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Top related persons:
Lareina Yee - 2 — - 2 Yee - 1 Karen Panetta - 1 That's - 1 Panetta - 1 Sal Khan - 1 Bill Gates - 1
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McKinsey - 2 Strategic - 1 Institute of Electrical - 1 Electronics Engineering - 1 Tufts School of Engineering - 1 Khan Academy - 1 OpenAI - 1 Economic - 1

Search resuls for: "Lareina Yee"


4 mentions found


☆ How to use AI as a career tool to get a promotion at work faster
  + stars: | 2024-01-24 | by ( Rachel Curry | ) www.cnbc.com   time to read: +5 min
According to a McKinsey report from 2022 based on a decade of data, role transitions are inherent in labor markets. The generative AI platform dubs itself a "tutor for learners" and an "assistant for teachers." Meanwhile, nonprofit organization All Star Code had a scholar visualize themselves progressing in their tech career over the next decade by creating a 30-second video using generative AI platform Runway. There lies the ultimate caveat in AI-enabled career transitions. Panetta feels like the human role in hiring — regardless of the qualifications of candidates — will play a potentially bigger role in career transitions.
Persons: Yee, Lareina Yee, Karen Panetta, That's, Panetta, Sal Khan, Bill Gates, Khan, —, Bias, doesn't Organizations: McKinsey, Strategic, Institute of Electrical, Electronics Engineering, Tufts School of Engineering, Khan Academy, OpenAI Locations: America
☆ What the global elite are saying about AI behind closed doors
  + stars: | 2024-01-19 | by ( Matt Turner | ) www.businessinsider.com   time to read: +8 min
AdvertisementThe annual World Economic Forum just wrapped up in Davos, Switzerland, and talk of artificial intelligence was just about everywhere. AdvertisementPlenty of companies touted their AI wares at the World Economic Forum in Davos this year. Related storiesAt Automation Anywhere, which, as its name suggests, works on automating work, the customer-service team shrank when AI was implemented. Others I spoke to agreed: Many businesses have small-scale AI experiments running, often with promising results so far. These AI projects are expensive, and not every company has the financial or human capital to pursue an ambitious AI strategy.
Persons: Matt Turner, —, Sam Altman, Rob Goldstein, copilots, Jason Girzadas, he'd, Oliver Wyman, Deb Cupp, Mihir Shukla, Ana Kreacic, Shukla, Becky Frankiewicz, Lareina Yee, WEF, Satish H.C, Mustafa Suleyman, DeepMind, Kapilashram, Azeem Azhar, Dan Vahdat Organizations: Economic, Service, Tech, Infosys, IBM, Builder.ai, Cisco, Qualcomm, Salesforce, BlackRock, Deloitte, Microsoft, Oliver Wyman Group, Standard Chartered, McKinsey, Huma Therapeutics Locations: Davos, Switzerland
☆ Female executives are leaving their companies at record rates. Here's what employers can do to limit the losses.
  + stars: | 2022-10-21 | by ( Rebecca Knight | ) www.businessinsider.com   time to read: +5 min
A McKinsey report found that women leaders were leaving their companies in unprecedented numbers. In particular, companies need to prioritize flexible work, invest in career development, and foster diversity, equity, and inclusion, they said. Lareina Yee, McKinsey’s senior partner"Employers need to level the playing field for all workers," Thomas said. Employers also need to invest in professional-development programs for younger women — especially women of color. He said too many employers relied on their women leaders to foster inclusion and support employee well-being without acknowledgement.
☆ 'It's a disastrous situation': Women leaders are leaving companies at the highest rate ever
  + stars: | 2022-10-18 | by ( Morgan Smith | ) www.cnbc.com   time to read: +5 min
Women leaders are leaving their companies at the highest rate ever, and the gap between women and men in senior roles quitting their jobs is the largest it's ever been, according to new data from LeanIn.org and McKinsey & Company, which started tracking these numbers in 2015. Women are still struggling to climb the corporate ladderMore than half (58%) of women under 30 say career advancement has become more important to them over the past two years, compared to 31% of women leaders. What's more, women leaders are twice as likely as men leaders to be mistaken for someone more junior — and 37% of women leaders have had a co-worker receive credit for their idea, compared to 27% of men leaders. "It's a disastrous situation … you're not promoting enough women into the leadership ranks, and now you have more women leaving leadership roles," Thomas says. "In a world where women remain dramatically underrepresented in senior leadership, those two problems together create a pretty awful one-two punch for companies trying to hold on to women leaders."
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