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Rethinking Authenticity in the Modern Workplace

Sat, 01 Aug 2026 08:40:54 GMT

Best Self, Whole Self, and the Question of What Leaders Owe Their Teams

Synthesized by Dr. Claudine Gail Beckford, DBA · Founder & Principal Consultant, BeckThom HR Consulting, LLC

August 1, 2026

Source Attribution

This synthesis draws its core argument from a Harvard Business Review publication.

Source Article: "Why Leaders Should Bring Their Best Self—Not Their Whole Self—to Work"

Author: Tomas Chamorro-Premuzic

Publisher: Harvard Business Review, July 31, 2025

URL: https://hbr.org/2025/07/why-leaders-should-bring-their-best-self-not-their-whole-self-to-work

Author biography (per HBR): Tomas Chamorro-Premuzic is the chief science officer at Russell Reynolds Associates, a professor of business psychology at University College London and at Columbia University, a cofounder of deepersignals.com, and an associate at Harvard's Entrepreneurial Finance Lab. He is the author of Don't Be Yourself: Why Authenticity Is Overrated (and What to Do Instead) (Harvard Business Review Press, 2025).

The core argument, the 'best self vs. whole self' framing, and the leadership-context critique referenced in this article originate from Chamorro-Premuzic's HBR publication. Historical framing on William Kahn's engagement research, the federal and public-sector leadership application layer, and the BeckThom practitioner commentary reflect the synthesis and original perspective of BeckThom HR Consulting.

I. The Corporate Mantra That Needs a Second Look

For much of the past decade, the workplace conversation about authenticity has been shaped by a single phrase: 'bring your whole self to work.' The phrase spread widely across corporate culture initiatives, DEI programming, employee engagement communications, and leadership development materials. It signaled psychological safety, welcomed diverse perspectives, and pushed back against workplace cultures that had historically demanded that employees suppress important parts of themselves.

In a July 2025 Harvard Business Review article, Tomas Chamorro-Premuzic, chief science officer at Russell Reynolds Associates and professor of business psychology at both University College London and Columbia University, offered a compelling counterargument. The exhortation to bring your whole self to work, he argues, has aged worse than nearly any corporate mantra in recent memory. Initially coined to promote psychological safety and inclusion, the phrase has since morphed into a rallying cry for radical transparency and unchecked self-expression, creating problems at senior leadership levels that its original advocates did not anticipate.

Chamorro-Premuzic's proposed reframing: leaders should bring their best self to work, not their whole self. This article synthesizes his core argument and adds BeckThom's practitioner perspective on how the reframing applies to federal, state, local, and private sector leadership contexts.

II. The Historical Framing — William Kahn and Engagement Research

To understand the origins of the 'whole self' language, it helps to revisit the research that originally inspired it. Psychologist William Kahn introduced the idea of bringing one's whole self to work in the 1990s as one of three psychological conditions enabling employee engagement. Kahn's work identified meaningfulness, safety, and availability as the conditions under which employees fully invest their physical, cognitive, and emotional selves in their work roles.

Kahn's framing was rigorous and specific. It was not a call for radical self-expression or unfiltered transparency. It was a research-based observation that employees who felt safe, valued, and resourced would bring more of their capacity to their work. The 'whole self' language described a psychological state and an engagement outcome, not a prescriptive behavioral instruction.

Over subsequent decades, and particularly in the last ten years, Kahn's framing was popularized in ways that departed significantly from his original meaning. In corporate hands, 'bring your whole self to work' evolved from a description of engagement conditions to an active invitation for employees to share personal identity, vulnerabilities, opinions on non-work topics, and unfiltered perspectives as part of workplace culture. Chamorro-Premuzic's HBR argument is essentially that this evolution went too far, particularly for those in senior leadership roles.

III. The Chamorro-Premuzic Argument — What HBR Actually Says

Chamorro-Premuzic's core argument centers on the distinction between raw authenticity and disciplined leadership presence. For frontline employees, he suggests, some degree of unfiltered authenticity may be harmless or even welcome. For senior leaders whose words and behaviors shape organizational culture, decisions carrying billion-dollar consequences, and the psychological experience of their teams, the calculus is different.

The HBR article surfaces several failure modes that arise when senior leaders interpret 'authenticity' as license for unfiltered self-expression:

Leaders sharing impulsive thoughts on topics from economic policy to workplace culture, as if consequential decisions could be improvised in real time
The rise of cult-of-personality leadership styles that blend spiritual language, corporate strategy, and unconventional workplace configurations
The performance of 'authenticity' that is more curated brand exercise than genuine transparency
Broadcast philosophies on capitalism, climate, and company values that coexist uneasily with micromanaged operational decisions

The HBR alternative frame, 'best self' rather than 'whole self,' is not a call for phoniness. It is a call for the discipline, foresight, and humility that senior leadership requires. Leaders build positive professional reputations by presenting the version of themselves best suited to the responsibility they carry. That version is authentic in that it is genuinely them, but it is filtered by professional judgment rather than raw impulse.

IV. BeckThom's Practitioner Perspective

The HBR argument resonates with what BeckThom observes across federal, state, local, and private-sector leadership engagements we have supported over three decades. Three practitioner considerations we offer alongside Chamorro-Premuzic's argument:

1. The Frame Applies Especially to Public-Sector Leadership

Federal, state, and local government leaders operate within statutory, ethical, and public-trust frameworks that make the 'whole self' framing particularly complicated. Political appointees, senior executive service (SES) members, and career civil service leaders serve the public, not their personal brand. The 'best self' framing aligns more naturally with public-sector responsibility: bringing the disciplined, prepared, publicly accountable version of yourself to work is not phoniness. It is fitness for the office. The federal ethics regulations that govern senior appointees essentially require a version of this discipline. HBR's argument gives it a modern leadership vocabulary.

2. The Frame Does Not Argue Against Diversity, Equity, or Inclusion

Some readers may worry that 'best self, not whole self' framing walks back the diversity and inclusion progress that 'whole self' language was originally intended to support. BeckThom's read of the HBR argument is different. Chamorro-Premuzic is not arguing that leaders should suppress their identity, mask their cultural background, or perform a false version of themselves. He is arguing that senior leaders should bring their best version, which absolutely includes their full identity, with disciplined professional judgment about which parts belong in which contexts. Diversity of leadership remains essential. Discipline about how leadership operates is a separate question.

3. Middle Managers Face a Harder Version of This Question

The HBR article focuses on senior leaders. BeckThom's observation from HR consulting engagements is that middle managers face a more complicated version of the same question. They are close enough to their teams to feel the pull of 'authentic connection' but carry enough organizational responsibility that unfiltered self-expression carries real risk. Guidance to middle managers on how to translate this frame, bring the best professional version of yourself, and be genuinely warm within appropriate professional boundaries is often more valuable than guidance to the C-suite, which typically already understands the discipline required.

V. What the Research Actually Supports

Setting aside the popularization of 'whole self' language, the underlying research on workplace authenticity remains valuable. Studies generally find that employees who feel safe being their authentic selves at work meaning aligned with their values, culturally welcomed, and psychologically safe- experience higher engagement, greater job satisfaction, stronger retention, and improved creativity.

The nuance that Chamorro-Premuzic surfaces is that 'authentic' does not require 'unfiltered.' The research consistently supports:

Psychological safety to share ideas and take reasonable risks
The ability to align personal values with professional actions
Freedom from having to hide identity in ways that produce cognitive load and reduce engagement
Trust in leadership integrity, meaning consistency between stated values and observed behavior

None of these outcomes require senior leaders to broadcast their unfiltered opinions on every topic. The research supports the environment; the popularized 'whole self' language over-extends into behavior prescriptions the research does not actually demand.

VI. What This Means for HR Leaders

For the HR leaders BeckThom serves, the practical implications of Chamorro-Premuzic's argument include:

Refine Leadership Development Curricula

Leadership development programs that lean heavily on 'authenticity' language may benefit from more nuanced framing. Teaching leaders to bring their best professional selves, with warmth, cultural authenticity, and integrity, differs from teaching them that unfiltered self-expression is a virtue. The distinction shows up in how leaders show up to hard conversations, respond to crises, and communicate change.

Rethink Employee Engagement Communications

Employee engagement campaigns that invite 'whole self' behavior may inadvertently produce the failure modes Chamorro-Premuzic describes. Rethinking the language toward psychological safety, cultural welcome, and values alignment preserves the underlying intent without carrying the popularized baggage.

Support Middle Managers with Practical Guidance

The 'best self' frame is easier to describe than to practice. HR leaders can support middle managers with practical guidance, sample scenarios, coaching frameworks, and peer learning opportunities, helping them translate the frame into everyday leadership behaviors.

VII. Conclusion — From Popularization to Practical Discipline

William Kahn's engagement research made a valuable contribution to how organizations think about employee investment in their work. Its popularization into 'bring your whole self to work' captured cultural attention but drifted from the underlying research in ways that produced predictable problems, particularly at senior leadership levels.

Chamorro-Premuzic's HBR reframing — 'best self, not whole self' — is a useful correction. It preserves the underlying commitment to psychological safety, cultural welcome, and identity affirmation while restoring the professional discipline that senior leadership responsibilities require.

BeckThom's counsel to HR leaders is to receive both the original research and the HBR reframing with equal seriousness. The environment employees need to bring their capacity to their work has not changed. What has changed is the vocabulary we use to describe leadership discipline within that environment. Getting the vocabulary right helps leaders and their teams operate more effectively, particularly in the public-sector and mission-critical settings where BeckThom's federal and state clients operate.

Full Source Attribution

This article's central argument and the 'best self vs. whole self' framing draw from "Why Leaders Should Bring Their Best Self—Not Their Whole Self—to Work" by Tomas Chamorro-Premuzic, published in Harvard Business Review on July 31, 2025. For the complete HBR article, visit hbr.org.

Historical framing on William Kahn's engagement research, the federal and public-sector leadership application layer, and BeckThom's practitioner commentary sections reflect the synthesis and original perspective of BeckThom HR Consulting, LLC.

Additional supporting reference: Chamorro-Premuzic, T. (2025). Don't Be Yourself: Why Authenticity Is Overrated (and What to Do Instead). Harvard Business Review Press.

Let's Connect

To discuss leadership development, employee engagement strategy, or organizational culture work in your organization, BeckThom offers a complimentary 20-minute consultation with Dr. Beckford.

info@beckthomhrconsulting.com · 703-881-1340

www.beckthomhrconsulting.com

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Unlocking the $11.7 Trillion Potential of Employee Health

Sat, 01 Aug 2026 08:27:32 GMT

Why Workforce Well-being Is a Core Performance System, Not an Optional Perk

Synthesized by Dr. Claudine Gail Beckford, DBA · Founder & Principal Consultant, BeckThom HR Consulting, LLC

August 1, 2026

Source Attribution

This synthesis draws on research and insights published by the McKinsey Health Institute (MHI).

Authors: Barbara Jeffery, Jacqueline Brassey, and Lucy Pérez, with Darshini Mahadevia.

Publisher: McKinsey Health Institute · https://www.mckinsey.com/mhi

All statistics, data points, and research findings referenced in this article originate from the McKinsey Health Institute's published work. Practitioner commentary and application guidance in this synthesis reflect the perspective of BeckThom HR Consulting.

I. The Strategic Imperative of Employee Health

The conversation about employee wellness has quietly evolved from a human resources concern into a core business performance question. Research published by the McKinsey Health Institute frames this shift with striking clarity: workforce well-being may hold up to $11.7 trillion in annual economic value globally when leveraged as a strategic business system rather than as a peripheral employee benefit.

The financial pressure on employers is intensifying alongside this opportunity. According to McKinsey Health Institute research, employer-borne health-related costs are projected to be 62 percent higher in 2026 than in 2017, driven largely by brain health and metabolic conditions. The traditional framing of workforce wellness as a cost center is increasingly untenable as those costs escalate.

The McKinsey Health Institute's research centers on a thesis that BeckThom finds particularly resonant with the federal, state, local, and private-sector organizations we serve: workforce health is no longer an optional perk or a nice-to-have. It is a core performance system that builds organizational resilience, sparks innovation, and delivers a sustainable competitive advantage.

$11.7 Trillion

Annual global economic value opportunity from workforce well-being, McKinsey Health Institute

62% Higher

Projected 2026 employer health-related costs vs. 2017, McKinsey Health Institute

II. The Core Value Drivers

Productivity, Retention & Sustained Performance

McKinsey Health Institute research confirms what seasoned HR practitioners have long suspected but rarely quantified: the largest share of the economic upside from workforce well-being investments comes not from reducing sick days, but from improving productivity and reducing presenteeism (the phenomenon of employees being physically at work but functioning below capacity). The MHI research indicates that improved productivity and reduced presenteeism account for up to 77 percent of the total economic upside.

According to the research, healthier employees demonstrate:

Higher overall job performance
Increased innovative and creative behaviors
Superior work-life balance and long-term career sustainability

Just as important, the financial impact operates in two directions simultaneously: upside gains through higher output and innovation, and downside risk mitigation through curbing the rising healthcare expenditures the MHI has documented.

III. From Commitment to Impact — What the Evidence Reveals

One of the most valuable contributions of the McKinsey Health Institute's work is its acknowledgment of a challenge that HR leaders across every sector face: choice overload. The wellness marketplace is crowded with programs, apps, coaches, incentive platforms, and vendor solutions, each promising meaningful outcomes. The common employer question is: where do we start?

The MHI's research responded to this question through a systematic review of 115 evidence-based interventions across four essential dimensions of health:

Physical health
Mental health
Social well-being
Spiritual well-being

The finding worth noting: success is not about launching more programs. It is about curating the right portfolio of high-impact interventions tailored to organizational context and workforce needs. The quality of intervention selection, not the quantity of programs deployed, is what generates the documented economic upside.

IV. Designing Workforce Health as a Performance System

The McKinsey Health Institute's research identifies three architectural principles for organizations transitioning from wellness programs to genuine workforce health as a performance system:

Data-Driven Execution

Clear metrics for evaluating context, measuring outcomes, and guiding investment decisions replace anecdotal reporting on program participation rates.

Integration & Discipline

The shift from isolated wellness initiatives to an integrated workplace system requires executive leadership commitment and cross-functional coordination. Wellness cannot remain siloed within HR if it is to deliver enterprise-wide performance impact.

Continuous Adaptation

Continuous learning loops refine interventions as organizational needs and workplace dynamics evolve. The workforce of 2026 differs from that of 2020; the intervention portfolio must evolve accordingly.

V. BeckThom's Practitioner Perspective

The McKinsey Health Institute's research articulates a strategic framework that aligns with what BeckThom observes across our federal, state, local, and private-sector engagements. Three practitioner considerations we offer alongside the MHI findings:

1. The Workforce Health Question Is a Workforce Planning Question

In the age of AI-driven transformation, workforce well-being is inseparable from workforce readiness. Employees facing chronic health concerns, burnout, or disengagement cannot meaningfully participate in reskilling and upskilling initiatives that most organizations now recognize as essential. Before an organization can build the workforce of tomorrow, it must sustain the workforce of today. Workforce health is the foundation for reskilling, not a parallel initiative to be pursued alongside it.

2. Federal and Public-Sector Organizations Face Unique Application Challenges

Federal, state, and local government employers operate under budget constraints, procurement rules, and workforce policies that determine which interventions are feasible. The MHI research provides an excellent evidence base, but applying it requires careful mapping to the public-sector context, including OPM guidance, agency-specific health-benefit structures, and federal workforce demographics. Generalized wellness programming rarely yields sector-appropriate outcomes.

3. Measurement Discipline Separates Programs from Systems

The MHI research emphasizes that measurement is central to making workforce health a genuine performance system. In BeckThom's experience, most organizations measure participation but not outcomes. The transition from 'we ran the program' to 'we changed the underlying condition' requires a measurement framework that links wellness metrics to workforce performance metrics — retention, productivity, engagement, innovation output, and internal mobility. This measurement bridge is where most workforce health investments succeed or fail.

VI. Conclusion — Shifting the Question from Why to How

The McKinsey Health Institute's research has effectively settled the question of why employee health matters for business performance. The evidence for the $11.7 trillion opportunity, the 62 percent cost trajectory, and the 77 percent productivity share of the upside is substantial and well documented.

The question worth carrying forward is no longer why organizations should invest in workforce health as a performance system. It is how, with what interventions, what measurement architecture, what integration with the broader workforce strategy, and what disciplined execution over time.

BeckThom's counsel to the federal, state, local, and private sector HR leaders we serve echoes this reframing. The organizations that will realize the MHI's projected upside are not those that adopt the most programs. They are those that treat workforce health as a strategic investment in organizational endurance, culture, and competitive edge, measured against real business outcomes over sustained time horizons.

Full Source Attribution

This article synthesizes research published by the McKinsey Health Institute (MHI) and authored by Barbara Jeffery, Jacqueline Brassey, Lucy Pérez, and Darshini Mahadevia. All statistics, data points, and research findings originate from the McKinsey Health Institute. For the complete research and additional resources, visit mckinsey.com/mhi.

The practitioner commentary and application guidance sections of this synthesis reflect the perspective of BeckThom HR Consulting, LLC.

Let's Connect

To discuss how workforce health strategy can be integrated into your organization's HR and workforce planning approach, contact BeckThom HR Consulting.

info@beckthomhrconsulting.com · 703-881-1340

www.beckthomhrconsulting.com

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Rethinking Job Architecture

Sat, 01 Aug 2026 08:02:52 GMT

A Prospective on Strategic Compensation for the Federal, State, Local & Private Sector Workforce

Synthesized by Dr. Claudine Gail Beckford, DBA · Founder & Principal Consultant, BeckThom HR Consulting, LLC

August 1, 2026

Source Attribution

This synthesis draws its research framework from a Mercer publication.

Source Article: "Rethinking Job Architecture: A Path to Organizational Agility and Success"

Publisher: Mercer · https://www.mercer.com

Authors: Tauseef Rahman, Molly Leeds, Jim Holincheck, Gordon Frost, and Lauren Mason.

Research statistics, framework structure, and organizational performance findings referenced in the early sections of this article originate from Mercer's published research. The compensation-first framing, federal and public-sector application layer, and BeckThom practitioner commentary reflect the synthesis and original perspective of BeckThom HR Consulting.

I. The Strategic Case for Modern Job Architecture

Job roles across the American workforce are shifting faster than most organizations can keep up. Markets are moving, technology is advancing, and employees are expecting more. The job architectures that were built for a previous era are showing their age — a reality that Mercer's recent research on more than 600 U.S. organizations documents clearly. Most organizations have job architectures in place; more than half report that those architectures are no longer fit to deliver the business outcomes their organizations need.

The financial signal is meaningful. According to Mercer's research, organizations with a thriving, unified job architecture that effectively aligns skills across functions and levels experience more than 5 percent higher shareholder returns than those without it. In an era of thin margins, tight labor markets, and pay transparency regulation, that performance gap is a meaningful competitive differentiator.

5%+

Higher shareholder returns for organizations with unified job architecture, Mercer research

600+

U.S. organizations surveyed by Mercer on job architecture readiness

II. Why Job Architecture Is Compensation Architecture

BeckThom's practitioner perspective, developed across three decades of compensation and workforce planning engagements, is that the job architecture conversation is fundamentally a compensation architecture conversation. Job structures don't exist in the abstract. They exist to organize how work is defined, how careers advance, and, critically, how people are paid.

When job architecture is out of alignment, the visible symptoms almost always show up in compensation:

Similar work is compensated at wildly different rates across departments
Career advancement conversations become impossible because pathways are ambiguous
New hires enter at rates that compress or exceed the pay of longer-tenured employees doing similar work
Managers cannot defend pay decisions because there is no coherent structure behind them
Pay equity analyses surface disparities that leadership did not know existed

This is why compensation professionals treat job architecture as foundational infrastructure. You cannot design a defensible pay structure on top of a broken job structure. And you cannot fix compensation problems without addressing the underlying architecture that produced them.

III. Key Challenges Driving Transformation

Mercer's research identifies three key challenges driving the urgent need for job architecture transformation. Each has specific compensation implications that BeckThom sees unfolding across federal, state, local, and private-sector engagements:

Rapid Technological Change

The pace of technological advancement, particularly with the arrival of generative AI and continued automation, is unprecedented. Integrating new tools and processes often requires reevaluating existing work designs and the skills needed to perform them effectively. From a compensation perspective, this means salary bands and job families designed even three years ago may no longer accurately reflect the skills required to succeed in the roles they describe.

Shifting Employee Expectations

Today's workforce is more dynamic and diverse than ever. Employees are seeking roles that not only align with their skills but also offer clear opportunities for growth and development. Organizations that cannot provide clear measures of role success and career pathways risk losing top talent. From a compensation standpoint, this expectation intensifies scrutiny of internal equity and progression logic, employees compare their pay and career progression to peers with increasing sophistication.

Growing Demands for Pay Transparency and Legal Compliance

Pay transparency regulations continue to expand across U.S. states, and international frameworks such as the EU Pay Transparency Directive are shaping global compliance expectations. These regulations raise the bar for fair, transparent, and defensible compensation structures. Organizations without a clear, consistent understanding of job roles and the skills they require cannot meet these compliance demands without significant retrofitting.

IV. The Federal & Public-Sector Application Layer

The Mercer research provides a strong framework for private-sector organizations. Federal, state, and local government employers face additional complexities that BeckThom's public-sector engagements repeatedly surface. Job architecture modernization in the public sector must contend with:

OPM Classification Systems and Standards

Federal agencies operate within the Office of Personnel Management (OPM) classification framework, which includes position classification standards, occupational series, and grade-level assignments under the General Schedule (GS) system. Modernizing job architecture within these constraints requires expertise in both contemporary organizational design principles and the specific regulatory framework governing federal positions. Simply importing private-sector architecture concepts without translating them into OPM-compatible structures is a common failure pattern.

Statutory Pay Constraints and Locality Adjustments

Federal General Schedule pay is set by statute and adjusted for locality. State and local government pay is typically constrained by legislative action, civil service rules, or collective bargaining agreements. Job architecture design in these environments must account for the fact that the traditional 'salary band' flexibility available in the private sector is not fully available to public-sector employers. Modernization strategies must operate within these constraints while still delivering the career-pathway clarity that modern job architecture promises.

Federal Pay Equity, Veterans' Preference, and Merit System Principles

Public-sector job architecture cannot be designed without careful attention to federal pay equity requirements, veterans' preference in hiring and retention, and the merit system principles that govern federal employment. Private-sector job architecture playbooks typically do not address these considerations, so public-sector employers cannot simply adopt them without significant adaptation. This is where BeckThom's dual expertise, private-sector compensation practice combined with federal contracting experience, becomes particularly relevant.

V. Integrating Skills Into Job Architecture

Mercer's research surfaces a design principle that BeckThom finds especially useful across sectors: embedding skills directly into the job architecture framework. Rather than defining jobs primarily by task lists and reporting relationships, modern job architecture increasingly defines them by the skills required to perform the work successfully.

Mercer's research identifies benefits such as enhanced career mobility, improved talent retention, and greater organizational agility. Employees can see clearer pathways for advancement because those pathways are defined by skill acquisition rather than tenure alone. Managers gain a shared vocabulary for career development conversations. Organizations can identify where skill gaps exist and where cross-functional mobility might solve staffing challenges.

For BeckThom's federal clients, the skills-based approach requires careful translation. OPM occupational series are defined by both the work performed and the required knowledge, skills, and abilities (KSAs). A modernized approach can strengthen KSA definitions and link them more clearly to progression pathways within the GS structure, without abandoning the regulatory framework that governs federal classification.

VI. Technology Enablement, AI, and Sustainable Governance

Mercer's research highlights technology as a critical enabler of modern job architecture, including artificial intelligence's role in supporting skills analysis, predictive workforce planning, and intelligent career pathing. Mercer describes this as 'human-agent teaming,' in which people and AI-powered systems collaborate to identify skill gaps and match talent to business needs.

BeckThom's counsel to HR leaders on this point is straightforward: technology accelerates good job architecture; it does not fix bad job architecture. Deploying AI-powered talent management tools on top of a job structure with fundamental design problems will surface those problems more quickly and more visibly. This is not a reason to defer technology adoption; it is a reason to sequence job architecture modernization work ahead of, or alongside, technology deployment.

Governance is the second sustainability requirement. Mercer's research identifies cross-functional governance committees and playbooks as key mechanisms for keeping job architecture dynamic and relevant. BeckThom's engagements consistently show that organizations that establish clear governance from the outset maintain their job architecture investments, whereas those that treat the design as a one-time project see their new architecture drift back toward the same problems within three to five years.

VII. An Illustrative Framework for Applied Work

The following framework illustrates how BeckThom approaches job architecture modernization for client organizations. It reflects our practitioner methodology, informed by both Mercer research and our engagement experience with federal, state, local, and private-sector clients.

Phase 1 — Discovery and Assessment

Understanding the current state precedes designing the future state. This phase includes reviewing existing job descriptions and classification structures, conducting a workforce analysis, benchmarking against relevant external market data, and identifying the specific business outcomes the job architecture modernization is intended to support. For public-sector engagements, this phase also includes a careful review of applicable classification standards, statutory constraints, and existing collective bargaining commitments.

Phase 2 — Design and Structure

Building on discovery findings, the design phase produces the new job architecture — including job families, levels, competency definitions, and, where applicable, salary band structures. A compensation-first framing ensures that the design supports defensible pay decisions and pay equity analysis from the outset, not as an afterthought.

Phase 3 — Piloting Before Scaling

Mercer's research recommends piloting before scaling, and BeckThom fully endorses this approach. A pilot in a single department, business unit, or agency office allows the design to be refined based on real feedback before it is imposed on the entire organization. This is particularly important in public-sector environments, where change-management sensitivities are heightened.

Phase 4 — Full Deployment and Change Management

Scaled deployment requires manager training, employee communication, and clear pay administration guidelines. Managers need to understand how to make and justify pay decisions within the new framework. Employees need to understand how career advancement works under the new structure. HR leadership needs measurement mechanisms to track whether the design is achieving the intended outcomes.

Phase 5 — Ongoing Governance and Refinement

The final phase is sustained governance. Cross-functional committees, annual review cycles, and defined refinement triggers ensure the architecture remains current as business conditions evolve. This phase never ends — which is the point.

VIII. Conclusion — From Legacy to Living Architecture

The Mercer research effectively closes the case on why modern job architecture matters as a business performance issue. The evidence for the shareholder return premium, the compliance imperative, and the talent retention connection is substantial and well documented.

The question worth carrying forward is no longer whether to modernize the job architecture. It is how — with what design principles, governance, technology enablement, and careful attention to the compensation and pay equity implications that the architecture always produces.

For federal, state, and local government employers, an additional consideration applies: how to modernize within the regulatory frameworks governing public-sector employment without abandoning the merit system principles that define public service.

BeckThom's counsel to the HR leaders we serve echoes this reframing. Job architecture modernization is not a project. It is a shift from legacy structures to living architecture, designed with intention, governed with discipline, and refined as the workforce and the mission continue to evolve.

Full Source Attribution

This article's research framework and statistics on organizational performance draw on Mercer's publication "Rethinking Job Architecture: A Path to Organizational Agility and Success," authored by Tauseef Rahman, Molly Leeds, Jim Holincheck, Gordon Frost, and Lauren Mason. For the full Mercer research, visit mercer.com.

The compensation-first framing, the federal and public-sector application layer (OPM classification, GS pay, statutory constraints, veterans' preference, merit system principles), and the illustrative applied framework in this synthesis reflect the practitioner methodology of BeckThom HR Consulting, LLC.

Let's Connect

To discuss job architecture modernization, compensation strategy, or pay equity work in your organization, BeckThom offers a complimentary 20-minute consultation with Dr. Beckford.

info@beckthomhrconsulting.com · 703-881-1340

www.beckthomhrconsulting.com

YOUR CAPABILITIES. EVALUATOR-READY.

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The Augmented HR Workforce

Sat, 01 Aug 2026 07:05:41 GMT

Scaling Impact through AI-Driven Workflows and Continuous Reskilling

By Dr. Claudine Gail Beckford, DBA · Founder & Principal Consultant, BeckThom HR Consulting, LLC

August 1, 2026

About This Article

This article draws on Dr. Beckford's doctoral research on competency-based training approaches to close the AI technology talent gap, completed in 2023 as part of her Doctor of Business Administration (DBA) at Columbia Southern University. Findings are grounded in qualitative research with human resources talent managers in the U.S. banking sector and are framed by Social Cognitive Theory and the Reskilling Journey Model. This article extends that research into practical guidance for HR leaders across federal, state, local, and private-sector organizations.

I. The Core Thesis

The prevailing narrative about artificial intelligence and the workforce has been shaped by a single question: whose job will AI replace? That question has prompted predictable responses, including anxiety, avoidance, and delayed decision-making across HR functions in nearly every sector.

This article poses a different question. If HR leaders reframe the challenge from 'which jobs will AI replace' to 'how do we build the augmented HR workforce that AI now makes possible,' the strategic picture shifts. AI is not replacing the HR function; it is elevating it. The organizations that will realize this elevation are those that intentionally integrate AI into existing HR systems, systematically upskill their talent, and empower their teams to achieve significantly greater impact with their existing headcount.

This piece is intended for HR executives, people operations leaders, business transformation managers, and federal HR directors navigating this transition. It draws on both academic research from the author's doctoral study and practitioner observations from more than three decades of human capital consulting.

II. The Evolving HR Landscape

HR functions today face pressure from three simultaneous directions. Administrative demands are rising as workforce sizes remain stable but transactional volume increases. Compliance requirements are becoming more complex as data privacy, pay transparency, and reporting mandates expand across jurisdictions. Routine employee inquiries, including questions about benefits, policies, PTO, and manager guidance, consume time that HR leaders would prefer to invest in strategic initiatives.

The result is a persistent gap between what HR leaders are expected to deliver strategically and what their teams have the bandwidth to execute operationally.

From Displacement Anxiety to Strategic Partnership

The introduction of AI into HR workflows has, in many organizations, added pressure rather than relieving it. Employees worry about their roles. HR generalists worry about being reduced. HR leaders worry about deploying AI incorrectly and creating new risks, legal, ethical, and reputational.

These concerns are legitimate. They are also solvable. The key is a deliberate reframing: AI as a strategic force multiplier rather than a replacement. In this framing, AI takes on the transactional, repetitive, high-volume tasks that consume HR's operational capacity, freeing HR professionals to move from tactical execution into high-impact organizational leadership — the work most of them entered the field to do.

III. The Three Pillars of the Augmented HR Workforce

Drawing on the author's doctoral research and BeckThom's consulting practice, three pillars distinguish organizations that successfully build an augmented HR workforce from those that either resist AI adoption or deploy it superficially:

PILLAR 1

Streamlining Workflows & Reducing Manual Effort

The first pillar addresses friction. HR teams eliminate the highest-volume, lowest-strategic-value tasks by automating them: initial candidate screening, policy Q&A flows, transactional documentation, and routine data entry. This is not sophisticated work. It is essential work that clears the operational backlog, which otherwise consumes HR's capacity for strategic contribution.

The second layer of this pillar is system integration. AI agents integrate with existing HR technology stacks HRIS, ATS, and performance management systems to create unified workflows rather than isolated point solutions. When systems talk to each other, employees experience friction-free processes, and HR teams experience reduced coordination overhead.

The measurable outcome is velocity. Routine HR approvals and employee requests that historically took days can be completed in minutes. This increase in velocity is not merely operational efficiency; it changes the employee's perception of HR from a bottleneck to a responsive service function.

PILLAR 2

Elevating Decision-Making with Real-Time Insights

The second pillar addresses judgment. AI models analyze workforce metrics, predict retention risks, and surface actionable insights faster and at scale compared with traditional analysis workflows. HR business partners gain clearer visibility during compensation reviews, talent mapping conversations, and succession planning discussions.

The critical qualifier: final decisions remain firmly grounded in human empathy, ethics, and strategic context. AI provides pattern recognition and data synthesis. Human judgment interprets what those patterns mean for specific individuals, teams, and organizational cultures. The augmented HR workforce is not one where AI decides; it is one where AI informs human decisions, enabling greater speed and precision.

This distinction matters particularly for federal, state, and local government HR leaders, whose decisions are constrained by statutes, union considerations, veterans' preferences, and merit system principles that AI cannot fully model. Augmentation improves the quality of the information available for decisions. The decisions themselves remain human.

PILLAR 3

Empowering the Workforce Through Upskilling & Reskilling

The third pillar is where the author's doctoral research most directly applies. Building an augmented HR workforce requires proactive investment in the human capabilities that make augmentation possible — data literacy, prompt engineering fluency, analytical thinking, and strategic advisory skills.

This is a different kind of upskilling than most HR functions have undertaken. It is not compliance training. It is not another learning management system course-completion metric. It is deliberate capability building around a set of skills that did not exist as HR competencies five years ago and are now essential to strategic HR execution.

The organizational commitment required is substantial. It includes structured curricula focused on AI competencies, hands-on practice environments where HR professionals can safely experiment, mentor relationships between HR practitioners and technology partners, and clear career-pathway design that shows how augmentation-fluent HR professionals progress within the organization.

As traditional HR generalist and specialist roles transform, the augmented HR workforce shifts toward high-touch employee advocacy, strategic talent advisory, and organizational development- work that human beings do meaningfully better than machines, and that becomes more valuable as machines handle the transactional volume.

IV. What This Looks Like in Practice

The augmented HR workforce is not an aspirational future state. It is a set of design choices being implemented in real organizations today. Three actionable next steps emerge from BeckThom's engagements with HR leaders navigating this transition:

1. Audit Existing HR Workflows for Automation Opportunities

Most HR functions cannot articulate where their time actually goes. A structured workflow audit that categorizes HR work by strategic value and transactional volume surfaces the automation opportunities that will free the most capacity. This is a two- to four-week exercise that pays dividends for years.

2. Map Required AI Competencies and Design Targeted Upskilling

Generic AI literacy training rarely produces meaningful capability change. Effective upskilling begins with a competency map tailored to the HR function's needs, followed by curriculum design that links new skills to real-world applications. This is where the discipline of identification, knowing exactly which skills matter, separates organizations that successfully upskill from those that spend heavily on training without operational change.

3. Establish Clear Governance for Transparent, Ethical AI Integration

AI in HR carries risks that AI in other functions does not, including bias in hiring decisions, privacy concerns with employee data, and a lack of transparency in performance evaluations. Clear governance protocols, established before large-scale AI deployment, protect the organization and preserve employee trust in HR as a function that operates with integrity.

V. Conclusion — The Future State

The augmented HR workforce is one where teams do more impactful work with the same headcount. Where decisions are faster and better informed. Where the employee experience is dramatically enhanced because friction has been engineered out of routine flows and human attention has been redirected to interactions that require empathy, judgment, and strategic thinking.

It is also one where HR professionals experience their work as more meaningful, because more of it is meaningful. The transactional volume that historically consumed their time is handled at machine speed. Their days shift toward the advisory, developmental, and strategic contributions that human beings do best.

This future state does not arrive by accident. It arrives through disciplined attention to the three pillars: workflow streamlining, decision augmentation, and workforce reskilling, sustained over time through clear governance and measurable outcomes.

The organizations that make this investment will find themselves with an HR function positioned to lead their broader workforce transformation. The organizations that defer this work will find themselves managing a widening gap between what modern workforce strategy requires and what their HR capabilities can deliver.

About the Author

Dr. Claudine Gail Beckford, DBA, is the Founder and Principal Consultant of BeckThom HR Consulting, LLC, a Small, Minority, Woman-Owned Business (SMWOB) based in Woodbridge, Virginia. Her doctoral research at Columbia Southern University examined competency-based training approaches to close the AI technology talent gap in the U.S. retail banking sector, framed by Social Cognitive Theory and the Reskilling Journey Model.

Dr. Beckford holds an active Secret Security Clearance and is a Certified Contracting Officer Representative (COR). BeckThom's practice supports federal, state, local, and private-sector clients across human capital strategy, workforce planning, HR consulting, bid & proposal development, and cost & price volume development.

Let's Connect

To discuss how to build the augmented HR workforce in your organization, BeckThom offers a complimentary 20-minute consultation with Dr. Beckford.

info@beckthomhrconsulting.com · 703-881-1340

www.beckthomhrconsulting.com

YOUR CAPABILITIES. EVALUATOR-READY.

One concrete brick at a time. A proven, intentional journey.

Betterworks Article -Growth, Enablement, and a Fairer Employee Deal

Fri, 11 Oct 2024 08:25:36 GMT

" To meet the future of work, companies must help employees to see a clear and fair path for growth. This means reforging the employee deal and proactively enabling employees to develop their careers, ensuring that development is unbiased and elevating perceptions of inclusion.

The difference a year makes

We began this year’s survey by looking at what had changed compared to our 2022 data. Although some continuity in the results remained, there were also notable changes. Below are the results from the 2023 survey:

Employees are less vulnerable to poaching in 2023

Yes, I’m open to recruitment by a new company:

Career growth is rising in importance in 2023

Pay:

Flexible work options22:

My career goals and purpose20:

Company culture20:

The good news is your employees don’t want to leave you. The bad news is, they might go anyway if you cannot give them the tools and opportunities they need to grow in place. "

Source: https://www.betterworks.com/state-of-enablement-report-2023digital/

Technology as a Catalyst for Value Creation: A Comparative Analysis

Fri, 11 Oct 2024 08:08:48 GMT

By: Dr. Claudine Beckford

An 2 Min Read

April 12, 2023

Introduction

Technological innovation has emerged as a critical driver of value creation in today's rapidly evolving business environment. By leveraging cutting-edge technologies, organizations can enhance their competitiveness, improve customer experiences, and unlock new growth opportunities. This article explores the multifaceted impact of technology on value creation, drawing insights from research conducted across diverse industries

The Role of Technology in Value Creation

Research consistently demonstrates the pivotal role of technology in driving value creation. Rong (2021) highlighted the transformative power of technology within the biopharmaceutical industry, where innovative platforms have accelerated product development and commercialization. Similarly, Sanchez-Gutierrez et al. (2018) emphasized the positive correlation between technological innovation, customer value creation, and organizational competitiveness.

Key Drivers of Value Creation

Several key factors contribute to the value-enhancing potential of technology:

Customer Experience: Technology enables organizations to personalize customer experiences, tailor offerings to individual preferences, and provide superior service. Trischler et al. (2020) underscored the importance of integrating digital technology seamlessly into physical retail to enhance customer value.
Operational Efficiency: Technology can significantly improve operational efficiency by automating processes, optimizing workflows, and reducing costs. This enables organizations to allocate resources more effectively and focus on core competencies.
Product Innovation: Technology fosters the development of innovative products and services that meet evolving customer needs and preferences. Organizations can create unique offerings that differentiate themselves from competitors by leveraging data analytics, artificial intelligence, and other advanced technologies.
Market Expansion: Technology facilitates market expansion by enabling organizations to reach new customer segments and geographic regions. E-commerce platforms, digital marketing channels, and global supply chain networks are examples of technological enablers of market growth.

Case Studies: Real-World Examples

To illustrate the practical applications of technology-driven value creation, let's examine the experiences of the biopharmaceutical companies analyzed by Rong (2021). These companies have achieved significant drug discovery, development, and manufacturing breakthroughs by investing in cutting-edge technologies. These innovations have not only improved patient outcomes but have also generated substantial economic value.

Conclusion

Technology has become indispensable for organizations seeking to create value and sustain competitive advantage. By understanding the key drivers of value creation and leveraging the latest technological advancements, businesses can position themselves for long-term success in today's dynamic market. As technology evolves rapidly, organizations must remain agile and adaptable to capitalize on emerging opportunities.

Endnotes

Rong, Y. (2021). Building technology-enabled platform companies in Biopharma–A perspective on early-stage value creation from Millennium, Alnylam, Moderna, & Kymera. Journal of Commercial Biotechnology, 26(2). https://search.proquest.com/openview/dca0c45761973d3d1bb1a9e3ec4bd5b7/1?pq-origsite=gscholar&cbl=27141

Sanchez-Gutierrez, J., Cabanelas, P., Lampon, J. F., & Gonzalez-Alvarado, T. E. (2018). The impact on the competitiveness of customer value creation through relationship capabilities and marketing innovation. Journal of Business & Industrial Marketing. https://www.researchgate.net/profile/Jose-Sanchez-Gutierrez/publication/328106564_The_impact_on_competitiveness_of_customer_value_creation_through_relationship_capabilities_and_marketing_innovation/links/5cfba5e9a6fdccd1308aa987/The-impact-on-competitiveness-of-customer-value-creation-through-relationship-capabilities-and-marketing-innovation.pdf

Trischler, J. W., Otterbring, T., & Andersson, P. K. (2020). Bridging the value scale with digital technology: A mixed-methods study on customers value creation process in the physical retail space. Journal of Retailing and Consumer Services, 56(C). https://ideas.repec.org/a/eee/joreco/v56y2020ics0969698919307155.html

There are 8 essential aspects in today’s modern human resources management. Let’s examine them!

Fri, 11 Oct 2024 07:25:32 GMT

By: Dr. Claudine Beckford

An 4 Min Read

August 23, 2024

Human Resources Management (HRM) overarching responsibility is to help employers and employees build and maintain positive relationships. So, let us examine the 8 essential functions in today’s modern human resources management department:

1. Recruiting, hiring, and retaining the internal job markets

Recruiting employees is a routine and strategic function essential to any business. Talent acquisition, a well-known function of any HRM department, involves aligning the workforce's capabilities with organizational overarching goals. Human Resources Management departments must be strategic when hiring for new roles, restructuring teams, and making hard staffing decisions, which can significantly impact the organization's success.

2. Employee engagement

Employee engagement is critical to maintaining a positive and productive work environment. The importance of two-way dialogue and engagement between employees, HRM, or senior leadership cannot be overstated. It is the only way to build and maintain a consistent, relatable employee culture where everyone is united around shared goals, mission, and values.

Leadership, managers, and the HRM department are crucial in building solidarity and trust within the organization.1 This trust is critical for maintaining a positive work environment and ensuring employees feel valued and respected. HRM's role in this aspect reassures managers and business leaders of HRM's capabilities in maintaining a positive work environment.

3. Performance management

Performance management is not a one-time event but a continuous process that is important for helping managers and employees align their goals and expectations.2 This constant feedback loop, a crucial part of HRM's role, allows team members many opportunities to improve their work. The continuous nature of performance management engages HRM professionals and keeps them committed to helping teams achieve long- and short-term company goals and objectives.

4. Compensation and benefits

Let’s get straight to the point: the workforce expects this in exchange for their hard work. Compensation and benefits are the reasons why employees are at work. A business's compensation goals should include staying competitive, with salaries aligned with the candidates' or employees' skills and education. According to the SHRM, “63% of U.S. employees said compensation and benefits are important, second only to respectful treatment when determining job satisfaction.”4

In any organization, the HRM department is responsible for recruiting, hiring, and retaining qualified, talented individuals. Some of these perks are:

• Health insurance (e.g., medical, dental, vision)

• Paid holidays Paid time off

• 401k opportunities

• Retirement plans

• Vacation and sick time

• Overtime pay

• Education benefits

• Referral bonuses

• Life insurance

• Parental leave

• Stock options

• Bonuses, commissions, and merit pay

• Reimbursement programs

One of the most powerful tools HRM professionals have is the ability to offer potential/employees a benefits package they cannot refuse.4

5. Development and training

Although employee development and training are often lumped together and crucial to the employee experience, they have some essential distinctions. Job-specific training is needed. To succeed, it ensures that employees have access to the right tools and skills to do their jobs. There is an immediate impact, and it is measured in short-term outcomes. Employee development focuses on employee growth. This is a long-term, behavioral approach.5

Human Resources Management departments are responsible for offering new and exciting employees the appropriate development and training tools to keep employee morale high. This will ensure employees know the company's values and acknowledge their work. A company's human capital is what makes it successful.2

Providing employees with development and training is essential for ensuring they are prepared for their roles, have upward mobility, and have support from their organization. A company's talent management strategy should include development and training, which can directly impact employee engagement and retention.5

6. HRM legal and audit compliance

According to the SHRM article "How to Conduct an HRM Audit," a compliance audit generally has two parts: evaluating the organization’s HRM policies, practices, and processes and reviewing current HRM data.4 Indicators of potential problems include filed internal grievances, pending legal complaints, and turnover and absenteeism rates.

• Most lawsuits can be traced to issues related to hiring, performance management, employee discipline, or termination. Other high-risk areas include:

• Misclassification of exempt and nonexempt jobs.

• Inadequately maintained personnel files.

• Prohibited attendance policies.

• Inaccurate wage and hour or time records.

• Form I-9 errors.

• Outdated federal and state labor and employment law posters.

• Insufficient record retention.

Research the requirements for each of these areas, determine the scope of the audit, gather the necessary information., and then create action plans to correct or mitigate the risks.” The bottom line is that the HRM department can regularly conduct compliance audits to ensure that labor laws, internal policies, and procedures follow best practices.4

7. What is HRM risk management?

Managing human resources risks is increasingly challenging for organizations to thrive and remain compliant in the 21st-century world of work. Risk is an inevitable part of business. In risk management, potential downfalls are anticipated and prepared to minimize their impact. It is the HRM department's responsibility to assist leadership, management, and employees across organizations in applying risk management to their operations. Still, HRM should focus on the risks for which it is uniquely responsible.5

A company's cybersecurity and data privacy are crucial responsibilities. HRM must implement a privacy policy that ensures employee data collection and storage are handled safely and ethically.5

8. The effect of AI revolution on employee morale in the context of HRM

McKinsey & Company estimates that AI could consume as much as 30% of work hours by 2030 and that there could be as many as 12 million occupational transitions. The casualty is the people in the workforce that AI will replace over the next 5 – 10 years. The urgency of HRM leaders is to identify the appropriate development and learning to reskill and retrain employees affected by this inevitable AI technology shift and the current and future workplace. Leadership and HRM should work together to pay attention to this critical topic and consider how HRM can positively use technology in the workplace.

Key HRM Risk Areas to Have on Your Radar

Workforce risks: The intricacies of hiring personnel present significant challenges for organizations. Issues like turnover rates, employee burnout, workplace relationships, conflicts, harassment, and insufficient employee engagement can adversely affect the company’s performance and hinder its growth. Changes in work dynamics introduce additional risk factors. An example is offering a remote/hybrid work setup. Employees may find this desirable, but lacking in-person dialogue and connection can lead to isolation and communication failures.2
Compliance: Regarding human resources activities and policies, it is critical to comply with several laws and regulations, often in numerous states and countries.2
Employee data management: A company's cybersecurity and data privacy are crucial responsibilities. HRM must implement a privacy policy that ensures employee data collection and storage are handled safely and ethically.2
Ethics: Human Resources is crucial in promoting ethical behavior within organizations concerning their employees. Maintaining ethical standards in hiring and employment practices can significantly minimize the likelihood of disputes between employers and employees.
Learning and Development: The Human Resources department plays a crucial role in ensuring that the organization is staffed with individuals possessing the necessary skills to meet its objectives. Additionally, employees seek opportunities for career advancement and skill development within the company.4
Compensation and Benefits: Equitable pay and benefits across the entire workforce are essential. Human Resources must strive to offer compensation packages that are both competitive and fair, aligning with market standards while also considering the organization's financial objectives. It is essential to ensure equitable pay and benefits across the entire workforce. Human Resources must strive to offer compensation packages that are both competitive and fair, aligning with market standards while also considering the financial objectives of the organization.3
Mergers and Acquisitions: The M&A process involves many risks involving staffing and other HRM matters, so HRM professionals play a vital role. For instance, turnover is often a significant issue within leadership. According to GRIN.com, research shows “employee turnover in the context of mergers and acquisitions transactions, approximately 50-75% of key managers leave voluntarily within two to three years after a company has been acquired.”5

Conclusion

This article aimed to review the literature on the effectiveness of essential aspects of modern human resources management in maintaining employees' human capital. However, the research found that the relationship between Artificial intelligence (AI) and employee role retention is an ongoing concern in the global workforce. Navigating other factors include job satisfaction, work-life balance, opportunities for career development, employee engagement, recognition, and communication on the importance of retaining employees, company culture, leadership, and other benefits such as offering learning and development opportunities that can affect employee retention. Additional research is required very shortly.

Endnotes

Mary K. Pratt and Sharon Florentine (2022). Employee retention: 10 strategies for retaining top talent. CIO. https://www.cio.com/article/251060/employee-retention-10-strategies-for-retaining-top-talent.html

William Brewer. (2024). 7 Key Things That Should Be On HR’s Radar In 2024. HR Excellence Magazine. https://www.hr.com/en/magazines/all_articles/7-key-things-that-should-be-on-hr%E2%80%99s-radar-in-2024_lv517kii.html

Sorn, M.K., Fienena, A.R.L., Ali, Y., Rafay, M. and Fu, G.H. (2023) The Effectiveness of Compensation in Maintaining Employee Retention. Open Access Library Journal, 10, 1-14. https://www.scirp.org/pdf/oalibj_2023071016420224.pdf

Society for Human Resource Management (SHRM) (2021). Conducting Human Resource Audits. https://www.SHRMm.org/topics-tools/tools/toolkits/conducting-human-resource-audits

Peter Cappelli and Ranya Nehmeh (2024). HR’s New Role. Harvard Business Review. https://hbr.org/2024/05/hrs-new-role

Bryan Hancock, Bill Schaninger, and Lareina Yee (2024). Generative AI and the future of HR. McKinsey & Company. https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/generative-ai-and-the-future-of-hr

Remote Reskilling and Retraining: A Strategic Response to the Changing Workplace

Fri, 11 Oct 2024 07:25:30 GMT

By: Dr. Claudine Beckford

An 2 min Read

June 10, 2023

The COVID-19 pandemic has significantly impacted businesses worldwide. Restrictive measures such as lockdowns and social distancing have forced companies to adapt their operations (World Health Organization, 2020). Zou et al. (2020) argued that remote reskilling and retraining are crucial strategies for organizations navigating this "new normal." This article examines the claims presented by Zou et al. (2020) regarding remote work and employee development. We will explore how companies can leverage reskilling and retraining programs to maintain productivity and a positive work environment for a remote workforce.

The Rise of Remote Work and its Impact

The pandemic accelerated the adoption of remote work technologies and policies. Companies like Walmart and Amazon, already equipped for remote operations, thrived during this period (Statista, 2023). However, for many organizations, the transition to remote work presented challenges.

Challenges and Considerations for Remote Work

Zou et al. (2020) identified several key challenges associated with remote work:

Employee Comfort and Work-Life Balance: Companies must implement measures to promote a comfortable and healthy remote work environment. This includes providing ergonomic furniture and encouraging breaks to prevent burnout.
Maintaining Organizational Culture: Remote work can potentially weaken a company's culture (Claim 3). Effective communication, clear expectations, and fostering a sense of belonging are crucial for maintaining a robust remote work culture (De Smet et al., 2023).
Employee Engagement and Productivity: Disconnection and feelings of isolation can negatively impact productivity. Regular virtual meetings, clear communication channels, and community fostering can help mitigate these challenges (Handfield & Pearce, 2022).

The Importance of Reskilling and Retraining

Zou et al. (2020) emphasize the importance of reskilling and retraining employees for success in a remote work environment. This includes training on new technologies, software, and hardware. Zou et al. (2020) also advocated for gamified learning elements to enhance employee engagement. While massive open online courses (MOOCs) can be a valuable resource, immersive learning experiences offer a more engaging and effective approach. Companies should explore virtual reality and other immersive technologies for training purposes.

Conclusion: A Strategic Approach to Remote Work

The pandemic has presented a unique opportunity for companies to embrace remote work and reskill their workforce. By prioritizing employee well-being, fostering a solid remote work culture, and investing in reskilling and retraining initiatives, companies can build a resilient and productive workforce for the future. Additionally, Zou et al. (2020) suggest that a hybrid work model, combining remote and in-office work, maybe a viable long-term solution.

Moving Forward

Investing in a remote-ready workforce is critical for success in the evolving work landscape. By adopting a strategic approach to remote work that prioritizes employee development and well-being, companies can position themselves for continued success.

Endnotes

World Health Organization. (2020, April 14). Coronavirus disease (COVID-19) pandemic. https://www.who.int/emergencies/diseases/novel-coronavirus-2019

Zou, C., Zhao, W., & Siau, K. (2020). COVID-19 Calls for Remote Reskilling & Retraining. Cutter Business Technology Journal, Cutter Consortium. https://doi.scholarsmine.mst.edu/bio_inftec_facwork/365/

Statista. (2023, January 18). Most valuable brands worldwide 2023. https://www.statista.com/statistics/269852/most-valuable-global-brands/

De Smet, A., Gast, A., Lavoie, J., & Lurie, M. (2023). New leadership for a new era of thriving organizations. McKinsey & Company. https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/new-leadership-for-a-new-era-of-thriving-organizations

Handfield, S., & Pearce, J. (2022). New ways of leading teams in a hybrid environment. Deloitte Insights. https://www2.deloitte.com/us/en/blog/human-capital-blog/2022/leading-hybrid-teams.html

Artificial Intelligence in Banking: A Catalyst for Transformation

Fri, 11 Oct 2024 06:00:38 GMT

By: Dr. Claudine Beckford, CEO

An 5 Min Read

June 8, 2024

Introduction

Artificial intelligence (AI) has rapidly emerged as a transformative force across industries, and the banking sector is no exception. Banks can enhance efficiency, improve customer experiences, and mitigate risks by leveraging AI-powered solutions. This article explores the applications of AI in the banking sector, its impact on profitability, and the challenges and opportunities associated with its adoption.

The Growing Adoption of AI in Banking

The banking industry has been at the forefront of technological innovation, embracing new technologies such as the Internet and mobile banking. AI represents the next frontier, with banks investing heavily in research and development to harness its potential. According to Kaya, Schildbach, and Schneider (2019), AI can revolutionize various aspects of banking operations, from fraud detection to customer service.

Critical Applications of AI in Banking

Fraud Detection: AI-powered algorithms can analyze vast amounts of data to identify patterns indicative of fraudulent activity, enabling banks to detect and prevent fraud in real-time.
Customer Service: AI-powered chatbots and virtual assistants can provide personalized customer support, answer queries, and assist with transactions, improving customer satisfaction and reducing operational costs.
Risk Assessment: AI can help banks assess credit risk more accurately by analyzing customer data and identifying potential risks. This enables banks to make more informed lending decisions and reduce non-performing loans.
Process Automation: AI can automate routine tasks like data entry and document processing, freeing employees to focus on more strategic activities.

The Impact of AI on Bank Profitability

Studies have shown that AI can significantly impact bank profitability. Kaya et al. (2019) found that AI adoption can lead to a 7% increase in bank profitability.1 AI can drive revenue growth and strengthen a bank's competitive position by improving efficiency, reducing costs, and enhancing customer satisfaction.

Challenges and Opportunities

Despite its many benefits, adopting AI in the banking sector is challenging. Regulatory hurdles, such as the General Data Protection Regulation (GDPR), can limit the use of AI for specific applications. Data privacy and security concerns must be addressed carefully to ensure public trust.

However, the potential rewards of AI adoption far outweigh the challenges. By embracing AI, banks can position themselves as industry leaders, improve customer experiences, and drive sustainable growth.

Conclusion

AI is rapidly transforming the banking sector, offering new opportunities for innovation and efficiency. By understanding AI's key applications, its impact on profitability, and the challenges associated with its adoption, banks can develop effective strategies to leverage this powerful technology. As AI evolves, banks must remain at the forefront of technological advancements to maintain their competitive edge.

Endnotes

Kaya, O., Schildbach, J., & Schneider, S. (2019). Artificial intelligence in banking: A lever for profitability with limited implementation to date. In Deutsche Bank Research. ISSN (Online): 1612-028. https://www.dbresearch.com/PROD/RPS_ENPROD/PROD0000000000495172/Artificial_intelligence_in_banking%3A_A_lever_for_pr.PDF

Community Impact and Philanthropy

Wed, 10 Jul 2024 08:09:42 GMT

Giving Back To The Community Nationally and Internationally

The culture at BECK-THOM thrives on inclusion, collaboration, high performance, and honesty. This combination helps our professionals make a difference individually and collectively on any task or project. That makes our company one of the most rewarding places to work.

"Our contribution has helped us lengthen our thoughts and incorporate an engaged mass point of view, keeping our company connected with several economies, communities, and cultures." - Dr. Claudine Beckford, CEO and Founder. There is more to doing business than just business. Giving back to our

communities nationally and internationally is essential to our company's culture. We actively support numerous organizations worldwide through charitable contributions and hands-on participation. Many of our efforts focus on helping underprivileged children.

BeckThom devoted giving campaign to nonprofit organizations such as:

The World Vision International

(Learn more: https://www.wvi.org/

St. Jude Research Hospital

(Learn more: https://www.stjude.org/

SOS Children's Villages

(Learn more: https://www.sos-childrensvillages.org/

By promoting advanced medical and scientific research for children and economic justice.