CAREER DEVELOPMENT In his early career, Akhil Shrivastava was collecti=
ng stamps on his passport. Before taking over as CFO of Est=C3=A9e Lauder in November =
2024, Shrivastava went out of his way to build a uniquely global career. He=
estimates that in his nearly two decades at Procter & Gamble, where he wor=
ked until he moved to Est=C3=A9e Lauder in 2015, he lived in approximately =
eight to 10 different houses around the world. That=E2=80=99s what happens when your r=
esume reads like a travelogue: Shrivastava has jumped from India to Thailan=
d, Singapore to Cincinnati, Boston to New York, and the distant land of New=
Jersey. Fo=
r those looking to make a career jump at some point, your passport doesn=E2=
=80=99t need to be quite as well-worn. =E2=80=9CRaising your hand=E2=80=9D =
for opportunities to build a =E2=80=9Cdiversity of experiences=E2=80=9D sho=
uld do the trick just as well, Shrivastava said. Still, he cautions that a wide range =
of experiences isn=E2=80=99t enough by itself. =E2=80=9CYou [also] have to =
build depth,=E2=80=9D he added. =E2=80=9CYou have to go to the bottom of th=
e ocean before you can be the captain of the boat.=E2=80=9D For more on building a global career, click here.=E2=80=94NP | <=
a href=3Dhttps://links.morningbrew.com/c/Eiw?mbcid=3D41464462.128244&mid=3D=
cf570572e2aa9470858061918db67c11&mbuuid=3Do4QL1cNbmoXnuCoAe35awHU8 rel=3Dno=
opener style=3Dtext-decoration:none target=3D_blank> =C2=A0 =C2=A0 | | |
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Presented by Apollo Global Management =
a> |
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TECHNOLOGY<=
/h3> <=
div class=3Dheader-image-container style=3Dpadding-top:15px> Rudal=
l30/Getty Images Gee, what a strange, random coinci=
dence: When industries go all-in on AI adoption, people might lose their jo=
bs because of it. The US =E2=80=9Cmay be witnessing the early stages of AI-driven job =
displacement,=E2=80=9D according to a report published at the end of August by the Federal Reserve Bank o=
f St. Louis. Fed researchers were interested in the sharp slowdown of the labor market=
in July=E2=80=99s jobs report, and, more broadly, they wondered to what de=
gree =E2=80=9Cwidespread deployment of large language models=E2=80=9D was c=
ontributing to rising unemployment. Perhaps you remember that particular jobs report: =
That=E2=80=99s the one that inspired President Trump to take the extremely unconventional move of fir=
ing the Bureau of Labor Statistics=E2=80=99 commissioner hours after the Ju=
ly results were released. July wasn=E2=80=99t a blip, though: August=E2=80=
=99s jobs report was also bad.=
So, where =
does AI factor in? To determine which industries had the highest AI prevale=
nce, Fed researchers analyzed more than 19,000 tasks from the Department of=
Labor=E2=80=99s O*NET database, which lists occupational characteristics a=
nd worker requirements, and determined =E2=80=9Cwhether LLMs could reduce t=
ask completion time by at least 50%,=E2=80=9D ultimately aggregating result=
s =E2=80=9Cat the occupational level to create comprehensive AI exposure sc=
ores.=E2=80=9D Which jobs are most at=
risk?=E2=80=94NP | | =
td> |
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COMPE=
NSATION =
Should you hear=
your colleagues in HR talking about peanut butter, you might be disappoint=
ed to find out they=E2=80=99re not actually planning to restock the office =
pantry. Ins=
tead, they may be referring to the decidedly less tasty practice of compens=
ation planning. In the total rewards world, =E2=80=9Cpeanut butter=E2=80=9D=
pay can refer to giving workers flat raises across the board, in the same =
way you might spread the snack evenly across a piece of toast. Starbucks recently said it would switch to the peanut=
butter approach, giving all salaried employees in North America the same 2=
% raise, rather than allowing managers to grant merit raises at their discr=
etion. The shift is part of a broader turnaround effort that necessitates c=
ost containment, the coffee chain said. Granting flat raises isn=E2=80=99t unusual whe=
n companies are dealing with tighter budgets, experts told HR Brew, but emp=
loyers should clearly communicate the strategy behind this decision, and co=
nsider its implications for performance management. Shrinki=
ng budgets. US employers expect to give employees a 3.5% raise, on=
average, next year, according to a recent report from Payscale. A majority of those who expect to scale =
back their compensation budgets cited concern about =E2=80=9Cfuture economi=
c conditions or business performance.=E2=80=9D Keep reading HR Brew=E2=80=99s story on the risks and rewards of =
flat raises here.=E2=80=94CV | =C2=A0 =C2=
=A0 | |
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<=
table border=3D0 cellpadding=3D0 cellspacing=3D0 class=3Dstory-container st=
yle=3Dborder-collapse:collapse width=3D100%> Together With Financial Times Sharpen your financial strategy. Stay ahead with the=
Financial Times=E2=80=94your trusted sour=
ce for expert analysis, robust data, and in-depth reporting on global busin=
ess. Gain exclusive insights into markets, policy, and investment trends so=
you can make informed decisions with confidence. Source: FT. Read more. |
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