AI to make organizations more diamond-shaped: As generative AI begins taking hold in business, who does what work and how organizations will be structured will inevitably change, particularly at the leadership and management levels, according to a new survey from Capgemini in which 1,500 managers from 500 organizations and 15 countries participated.  The majority (51%) of respondents believe that decision-making positions will become more niche as a result of the use of generative AI. This will mean that leaders will also need to be experts in various areas such as data analysis, AI strategy, ethical assessment, and risk management.  As a result, 53% of managers surveyed believe generative AI will shift organization structures to become more diamond-shaped, with fewer junior positions and a larger midlevel management layer. Junior roles are expected to decrease from 44% of the organization today to 32% in three years, while middle managers will increase from 44% to 53%. Nearly two-thirds (65%) of managers state in the report that generative AI can facilitate things such as planning and forecasting and 57% believe AI can be used to manage recruitment and similar tasks.  Career growth could be faster according to 51% of respondents due to AI.  Source:  CIO 11/12/24

Aging workforce needs different benefits: As of 2023, adults aged 65 and older made up nearly 30% of the American workforce, a jump from 23% in 2000, the Employee Benefits Research Institute reported in the spring. To sustain their workforces as labor demographics skew older, employers must foster age-inclusive work environments and tailor benefit packages to meet older employees’ needs, according to an October report by Bank of America and the Global Coalition on Aging.  Examples of benefits that best support older workers’ needs include flexible work and phased retirement options, caregiving and grandparents’ leave, menopause support, and assistance with financial and health care literacy, according to the report, which was shared with HR Dive on behalf of Bank of America.  To cultivate an age-inclusive workplace, managers should focus on ways to engage multigenerational teams and promote the sharing of knowledge and expertise, the report recommended. Companies can do this by being open to employing older workers instead of dismissing them as overqualified and fostering collaboration and two-way mentoring between older and younger workers.  Don’t let ageism creep into the workforce culture.  Source: HR Dive 11/12/24

1/3 of employees plan to switch jobs even though they like it there: More than one in three employees across the world are planning to leave their current job in the next six months, according to a new report from the ManpowerGroup.  The report surveyed 12,062 workers to determine the overall workforce sentiment across 16 countries.  It found that 35% of employees are planning to find another employer in the next six months. A further one in four are anticipating job termination in the same period, finds the report. This desire to find another employer comes despite 80% of employees saying their work has meaning and purpose.  The majority of employees also said they feel somewhat or closely aligned with the company vision and valued (71%) and feel well or fully supported with regards to work-life balance (65%).  Becky Frankiewicz, ManpowerGroup Chief Commercial Officer, said their findings indicate that "purpose alone isn't enough to retain talent." "Employees are voting with their feet, seeking workplaces that deliver on multiple fronts - from mental health support and work-life balance to career development and skills training," Frankiewicz said in a statement. "Organizations that can create these comprehensive, people-first environments will not only retain top talent but drive innovation in today's dynamic marketplace."  Source:  HR Director 11/13/24

Collaboration problems persist even with RTO: Satisfaction with workplace collaboration fell from 36% in 2021 to 29% this year, coinciding with the return to offices, a Gartner survey of over 18,000 employees found. Other data from Gartner shows “hybrid and remote workers are consistently more satisfied with collaboration than their fully on-site peers,” said Jessica Knight, vp, research, at Gartner. “Clearly, physical proximity and co-location is not a silver bullet to solve the collaboration challenge,” Knight said. Another factor in today’s political climate is growing incivility and polarization among colleagues. “Divisions in the workplace, whether it’s national elections or other factors, those definitely continue to plague the quality of workplace interactions,” Knight said. Gartner found 30% of employees are actually avoiding more people at work than they did two years ago, she said, and “of course that’s not going to have a very positive effect on the quality of collaboration.” Gartner found two thirds of organizations actually provide no formal guidance to employees on what good collaboration looks like, Knight said. One fix is the idea of guided collaboration – where organizations have clear policies and procedures outlining norms around collaboration at that specific workplace.  Source: Worklife 11/13/24

Can you discriminate against tobacco users in wellness programs? There has been a rise in lawsuits alleging discrimination against tobacco users in wellness programs. The three main arguments these lawsuits allege are that: 1. Plan sponsors must reimburse the participant the full amount of any tobacco surcharges paid upon completion of the wellness program conditions; 2. Plan sponsors are not permitted to require a participant to abstain from tobacco use as a condition of receiving the wellness program reward;  and 3. Plan sponsors must notify participants that they will receive the wellness program reward for the entire plan year upon completion of the conditions of the wellness program. In many of the lawsuits, plaintiffs allege that they have been discriminated against as they did not receive the "full reward" upon satisfying the conditions of the wellness program, including satisfying the wellness program's reasonable alternative standard condition.  To protect against these lawsuits, employers should ensure the tobacco cessation plan provides the full reward to participants who complete the conditions of the wellness program as well as ensure that complete tobacco cessation is not a requirement for receiving the reward under the wellness program and a reasonable alternative standard must always be provided. Also, make sure all conditions and terms are published so participants know.  Source: Taft Stettinius & Hollister 11/12/24