Ann Ann Low

Disrupting HR - Lets Do It! Thanks Dr. Tanvi Gautam for the invitation to DisruptHR Singapore, and for the sneak preview of your book “Deep Collaboration” I can’t wait to read it in full. Disrupt HR is an information exchange designed to energize, inform, and empower people in the HR field. An informal setting, where passionate HR professionals speak for 5 mins on a topic currently disrupting HR & the World of Work, followed by an interactive Q&A. Well-done to all presenters Wednesday evening - you rocked! #HR peers, guess what topics dominated the conversation??? This was my first time attending and I LOVED it, so well done and thanks to Smart WFM (Jarrod McGrath and Rob Scott) for bringing the franchise to SG. I am totally bringing along my PropertyGuru Group People & Culture LT to the next session, or maybe next time we can host you? Thanks also to Katherine Allaway Thayre for coming with me, exciting to know you are back in the market looking for your next professional opportunity; So, if any organizations out there need an internationally experienced expert in the field of Digital Transformation, get in touch with Katherine today!! #HR #People #Disruption #Digital #AI #Technology #ExmployeeExperience #CPO #Talent #networks

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[NEW] 'Rebels With A Heart'-    Navigating Tough Conversations with Radical Candor Kim Scott, Tamla Oates-Forney and Dean Carter join the Rebels community to talk Radical Respect and Compassionate Leadership. Four years post-pandemic, we face new leadership challenges: a multi-generational workforce, reskilling needs, hybrid work models, rapid AI advancements, political polarization, workplace incivility, and the importance of mental health and well-being. Now, more than ever, radical respect and compassionate leadership are crucial as we navigate the future of work. Join us to discuss this with three successful thought leaders who are transforming workplaces. Join us to explore: -Discover how radical respect shapes cultures that honor individuality. -The pivotal role inclusion will play in future leadership evolution and transformations. -Analyze the impact of culture on organizational strength. Don't miss out! Save your seat today! → https://lnkd.in/g7Asb3_H

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🌟Did you know?🌟 Gen Z is rapidly reshaping the Future of Work with their distinct behaviors and preferences. Understanding these generational nuances is key to building effective talent strategies. New research shows that while #GenZ is perfectly aligned on the importance of #purpose, #collaboration, and #flexibility, there are subtle nuances between males and females that can help organizations understand and engage them even better: - Gen Z women are highly active on community-focused platforms like #TikTok and #Instagram, where they value inclusivity, connection, and work-life balance. They are more likely to engage with employers who promote these values through social media and are drawn to Employee Resource Groups (ERGs) that foster a sense of community and shared purpose at work. - Gen Z men, on the other hand, gravitate toward information-driven platforms like #Reddit or #X, where they engage with content centered on technical challenges and innovation. They are particularly responsive to gamified recruitment strategies, which incorporate elements of competition and problem-solving. This demographic excels in environments that leverage technology to create engaging, tech-savvy experiences that challenge their skills and creativity. In today’s workforce, it's crucial for organizations to tailor their approaches to these unique characteristics. That’s a central theme in my book, *Reframing Generational Stereotypes,* and why I was honored to share my insights with HRM Asia in their latest article on “Reframing Generational Stereotypes to Foster a Supportive Workplace.” In the piece, I outline 6️⃣ strategies to help organizations better attract, engage, and retain Gen Z talent, from fostering inclusive workplace cultures and leveraging ERGs to implementing gamification techniques that resonate with different segments of Gen Z. A big thank you to HRM Asia and Shawn Liew for featuring my thoughts on this important topic. Let’s continue to evolve our workplaces for the better! #GenerationalDiversity #FutureOfWork #TalentManagement #DEI #EmployeeExperience #HRMAsia #multigenerationalworkforce #reframinggenerationalstereotypes XYZ at Work https://lnkd.in/eiQvqc7d

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Disrupting neuroableism requires intentional action to create equitable environments where everyone thrives.  “At Boleh Corp, Stan, a neurodivergent employee, struggled with sensory overload in meetings. The company introduced flexible work arrangements, sensory-friendly spaces, and plain-language tools after feedback from Stan's Employee Resource Group. Leadership attended neurodiversity training, sparking initiatives to showcase strengths like Stan’s pattern recognition skills. Stan co-designed hiring processes for diverse candidates, furthering the firm’s inclusivity. Over time, these efforts transformed Boleh into a workplace where neurodivergent voices shaped decisions and innovation thrived, fostering acceptance, respect, and equity for all employees.” 🧠 Reflection Questions: •How inclusive are your workplace policies for neurodivergent employees? •Are neurodivergent voices meaningfully included in decision-making at your organization? •What systemic or cultural changes can you champion today? • Together, we can foster cultures of acceptance, respect, and equity. Let’s start the conversation. 💬 #Neurodiversity #Inclusion #Accessibility #WorkplaceEquity #DEI

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💡 I really enjoyed this new, thought provoking HBR article: HR’s New Role by Peter Cappelli and Ranya Nehmeh (https://lnkd.in/gh_KeXey). 🧠 The part that stood out to me most was the opportunity to blend multiple pieces of data to show the value people have in an organization. The authors provide an example about turnover and how impactful it could be to share data-driven reasons why turnover could be occurring in parallel with financial metrics. In order to tell a good story, we need a holistic view! “If leaders realized that the true cost of turnover is often a multiple of an employee’s annual salary, knew what the value of the firm’s best employees was relative to that of average employees, and understood that 29% of people who have just been promoted quit (perhaps because 39% of employers routinely fail to give promoted employees more pay), they would immediately demand changes. It’s one thing to tell leaders that treating employees well is the right thing to do and that it supports the company’s environmental, social, and governance goals. It’s another to be able to add that the failure to do it costs the business in question an extra $10 million each quarter”

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In a recent conversation with LinkedIn co-founder Reid Hoffman, Microsoft CEO Satya Nadella described his vision for effective leadership in the face of modern workplace dynamics. Nadella emphasises the need of optimism and enthusiasm in navigating today's shifting business world. Nadella described a "productivity paradox," in which 85% of managers believe their people are not working hard enough, while an equal amount of employees report feeling weary and overworked. "These are real statistics!" he said, emphasising the gap between management and employee perceptions. Furthermore, Nadella mentioned the value of soft skills in responding to a changing work environment. "People come for people, not policy," he said, implying that leaders should provide compelling possibilities for team engagement. https://lnkd.in/eskM5zBu #positiveleadership

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‘In the workplace, they provide emotional stability, complex problem-solving skills, nuanced thinking, and institutional know-how. Their talents complement those of younger workers, and their guidance and support enhance performance and intergenerational collaboration.’ When Kev & I started AbilityMap, we believed that human skills would become even more critical to future work needs and that accurately understanding them in the context of a ‘job/culture’ could open access to non-traditional talent pools. Being that we were on the more 'experienced' side of life/work, engaging mature age workers has always been seen as an opportunity, and necessity. Good clip from The Intern in comments. Have a great week. #betterhires #strongerteams #engagedpeople #humanskills

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Here is my first podcast with Susheel Gupta TWS Podcast Thank you Susheel Gupta for inviting me to this amazing platform and share my insights over the podcast Key topics discussed ✅ 🔺How can HR leaders leverage AI to create a more inclusive and diverse workplace? AI can help reduce bias in recruitment by using data-driven algorithms for screening candidates based on skills rather than personal characteristics. AI-driven tools can also help identify pay gaps, ensure equal opportunities for promotions, and foster diversity in team compositions. 🔺 In what ways will AI enhance employee well-being and mental health support within organizations? AI tools like chatbots and wellness apps can offer 24/7 mental health support, guiding employees to resources or scheduling time with counselors. AI can also analyze employee sentiment through feedback and engagement surveys, helping HR to intervene early and address stress or burnout. 🔺How can HR professionals use AI to foster continuous learning and development for employees? AI can create personalized learning paths based on employees’ skill sets, career goals, and learning preferences. It can recommend tailored courses, track progress, and offer real-time feedback, ensuring employees continuously upskill and reskill. 🔺 What strategies can HR teams employ to ensure AI tools align with organizational culture and values? HR must ensure transparency in AI usage by clearly communicating how AI tools are used and involving employees in the process. Regular audits and adjustments can be made to ensure AI decisions reflect the company’s culture and values, while also promoting ethical use. 🔺 How will AI help HR professionals in identifying future leaders and talent within the organization? AI can analyze employee performance data, identify patterns of leadership potential, and predict who might succeed in leadership roles. AI tools can also track employee development over time, spotting high-potential employees early in their career. 🔺 What role will HR play in balancing AI-driven efficiency with maintaining a human-centered workplace? HR will play a critical role in ensuring AI augments, not replaces, human interactions. They will need to foster a balance between using AI for efficiency and preserving empathy, emotional intelligence, and personal relationships in decision-making. 🔺How can HR use AI to predict workforce trends and prepare organizations for future changes? By analyzing data from various sources (e.g., industry trends, employee performance, and market dynamics), AI can help HR forecast hiring needs, anticipate skills gaps, and identify future talent requirements, allowing proactive workforce planning. ✅Ethical way of AI usage 🔺 Privacy 🔺 Unbiased approach 🔺 Trust and Transperancy 🔺 Robustness 🔺 transperancy in AI algorithms 🔺 Scalability for future #podcast #ai #technology #transform

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https://lnkd.in/gAEVQS_n While AI can enhance many aspects of our work, it will never substitute for the irreplaceable quality of human soft skills. In our daily operations, we increasingly encounter AI - from chatbots to automated administrative tasks. However, the essence of effective communication, empathy, and human connection remains beyond the reach of any algorithm. AI might help us streamline processes, but it cannot understand the nuances of a colleague caring for an ailing family member or the pressures on a team leader juggling multiple roles. Our strength lies in our ability to connect, understand, and support each other on a human level. The individuality we bring to our roles fosters strong teams and vibrant workplace cultures. This is the triumph of the human spirit that no machine can replicate. As leaders and professionals, we must champion and cultivate these soft skills. The future of work, especially in a technologically driven environment, demands strong communication and leadership skills. These are not just essential for operational success but are the foundation of a thriving, adaptable, and positive organizational culture. While it might be convenient to have a bot draft an email for a tricky situation, nothing can replace the impact of face-to-face communication in resolving conflicts and effecting meaningful change. Let us celebrate and invest in the human qualities that make our organization’s DNA unique. By all means, let's embrace technological advancements. But never lose sight of the irreplaceable human touch that defines us. - nonong

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Instead of acting on bias and personal emotions, Rothman & Roman Group's Zsofia BALATONI shares that transparent and actionable feedback can help leaders create an equal and fair work culture. #Leadership

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Insights from TalentInTalks: Navigating the Future of Talent Management in the Age of AI - An Industry perspective

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The Courage-Humility Flywheel A client today shared that he looks for a combination of courage and humility to understand if people (himself included) are learning and growing. Courage - to take on challenging assignments that extend beyond one's current knowledge and capability. Humility - to invite and be receptive to the most candid and personal feedback that speaks to the highest-impact opportunities for improvement. Like a flywheel, these forces feed energy to one another and the interaction generates a steady output of learning and growth. Wonderful insights. (Artwork, not so much.)

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Check out this insightful article by Sharna Peters … the role of data-driven human resources (HR) has become increasingly vital. Data-driven HR transforms how talent is managed, how people decisions are made, and how organisational goals are achieved. #shilo. #HR #DataDriven #LeadershipDevelopment

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𝘐𝘯𝘤𝘭𝘶𝘴𝘪𝘷𝘦 𝘓𝘦𝘢𝘥𝘦𝘳𝘴𝘩𝘪𝘱 𝘪𝘴𝘯’𝘵 𝘢𝘣𝘰𝘶𝘵 𝘤𝘩𝘦𝘤𝘬𝘪𝘯𝘨 𝘣𝘰𝘹𝘦𝘴 𝘣𝘶𝘵 𝘧𝘰𝘴𝘵𝘦𝘳𝘪𝘯𝘨 𝘢 𝘮𝘪𝘯𝘥𝘴𝘦𝘵 𝘵𝘩𝘢𝘵 𝘵𝘳𝘶𝘭𝘺 𝘷𝘢𝘭𝘶𝘦𝘴 𝘥𝘪𝘷𝘦𝘳𝘴𝘪𝘵𝘺 𝘢𝘯𝘥 𝘣𝘦𝘭𝘰𝘯𝘨𝘪𝘯𝘨. As Vernā Myers said, ‘Diversity is being invited to the party; inclusion is being asked to dance.’ This perspective is crucial for HR to adopt and champion. Inclusive leadership means going beyond token efforts—it involves creating an environment where all employees feel seen, heard, and valued. Bo Young Lee's insight resonates deeply here: ‘D&I needs to be something that every single employee at the company has a stake in.’ HR can drive inclusive leadership by embedding inclusivity into everyday processes—recruitment, talent development, and performance management must be designed with equity in mind. It’s about cultivating empathy, removing unconscious bias through training, and holding leaders accountable for creating inclusive spaces where ideas flourish from all corners. Practical steps include fostering open dialogue, promoting diverse mentorship programs, and continuously educating leadership on the nuances of inclusivity. It also requires shifting metrics beyond financial outcomes to include employee well-being and engagement. Inclusive leadership results in stronger teams, higher retention, and better innovation. When leaders lead with inclusion, they create an ecosystem where people are empowered to bring their best selves to work—and that’s where the real magic happens. #InclusiveLeadership #DiversityandInclusion #HRLeadership #Belonging #CultureOfInclusion

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"Leaders are signaling that they want and need to be part of a coaching culture."   According to @DDI | Development Dimensions International's most recent analysis research, 85% of HR professionals surveyed believe developing coaching skills will be critical for leaders within the next three years.    By prioritizing coaching now, companies can empower leaders, boost team performance and drive lasting success. @Marcel Schwantes shares more in @Inc. Magazine. https://bit.ly/46KWUaj   #CoachingCulture #LeadershipDevelopment

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Though the Chief Executive Officer (#CEO) and the #president perform different roles, people often mix them up. Many even believe that these two titles mean the same thing. That’s not the case, though — the two positions vastly differ in responsibilities, authority, and salary. So to remove the confusion, this article will give you an in-depth CEO vs. president comparison...https://lnkd.in/eBna9Mp5 #leadership #chiefexecutiveofficer

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Gartner HR Research Finds Just 32% of Total Rewards Leaders Are Confident in Their Organization’s Assessment of the Effectiveness of Their Well-Being Programs “HR and total rewards leaders know that well-being programs overall work; what is unclear is how their own specific programs are performing and what is needed to improve their effectiveness,” said Brent Cassell, vice president, advisory in the Gartner HR practice”, Brent Cassell, Vice President, Advisory at Gartner, explained how improving employee wellness increases employee and business outcomes. Measure Dimensions of Effectiveness Organizations should look at four distinct dimensions of effectiveness – and the questions they raise – as a first step to measuring well-being effectiveness: Adoption. Are employees aware of and using the well-being programs provided? Satisfaction. If employees are using a particular offering, are they having a good experience and would they recommend it to others? Are they satisfied with the program of offerings overall? Wellness. If employees are using the offering – and having a great time doing so – is it working? Are they fitter, better, happier people as a result? Outcomes. If employees are feeling better, are total rewards leaders seeing that reflected in the outcomes their senior leaders care about most? Create a Measurement Framework Against the four distinct dimensions of wellness, organizations should develop a measurement framework that looks at the full adoption journey. This includes employee awareness of well-being programs, whether employees feel the programs offered are relevant to their needs, and if employees are utilizing the programs. Craft a Value Story Total rewards and HR leaders need to go beyond simply sharing data to show the value of well-being investments to key stakeholders. Rather than starting with metrics and what is most easily measured, total rewards leaders need to tailor their messages to their audience. To do this, they must understand the priorities of individual stakeholders and then share the metrics that best demonstrate the impact of well-being programs in those terms. https://lnkd.in/gJPy6cD2

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Is Talent Innate or Acquired? Exploring Nature vs. Nurture In our ongoing exploration of talent management, we've already defined what talent truly means and debunked several common myths surrounding it. Today, we dive into one of the most debated topics in the field: Is Talent Innate or Acquired? Nature vs. Nurture Debate Talent management professionals and researchers have long debated whether talent is a product of genetics (nature) or the result of environment and practice (nurture). Let's break down these two perspectives: 1. Innate Talent: The Nature Perspective Proponents of the "nature" side argue that certain abilities and potential are hardwired into our DNA. From musical geniuses to athletic superstars, there are countless examples of individuals who seem to possess extraordinary abilities from a young age. This view suggests that innate talent provides a foundation that can be recognised and nurtured early on. 2. Acquired Talent: The Nurture Perspective On the other hand, the "nurture" perspective emphasises the role of environment, education, and practice in developing talent. According to this view, anyone can achieve high levels of skill and performance through dedication, hard work, and the right opportunities. This aligns with the famous "10,000-hour rule" popularised by Malcolm Gladwell, which states that mastery in any field requires extensive practice. Striking a Balance: A Holistic Approach In reality, the most accurate answer lies somewhere in between. Talent is both innate and acquired. While genetic predispositions can provide a head start, the nurturing environment, access to resources, and relentless practice play crucial roles in actualising that potential. Key Takeaways for Talent Management: Early Identification: Recognise innate abilities early on to provide tailored development opportunities. Continuous Development: Foster a culture of continuous learning and improvement, emphasising that talent can be developed with effort and persistence. Personalised Approaches: Customise talent development programs to balance and integrate both innate strengths and acquired skills. By understanding and integrating both perspectives, we can create more effective talent management strategies that recognise the complex interplay between nature and nurture. What are your thoughts on this topic? Have you observed more success in nurturing talent or leveraging innate abilities in your experience? Share your insights and let's continue the conversation! #TalentManagement #NatureVsNurture #HR #LeadershipDevelopment #ContinuousLearning

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