Summarize this content to 2000 words in 6 paragraphs in Arabic Hello and welcome to Working It.I\u2019ve been feeling rubbish and had to pull out of a couple of big events I\u2019d been looking forward to. Once, I would have croaked through a panel or keynote, underprepared and hampered by fever and brain fog \ud83d\ude36\u200d\ud83c\udf2b\ufe0f, then collapse in a heap. Not any more. Perhaps I\u2019m just getting old, but I do think we are all more likely to be kind to ourselves than in previous decades. Did Covid cause this shift? I\u2019m keen to hear your thoughts. Read on for how to become a \u201csuperworker\u201d, while Jonathan Black counsels a former dentist seeking a new career. And as US president-elect Donald Trump prepares to take office, I asked Kevin Delaney, editor in chief of Charter, to tell us what\u2019s preoccupying workforce leaders in America. As we enter an unpredictable era, Kevin\u2019s insights will be a regular Working It feature. Email me about sickness, health and any topics you want to read about in this newsletter: isabel.berwick@ft.comHow to be a superworker. (Without a cape \ud83e\uddb8\ud83c\udffd\u200d\u2642\ufe0f)I love the idea of being a \u201csuperworker\u201d. This catchy title comes from the latest research from the always-interesting Josh Bersin Company, a US human capital consultancy. What is a superworker, exactly? Josh himself defines it like this: \u201cAn employee empowered and supported by AI. In a world where AI agents support every employee, a superworker can step up their value, productivity, and output by learning to optimise their use of AI systems.\u201dJust when you\u2019ve learned to drop the latest workplace buzzword \u2014 that would be \u201cagentic AI\u201d \ud83d\udc40 \u2014 into your conversations to look good, along comes the next stage of AI deployment at work. Agents are, as the definition suggests, still important, but the superworker concept is far more ambitious, as Josh told me: \u201cRight now, the state of maturity of all this AI is that every single person in every role has the opportunity to double or triple the amount of work they do and change the nature of where they spend their time. It\u2019s really a giant re-engineering expedition we are going into.\u201dTo be clear, Josh isn\u2019t suggesting we all work 80-hour weeks. He\u2019s talking about the amount of work we get through \u2014 and, crucially, some of it will be different work. As a benchmarking process, Josh and his team have identified four levels of workplace AI expertise as we move towards becoming superworkers \u2014 and most of us are still on level one, playing around with ChatGPT and other generative AI systems \ud83d\udc69\ud83c\udffc\u200d\ud83c\udf93. Essentially, we are using AI to help us do our existing jobs. The big leap \u2014 and one that Josh says will be happening this year in some companies \u2014 is to reimagine jobs, and recruit different staff accordingly. It\u2019s an intellectual leap, rather than just a technical one. In customer service roles, for example, the AI will do the basic interactions, so recruiters may be looking for people who have a better understanding of data and a higher education level than was previously the case. Josh continues with the superhero analogy: \u201cWhen Superman landed on Earth, he didn\u2019t know how powerful he was, he made all sorts of mistakes, he broke things. The same idea here is that we have to learn how to use this AI superpower we now have for our own personal careers and for the company \u2014 as opposed to being intimidated by it and frightened by it \u2014 or pushing back on it and saying \u2018it will never be as good as the way I do it\u2019 \u2014 because it will be.\u201dJosh believes the reckoning over job losses is coming soon \u2014 a lot of routine jobs will go away \u2014 but the challenge for a company is, as he puts it, \u201cto say to itself \u2014 \u2018do we really want to lay these people off or do we want to give them better jobs?\u2019 I think in many of the companies that are going through this \u2014 now, particularly in call centres \u2014 they are saying \u2018we may not need the number of people\u2009.\u2009.\u2009.\u2009but many people should be involved in training the AI, and doing higher level work, and helping customers with other things because they have institutional expertise.\u2019\u201cYou don\u2019t have to be an AI engineer to work out how these things work \u2014 I see these seeds of innovating all over the place.\u201d US workplace sentiment as Trump returns If you like Working It, you need to know about our friends at Charter, the US-based media and research organisation focused on the future of work. (Full disclosure: the FT owns a stake in Charter). I asked editor in chief Kevin Delaney to share his observations after convening a group of chief human resources officers from big US corporations. What\u2019s on their collective minds as president-elect Donald Trump prepares to take office on Monday? Kevin told me: \u201cA top concern was the deportation of unauthorised immigrants and reduction in legal immigration that Trump has promised. They\u2019re worried that their staff will be impacted directly or indirectly \u2014 with, for example, employees\u2019 immigrant child-care-providers being deported \u2014 and that it will become even harder to recruit workers for fast-growing roles such as health professionals. \u201cThe HR executives predict that some employees will relocate away from states such as Texas, Florida and Alabama, where access to reproductive care is increasingly limited and some worry that they could eventually face legal jeopardy for funding the travel of employees to access out-of-state abortions or gender-affirming care. \u201cThey say privately that the work of diversity, equity and inclusion is ongoing, but some companies are rebranding with less hot-button labels such as \u2018corporate responsibility\u2019.\u201d \u27a1\ufe0f Sign up for Charter\u2019s newsletters here. Do you have thoughts on what the new Trump presidency means for workplaces? You can stay anonymous. Email me: isabel.berwick@ft.comThis week on the Working It podcastWhen I started to read Alison Wood Brooks\u2019 new book, TALK: The Science of Conversation and the Art of Being Ourselves, I knew I had to invite the Harvard Business School professor on to the podcast to give us her tips for better communication and connection at work. Fun fact: Alison told me that the science of conversation is in its infancy. It has been enabled by technology that allows researchers to analyse large volumes of transcripts at speed, to uncover new patterns of human interaction \ud83d\ude0e.Alison has developed a \u201cTALK\u201d acronym to guide us towards better conversations. (It stands for \u201ctopics, asking, levity and kindness\u201d). Listen to the podcast to find out how you can apply these simple ideas in more of your conversations. Dear Jonathan \ud83d\udce9The question: I recently left my career as a dentist \ud83e\uddb7. I would prefer a job where I don’t have to interact with 25 or 30 people a day, like I did in dentistry. I thought about being a care co-ordinator, but pay is much lower. Is there any area where my skills are transferable and wages are similar to an average UK dentist? Jonathan Black\u2019s advice: As you think about alternative career paths, it can be useful to think about the aspects of dentistry that you didn\u2019t enjoy. It is interesting that you cite interacting with 25-30 people a day as something to avoid: dentists have a particular, usually one-way interaction with their patients which is unlike the two-way interactions in most jobs \ud83d\udeaa, even in other parts of health and social care. It would be useful to separate the quality of the interaction from the volume, to understand which one you are trying to avoid. Something attracted you to dentistry and healthcare, and it\u2019s unlikely that either your values or what gives you purpose will have changed. What can you do to build on that interest and motivation? You link your transferable skills with earning comparable wages: I would focus on the first point and then filter out roles based on minimum requirements including salary, but also location, flexibility of working from home, progression opportunity, and how it fits with family and social life. You have learned valuable skills: the ability to absorb a lot of information, process it, and then communicate it in an understandable way \ud83d\udce3; a good \u201cbedside\u201d manner; fine manual dexterity; the ability to use technology in the workplace; being good under pressure, and so on. Create your list and check it with friends to make sure you haven\u2019t missed anything. Then find roles and industries where you could work. First, build on your healthcare expertise where you are known and trusted, before adding new skills (perhaps business management?) and starting on a different career ladder.Jonathan Black is director of the careers service at Oxford university. Got a career dilemma for him? Email dear.jonathan@ft.com. Five top stories from the world of work What US workers can expect from Trump\u2019s second term: an in-depth explainer from Claire Bushey and Taylor Nicole Rogers on some of the big questions for employers and staff in the US. These include the role of Elon Musk and the future of non-compete clauses. Age is more than a number when it comes to policy: We talk about chronological age but we may need better benchmarks for old age. Research has found the fittest 10 per cent of 90-year-olds are close to the same level of frailty as the median 50-year-old, writes Sarah O\u2019 Connor. Starmer\u2019s attempt to \u2018do a Blair\u2019 on the NHS: The UK health service is in crisis, writes Camilla Cavendish, but the Labour government is admitting it, and is actively seeking solutions. Can reforms work on a very tight budget? Thirty years after my first day at the FT, what\u2019s changed? FT Weekend columnist Simon Kuper reflects on his early days on the paper, and finds that some things don\u2019t change (including some of his colleagues). Has corporate purpose lost its purpose? New research suggests that personal career development and empowerment is more effective in retaining and motivating staff than top-down messaging about purpose, writes Stefan Stern.One more thing\u2009.\u2009.\u2009.\u2009Is it ever appropriate for a boss to disclose an ex-employee\u2019s pay\ud83d\udcb0? That question\u2019s been on my mind after Barstool Sports founder Dave Portnoy took to TikTok last week to tell his 4mn followers how much the former host of one of the podcasts in his network earned last year ($250,000). The host, Grace O\u2019Malley, had publicly fallen out with childhood friend and co-host of Barstool\u2019s Plan Bri Uncut show, Brianna \u201cChickenfry\u201d LaPaglia. (Keep up at the back, Gen X). Grace then went on someone else\u2019s podcast to say that she\u2019d been paid a \u201cdecent\u201d salary \u2014 but Brianna got a lot more. Then \u2014 twist! \u2014 the pair\u2019s former boss went public with Grace\u2019s pay. Want more? The \u201cstory so far\u201d is in The Cut. <\/p>\n","protected":false},"excerpt":{"rendered":"
Summarize this content to 2000 words in 6 paragraphs in Arabic Hello and welcome to Working It.I\u2019ve been feeling rubbish and had to pull out of a couple of big events I\u2019d been looking forward to. Once, I would have croaked through a panel or keynote, underprepared and hampered by fever and brain fog \ud83d\ude36\u200d\ud83c\udf2b\ufe0f,<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[63],"tags":[],"class_list":{"0":"post-167050","1":"post","2":"type-post","3":"status-publish","4":"format-standard","6":"category-tech"},"_links":{"self":[{"href":"https:\/\/globetimeline.com\/ar\/wp-json\/wp\/v2\/posts\/167050","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/globetimeline.com\/ar\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/globetimeline.com\/ar\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/globetimeline.com\/ar\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/globetimeline.com\/ar\/wp-json\/wp\/v2\/comments?post=167050"}],"version-history":[{"count":0,"href":"https:\/\/globetimeline.com\/ar\/wp-json\/wp\/v2\/posts\/167050\/revisions"}],"wp:attachment":[{"href":"https:\/\/globetimeline.com\/ar\/wp-json\/wp\/v2\/media?parent=167050"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/globetimeline.com\/ar\/wp-json\/wp\/v2\/categories?post=167050"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/globetimeline.com\/ar\/wp-json\/wp\/v2\/tags?post=167050"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}