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Without a doubt, Gen AI is a steamroller with the potential to upend work as we know it. Although still in its infancy, a McKinsey 2023 report predicts Gen AI will inject $2.6 - $4.5 trillion annually into the global economy. Gen AI is also accelerating productivity growth, with new research from Stanford and MIT suggesting a 34% increase in efficiency across industries.
Yet, with Gen AI's pervasiveness, employees who excel at using and implementing it have become a flight risk in organisations. Of the self-categorized creators and heavy users of Gen AI, 51% said they plan to exit their organizations in the next three to six months.
These findings have massive implications for companies that want to retain these folks and keep them productive and engaged. Here are a few strategies that can help improve Gen AI talent retention.
Workers who categorize themselves as creators and heavy users of Gen AI are in high demand. However, these individuals don’t just sign employment contracts because of financial remuneration, not by a wide margin. A McKinsey survey shows that this group stays where they enjoy flexibility and leave when they don’t.
For instance, Gen AI experts like to work out of the office. By offering them the opportunity to work from different locations, organisations can cater to their inherent love of travelling. Such flexibility can attract them to your company and encourage them to stick around.
Organizations have started to address louder calls by Gen AI workers for diversity, equity, and inclusivity at work. Disparities still exist regarding who is represented within organizations, especially in leadership roles, and this continues to reinforce longstanding systemic discrimination in organizations along the lines of gender, race, socioeconomic status, and more.
Camaraderie goes deeper than inclusion. Gen AI talent wants to feel meaningfully bonded and integrated into the organization. And rightly so. In the pandemic years, isolation fuelled a growing psychological health crisis, and shortly after, loneliness at work was linked to the “great resignation.
No matter the stage of Gen AI adoption, companies must implement systems of psychological and physical safety and work-life balance. Such an environment also emphasizes sustainable work practices, productivity, and performance. These should be provided without creating a climate that extracts more from workers while giving less in return.
A great place to start is viewing each employee as tomorrow's leader. This notion will help create a supportive and strong community that can shape individuals into the best versions of themselves in everyday AI operations.
Gen AI can be a huge time saver in organizations. One McKinsey report states, “AI can increase workforce productivity by automating up to 30% of business operations across industries by 2030.
The challenge then becomes how to help workers understand what to do with the extra time created and how to use it to innovate new products and solutions. It’s improbable that human workers can achieve innovative outcomes without one-on-one guidance from leaders and managers.
Therefore, work processes should be thoroughly scrutinized to ensure employees invest time in initiatives that propel the organization forward. Compensation schemes should be adjusted to reward innovation and discourage AI-driven laziness.
AI Talent scarcity is a major concern for business leaders across the world. As of this writing, very few organizations have successfully mastered Gen AI talent management. The strategies above can help organizations succeed in recruiting, engaging, and retaining top Gen AI talent for a long-term competitive advantage.
Without a doubt, Gen AI is a steamroller with the potential to upend work as we know it. Although still in its infancy, a McKinsey 2023 report predicts Gen AI will inject $2.6 - $4.5 trillion annually into the global economy. Gen AI is also accelerating productivity growth, with new research from Stanford and MIT suggesting a 34% increase in efficiency across industries.
Yet, with Gen AI's pervasiveness, employees who excel at using and implementing it have become a flight risk in organisations. Of the self-categorized creators and heavy users of Gen AI, 51% said they plan to exit their organizations in the next three to six months.
These findings have massive implications for companies that want to retain these folks and keep them productive and engaged. Here are a few strategies that can help improve Gen AI talent retention.
Workers who categorize themselves as creators and heavy users of Gen AI are in high demand. However, these individuals don’t just sign employment contracts because of financial remuneration, not by a wide margin. A McKinsey survey shows that this group stays where they enjoy flexibility and leave when they don’t.
For instance, Gen AI experts like to work out of the office. By offering them the opportunity to work from different locations, organisations can cater to their inherent love of travelling. Such flexibility can attract them to your company and encourage them to stick around.
Organizations have started to address louder calls by Gen AI workers for diversity, equity, and inclusivity at work. Disparities still exist regarding who is represented within organizations, especially in leadership roles, and this continues to reinforce longstanding systemic discrimination in organizations along the lines of gender, race, socioeconomic status, and more.
Camaraderie goes deeper than inclusion. Gen AI talent wants to feel meaningfully bonded and integrated into the organization. And rightly so. In the pandemic years, isolation fuelled a growing psychological health crisis, and shortly after, loneliness at work was linked to the “great resignation.
No matter the stage of Gen AI adoption, companies must implement systems of psychological and physical safety and work-life balance. Such an environment also emphasizes sustainable work practices, productivity, and performance. These should be provided without creating a climate that extracts more from workers while giving less in return.
A great place to start is viewing each employee as tomorrow's leader. This notion will help create a supportive and strong community that can shape individuals into the best versions of themselves in everyday AI operations.
Gen AI can be a huge time saver in organizations. One McKinsey report states, “AI can increase workforce productivity by automating up to 30% of business operations across industries by 2030.
The challenge then becomes how to help workers understand what to do with the extra time created and how to use it to innovate new products and solutions. It’s improbable that human workers can achieve innovative outcomes without one-on-one guidance from leaders and managers.
Therefore, work processes should be thoroughly scrutinized to ensure employees invest time in initiatives that propel the organization forward. Compensation schemes should be adjusted to reward innovation and discourage AI-driven laziness.
AI Talent scarcity is a major concern for business leaders across the world. As of this writing, very few organizations have successfully mastered Gen AI talent management. The strategies above can help organizations succeed in recruiting, engaging, and retaining top Gen AI talent for a long-term competitive advantage.
