I’ve spent the past two years building a non AI, non ML, human based approach to talent development and retention, so I can safely call BS on IBMs approach. Pe

I’ve spent the past two years building a non AI, non ML, human based approach to talent development and retention, so I can safely call BS on IBMs approach. People leave for a multitude of reasons, and while some are more common than others, every person has unique motivations and needs that drive their choices. Sometimes it’s money. Sometimes it’s the commute. Sometimes it’s the work. Sometimes it’s their manager. Sometimes it’s....... We encourage companies to think about how to coach and train their managers to identify these needs at a human to human level, rather than relying on a computer to try to figure this out. Building a meaningful relationship between a manager and a report is critically important, and if you do this, you’re far more likely to know well in advance when someone is thinking about leaving because it’ll have been discussed. The move towards quantifying employees is a bad one and will backfire long term if it comes with further atrophy of the important skills every manager needs to develop. Shameless plug- I do free mentoring for managers every day of the week. Would love to help anyone out there who is a manager or leader and needs someone to talk to. https://freemanagermentors.com https://freemanagermentors.com I also own a company that runs a remote cohort program for managers and leaders, which focuses on helping managers be their best for their people. https://connect.eagerlabs.com https://connect.eagerlabs.com It’s my small way of trying to help make sure we don’t cede responsibility for being great managers to computers, just so we can say we “use AI”.