamlining these tasks, we’re really seeing employees who feel they’re able to be more efficient and effective, and as a result, they’re more engaged,” Link says.
The use of AI can also be a boon to improving diversity in the applicant pool, SHRM’s research shows, with nearly 30% of companies reporting that AI allows them to better tap into underrepresented talent networks.
In addition to talent acquisition, HR professionals are drawing on AI to increase and encourage workforce knowledge and development, identify gaps in employee knowledge, and track employees’ learning and development progress.
“The best employers today are basically offering very large learning management systems (LMSs) so people can tackle any type of learning that they want to have,” Link says.
That is key, he explains, because many younger employees are no longer content to wait years to gain exposure to certain skills or experiences. Employers that give these workers the knowledge they seek may be able to hang onto them longer.
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