New research: Who's Managing Whom?
Developing people requires people
Feedback is more artificial. Missteps feel more risky. Practice is more rare. It’s harder than ever for people to get better at their jobs. Everyone feels it. We studied it, and learned just how AI is reshaping the role of people managers and what it means for the next generation of talent.
Feedback
AI is joining the feedback loop, but not improving it
AI has quickly become a standard part of how managers give feedback. But the rollout has outpaced transparency, and employees are left guessing who, or what, shaped their review.
Feedback is a critical part of building leadership pipelines and retaining top talent. As reliance on automation increases, so should investment in critical thinking and communication skills.
Managers who used AI to prepare feedback
78%
Employees who were told AI played a roll in their review
16%
Feedback
AI is joining the feedback loop, but not improving it
AI has quickly become a standard part of how managers give feedback. But the rollout has outpaced transparency, and employees are left guessing who, or what, shaped their review.
Feedback is a critical part of building leadership pipelines and retaining top talent. As reliance on automation increases, so should investment in critical thinking and communication skills.
Managers who used AI to prepare feedback —
Employees who were told AI played a roll in their review —
Managers who used AI to prepare feedback — 78%
Employees who were told AI played a roll in their review — 16%
Failure
Fear of failure is changing how people work, for the worse
66% changed how they work last year because they were worried about making a mistake.
70%
of professionals say making mistakes is critical to learning new skills at work
46%
say employees can make mistakes without worrying it will be held against them
"Fail fast" is one of the most repeated ideas in corporate culture. Without failure, there is no growth. So, what happens when everyone is afraid to fail?
The data shows safety is a privilege of rank. Managers see a culture that rewards risks. Their teams don’t. And unless everyone feels safe failing, no one does. Every unsaid idea, delayed request for help, and hidden mistake is a missed opportunity for the organization and the employee.
Practice
Practice makes people better, but it’s really hard to get
74% faced a high-stakes moment last year with no chance to practice first. 85% of those who practiced first say it made them better.
Ironically, the people with the most experience get the most practice. 73% of managers have been offered a chance to rehearse a high-stakes moment before it counts, compared with 44% of employees, and that gap widens the difference in performance.
Practice and feedback - 22%
Real professional development comes from real human interactions
When employees were asked what would help them feel most ready, their top three answers all involved someone else.
- →Practice and feedback - 22%
- →Watching someone experienced - 20%
- →Advice from a manager or coach - 19%