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Category: Managing employees

  • What Top Performers Do Differently with AI—and Why They See the Biggest Benefits

    What Top Performers Do Differently with AI—and Why They See the Biggest Benefits

    Harvard Business Review Logo

    Illustration by Jason Ford

    AI isn’t simply replacing sales work or automatically equalizing sales performance; it’s providing disproportionate lift to individuals and organizations that can build systems around

    Generative AI has produced two competing views about which workers will benefit most. One view is that AI will narrow performance gaps by giving lower performers templates, answers, and coaching directly in their workflow. The other is that AI will widen those gaps by eliminating routine but necessary work, which will allow top performers to spend more time on higher-value activities where they already have an advantage. At the individual task level, high and low performers may both benefit, but the more important question is which effect dominates on net in real jobs, where workers perform bundles of activities. The answer matters for how firms hire, train, organize teams, and adjust practices built for their current talent mix.

  • The 6 Essential Skills Your Workforce Needs to Keep Pace with AI

    The 6 Essential Skills Your Workforce Needs to Keep Pace with AI

    CV Viverito

    is a senior director analyst in the Gartner HR practice. They support CHROs and HR leaders to understand and prepare for AI’s impact on the workforce and shape work for the human-AI era. CV engages with clients and speaks on topics including AI’s impact on headcount and roles, AI’s impact on skills, AI literacy, building AI-readiness across the workforce, and the intersection of inclusion and AI.

  • The More Accessible Information Is, the Less Employees Remember

    The More Accessible Information Is, the Less Employees Remember

    Harvard Business Review Logo

    MirageC/Getty Images

    Greater connectivity can make employees better at finding knowledge while leaving them less likely to retain it. Across five experiments involving more than 1,000 people, participants who formed

    Your organization has invested heavily in collaboration. Employees communicate through Slack and Microsoft Teams. Knowledge is stored in shared drives. AI assistants retrieve policies, summarize meetings, and answer questions instantly. Internal social platforms make it easier than ever to identify who has expertise across the organization. The assumption behind these investments is simple: Greater connectivity leads to better learning. If employees can reach more people and access more information, they should become more knowledgeable. But that assumption deserves a closer look.

  • When a Team Member Underperforms—but Has Organizational Capital

    When a Team Member Underperforms—but Has Organizational Capital

    Harvard Business Review Logo

    HBR Staff/AI

    Summary.   

    Leaders sometimes inherit an underperforming employee they cannot remove, leaving them responsible for results without the authority to address the problem. They can limit the damage by testing

    Some of the most damaging performance problems have nothing to do with who you hired. They’re about members of your team you’re not allowed to remove.

  • The Hidden Costs of Monitoring Employees with AI

    The Hidden Costs of Monitoring Employees with AI

    Harvard Business Review Logo

    Colin Anderson/Stocksy

    AI is making employee monitoring cheaper, more granular, and continuous—but lower costs can encourage companies to overuse controls without considering their broader consequences. Research

    Linus Arauz operates 10 points of sale across two large airports and has responsibilities that extend to nearly 100 food and non-food retail locations across several airport programs. Some of those locations have no staff at all. Travelers simply walk up and take whatever they want off the shelf—a sandwich, a bottle of water. They’re supposed to pay, but no one is there to ensure that they do.