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<ul class="summary-list"><li>Bed Bath &amp; Beyond's owner said in a regulatory filing that it will cut one-fifth of its workforce.</li><li>Beyond, Inc., formerly known as Overstock, bought the BB&amp;B brand after the original went bankrupt.</li></ul>The parent company of Bed Bath &amp; Beyond plans to lay off one-fifth of its workforce in a move to save $20 million per year.Beyond, Inc., formerly known as Overstock, said in a regulatory <a target="_blank" href="https://d18rn0p25nwr6d.cloudfront.net/CIK-0001130713/624d4cec-8178-41f0-9abe-6c7180fd1564.pdf">filing</a> on Tueday that the cuts will "align to its asset-light business that supports an affinity and data monetization model."The move follows a September <a target="_blank" href="https://www.marketwatch.com/story/beyond-to-sell-utah-headquarters-for-55-million-ac952435">announcement</a> that the company reached a deal to sell its Utah headquarters. The two measures are expected to reduce the annual budget by $65 million, said CFO Adrianne Lee."As we continue to transform and build out our model, we intend to monetize data through our enhanced CRM and database capabilities, stand up a global loyalty program across both our owned and partnered brands, and leverage our IP through a variety of global licensing partnerships," company president Dave Nielsen said in a statement Thursday.Earlier in the week, Beyond and Kirkland's Home <a target="_blank" class="" href="https://investors.beyond.com/news-events/press-releases/news-details/2024/Kirklands-Home-and-Beyond-Inc.-to-Revitalize-Bed-Bath--Beyond-Brand-with-Neighborhood-Store-Strategy-Through-New-Strategic-Partnership/default.aspx">announced</a> a $25 million deal to open small-format, 15,000 square-foot "neighborhood" Bed Bath &amp; Beyond locations across the US. The new concept will include a curated assortment of classic BB&amp;B products, the companies said.Overstock bought the BB&amp;B intellectual property last year after the original housewares retailer went bankrupt, turning the former big box brand into an online-only operation.The $21.5 million deal covered trademarks, internal business data, and e-commerce platforms, including websites and mobile apps, but no physical stores or inventory.The company said at the time that the additional Bed Bath &amp; Beyond loyalty program shoppers tripled Overstock's existing customer base.Since renaming itself to Beyond, Inc., the company has managed to grow customers by 21%, but sales have suffered, with delivered orders declining by 19%, according to its third-quarter results <a target="_blank" href="https://investors.beyond.com/news-events/press-releases/news-details/2024/Beyond-Inc.-Reports-Third-Quarter-2024-Financial-Results/default.aspx">released</a> on Thursday.If you are a Beyond worker who wants to share your perspective, please <a target="_blank" href="mailto:dreuter@businessinsider.com">contact Dominick via email</a> or text/call/Signal at 646.768.4750. Responses will be kept confidential, and Business Insider strongly recommends using a personal email and a non-work device when reaching out

Bed Bath & Beyond owner to lay off 20% of its workforce

<ul class="summary-list"><li>I've worked since I was 15, and my career has always been a huge part of my identity.</li><li>My Gen Z children helped me understand that work doesn't have to be a priority.</li></ul>I officially entered the workforce at 15 years old. My <a target="_blank" class="" href="https://www.businessinsider.com/quitting-first-corporate-job-at-19-helped-me-find-values-2024-8">first job</a> was a janitorial position on a cleaning crew. I remember the excitement of receiving my first paycheck.My <a target="_blank" href="https://www.businessinsider.com/first-generation-african-american-felt-pressure-to-do-things-right-2022-6">mother is from Kenya</a>, and I'm a first-generation American. My mom discussed our family's struggles in Kenya and how I needed to start work early to earn the dollars my Kenyan family would do anything to gain.<a target="_blank" class="" href="https://www.businessinsider.com/son-mother-college-across-country-dreading-empty-nest-2024-5">My mother</a> ingrained in my siblings and me the importance of getting a good job and the idea that work is the key to a successful life.As I got older, I applied for more "grown-up" jobs. From 15 to 18, I worked for fast-food restaurants and some retail stores. With each job, I got a <a target="_blank" class="" href="https://www.businessinsider.com/remote-workers-need-pay-raise-return-to-office-survey-2024-10">pay increase</a>. Without realizing it, I was mentally equating the job and pay to how I viewed what it means to be a successful human.By the time I turned 19, I had <a target="_blank" class="" href="https://www.businessinsider.com/millenniall-quit-job-start-business-shares-advice-entrepreneurship-networking-mentor-2024-9">started my own business</a>, helping out independent contractors on their delivery routes.My beliefs about who I was and my measure of accomplishment became dependent on the business's success. <a target="_blank" class="" href="https://www.businessinsider.com/refuse-come-out-family-friends-2024-8">Family and friends</a> told everyone they knew about this interesting business I started, reinforcing this belief.My identity was fully intertwined with my business. When something happened at work, it affected my mood and challenged <a target="_blank" class="" href="https://www.businessinsider.com/empty-nester-mom-regret-making-kids-whole-identity-2024-10">my identity</a>. Work became my life; it became my identity.That's until my kids taught me differently.<h2 id="8b257e25-5ae3-4da2-bca2-2b3cf5f32046">My Gen Z children entering the workforce shifted my beliefs</h2>I'm a father of five <a target="_blank" class="" href="https://www.businessinsider.com/millennials-middle-age-40-savings-careers-kids-boomers-gen-z-2024-10">Gen Z kids</a>. As my kids grew older, graduated from high school, and got adult jobs, I noticed a difference in how they viewed their work compared to the beliefs I had grown up with.I often asked my kids questions about their jobs and thoughts about their futures. I was surprised to find that their responses were much different from mine. They just seemed so detached from their <a target="_blank" class="" href="https://www.businessinsider.com/best-tips-for-changing-careers-finding-fulfilling-work-2024-5">chosen careers</a>.They've told me they see their jobs as a way to <a target="_blank" class="" href="https://www.businessinsider.com/financial-literacy-things-about-money-adults-dont-know-2024-7">earn money</a> to enjoy life. They don't buy into the belief that you work hard for 50 years just to have enough money to retire and enjoy maybe the last 10 years of your life (if you're lucky).My Gen Z children have told me they see work for what it is: They work to live, not live to work. They aren't going to dedicate their lives to building someone else's dream. They will use all the <a target="_blank" class="" href="https://www.businessinsider.com/sick-leave-more-complicated-in-hybrid-work-era-gen-z-2024-8">sick days</a> and other benefits a company offers and not see it as being a "bad employee" to use what's provided.Commentators and <a target="_blank" class="" href="https://www.businessinsider.com/modern-etiquette-guide-for-group-chats-better-social-media-2023-11">social media</a> pundits from my generation (and older) often confuse this for laziness. They say Gen Z does not care about their jobs like previous generations.But my kids helped me see Gen Z as a misunderstood generation.<h2 id="19dffbf4-e367-4067-86a4-7ed191b095d5">I'm learning who I am beyond work</h2>I'm 43 years old and questioning <a target="_blank" class="" href="https://www.businessinsider.com/live-with-ex-boyfriend-year-later-breakup-2024-11">my relationship</a> to work for the first time.My Gen Z children have shifted my beliefs about work, and as a result, I've gotten therapy to help me learn who I am outside my career. Therapy has also helped me see that I'm more than my job and that there's so much more to life than tying my identity to employment.I sold my business in 2013 and now write (my first love) and consult. I work fewer hours, and my business allows me to <a target="_blank" href="https://www.businessinsider.com/digital-nomad-lessons-learned-tips-things-to-know-2022-11">travel globally</a> and consult corporations. When someone asks me what I do nowadays, I tell them I enjoy life professionally.My Gen Z children in the workforce have taught me lessons about work that <a target="_blank" class="" href="https://www.businessinsider.com/parenting-style-break-generational-curses-raise-child-parents-2023-8">my generation</a> didn't. I now see work as a way to build financial independence so that someday, work will become "optional" for me.My goal is to have enough money saved and invested to spend my time discovering everything I missed growing up with work as a priority.Kimanzi Constable is a freelance writer and journalist based globally as a digital nomad. <a target="_blank" href="https://www.linkedin.com/in/kimanzi-constable-8592053b/">Connect on LinkedIn</a>.

I have 5 Gen Z children in the workforce, and they don't prioritize their careers. It made me rethink my life.

Climate Action 15: 2024's top global innovators powering green solutions

The Indian <keyword id="21219153" type="General" weightage="20" keywordseo="employment-market" source="keywords">employment market</keyword> is projected to experience a 6.33% incremental expansion over the first half of FY 2024-25, according to a report by TeamLease. The report highlighted that 56% of employers expect their workforce to grow, 21% anticipate a decline, and 23% believe their workforce size will remain unchanged. The report provided a detailed analysis of the <keyword id="21680463" type="General" weightage="100" keywordseo="Indian-job-market" source="keywords">Indian job market</keyword> across 23 industries and 20 cities. It highlighted workforce expansion trends, emphasizing the impact of <keyword id="20509550" type="General" weightage="20" keywordseo="economic-conditions" source="keywords">economic conditions</keyword>, organizational dynamics, skill shortages, and <keyword id="20358462" type="General" weightage="20" keywordseo="technological-advancements" source="keywords">technological advancements</keyword> on hiring strategies. The growth in the employment market is attributed to the favourable economic conditions in the country, including a nearly 7% GDP growth forecast for 2024 by most global rating agencies, which would make India the fastest-growing G-20 nation. Strong investment demand, peaking headline inflation, and a greater emphasis on technology and skills by employers are also key factors. In terms of cities, Delhi, Bangalore, and Hyderabad emerged as the top cities with the highest proportion of employers expanding their workforce sizes. These cities attract businesses due to their established infrastructure, large talent pools, and economic vitality. The consistent preference for these major cities underscores their significance as job concentration hubs, despite the growing trend of expansion into new locations. These urban centres play a strategic role in driving employment growth and economic development in India. The report also noted that nearly two out of five organizations are focusing on bridging skill gaps, highlighting a shift towards a more adaptable and skilled workforce in preparation for technological advancements and new skills. The report said that Generative AI (<keyword id="19949719" type="General" weightage="20" keywordseo="GenAI" source="keywords">GenAI</keyword>) is particularly noteworthy, as it has the potential to transform key business processes, impacting workforce dynamics and reshaping talent management. In response, 35% of surveyed organizations reported significant changes in their talent acquisition strategies to integrate advanced AI technologies. On the unemployment front, the report stated out that a significant portion of the unemployed workforce, nearly 83%, consists of youth aged 15-29. Over the past two decades, there has been a significant increase in the educational attainment of these unemployed youths. The proportion of those with at least secondary education rose from 35.2% in 2000 to 65.7% in 2022, indicating a rising educational profile among the unemployed. However, the national <keyword id="20054242" type="General" weightage="20" keywordseo="unemployment-rate" source="keywords">unemployment rate</keyword> has progressively decreased, falling to 3.1% in 2023 from 3.6% in 2022 and 4.2%in 2021. The unemployment rate in urban areas also decreased from 7.2% to 6.5% for persons aged 15 years and above between October-December 2022 and October-December 2023. The <keyword id="19913761" type="General" weightage="20" keywordseo="gig-economy" source="keywords">gig economy</keyword> in India is experiencing rapid growth, with the number of gig workers projected to rise from 7.7 million in 2020 to 23.5 million by 2029-30, demonstrating a compound annual growth rate (CAGR) of almost 12%. The distribution of gig work across skill levels includes 47% in medium-skilled jobs, 22% in high-skilled jobs, and 31% in low-skilled jobs, highlighting the diverse opportunities within this sector. In the media &amp; entertainment industry, digital transformation and changing consumer preferences are driving 48% of employers towards <keyword id="22204807" type="General" weightage="20" keywordseo="workforce-growth" source="keywords">workforce growth</keyword> in the first half of FY 2024-25. However, the other half of the industry faces turbulence and uncertainty.

Maximum employers expect their workforce to grow in first half FY 2024-25, says Teamlease report

<ul class="summary-list"><li>After two scandals this year, PwC's business in the Asia-Pacific region has fallen.</li><li>The firm's license to operate in China was suspended for six months for its involvement in a fraud case.</li></ul>After scandals in Australia and China this year, PwC has lost business in the Asia-pacific region.On Monday, the <a target="_blank" class="" href="https://www.businessinsider.com/partner-pay-at-big-four-falling-ey-pwc-deloitte-kpmg-2024-10">Big Four</a> consulting firm reported a 12.7% decline in net income in the region for the financial year ending in June. <a target="_blank" class="" href="https://www.pwc.com/gx/en/about/transparency-report/2024/financials.html">PwC said</a> demand was particularly slow in China, where revenues fell.In September, the firm was found to have <a target="_blank" class="" href="https://www.pwc.com/gx/en/news-room/press-releases/2024/pwc-network-statement-regarding-pwc-zhong-tian-administrative-penalties.html">helped conceal fraud at the now-collapsed Chinese property developer Evergrande.</a>The Chinese government fined PwC $62 million and removed its license to operate in the country for six months. 11 employees were fired or left the company, and state-owned enterprises have since dropped PwC as their auditor.Mohamed Kande, PwC's global chairman, <a target="_blank" class="" href="https://www.pwc.com/gx/en/global-annual-review/2024/pwc-global-annual-review-2024.pdf">said</a> the findings of the Evergrande audit were in "stark contrast" to the high-quality work PwC produces and were not representative of what the firm stands for.The firm's second regional scandal hit in Australia after a senior partner in its tax division was found to have passed confidential information from his work with the government to colleagues to help them win new business with multinational technology companies like Uber and Google, <a target="_blank" href="https://www.afr.com/companies/professional-services/the-emails-that-almost-destroyed-pwc-australia-20240802-p5jyv1">the Australian Financial Review </a>first reported.PwC sold its government consulting business in Australia following the revelations.Overall revenues in Asia-Pacific, which is the smallest of the firm's regions, were down by 5.6% in local currencies. PwC highlighted that business had performed well in India, where revenues increased.Despite the regional impact on the business, PwC posted an overall growth of 3.7% to reach record-high gross revenues of $55.4 billion.Like other leading consultancies, PwC has been hit by falling demand for consulting services, and its growth rate has slowed. In FY2023, revenue grew 9.9%.Following a pandemic-era rush on advisory services, demand for professional services has slowed, leaving firms overstaffed for the level of work. While EY and Deloitte have been <a target="_blank" class="" href="https://www.businessinsider.com/big-four-consultancies-deloitte-ey-cut-staff-pwc-accenture-2024-10#:~:text=Deloitte%20and%20EY%20are%20trimming,be%20over%2C%20one%20analyst%20said.">trimming back staff numbers</a> in the past year, PwC expanded its workforce by 10,000 in FY2024 to reach 370,000 global employees."Despite a backdrop of economic headwinds, we've seen revenue growth across all of our lines of business, deepened our strategic alliances, and invested $1.5 billion to expand and scale our AI capabilities," said Mohamed Kande, PwC's global chairman.

Scandals in China and Australia hit Big 4 giant PwC, but global revenues reached a record high

Corporate <keyword id="19895063" type="General" weightage="20" keywordseo="india" source="keywords">India</keyword> reported the strongest <keyword id="6357342" type="General" weightage="100" keywordseo="hiring" source="Orion">hiring</keyword> sentiments globally for the next three months, with 37 per cent of employers planning to increase their staff strength as businesses are bullish about the country's economic position, a survey said on Tuesday. According to the ManpowerGroup <keyword id="6355127" type="General" weightage="20" keywordseo="employment" source="Orion">Employment</keyword> <keyword id="20206852" type="General" weightage="20" keywordseo="outlook" source="keywords">Outlook</keyword> Survey Q4, 2024, of nearly 3,150 employers across sectors and regions, the <keyword id="20449001" type="General" weightage="20" keywordseo="net-employment-outlook" source="keywords">Net Employment Outlook</keyword> in India is the strongest worldwide at 37 per cent, followed by Costa Rica (36 per cent) and the US (34 per cent) in the second and third place respectively. The Net Employment Outlook (NEO) is calculated by subtracting the percentage of employers who anticipate reductions to staffing levels from those who plan to hire. The India employment outlook for Q4 (October-December) stood at 37 per cent, up 7 per cent from Q3 2024, and unchanged when compared with the same time last year. "The hiring intention of employers signifies the positive outlook in the country's economic position that has been reinforced by exports as a result of multilateral foreign policies and large-scale infrastructure development. Coupled with this, is our demographic advantage that is expected to boost our competitiveness in the global market," said <keyword id="20933727" type="General" weightage="20" keywordseo="sandeep-gulati" source="keywords">Sandeep Gulati</keyword>, Managing Director, <keyword id="20841782" type="General" weightage="20" keywordseo="manpowergroup-india" source="keywords">ManpowerGroup India</keyword> and Middle East. According to the survey, employers across all sectors report net positive hiring intentions with the financial and real estate industry having the strongest outlook of 47 per cent, followed by information technology (46 per cent), industrials and materials (36 per cent) and consumer goods and services (35 per cent). The least optimistic prospects were witnessed in the communication services (28 per cent). The survey further noted that the Northern region of India continues to dominate the job demand with an outlook of 41 per cent followed by the West (39 per cent). Gulati further noted that "India is expected to focus on its high domestic consumption, economy-booster government schemes, increasing demand for outsourcing services and manufacturing boom. "With increased focus on skill development to meet market demands, India may be able to reduce unemployment and fasten the pace of economic development by creating a more capable and adaptable workforce that meets the needs of the emerging industries." Hiring managers across the Asia-Pacific countries anticipate the second strongest regional Outlook at 27 per cent, an increase of 4 per cent from the previous quarter but decreased when compared to the same time last year. India, Singapore, and China continue to report the strongest employment outlooks in the region. The most cautious employment outlooks were reported by employers in Hong Kong (8 per cent). Survey responses were collected from July 1-31, 2024, and 40,340 employers across 42 countries were asked about their fourth-quarter hiring intentions.

Indian employers most bullish globally on Oct-Dec quarter hiring: survey

This article is part of "<a target="_blank" rel="noopener" href="https://www.businessinsider.com/category/workforce-innovation">Workforce Innovation</a>," a series exploring the forces shaping enterprise transformation.After a full day of seeing patients, Missy Scalise used to spend hours at home fleshing out the notes that go into medical records.Then, about a year ago, Scalise, an internal-medicine physician with Ascension Saint Thomas in Nashville, started using Suki, an artificial-intelligence tool that generates notes and other data based on her patient conversations."What used to take me two to four hours per full day of clinic now takes me about 30 minutes or so, at most," she told Business Insider.Having <a target="_blank" class="" href="https://www.businessinsider.com/doctor-burnout-ai-assistant-help-paperwork-administrative-tasks-2023-8">AI working in the background </a>to document what goes on in the exam room has given her more leeway to focus on patients, Scalise said. Several have told her that she seems more present, she added.Part of Scalise's role is chairing a committee on clinician well-being. A couple of years ago, AI wasn't on her radar. Now, she's pushing to get more colleagues to start using the technology to help boost their efficiency.That highlights an important reality: AI will likely change some aspects of nearly all jobs. To keep up, workers will have to <a target="_blank" class="" href="https://www.businessinsider.com/ai-older-workers-better-than-younger-could-help-hiring-2024-8">add skills and learn</a> as never before, and that will require employers' help.<div type="image" title="Missy Scalise sits with her sons" height="428" width="640" msid="112873678" hostid="261" sizebytes="25154"></div>The breadth of the change to come seems profound. In January, the International Monetary Fund predicted that AI could affect nearly four in 10 jobs globally. For advanced economies, the share of <a target="_blank" href="https://www.imf.org/en/Publications/Staff-Discussion-Notes/Issues/2024/01/14/Gen-AI-Artificial-Intelligence-and-the-Future-of-Work-542379?cid=bl-com-SDNEA2024001">jobs exposed to AI</a> rose to about six in 10 — about half of the latter in a negative way.In 2023, the World Economic Forum reported that employers expected <a target="_blank" href="https://www.weforum.org/publications/the-future-of-jobs-report-2023/digest/#:~:text=All%20but%20two%20technologies%20are,in%20the%20next%20five%20years.">44% of workers' skills</a> to be "disrupted" within five years.It all points to a workforce that will need <a target="_blank" class="" href="https://www.businessinsider.com/to-find-or-keep-a-job-become-a-specialist-2024-8">widespread retraining</a>.Ravin Jesuthasan, a coauthor of "The Skills-Powered Organization" and the global leader for transformation services at the consulting firm Mercer, told BI that chief human-resources officers and other leaders would need to think of training — particularly around AI — as something that's just as important as, for example, building a factory."Everyone needs to be really facile with AI," he said. "It's a nonnegotiable because every piece of work is going to be affected."Jesuthasan said that when he talks about AI's widespread reach, he often gets questions like, "Well, what about the plumber who came to my house?"Plumbers, he said, might spend 30 minutes of every few hours turning a wrench. Much of the remainder goes to things like scheduling appointments and understanding the setups of customers' fixtures and piping. AI can help with all that, Jesuthasan said.He said experimenting with AI was a good start but not a viable long-term strategy. More organizations are becoming deliberate in how they invest, he added. That might look like identifying well-defined areas where they will deploy AI so that everyone involved uses the technology.That's part of a mindset of continual learning and reinvention. Without that, he said, both the organization and its workers risk falling behind.Ultimately, Jesuthasan said, organizations should test and learn so that they can be judicious in how they deploy AI and see a return. This shift will require that leaders focus more on skills and less on the strictures of a particular job.It's a big shift."We're talking about the reversal of 140 years of learned behavior and organizational structure and processes to shift from jobs to skills as the currency for work," he said. "You can't eat the elephant in one bite."Jon Lester, the vice president of HR technology, data, and AI at IBM, told BI that business leaders should give experts in various parts of their organizations the time and space to learn what's possible — and to fail. He also said leaders should track the return on investment of their efforts and let their expert employees make decisions.Lester said it's insufficient to drop in the technology without giving other considerations."If we gave this technology without the learning, without the focus on process and experience, we just automated bad processes," he said.Another challenge with inserting AI into an organization is that it's often difficult to tell which skills workers possess and where they might need training.Asteri AI is a <a target="_blank" class="" href="https://www.businessinsider.com/healthcare-ai-startup-valuations-explode-after-downturn-2024-4">startup</a> that uses large language models to determine the skill levels of an employee base, identify gaps, and forecast what abilities might one day be needed.Julia Grace Samoylenko, Asteri's founder and CEO, told BI that skills are often hidden and difficult to capture and that they tend to change rapidly."We truly believe that AI is the key to solving this problem," she said.It's important for organizations to understand the <a target="_blank" href="https://www.businessinsider.com/ai-questions-consulting-firms-are-answering-for-clients-2024-6">capabilities of their workers</a>, in part, because it's not advisable — or even possible, in many cases — for <a target="_blank" class="" href=" https://www.businessinsider.com/ai-help-recruit-hire-employees-tech-women-bias-job-seeking-2024-1">employers to hire</a> their way out of a skills deficit, Samoylenko said. That can be especially the case with high-demand areas like AI."We strongly believe in the idea of investing in internal talent rather than bringing in external hires," she said.Aside from concerns about maintaining morale and institutional knowledge, training existing employees can also be easier on the budget. That's because the cost of <a target="_blank" class="" href="https://www.gallup.com/workplace/247391/fixable-problem-costs-businesses-trillion.aspx">replacing an employee</a> is, conservatively, half to two times the worker's annual salary, Gallup found.Major employers like Johnson &amp; Johnson are also using what's sometimes called "<a target="_blank" href="https://mitsloan.mit.edu/ideas-made-to-matter/how-companies-can-use-ai-to-find-and-close-skills-gaps">skills inference</a>" to get a snapshot of workers' skills and how they might be improved.<div type="image" title="54% of HR and talent acquisition leaders say they are hopeful about the potential impact of AI at work." height="1000" width="2000" msid="112873681" hostid="261" sizebytes="40548"></div>For employers that want to <a target="_blank" class="" href="https://www.businessinsider.com/ai-tackling-jobs-humans-dont-have-time-for-or-want-2024-2">train their workers</a>, an obvious challenge is making sure it's effective.Elise Smith, a cofounder and the CEO of Praxis Labs, told BI that AI could make learning more personalized. The company uses the technology to simulate various work situations. That might involve giving difficult feedback or managing someone who's being disruptive to a team, she said.Praxis Labs is focused on middle managers and potential strong performers because, Smith said, training on these types of interpersonal skills is often concentrated among C-suite leaders."They often have executive coaches," she said. "They're doing role-plays. They're getting coaching on how to navigate these moments all the time." By using AI, Smith said, that type of training can be scaled to reach more workers.Managers can give oral or written feedback in simulations, and the AI can interject to point out slipups."Midconversation, if you haven't asked an open-ended question, we might nudge you to do that because you may not fully understand the situation," she said. "And asking questions is a powerful skill."Smith said the benefits of training could extend beyond the knowledge itself. She said clients had reported managers and employees feeling more engaged. And if the training is successful, it's more likely to stick, Smith added."You're more likely to change your behavior when you're confident about what you've just practiced and that skill you've just built," she said.Organizations are also looking to use <a target="_blank" class="" href="https://www.businessinsider.com/ai-career-advice-coach-gen-z-workers-get-ahead-2024-2">AI to empower workers</a> in other ways.Nathalie Scardino, Salesforce's chief people officer, told BI that the company's philosophy is that having AI tools at hand helps workers learn and improve their skills because the tech becomes incorporated into their daily workflow."You're bringing them along in the continued learning experience," she said.Salesforce has pumped out more than 50 AI applications to help its workers do their jobs in new ways, Scardino said. The goal is to make sure workers continue to learn and experiment."Everyone should be able to work with AI and understand the use cases behind the advantages of working with AI," she said.Charlotte Relyea, a senior partner at McKinsey &amp; Co., believes that leaders need to plan now so they can better forecast the abilities workers will need. Given the importance of this task, she said, the process will likely involve not only the head of HR but also the CEO."It's going to require real investment in upskilling and reskilling," she told BI. "So organizations need to be prepared for that."Relyea said leaders should prioritize where they focus most of their efforts on building skills. So it's probably more worth it to train a team with low turnover than one that's always seeing new faces.Leaders need to think about this as a transformation — what she described as "painting the picture of the future."In a recent <a target="_blank" href="https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/gen-ais-next-inflection-point-from-employee-experimentation-to-organizational-transformation">McKinsey survey</a>, nine in 10 workers said AI tools could improve their work experience. And, often, workers reported incorporating AI into their work faster than their employers."How do you actually harness some of the energy that employees are putting into using gen AI?" Relyea said.She said employers should consider how they could create ways for workers to share ideas and make testing and learning part of the culture.Scalise, the doctor in Nashville, believes that AI tools like the one she's using will be the future of medicine. She's pushing to give the internal-medicine residents she oversees access to the technology as well so that they don't get burned out by administrative tasks and can better focus on patients' needs. She said in the 18 years she's been a doctor, no other tool has changed her practice to this degree."I didn't know it would be this groundbreaking," Scalise said. "I'm ecstatic that it's been so effective."

AI will reshape the global labor force. Employers will need to help their workers keep up.

<ul class="summary-list"><li>Dell introduced a new hybrid work policy to get workers back to the office in February. </li><li>Nearly half the company's full-time US staff have chosen to stay remote, data seen by BI shows.</li></ul>Remote working is the new norm for many white-collar workers, but their bosses still aren't on board.Rather than accept the shift in working culture, some <a target="_blank" href="https://www.businessinsider.com/companies-making-workers-employees-return-to-office-rto-wfh-hybrid-2023-1">employers</a> have resorted to strict mandates and punitive policies to get employees back in the office.Dell has been trying its best to do the same.In February, the tech giant introduced a <a target="_blank" href="https://www.businessinsider.com/dell-remote-workers-promotion-return-office-push-flexible-work-2024-3">return-to-office mandate</a>, telling workers to formally classify themselves as either hybrid or remote.Those who chose remote are no longer eligible for promotion or able to change roles. Meanwhile, hybrid workers must come into the office 39 days a quarter, roughly three days a week, and their <a target="_blank" href="https://www.businessinsider.com/dell-hybrid-return-to-office-mandate-monitor-employees-onsite-attendance-2024-5">attendance is monitored</a> using a color-coded system.Several months after this RTO policy was announced, it appears it hasn't worked.Close to 50% of Dell's full-time workers in the US have opted to stay remote, according to internal data on the entire full-time workforce seen by Business Insider.Unless they agree to change their classification, those US Dell workers are now ineligible for promotion.The data showed that around a third of international staff chose to stay remote.<div type="image" title="Dell Technologies building in Round Rock, Texas" height="683" width="1024" msid="111114123" hostid="261" sizebytes="139616"></div>Dell did not answer specific questions from BI regarding the data, but said it believes "in-person connections paired with a flexible approach are critical to drive innovation and value differentiation."The data seen by BI isn't available to all Dell employees, but many confirmed anecdotally that half or more of their team had opted to stay remote."My team is spread out around the world. Almost 90% of the team did the same as in our case there was no real advantage going to the office," one worker said.Eleven employees from sales, tech support, engineering, and HR departments spoke to BI to explain why they opted for remote work despite losing their shot at career progression. All the employees asked to remain anonymous as they are not permitted to speak to the media.<h2 id="0a34044e-7606-4d86-a686-754de5463771">The benefits of WFH</h2>For several Dell employees, the personal and <a target="_blank" href="https://www.businessinsider.com/remote-work-jobs-costs-internet-speeds-job-openings-2024-5">financial benefits</a> of working remotely were too good to give up."I benefited a lot from being WFH since 2020 and had a lot of personal growth. I'm not willing to give that up if I don't have to," one employee told BI.The staffer explained that prior to COVID-19, their life "was basically home and work," and there was little time for anything else.Like many who started working remotely during the pandemic, the Dell worker said working from home gave them more time to spend with family, exploring hobbies, and meeting friends outside the workplace."The more time I have to spend in the office, the less time, money, and personal space I have for all of that. I can do my job just as well from home and have all of those personal benefits as well,' they said."With the salary that we are receiving, a return to the office would leave a huge hole in our budget," said another employee, citing the cost of commuting and meals at work.<h2 id="f1e9c4d2-ad87-435a-a848-374e36c8ecb2">Some workers have 'no office to return to'</h2>Some staff said they had no choice but to classify as remote because offices nearby had been shut down or were too far away to commute to."Dell closed down the facility in 2020 that I worked at, so I have no office to return to," one worker explained.But with teams spread across multiple states and time zones, some of those who did live near an office felt it was pointless to show up."The particular work I'm doing now means I don't really have a 'team,' and the people I work with most are at different sites," one employee told BI.Another staffer on a global team said their schedule required the flexibility of working from home: "I am not going to work eight hours in a Dell office and then come home and work three more hours in meetings with my folks in India or Malaysia."The staffer said there had been no response from HR about how the new policy had restricted the team.Several of BI's sources said their colleagues who opted for hybrid work have described near-empty offices in some locations."My meetings are now with people in different conference rooms across the country by themselves," a remote employee told BI."The reality of this thing is dumb."<div type="image" title="Jeff Clark Dell" height="2191" width="3000" msid="111114125" hostid="261" sizebytes="287720"></div>Another staffer told BI that some had questioned the logic behind the new policy in a company town hall and was told by COO Jeff Clark that working in an office can allow staff to spread knowledge among each other.Clark did not respond to a request for comment from BI.<h2 id="668616bc-a0b9-4345-a384-6ee9cc00877e">'A meaningless threat'</h2>Several senior employees told BI that because they had already moved up the ranks, there was really no more promotion Dell could give them."I've got nothing left to get promoted to unless I want to get into management," said one senior engineer.A more junior employee pointed out that, regardless of the policy, promotion opportunities have felt limited in recent years."I know a few people who probably would have been deterred from staying remote due to the threat of the possibility of promotion, but since there haven't been any opportunities, they saw it as a meaningless threat."<a target="_blank" href="https://investors.delltechnologies.com/static-files/12b9be7b-2d4c-4d63-b7d3-8bb467724952">In its latest full year results</a>, Dell reported annual revenue of $88.4 billion, a 14% decline from 2023 and below pre-pandemic earnings. <a target="_blank" href="https://investors.delltechnologies.com/static-files/dc22bb7f-7eac-4ac1-92f4-40cb2d99cd43">In the first quarter of its 2025 financial year,</a> the company reported $22.2 billion in revenue, up 6% from the same quarter the previous year.<div type="image" title="Michael Dell at the Featured Session: Business, Life, and the Magic of Austin: A Conversation with Michael Dell as part of SXSW 2024 Conference and Festivals held at Austin Convention Center on March 14, 2024 in Austin, Texas." height="683" width="1024" msid="111114121" hostid="261" sizebytes="25152"></div>As the reality of Dell's new working culture has set in, several employees told BI they were looking to leave the company."Every mom that I talk to at Dell says that they are looking for other jobs because they need the remote work," said one employee.Another said he was looking for new jobs and would "jump ship" as soon as he found something. Almost everyone he knew at the company, other than very junior employees, was doing the same thing."Before this whole fiasco, I wouldn't have considered going somewhere else," he added. "Being a second-class citizen doesn't leave you any career opportunities."Are you a worker at Dell or another company pushing staff back to the office? Contact this reporter at <a target="_blank" href="mailto:pthompson@businessinsider.com">pthompson@businessinsider.com</a>

Almost half of Dell's full-time US workforce has rejected the company's return-to-office push

<div type="image" title="Companies are embracing the unbossing trend" msid="113256383" hostid="261" sizebytes="1440779"></div> If there’s one thing both a productive team member and an underperformer hates in the corporate world, it’s being micromanaged. Now, imagine a workplace where the boss isn’t calling all the shots. Instead, everyone has a voice, and innovation flows freely. The recent corporate trend of "Unbossing" promises to do just that, empowering employees by eliminating the heavy hands of hierarchy. Sounds too good to be true? Well, globally, not just the new-age start-ups, but dozens of major corporations have embraced this trend and trimmed their middle management. <h2>Managers managing managers — no more!</h2>In January last year, <keyword id="399907" type="General" weightage="20" keywordseo="META" source="Orion">Meta</keyword> CEO Mark Zuckerberg made headlines for declaring 2023 as the “year of efficiency” and saying that he doesn’t want a management structure that's just “managers managing managers”. <div type="image" title="Meta CEO Mark Zuckerberg" agency="ANI" msid="113256403" hostid="261"></div> The same month, it was also reported by Command Line that Meta's chief product officer Chris Cox, had shared a post on the company's communication platform, Workplace, highlighting the necessity to "flatten" the organisation's structure. What followed was reports of Meta slashing middle management roles. Gradually, other companies like Shopify, Bayer, and Cisco began making headlines for showing the exit door to some of their middle managers. Loosely, unbossing is essentially cutting down the middle management roles. It cuts significant costs for the company and the new-age workforce also endorses the trend as efficient in enabling faster decision-making and innovation. However, critics argue this trend also limits the extent of mentorship that the younger generation receives while entering the workforce, which often remains an intangible value if your boss turns out to be a good mentor. Therefore, for some, it’s not about firing the middle management, but just another leadership philosophy on how leaders (and ‘bosses’) should conduct themselves. This approach advocates bosses working along with the team as a part rather than shouting instructions from the top. Whatever one’s understanding, this trend of “Unbossing” appears to be taking corporate America by storm in 2023, as evidenced by hundreds of media reports highlighting the same. Overall, most agree that the trend is restructuring organisational hierarchy to enable direct communication between employees and leaders. Cut to 2024, this trend is still prevalent and making headlines. A Bloomberg report recently said that Georges Elhedery, the incoming CEO of HSBC Holdings, might also consider plans to streamline the company's operations by reducing layers of middle management. But what’s the scenario in India? Are Indian companies ready to ditch the old-school approach and adopt this new way of working? Let’s dive in and see what the experts have to say! <h2>Layoffs to impact senior professionals: Naukri.com survey</h2>A survey by job portal Naukri.com early last year had suggested that recruiters in India expect a decline in layoffs during the first half of 2023. The survey, which included responses from 1,400 recruiters and consultants across ten industries, revealed that only 4 percent of participants anticipated layoffs to be the main focus of hiring activities within their organisations. However, the survey also highlighted that information technology roles and senior professionals were likely to be the most affected by hiring adjustments. About 20 percent of recruiters predicted that layoffs would predominantly impact senior professionals, while freshers are expected to face the least disruption from these hiring corrections. Interestingly the survey came around the same time when the Unbossing trend had begun picking up pace abroad. <h2>Layoffs at Wipro, <keyword id="18635" type="General" weightage="20" keywordseo="amazon" source="Orion">Amazon</keyword> and Collegedunia</h2>In January this year, Wipro India was in the limelight for laying off hundreds of its mid-level executives. The company reportedly culled many jobs as part of its strategy to improve margins. An ET report citing two sources familiar with the situation had said that the leading Indian IT firm reduced mid-level roles at its onsite locations. "Notices began being issued earlier this month, and hundreds of mid-level executives onsite are being let go," one source revealed. Another source added, "They have costly resources onsite in Capco, and although growth is returning, it's not sufficient. Aparna Iyer, Wipro's chief financial officer, has been tasked with delivering better margins this quarter." <div type="image" title="Amazon decided to lay-off middle managers in May" msid="113256170" hostid="261"></div>Then in May, Amazon also decided to reduce layers of middle management within its customer service divisions as part of an organisational restructuring, a Fortune report had said. The cuts impacted over 100 customer service managers in Level 5 and Level 6 middle management roles, both in call centres and virtual positions, primarily based in the U.S. and India. Not just large tech companies, startups too seem to be adapting the <keyword id="23125775" type="General" weightage="100" keywordseo="unbossing-trend-in-India" source="Orion">unbossing trend in India</keyword>. Last month, educational portal Collegedunia confirmed that around 100 employees from its Study Abroad department had been given the pink slip. A report in CNBC-TV18 had said that additional job cuts were happening across other departments as part of a broader reorganisation. The restructuring, as per the report, was aimed at automating many tasks to reduce costs. Interestingly, despite the layoffs, Collegedunia had posted 13 job openings on LinkedIn for various roles in different locations, primarily entry-level positions requiring up to two years of experience. "While Collegedunia is laying off several employees, it is also hiring fresh talent, allowing them to keep staffing levels up but at a lower cost," one employee told CNBC-TV18 at the time. Another source confirmed that while Collegedunia had been actively recruiting for some months, it has also been letting go of employees, including senior staff members with 7-8 years of experience at the company. <h2>What do experts say?</h2> <div type="image" title="Experts&amp;#39; opinion on unbossing trend" msid="113256250" hostid="261"></div>Mr. Sumit Kumar, Chief Strategy Officer at TeamLease Degree Apprenticeship, told Business Insider India, “From the perspective of HR leaders and CEOs, the strategic culling of middle management is viewed as a means to streamline operations, reduce overhead, and foster a culture of autonomy and innovation.” He also noted that even though employees can “exercise greater ownership and agility in decision-making” through this approach, there are also significant downsides. “The erosion of middle management creates a vacuum in leadership development, mentorship, and the retention of institutional knowledge, potentially leading to disengagement, a weakened talent pipeline, and misalignment with organisational objectives,” Kumar noted. Talking specifically about the Indian scenario, he said, “Implementing this trend in India would be a strategic move, positioning organisations to remain competitive in a rapidly evolving business environment. However, to fully capitalise on this approach, developing a more robust talent pipeline that integrates the ability to multitask at all levels is imperative. In today's landscape, leadership demands thinkers, strategic visionaries, and individuals who can execute with precision. We need to cultivate a new breed of leaders who are both thinkers and doers, capable of navigating complex challenges while driving innovation and growth. By building versatile, agile leaders through targeted talent development programs, Indian organisations can ensure they are well-prepared to thrive in a decentralised, high-performance environment.” RP Yadav, Chairman and Managing Director of Genius Consultants Limited, told ET recently that the Unbossing approach simplifies hierarchies and encourages open communication between frontline employees and senior management. He had added that the concept of “the oldest in the room is always the wisest of all” is no longer applicable. Meanwhile, Aditya Narayan Mishra, MD and CEO of CIEL HR Services told ET that the unbossing trend is predominantly seen in tech companies, creative roles, and startups, where swift decision-making and the unrestricted exchange of ideas are crucial. For example, the tech sector often thrives with flattened hierarchies that support rapid innovation and agility, while creative industries such as advertising and media use unbossing to cultivate a more collaborative and idea-focused environment. Thus, the unbossing trend is gaining traction beyond global companies and is finding its way into Indian organisations as well. While this approach can streamline operations, reduce costs, and enhance agility, experts caution that it also brings challenges, such as gaps in leadership development and the loss of institutional knowledge. To fully harness the benefits of unbossing, Indian companies must focus on cultivating agile leaders who can navigate complex challenges and drive growth. By building a strong talent pipeline and fostering a culture of innovation and collaboration, Indian organisations can position themselves to thrive in a more decentralised and dynamic business environment. Do you have insights or personal experience to s hare on layoffs, <keyword id="34447" type="General" weightage="20" keywordseo="workplace-trends" source="Orion">workplace trends</keyword>, or career changes? Contact us at businessinsider@timesinternet.in.

SIMPLY PUT: What’s with all “Unbossing” talks? Are Indian companies also embracing this global trend?

<ul class="summary-list"><li>Tesla is reducing its workforce by more than 10%, per an internal memo seen by Business Insider. </li><li>Earlier this month, Tesla's delivery numbers slumped below Wall Street expectations.</li></ul>Tesla is the latest major company to lay off employees.The company is eliminating "more than 10%" of staff globally, according to an internal memo sent by Elon Musk on Sunday, which was seen by Business Insider. The layoffs have come shortly after the carmaker posted lackluster delivery numbers.Musk wrote in the email: "There is nothing I hate more, but it must be done. This will enable us to be lean, innovative and hungry for the next growth cycle." Some Tesla employees lost access to their emails and Teams by Monday, two people with knowledge of the matter said.<a target="_blank" href="https://www.businessinsider.com/tesla-sales-deliveries-q1-elon-musk-disappoint-fsd-2024-4">Tesla's first-quarter delivery numbers</a> disclosed a significant slump — falling below Wall Street's estimates. Tesla deliveries in the first quarter fell 20% from the previous quarter and more than 8% from the same time the previous year, marking the company's first year-on-year sales decline since 2020.In a press release, Tesla blamed the decline in deliveries on its production ramp for its <a target="_blank" rel="" href="https://www.businessinsider.com/tech-youtuber-tesla-refreshed-model-3-mini-model-s-2024-2">refreshed Model 3</a>, an <a target="_blank" rel="" href="https://www.businessinsider.com/teslas-gigafactory-back-business-after-arson-attack-2024-3">arson attack</a> at its factory near Berlin, and supply-chain issues caused by the Red Sea conflict.There have been rumors in recent months of a coming layoff. In February, Bloomberg reported that the carmaker called for managers to begin <a target="_blank" href="https://www.businessinsider.com/tesla-managers-identify-key-roles-potential-layoffs-sign-report-2024-2">identifying the most vital roles</a> for the company. At the time, Tesla also delayed some workers' performance reviews, <a target="_blank" href="https://www.bloomberg.com/news/articles/2024-02-07/tesla-stokes-layoff-fears-by-asking-whether-jobs-are-critical">Bloomberg reported</a>. The reviews were later rescheduled, three sources told BI.A spokesperson for Tesla didn't immediately respond to a request for comment.Before the layoffs, Tesla said it employed more than <a target="_blank" rel=" nofollow" href="https://www.tesla.com/impact/people">140,000 workers</a><a target="_blank" href="https://www.tesla.com/impact/people"> globally</a>, including over 20,000 at its Fremont factory in California.<a target="_blank" href="https://www.businessinsider.com/tesla-ceo-elon-musk">Tesla CEO Elon Musk</a> has a history of reducing staff to cut costs. The billionaire famously cut Twitter's workforce in half after he purchased the company in 2022. And Tesla has conducted <a target="_blank" href="https://www.businessinsider.com/tesla-layoffs">several rounds of layoffs</a> before.Last year, <a target="_blank" href="https://www.businessinsider.com/union-accuses-tesla-illegally-firing-employees-workers-united-campaign-report-2023-2">Tesla laid off dozens of its employees</a> working on its Autopilot service at one of its sites in Buffalo, New York. At the time, the company said the terminations had nothing to do with a union campaign at the facility that had been announced the week before. The company said it dismissed the employees for poor performance.Tesla appeared to slow down its hiring last year. Musk told staff in May that he must personally <a target="_blank" href="https://www.businessinsider.com/elon-musk-email-tesla-approve-new-hires-2023-5">approve all new Tesla hires</a>.During <a target="_blank" href="https://www.businessinsider.com/tesla-stock-earnings-report-q4-call-tsla-price-live-updates-2024-1">Tesla's earnings call</a> in January, Musk warned of a <a target="_blank" rel="" href="https://www.businessinsider.com/elon-musk-tesla-avoid-ev-sales-slowdown-china-byd-2024-1">sales slowdown</a> in 2024 and said the company was "between two major growth waves."Over the past year, the automaker has continually <a target="_blank" rel="" href="https://www.businessinsider.com/elon-musk-tesla-price-cuts-electric-cars-losing-business-strategy-2023-11">slashed prices</a> for its vehicles and <a target="_blank" rel="" href="https://www.businessinsider.com/elon-musk-tesla-will-try-advertising-first-time-2023-5">tried its hand at advertising</a> for the first time in the company's history. Tesla is also facing increased <a target="_blank" rel="" href="https://www.businessinsider.com/tesla-q4-sales-less-than-china-byd-2024-1">competition from Chinese automakers</a>.Musk has also warned that Tesla could face production hurdles in the coming year as it tries to ramp up production of the Cybertruck and Tesla's next-gen vehicle platform.Do you work for Tesla or have insight to share? Reach out to the reporter from a non-work email and device at gkay@insider.com

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