Psych Tech @ Work

"Part of putting an AI strategy together is understanding the limitations and where unintended consequences could occur, which is why you need diversity of thought within committees created to guide AI governance and ethics." – Bob PulverMy guest for this episode is my friend in ethical/responsible AI, Bob Pulver, the founder of CognitivePath.io and host of the podcast "Elevate Your AIQ." Bob specializes in helping organizations navigate the complexities of responsible AI, from strategic adoption to effective governance practices.  Bob was my guest about a year ago and in this episode he drops back in to discuss what has changed in the faced paced world of AI across three pillars of responsible AI usage.  * Human-Centric AI * AI Adoption and Readiness * AI Regulation and GovernanceThe past year’s progress explained through three pillars that are shaping ethical AI:These are the themes that we explore in our conversation and our thoughts on what has changed/evolved in the past year.1. Human-Centric AIChange from Last Year:* Shift from compliance-driven AI towards a more holistic, human-focused perspective, emphasizing AI's potential to enhance human capabilities and fairness.Reasons for Change:* Increasing comfort level with AI and experience with the benefits that it brings to our work* Continued exploration and development of low stakes, low friction use cases* AI continues to be seen as a partner and magnifier of human capabilitiesWhat to Expect in the Next Year:* Increased experience with human machine partnerships* Increased opportunities to build superpowers* Increased adoption of human centric tools by employers2. AI Adoption and ReadinessChange from Last Year:* Organizations have moved from cautious, fragmented adoption to structured, strategic readiness and literacy initiatives.* Significant growth in AI educational resources and adoption within teams, rather than just individuals.Reasons for Change:* Improved understanding of AI's benefits and limitations, reducing fears and resistance.* Availability of targeted AI literacy programs, promoting organization-wide AI understanding and capability building.What to Expect in the Next Year:* More systematic frameworks for AI adoption across entire organizations.* Increased demand for formal AI proficiency assessments to ensure responsible and effective usage.3. AI Regulation and GovernanceChange from Last Year:* Transition from broad discussions about potential regulations towards concrete legislative actions, particularly at state and international levels (e.g., EU AI Act, California laws).* Momentum to hold vendors of AI increasingly accountable for ethical AI use.Reasons for Change:* Growing awareness of risks associated with unchecked AI deployment.* Increased push to stay on the right side of AI via legislative activity at state and global levels addressing transparency, accountability, and fairness.What to Expect in the Next Year:* Implementation of stricter AI audits and compliance standards.* Clearer responsibilities for vendors and organizations regarding ethical AI practices.* Finally some concrete standards that will require fundamental changes in oversight and create messy situations.Practical Takeaways:What should I/we be doing to move the ball fwd and realize AI’s full potential while limiting collateral damage?Prioritize Human-Centric AI Design* Define Clear Use Cases: Ensure AI is solving a genuine human-centered problem rather than just introducing technology for technology’s sake.* Promote Transparency and Trust: Clearly communicate how and why AI is being used, ensuring it enhances rather than replaces human judgment and involvement.Build Robust AI Literacy and Education Programs* Develop Organizational AI Literacy: Implement structured training initiatives that educate employees about fundamental AI concepts, the practical implications of AI use, and ethical considerations.* Create Role-Specific Training: Provide tailored AI skill-building programs based on roles and responsibilities, moving beyond individual productivity to team-based effectiveness.Strengthen AI Governance and Oversight* Adopt Proactive Compliance Practices: Align internal policies with rigorous standards such as the EU AI Act to preemptively prepare for emerging local and global legislation.* Vendor Accountability: Develop clear guidelines and rigorous vetting processes for vendors to ensure transparency and responsible use, preparing your organization for upcoming regulatory audits.Monitor AI Effectiveness and Impact* Continuous Monitoring: Shift from periodic audits to continuous monitoring of AI tools to ensure fairness, transparency, and functionality.* Evaluate Human Impact Regularly: Regularly assess the human impact of AI tools on employee experience, fairness in decision-making, and organizational trust.Email Bob- bob@cognitivepath.io Listen to Bob’s awesome podcast - Elevate you AIQ This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit charleshandler.substack.com

“We have to move beyond the idea that a skills-based job description is enough—there needs to be validation, assessment, and a clear pathway for job seekers to prove their abilities.”-Jason TyszkoIn this episode of Psych Tech @ Work, I sit down with Jason Tyszko, Senior Vice President of the U.S. Chamber of Commerce Foundation, to discuss what it really takes to make skills-based hiring a reality. Jason oversees the Foundation’s T3 Innovation Network, a public-private initiative aimed at creating a more equitable and inclusive job market. T-3 focuses on using digital tools to improve communication between different parts of the job market, ensuring that all learning is recognized and valued.  T-3’s mission to bridge gaps between employers and workers via the advancement of skills-based hiring makes Jason one of the  world’s foremost authorities on the subject.Our conversation is a must for anyone interested in understanding the REALITIES required for true skills-based hiring.  Most conversations on the subject are more hype than substance, but not this one!  Jason takes us deeper into the reality of what it will take to make skills based hiring more than just an empty buzzword.To ground our conversation in a dose of reality, Jason boils success with skills based hiring into these three pillars.* Interoperable Skills Data* To make skills-based hiring a reality, we need standardized, structured, and widely accepted skills data that flows seamlessly across education providers, employers, and workforce systems.* Without interoperability, skills data remains fragmented, making it difficult for employers to assess candidates meaningfully.* Employer Engagement and Adoption* Employers must align job descriptions, hiring processes, and internal mobility pathways around skills rather than degrees or traditional credentials.* Many organizations support skills-based hiring in theory but fail to implement it fully due to ingrained legacy practices.* Technology Infrastructure and Ecosystem Readiness* AI, job-matching platforms, and hiring tools must be built to recognize and evaluate skills accurately, rather than simply filtering candidates based on outdated proxies like job titles or degrees.* Systems should support skills validation, assessment, and transparent career pathways to ensure fair and effective hiring decisions.Jason explains how these pillars support and enable five critical but often overlooked elements that are essential to making skills-based hiring work: 1. Learning and Employment Records (LERs) & The LER Resume Standard* What it is: LERs are digital, verifiable records of a person’s skills, training, certifications, and work experience. Instead of relying on traditional resumes or self-reported skills, LERs allow employers to see a structured, validated record of a candidate’s capabilities.* Why it matters: Today’s hiring systems don’t talk to each other. Skills data is trapped in different platforms (learning management systems, certifications, HR software). LERs allow skills-based hiring to function at scale by ensuring a candidate’s credentials are portable and universally recognized.* LER Resume Standard: This is a newly developed resume format built to process LERs, ensuring HR tech systems can read, compare, and use skills-based data more effectively.2. Durable Skills* What it is: Unlike technical skills (which can quickly become outdated), durable skills are long-lasting, transferable skills like critical thinking, adaptability, leadership, and collaboration.* Why it matters: Most AI-driven hiring tools over-prioritize technical skills, but durable skills are what truly drive career success. Without a way to assess and validate them, companies risk hiring for short-term needs instead of long-term potential.3. The Interoperability Layer* What it is: A technical framework that allows skills data from different platforms to connect and work together—like an API that helps job boards, HR systems, and learning platforms “speak the same language.”* Why it matters: Right now, skills-based hiring is fragmented because every company and HR tech provider uses different skills taxonomies and formats. An interoperability layer standardizes how skills data is shared, making it easier for employers to evaluate candidates based on a common skills framework.4. Employer-Led Recognition* What it is: A system where workers’ skills are validated by their employers and colleagues, not just through certifications or formal education. This could involve peer endorsements, manager assessments, or internal training validations.* Why it matters: Most skills-based hiring focuses on externally validated credentials (e.g., certificates, degrees), but many people develop critical skills on the job. Without a structured way to recognize and verify these skills, businesses overlook talent that is already in their workforce.5. Skills Wallets* What it is: A digital, user-controlled repository where individuals can store, manage, and share verified records of their skills, credentials, and learning experiences.* Why it matters: Unlike traditional resumes or degree transcripts, Skills Wallets give workers full ownership of their skills data, making it portable across jobs, industries, and learning platforms. This enables lifelong learning and career mobility in ways that existing hiring systems do not support.* Skills-based hiring has the potential to transform the workforce, but it won’t succeed without system-wide changes in HR technology, workforce data, and employer incentives. Jason’s insights reveal the often-ignored challenges and solutions that can make this shift truly scalable and effective. If you’re in talent strategy, workforce development, or HR technology, this episode provides a realistic roadmap for making skills-first hiring work.* Learn more about the T3 Innovation Network: t3networkhub.org* Contact Jason This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit charleshandler.substack.com

In our recent LinkedIn Live session my esteemed colleague, Neil Morelli, founder of Workplace Labs, and I present a philosophical but practical approach to the adoption of HR Tech tools.Check out the full video of the presentation attached to this post and our accompanying slides (found at the bottom of the post).Here is a quick overview of the ideas that form the foundation of the presentation.“The highest-level goal of the talent acquisition (TA) function is to ensure that an organization has the right people, in the right roles, at the right time, to drive business success.”-Chat GPT 4o & your hosts’ combined 50 years of experienceTalent leaders are feeling the pressure to executeModern hiring problems such as resource constraints, candidate scarcity and overload, the move to skills based hiring, and avoiding bias have talent leaders feeling the pressure to find fast solutions!Relieving these pressures often create a temptation to put tools before strategy. AI is a great example of this.The stakes are high, and AI offers a compelling solution- or does it? AI is complex and making decisions about it requires a strong foundation of knowledge and careful planning.In this presentation we discuss 4 common mistakes in the adoption of HR tech, with a focus on AI tools (are there any other types these days?).We discuss how a tools first mentality is often the root cause of these four common mistakes and offer guidance on how to avoid them. 1. Missing AI’s ‘creeping normality': As technology becomes more entrenched in your processes and vendors add new functionalities that are accessible, adoption often occurs with little oversight or consideration. When it comes to solving problems related to talent supply or overload, AI recruitment platforms are increasingly embedding “talent matching” functionalities that create risk without any substantial rewards. 2. Chasing Skills Without Definition or Direction: We can all agree that skills based hiring has merit. But it requires alignment on what a skill means to your organization and a holistic view of where they matter and why. Merely removing resumes from the evaluation process or adopting tools, AI or otherwise, that claim to support skills based hiring without a holistic strategy is a dead end street.3. Failing to evaluate your firm’s culture and climate for adopting AI based tools: There is a maturity required for the successful adoption of AI based tools. Understanding your firm’s readiness for AI based tools, and ensuring that you are ready to go all in is essential. Education on, and knowledge of, AI across the entire organization is a big part of successful adoption. 4. Letting vendors dictate strategy and adoption: Most vendors do offer products that can have an impact, and their messages make it tempting to jump right in. Before biting on a shiny new object, adoption of any AI based tool should be pre-empted by a house made strategy. Vendors must be held to a standard evaluated by domain experts using a framework built on the principles of ethical and effective use of AI.At the end of the presentation we provide a case study that probably feels pretty relatable to any talent acquisition professional. Here we tell a story of how mistakes are made and provide insights to help create the awareness needed to avoid them.No one is perfect - but AI alone will not create perfection. Keeping things in perspective and a thoughtful and methodical process that is not driven by fear is essential to the successful adoption of AI technologies.Download our slides here This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit charleshandler.substack.com

"The hiring industry is at a breaking point—AI is putting pressure on old systems that were never designed for this level of automation."–Jeff TaylorIn this episode of Psych Tech @ Work, I am joined by Jeff Taylor, serial entrepreneur and founder of Monster.com, & Boomband a revolutionary new platform that is looking to turn hiring on its ear.Few people have shaped the hiring industry as profoundly as Jeff, whose vision transformed job search from a niche experiment into an industry standard. Jeff’s journey—from building the first large-scale job board to continuously innovating in the talent acquisition space—gives him a unique perspective on where hiring technology has been and where it’s headed, making him the perfect guest to explore the next big disruptions in talent acquisition and how AI is reshaping the hiring process..  In our time together we reminisce about the story behind Monster’s memorable Superbowl ads. (Who can forget the kid saying:  “I want to claw my way up to middle management!” ) and the formative impact my job at Monster (circa 2000) has had on my career.  But enough about me!  Our conversation explores the rapid acceleration of AI in recruiting, from automating sourcing and matching to the potential risks of AI-generated applications flooding hiring systems. Jeff happily shares his candid thoughts on why hiring technology has stagnated, how AI is creating new challenges for recruiters, and what companies must do to stay ahead in an increasingly automated hiring landscape. We also discuss the core concepts behind Boomband, Jeff’s new social hiring platform.Topics Covered:* Monster.com’s origin story and how it transformed hiring and created the “job board” industry.* The shift from traditional job search to AI-driven sourcing and candidate matching and what this means for the future of hiring.* The pros and cons of AI-generated resumes and job applications—are we heading toward an overload of unqualified applicants?* The failure of legacy hiring systems to keep up with modern job-seeker behavior.* The potential for AI to create more personalized and predictive hiring experiences and Boomband Jeff’s new venture that is focused on creating a new paradigm for hiring (again!).Takeaways:* Job boards revolutionized hiring—but they haven’t evolved fast enough. The core concept of posting jobs and waiting for applications hasn’t fundamentally changed in decades.* AI is making job search more efficient but also more chaotic. Automated resume generation and mass applications are overwhelming recruiters and breaking traditional applicant tracking systems.* Legacy hiring technology is struggling to adapt. The demand for AI-powered sourcing and skills-based hiring is exposing the limitations of old-school job posting and resume-matching platforms.* The next frontier of hiring is predictive and personalized. Jeff envisions AI-driven career pathing, real-time job market intelligence, and new ways to match candidates based on abilities, not just experience.Jeff’s perspective on AI-driven hiring, the changing nature of job search, and where hiring technology must go next makes this conversation a must-listen for anyone interested in the future of work. This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit charleshandler.substack.com

“The future of assessments is about customization at scale. AI allows us to generate and adapt assessments in real-time, making them more relevant to specific job roles.”–Ben WilliamsIntroduction: In this episode of Psych Tech @ Work, I sit down with Ben Williams, Managing Director of Sten 10, to discuss how AI is reshaping the field of psychometric assessments and hiring processes. Our conversation dives into the evolving landscape of AI-driven assessments, the ethical considerations of using AI in hiring, and the challenges of maintaining transparency and fairness while incorporating new technologies. Ben shares insights into blending AI with traditional assessment tools and how this impacts the future of selection processes.Key Topics Covered:* The role of AI in automating and customizing assessments* Emerging challenges in trust, fairness, and explainability in AI-powered hiring* The importance of designing job-specific psychometric tools that align with organizational needs* AI's potential in generating, scoring, and validating assessments* Future implications of AI on entry-level and senior hiring rolesSummary:We explore AI’s role in streamlining psychometric assessments while addressing challenges in maintaining transparency and fairness. Ben describes how Sten 10 has integrated AI to make assessment processes faster and more personalized without losing the critical human oversight needed for ethical hiring practices. We also discuss prompt engineering, AI literacy, and the limitations of AI-generated assessments. One significant takeaway is the growing importance of designing highly contextual and customized assessments using AI while ensuring they remain interpretable and meaningful.We touch on real-world examples, including how AI can generate coaching tips and personality profiles, as well as potential concerns regarding the over-reliance on AI outputs. The conversation also highlights emerging roles related to AI governance and the need for regulatory oversight to ensure fair hiring practices.Key Takeaways:* AI augments, but doesn’t replace human oversight: While AI is making assessments faster and more scalable, the need for human validation remains critical to ensuring fairness.* Custom psychometric assessments are the future: Moving beyond off-the-shelf tools, companies can develop highly specific and job-relevant assessments using AI.* Prompt engineering for assessments: Organizations can create better assessment tools by focusing on AI prompt development and optimization.* AI literacy is essential for hiring professionals: As AI becomes more embedded in hiring, HR professionals need to understand its benefits and limitations to apply it responsibly.* Trust and explainability are key: Companies must prioritize transparency to gain candidate trust and meet regulatory standards.Conclusion:AI’s role in hiring is evolving rapidly, and the opportunities for innovation are endless. However, as Ben notes, the path forward requires a careful balance between technological advances and maintaining human control. By designing psychometric tools with AI and human collaboration, organizations can achieve a fairer and more effective hiring process.Take It or Leave It? Articles:* “Ineffective Human-AI Interactions and Solutions” — Oxford Review* Summary: This article delves into the factors influencing human-AI collaboration, including cognitive load and decision control. Ben highlights how integrating AI into familiar tools like Slack and Word can reduce friction and improve adoption.* “AI and Public Perception: What Americans Really Think” — Center for Data Innovation* Summary: A survey reveals mixed feelings about AI, with curiosity decreasing and negative emotions on the rise. Ben critiques the contradictions in public attitudes toward AI and how these perceptions could shape its future adoption in hiring. This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit charleshandler.substack.com

“We need global standards to define and verify skills, or we’ll be left with confusion and inconsistency across industries.” -Notebook LM’s Deep Dive Podcast HostsSkills based hiring is all the rage, and so is AI.So what happens when you mix the two?In this special edition of Psych Tech @ Work, I handed the mic over to AI using Google’s Notebook LM. The result? A fully AI-generated exploration of the evolving world of skills-based hiring. But how well did AI do at covering this complex and nuanced topic? So how did it do?  Listen and decide for yourself.In the meantime- Here is a short summary to pique your curiosity.Skills-based hiring promises to break down barriers and redefine how we think about qualifications, but it’s not without challenges. This episode examines how companies can move beyond traditional degree requirements and leverage diverse learning pathways. It also highlights the shift from career ladders to flexible, lattice-like models and the critical role of leadership in making these transformations happen.Key Takeaways:* AI is a tool, not the solution: Organizations need both AI-driven assessments and human judgment to effectively identify and verify skills.* Degrees aren’t everything: Employers must embrace non-traditional education pathways to access untapped talent.* Lifelong learning is essential: Workers should continuously upskill and showcase their abilities through portfolios and personal branding.* The career ladder is outdated: Flexible career paths based on transferable skills are the future.* Leadership drives change: True transformation in hiring practices requires bold decisions beyond tech implementation.Conclusion:This AI-powered episode demonstrates the potential of using AI for content creation while also showing its limitations. AI did a great job providing structure and highlighting key points, but human oversight remains essential to ensure deeper exploration and address the human factors that technology alone can’t fully capture. Skills-based hiring requires more than AI—it needs leaders willing to rethink and redesign hiring practices with empathy and inclusivity in mind.Please listen and share your thoughts on how these robots did exploring the issues and drawing meaningful conclusions! This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit charleshandler.substack.com

“Technology should enable human connection, not replace it.”—Alison EyringIntroductionIn this episode, I’m joined by my friend Alison Eyring, an IO psychologist with decades of experience in the realm of global leadership and talent development and the founder of Produgie.I have known Alison for a very long time - in fact she was my first “real world” project sponsor back in 1994!It was a pleasure to welcome Alison to the show for a great conversation about the role of human centered design when building software to help leaders do their thing!  Summary:Our conversation explores the intersection of leadership psychology and technology design. Alison shares insights on how psychological safety can be both measured and improved, emphasizing its critical role in team dynamics and organizational success. We dive into her approach to developing tools tailored to user needs, the importance of cultural agility for global leaders, and how technology can both enhance and challenge workplace trust. Throughout, Alison highlights how organizations can foster meaningful change through a combination of data, design, and human connection.Key Topics Covered:* The psychology behind software usability and human-centered design.* Measuring and improving psychological safety within teams.* The evolving role of AI in leadership and organizational development.* Using adaptive tools to support leaders in achieving greater impact.* The challenges and opportunities of cultural agility in a globalized workforce.Takeaways:* Psychological Safety: Leaders can actively improve psychological safety, a critical element for team effectiveness and engagement, by fostering trust and transparency.* Cultural Agility: Leadership in a global context requires a combination of self-awareness, competencies, and experiences to navigate cultural differences effectively.* Data-Driven Insights: Organizations can gain actionable insights from assessments and development tools to better understand leadership strengths and weaknesses.* Human-Centered Design: Building technology for HR or leadership should prioritize the user’s challenges and needs, not just the buyer’s demands.* AI in Leadership: AI can support leaders in providing feedback, fostering growth, and driving measurable outcomes, but its use must be transparent and human-supervised.Take It or Leave It Articles:* “The Homework Apocalypse” by Ethan Mollick* Summary: This article discusses how educators are grappling with AI tools used by students for coursework and the need to rethink educational approaches. Alison critiques the rapid pace of AI developments and emphasizes the importance of teaching judgment and understanding bias in AI-generated insights.* “Psychological Safety in the Workplace”* Summary: This article explores what psychological safety is, what erodes it, and how organizations can foster it. Alison highlights the timeless nature of this topic and its centrality to leadership and organizational success. This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit charleshandler.substack.com

"AI isn’t replacing people—it's augmenting them. The people who know how to use AI will replace those who don’t: "Redesigning jobs is about understanding which tasks humans excel at and which tasks AI can handle—then finding the perfect balance."Guest:Sania Khan* Labor Economist, founder of Inflection Point Consulting, Chief Economist at a leading talent intelligence AI company, Senior Economist at the Bureau of Labor Statistics (BLS)Summary:In this episode of Psych Tech @ Work, I welcome a new friend and brilliant Labor Economist Sania Khan, whose unique perspective blends macroeconomic labor trends, AI-driven work redesign, the evolution of skills, and the future of workSania shares insights from her experience at the Bureau of Labor Statistics and her work with emerging talent intelligence tools to tackle one of today’s hottest topics: how jobs are being fundamentally deconstructed into tasks, skills, and competencies.We dig into how AI is reshaping work—from automating routine tasks to creating new opportunities—and what this means for businesses and individuals. Sania makes the case for job redesign as an essential forward looking strategy for organizations as they adapt to the increasing role of AI in redefining the rules of work.We agree that the world of work will increasingly find itself tied to a skills based economy which will require solving the challenge of moving beyond buzzwords like “skills-based hiring” and focus on aligning emerging technologies with human potential.This will require building consistent skills taxonomies, focusing on durable skills like problem-solving and critical thinking, and the gap between hype and reality when it comes to AI’s impact on the labor market. Topics Covered:* Deconstructing Jobs with AI* How AI is automating tasks within jobs, freeing workers for more meaningful work.* The importance of job redesign to align organizational goals with evolving roles.* Skills-Based Hiring and Skills Taxonomies* Why a globally accepted definition of "skills" remains elusive and how this hinders interoperability across platforms.* The challenge of relying on resumes and job descriptions as source materials for skills analysis.* The Future of Work and AI's Impact* AI’s dual role: creating efficiencies while raising concerns about job replacement.* Predictions for future jobs—like AI specialists, prompt engineers, and responsible AI officers—and how organizations can prepare.* Durable Skills and Adaptability* Why “durable skills” like problem-solving, critical thinking, and agility will define professional success.* How workers can future-proof their careers by learning to work with AI, not against it.Takeaways:* AI is reshaping work by automating routine tasks, but humans remain critical for complex, meaningful roles.* Organizations must focus on job redesign to capitalize on AI while ensuring employees do meaningful, value-added work.* Skills-based hiring is promising but hindered by inconsistent taxonomies and unreliable data sources.* Durable skills—like critical thinking, problem-solving, and adaptability—are the key to navigating AI-driven change.* Workers who learn to augment their skills with AI will have the greatest advantage.* New roles like AI specialists, responsible AI officers, and prompt engineers will emerge as businesses adopt more advanced technologies.Articles Discussed in the "Take It or Leave It" Segment:* "Research: How GenAI is Already Impacting the Labor Market" – Harvard Business Review* Summary: A data-backed look at how generative AI is reducing demand for automation-prone gig work while increasing competition in the labor market. Sania underscores the importance of becoming exceptional at your craft to remain competitive.* "How AI Is Fueling Long-Term Job Growth" – Fast Company* Summary: A positive perspective on AI’s role in creating new jobs, like AI specialists and data scientists. Sania challenges the overly optimistic forecasts, noting the need for realistic strategies to align skills with emerging roles.This episode provides a compelling look at the intersection of technology, skills, and workforce transformation—a must-listen for leaders navigating the evolving world of work. This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit charleshandler.substack.com

"The most important competency for success in global assignments? Humility—being willing to learn how to succeed in a new cultural context."* Paula CaligiuriPaula is THE expert in this realm!In this episode, I welcome Paula Caligiuri, a renowned expert in cross-cultural psychology and global leadership and author of many books about cross-cultural adaptation and career happiness, the latest ones being:Build Your Cultural Agility: The Nine Competencies of Successful Global Professionals (2021)Live for a Living: How to Create your Career Journey to Work Happier, Not Harder (2023, co-authored with Andrew Palmer)I have known Paula for almost 30 years.  Her research played an essential role in my dissertation which was on cross-cultural adaptation in expatriate work assignments.  While I do not work in this area, Paula sure does!  She has dedicated her career to research and practice on the psychology of cross-cultural adaptation in both the personal and professional realms.I really enjoyed the opportunity to speak with Paula about the intricacies of cultural agility, the challenges faced by individuals working internationally, and how organizations can better prepare their employees for success in diverse environments.Cultural Agility is the name of the game.Our conversation is anchored by the concept of “Cultural Agility”, a combination of awareness, competencies, and experiences that allow individuals to be effective in multicultural environments. Paula describes it as being made up of:* Awareness: Understanding one's own values and how they compare to different cultural contexts.* Competencies: The skills needed to enter a novel environment, learn it, and be effective. These include both relationship-oriented competencies (like perspective-taking, relationship-building, and humility) and personal self-oriented competencies.* Experiences: Exposure to different cultural contexts, though Paula emphasizes that experiences alone are not enough.Paula notes that cultural agility involves the ability to adapt and thrive in unfamiliar cultural settings. She emphasizes that it's not just about giving people experiences abroad, but also equipping them with the knowledge and skills to navigate cultural differences effectively.Biology is a critical factor in adaptationProbably the most interesting thing I learned from our conversation was the role hormones play in cultural agility because they can help individuals handle greater levels of novelty comfortably and effectively, and that those with higher cultural agility are often better able to adjust to more challenging cultural contexts.  Did you know that- elevated cortisol levels in response to cultural unfamiliarity can impair cognitive functions, making it challenging to interpret social cues and adapt behaviors appropriately.Or that The novelty of a new culture triggers the brain's reward system, releasing dopamine, which can enhance our motivation to engage and learn in the new environment.I didn’t!Adaptation begins with undertaking activities that put our chemicals in balance!Assessment plays a central role in adaptationI am not going to pass up the opportunity to talk about assessments.  Paula has taken what she has learned and created the myGiide assessment, which measures cultural value and cultural agility competencies providing users with insights into their cultural values and biases, allowing for comparative analysis with other cultures and identifying potential areas of conflict or misunderstanding.  The assessment is free.  I took it and found the insights it provided me super valuable.myGiide is also an example of the role technology plays in cross-cultural adjustmentThe impact of technology on cultural adaptation may surprise you.I went into our conversation thinking Paula would gush about how technology has made adapting to other cultures much easier. But I was wrong!*  Technology is a "double-edged sword" for cultural adaptation.  It allows people to stay connected to home, potentially reducing feelings of isolation.  However, overreliance on home connections can hinder full immersion and engagement with the local environment.* Technology should not replace real-world experiences and interactions.  It should be used as a tool for learning and support. Excessive use of social media and video calls can become a "crutch" that impedes adjustment to the new cultural context. Direct engagement with the host culture remains crucial for successful adaptation because cultural differences are "exacerbated" in virtual environments due to the lack of in-person cuesBusinesses must step up to help their expats be successfulWhen it comes to expat assignments, businesses should:* Create a pipeline of culturally agile professionals through strategic talent management practices, including the recruitment, selection, and development of employees with the ability to work effectively across cultures.* Assess bench strength in cultural competencies, not just technical skills, for roles that involve international or multicultural work.* Use assessments to identify employees who are ready for international assignments or have the potential to develop cultural agility.* Provide targeted support for employees on international assignments, including in-country cultural coaching and AI-powered tools like the chatbot in the MyGuide platform.This episode’s Take it or Leave it? articles are:"Global Mobility in 2024: Trends and Predictions"* Summary: This vendor-published article outlines the changing landscape of global mobility, including shorter assignments, digital nomads, and the rise of technology platforms for managing mobility. Paula critiques the "nothing new here" approach, emphasizing the need for deeper cultural training."Thriving, Not Just Surviving: How Targeted Therapy Makes All the Difference for Expats"* Summary: This article explores the psychological stress faced by expats and the importance of targeted therapy. Paula reflects on her early research into expat mental health, reinforcing the need for specialized support to help individuals adapt to new cultural environments. This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit charleshandler.substack.com

"Hiring is broken not because of a lack of tools, but because we lack a disciplined, strategic approach. Technology only works when we have the right foundation."–Linda Brenner* In this episode of Psych Tech @ Work, I welcome my long time friend and collaborator Linda Brenner for some straight talk about the challenges facing TA leaders in the age of talent shortages, AI, and general global insanity.* This conversation serves as a roadmap for talent acquisition leaders looking to rethink their strategies, streamline their processes, and make smarter use of technology.* Linda explains why many companies struggle to attract and retain top talent despite using sophisticated AI and other technology solutions. We delve into the importance of aligning TA strategies with business goals, building clear processes, and minimizing reliance on outdated ATS systems that often hinder rather than help hiring efforts.We discuss the complexities of AI in recruitment, including video interview assessments and chatbots, and Linda highlights the need for human oversight in areas like candidate engagement and relationship building. Topics Covered:Talent Acquisition Audits:* Linda describes her process for auditing talent acquisition, from evaluating business goals to diving deep into data, processes, and technology use.* Common issues found in TA audits, including lack of alignment, undefined processes, and inconsistent use of ATS systems.AI and Video Interviews: * How AI is currently used in TA and Linda’s views on the limitations and potential pitfalls, particularly around legal considerations and candidate engagement.Skills-Based Hiring Misconceptions:* The difference between true skills-based hiring and keyword matching.* Why many organizations aren’t yet ready to execute skills-based hiring effectively due to foundational issues in their processes and technology.Takeaways:Foundation First, Tools Second: AI and advanced tools can’t solve underlying issues. Establishing clear, consistent processes aligned with business goals is essential before adding new technology.Strategy over tactics:  TA leaders should build a strategy that accounts for different types of roles and aligns with company growth goals, instead of relying solely on quick fixes.Consider the Candidate Experience: Long, inefficient hiring processes lead to drop-offs and high turnover. Streamline processes with candidate engagement in mind.AI as a Support Tool, Not a Solution: Use AI to support administrative tasks and data collection but maintain human oversight, especially in high-stakes areas like interviews and candidate assessment.This epsiode’s "Take it or Leave it" Articles1. AI-Enabled Work Ethic" by Charles HandlerIn this article, I explore whether generative AI is an asset or liability for job candidates and employers. We discuss the ethical considerations around candidates using AI tools in applications and how companies could structure policies to evaluate AI competency fairly.   2. The Future of Talent Acquisition and AI" from ForbesThis article suggests that companies not using AI in talent acquisition will fall behind. Linda and I debate this, with Linda arguing that AI should only be implemented after TA processes are clearly defined and aligned with business objectives.   This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit charleshandler.substack.com