Recent data from The TalentLMS 2026 L&D Benchmark Report reveals a 19-point perception gap on AI learning support. 83% of HR leaders believe they actively support AI learning, but only 64% of employees agree. This extremely polarized viewpoint raises an uncomfortable question: If leaders are this far off on AI skills support, what else might they be misreading about their teams' capabilities?
Before you can even get the opportunity to impress a human interviewer, you will first need to impress the algorithm! More recently, AI has also been used to assist current employees in doing their jobs and then to help their employers evaluate how well employees are performing in those jobs.
Over the past few years, while applying for security and risk-related roles, I noticed a pattern that surprised me: many background screening vendors only asked for a few years of employment history, minimal address information, minimal educational verification, and returned results within one or two days. In contrast, I also noticed that industries with higher regulatory standards, such as finance and transportation, conduct far deeper checks that can span from weeks to months.
Recent research from the World Economic Forum shows that demand for digital skills, including AI, Big Data, and technology literacy, is growing faster than the global workforce can keep pace. This growing imbalance is widening the digital skills gap, leaving many business leaders unsure whether they have the right people, with the right skills, ready to perform at the speed their organizations need to compete and grow.
Even if you dislike your job, purpose doesn't have to wait until evenings, weekends, or some distant "someday." Purpose can often be built within the work you're already doing. The key word here is built. Purpose Is Built, Not Found. We often talk about purpose as if it's something hidden out in the world waiting to be discovered, like buried treasure.
Managers saw the company's engineers getting more done with the technology, so they needed to ensure new hires could do the same. "We just flipped the script and went, 'OK, we're going to invite you to use AI,'" Brendan Humphreys, Canva's chief technology officer, told Business Insider. The result, he said, has been stronger hires better equipped to wield powerful AI tools to help write code and solve problems.
One view is that in relationships, differences in personality are adaptive because people can complement each other. For example, one might assume that someone who is very messy could function better in a relationship with a tidy partner than with another person who is also very messy. On the other hand, a contrasting view is that personality similarity is more adaptive. Indeed, it is not difficult to imagine that a messy person may feel more at ease with like-minded messy persons.
We have this combination of what we want to achieve, but also how we achieve it," Daniela Seabrook, Adecco Group's CHRO, told Business Insider. "The behavioral aspect is really important for us." She said that driving the change is the company's intent to have "a continuous exchange between an employee and a leader" - not just a formal review once or twice a year. More frequent feedback is necessary, Seabrook, to keep up with the pace of change in business. "It's very important that the people know, 'Where am I? How am I doing? How am I developing?'" she said.
