Graduate employment applicants navigate the effect of AI on gender equality
This contribution corresponds to Brooke Masters is the US financial editor of the FT and an associated editar. It leads the reporters team that cover financial services in the world’s financial capital and write a business column.
Other technological auges advanced careers from computer students, which were mainly male, but this could be developed differently
As this year’s graduates prepare to enter the workforce, many are anxious or terrified by the impact of artificial intelligence, particularly language models such as Chatgpt, in their careers.
According to a survey of the Bestcolleges website, six out of ten university students from the United States.
They care that the use of AI in their studies is decreasing the value of obtaining a title. Worse, more than half expect that the growing use of AI in the workplace even more devalue the value of their studies to the possible employers.
The fears are particularly unbridled that women, who are surreated in computer and science titles, are excluded from the labor market.
At this time, corporate technology departments are mostly men. Does that mean that gender balance will be inclined in other works, since AI extends to commercial marketing and central functions?
These concerns are valid if employers and hiring algorithms that help classify CV are convinced that technical titles are required to work with AI tools.
Programs like chatgpt can make it much easier to work with data
And make a simple program because they provide a more intuitive interface. That means that students who want to enter specialized jobs or data sciences will probably need to take more advanced courses to demonstrate that they have skills in those fields, instead of taking some courses as part of a liberal arts title.
But the impact of AI on employability can be quite different outside of computer programming, some employers say.
The emergence of AI is already creating new opportunities for students who have studied liberal arts
This is particularly true for intensive writing subjects, such as English and history, which attract more students than technology and require students to meet various sources of information.
This is because companies that are beginning to use AI to deal with customers are hiring writers to produce scripts and indications for chatbots to use it.
Once graduated, both genres also worry that AI can remodel the labor market for entry level work.
My greatest fear is that women will stay behind again
The first experiments in the financial and professional services industries suggest that the tools of AI will change the way in which marketing, investment banking and legal documents are created.
These changes could free Junior Heavy Work employees. But the more work is delivered to AI, the less jobs they will need.
And most of these works currently operate in a learning model, in which to do the grunt job offers young employees a ring seat for a more substantive job.
The high -ranking lawyers and bankers say that their businesses are barely beginning to deal with the impact of AI on their recruitment and training plans. They do not want to miss the hiring of the best talents, but they fear to assume more people of entry level than they need.
Some are also worried that the approach to technology will promote diversity efforts in the workplace.
That women do not stay behind again
«It is automation at a completely different level, so women are concerned … My greatest fear is that women stay back again,» says Roya Rahmani, president of Delphos International, which provides market advice services capitals
In the US, employers plan to hire 5.8 percent less new graduates this year, according to the National Association of Colleges and Employers. The largest reported falls were in financial services, manufacture of computer and electronics, and pharmaceutical products.
However, here too, fears can be exaggerated. Employers predict that the use of AI will begin to give some new graduates an advantage.
This generation of students will have a basic line knowledge and feel more comfortable [with ia] than people in the workforce now,» says Lisa Donahue, co -owner of the Americas and Asia in Alixpartners, a consulting firm global.
Students and new graduates must be prepared for the changes that AI will bring to the workplace. Most white collar works, and many others also require interaction with large language models, and there is likely to be a premium for workers who can do well.
As companies depend more on AI to recover, condense and synthesize information, there will be a greater need for people who can supervise that. The LLM of today are already infamous for «hallucinations», compensating answers. The great language models (LLM, Large Language Models) consist of advanced AI technology that focuses on understanding and analyzing text. They are more precise than traditional automatic learning algorithms, because they can understand the complexities of natural language.
It is likely that dealing with that problem creates a completely new workflow for humans. That, for example, employers should create opportunities for new graduates with good communication skills, an area where some women prosper.
While previous technology advanced the advanced races of computer graduates, which were disproportionately male, this could be developed quite differently.
«Now we are all machine operators,» says Michael Zeltkevic
Chief of Oliver Wyman Global Capabilities, a consulting firm. He argues that young graduates can prepare looking for courses and training focused on “how do people and bots handle? Like humans, bots are unpredictable, but that is the price of creativity. It is a new ability.
How emotional intelligence offers a path to gender equity
This contribution corresponds to Renelle Darr former member of the Forbes Council, global expert in emotional intelligence, conscious leadership and transformation of evolutionary culture
Gender equity is an important and recurring term in current business leadership discussions, either how many women have leadership positions or C-Suite, opportunities for women in the workforce or the complex issue of payment.
In my words, «gender equity» means that, regardless of their gender identification, there is the ability to be an authentic individual and have fair, fair and reasonable opportunities at work and life.
Achieving gender equity is a complex issue that cannot be summarized in a few lines
But research continues to show that an element that affects how these gender problems are played in the world is how the male and female internal emotional competences are interpreted and act. This correlates directly with its emotional intelligence.
Emotional intelligence or emotional quotient (EQ) is the ability of people to master their own emotions, understand and relate to others and monitor that awareness to manage themselves and their relationships.
I believe that one of the solutions on the road to gender equity is to master emotional intelligence.
The four emotional intelligence boxes
The global report of the «heart state» (registered required) shows that men and women actually have no important differences in their levels of «general equalization», but that the difference lies in each of its different skills and emotional attributes .
According to the report, there are «eight learning, measurable and scientifically validated competencies that serve men and women.» As an example, men generally obtain higher scores in achievement and assertiveness, while women get a greater amount of empathy and emotional skills. Another example: research suggests that to achieve success, women generally sacrifice physical health, while men sacrifice emotional health.
Therefore, the problem lies in our awareness of these internal skills
Our relationship with them and how they develop in our public relations and interactions. Let’s start with emotional intelligence regarding leadership in the workplace. With respect to the EQ, I like to adapt and interpret the base quadrants of the Emotional Competition inventory, which offers strong examples of the internal and external elements of emotional intelligence.
The four elements of the table are:
Self -consciousness: detect your own internal personal feelings and sensations
Social Consciousness: Being present and empathic with others in the workplace
Self -management: Center and administer our internal emotions. This is important to help not only with stress and overwhelming, but also to stay balanced in our workplace and our leadership.
Relationship management: inspire, develop and influence others in a healthy way. This is where visionary leaders live, where people build bridges and make changes in the workplace and the world.
As leaders, when we can embody and master the first three quadrants, we can really relate to the fourth quadrant. This is where we handle, influence and inspire others.
For example, our first steps would be to access and be aware of our internal strengths and weaknesses, such as how assertive or liabilities we are (self -consciousness).
Then it would be to be aware and present with the employees and leaders that surround us and understand how their skills develop in the workplace (social consciousness). Then, we can handle our emotions so that we can say the right things and have energy to take correct measures (self -management). A simple example of self -management is how they will stop, breathe and sit in silence to focus before a race.
Finally, this process evolves towards positively administered relationships that take into account people’s emotional and external states (relationship management).
Moving from self -awareness and self -management to social awareness and relationship management can help provide a productive, positive and inspiring work space.
How can gender equality affect?
Now that we have a basis for what emotional intelligence is in the workplace, how can gender equality directly affect?
Gender equality is connected to how we feel internally (our conscious opinions, internal skills and subconscious biases towards ourselves and others) and how it is played with gender roles in the world. It is present in how we manage, how we hire and how we drive in the workplace.
When we develop our emotional intelligence at a high level, we are more aware, more authentic and more connective to others.
According to the «Heart State» report, if women have greater identification with attributes such as community, balance and well -being, and men have greater identification with achievements, decisions and influence, these are attributes that can be identified and then used/adjusted for equity. The opposite is to let these internal attributes continue to function unconsciously in the world, without identification or control, which can lead to lack of communication, judgment and continuous inequality.
Identify the self and others
We can refer to these four quadrants of emotional intelligence to identify what is in the self and what is in others and then manage how these skills develop in the workplace in relation to gender.
When we understand and embody both pieces of emotional intelligence (the «masculine» and the «female»), we can move the needle better towards equity.
The future of equality
I believe that gender equality is necessary because the diversity of thought, experience and opinion offers more innovation, acceptance and, ultimately, benefit from the world.
We cannot feel equitable and be in relation to others until we are really in relation to ourselves.
We cannot achieve equality until we understand our own emotions, we have the ability to focus or manage these emotions and, in turn, be completely present and empathic with others that may think differently to us.
The goal is to maintain more perspectives for us to be more inclusive
To increase our ability to be more equitable and fair.
Because then we are in the same position. Then there is a true element of equity. Then there is a change in mentality and a change in the result of business, leadership and beyond.
Emotional intelligence, leadership and gender equality in the workplace
This contribution corresponds to the Choice portal that is defined as follows: “We believe that in business, as in life, it all begins with elections. And it is making such decisions that make sense of business. As leaders, they can define the world in which we live. ”
A conversation about emotional intelligence with Odile Bocande Koffi who is an executive coach
Why do we often associate emotional intelligence with female leadership? And the renewed approach today is today in this «soft skill» finally tilting the balance in favor of women when it comes to professional management and progress?
We talked to the expert and coach of emotional intelligence (IE) Odile Boconde-Koffi, who shared his thoughts about emotional intelligence, gender and workplace.
Thank you for sharing your experience, Odile! To start, how would you define emotional intelligence?
Odile Bocande-Koffi: First, there is a standard definition of emotional intelligence. The ability to understand our own emotions and those of others, and use this information to adapt our behavior and our thinking, so that we can react properly. More widely, IE consists of fifteen skills, which can be associated with 5 main competences, the first is: understand who you are, expressing your thoughts properly, interacting with others in a healthy way, making decisions with confidence and managing stress .
How do you put this into practice with your customers and the people you work with share any common feature?
Odile: Self -assessment is very important. I take most of my workshops face to face with a single participant and we always begin to use the results of an equalization test that shows the three strengths and areas of client progression in terms of leadership skills of emotional intelligence.
During the coaching sessions we work on strategies to meet the necessary criteria, the necessary levels of empathy, self -expression, etc., to be an effective leader.
When we work with groups, we often use roles game activities, keeping confidential the results of each participants inventory (test).
Obviously, my clients are very different, but they share a common interest in better understanding who they are, which is very positive! At the executive level, 70% of my clients are men, many of whom are highly performance -oriented. At first they can experience some difficulty in evaluating the practical benefits of EQ reinforcement, but soon begin to see results.
Different ways of expressing ourselves
We all have different ways of expressing ourselves, somehow they are healthy, others are less healthy, but we all experience the same emotions.
There have been a series of anecdotal and research cases that associate women with greater emotional intelligence. What do you think about this?
Odile: I do not agree. We all have different ways of expressing ourselves, somehow they are healthy, others are less healthy, but we all experience the same emotions. Of course, some skills, such as empathy and interpersonal relationships, tend to associate with women, while other skills, such as increased stress resistance, tend to associate with men, which is something that I have pointed out in My work.
That said, I firmly believe that this is due to cultural reasons that encourage the «practice» of certain equalization markers depending on gender. When it comes to showing EQ, certain behaviors can differ between men and women, but the emotions that guide those elections certainly do not.
Would you agree that part of the reason for the historical sub -presentation of women in management roles is, at least in part, to the bad assessment of these skills?
Odile: Absolutely. While I do not necessarily believe that women are innately more emotionally intelligent than men, my customers often speak of wanting to fight the impostor syndrome, of a desire to feel legitimate in their role.
The equalization skills here are self -study and self -realization. For example, when interviewing for a new role, many women feel they need to mark each box in the requirements list.
Men, on the other hand, tend to apply as soon as they feel they have met most of the requirements instead of all of them.
Today, I would say that the relatability in the workplace is more important than ever. A strong leader needs to embody responsibility, accessibility and authenticity as much as they need to show competition and experience.
Today, it seems that the qualities typically associated with high emotional intelligence (empathy, compassion, humility) are increasingly demanded of all leaders, regardless of gender.
Would you agree or still consider that emotional intelligence is gender?
Odile: Historically, emotional expression has been seen as a weakness for male leaders, but times are changing.
Men are increasing endurance.
Today, I would say that the relatability in the workplace is more important than ever. A strong leader needs to embody responsibility, accessibility and authenticity as much as they need to show competition and experience. You can’t have one without the other.
Finally, what advice would you give to women, and men, showing and developing equalizer in the workplace?
Odile: I would encourage anyone who is interested in developing their EQ to begin by identifying their strengths and skills to improve on a personal level.
Do not be too perfectionist: concentrate in three points to improve as a priority and develop their equalization strengths.
Establish a clear action strategy to obtain new habits. After all, developing your IE is a lifetime ability. In the future, I recommend using tools such as neurolinguistic programming anchor as a reminder.
I use a positive anchor, such as hand gestures, which remind me of a time when I could rise above the pressure, anchoring in the workplace and during the moments of stress.
Finally, monitoring your progress with a follow -up tool can really help provide clarity about how you have been integrating your training in equalization into your daily life.
Emotional intelligence and leadership development: a gender perspective
The following contribution corresponds to Palena Neale, who has more than 20 years of experience working with the UN, NGOs, the Government, the private sector and the academic partners in gender, the empowerment of women and the development of leadership in Africa, Asia, Europe and North America
«We are committed to doing everything possible to overcome entrenched prejudices, support commitment and activism, and promote gender equality and women’s empowerment.» -Antonio Guterres, general secretary
On January 1, 2020, the UN reached a milestone of parity in its full -time senior leaders Inter Press Service).
This change was facilitated by a series of key elements, including the 2030 Agenda for sustainable development, UN reform, gender parity strategy and the development of the UN Leadership Framework (UNSLF).
I have the pleasure of serving as a resource person in several UN leadership courses, including the Learning Learning program (UNEL-E) of the UNSSC and I am pleased to see attention to the importance of emotional intelligence and how this Open additional space for women’s leadership.
Emotional Intelligence and Leadership
Secretary General Dag Hammarskjöld recognized the importance of emotional intelligence long before he popularized when he created a quiet room at the UN in the 1950s because he understood the vital importance of self -reflection, a key part of EI, at work at work of the UN to achieve peace and prosperity.
Emotional intelligence is a key leadership competence and is even more important as we conduct through these unprecedented times. Its importance has been reinforced in the UNSLF (United Nations System Leadership Framework) which is the “United Nations System Leadership Framework” and has been identified as an important attribute in the leadership profile of the residents coordinator.
Research does not show significant differences between genres in the total measures of emotional intelligence, although women tend to write higher in emotional self -awareness, interpersonal relationship and empathy, and males get a higher score in self -esteem, Stress tolerance and optimism.
Although there are no significant differences, I find that IE questions asked and shared experiences can be quite different
And in my observation some of these differences are developed throughout the gender lines. Let me share some examples:
Practicing IE: different experiences
By discussing how participants demonstrate IE, many men want to explore how they can continue managing performance, eliminate obstacles and motivate employees to perform. They focus on their abilities to manage the conflict, lead teams and inspire all important IE competitions.
Participating women frame this question differently
They want to continue providing emotional empathy and support, but they also want to concentrate on developing their ability to inspire, influence and motivate what in the words of one of the participants of my workshop, «it is underdeveloped in the best case and lack the worst» .
To be clear, both genres demonstrate self -consciousness in terms of potential areas to explore and develop.
However, many women self -evaluate critically, identify the capacity gaps and believe they need to dominate/improve an identified gap before they can «become» a leader in the face of the belief that the learning process is part of a trip of a trip of Leadership development.
In addition, these gaps require filling through some form of acquisition often in formal education. Speaking practically, this translates as a greater investment of time and energy, a minimization of their strengths and existing experiences, and the development of leadership framed as «another thing to do» on an excessive agenda.
Another interesting observation is to demonstrate empathy and possible consequences
Participants, men and women report that demonstrating and/or marking their empathy, showing attention and concern, can feel uncomfortable.
Several have informed that they are worried that they are perceived as «too emotional», «too empathic» or «too weak.»
A second common concern is the fear of knowing what to say or how to react: «What happens if I’m wrong? Is it wrong and worsen it?»
For several women in the course, they report that they also need to navigate in some version of the sympathy trap that says that competition and sympathy do not go together for women who require even more awareness and other consciousness by demonstrating empathy. Hardly when they are wrong, consisting of research.
Finding the optimal point between demonstrating concern for people and performance is important for both sexes, however, since several of my workshop participants have stressed that women have more land to navigate.
We also explore the «dark side» of empathy, specifically how leaders can be exhausted, particularly during pandemic
There is a considerable research body on the benefits of leaders who demonstrate empathy, but we also know that empathy exhausts our mental resources.
This can lead to additional levels of stress, anxiety, exhaustion and even «compassion fatigue.» There is also research, both before and during the pandemic, to suggest that women assume a disproportionate load of the load, which has multiplied during the pandemic.
Putting bridges for the gap
UN leaders must obtain learning and vision of a wide variety of sources, recognizing multiple points of view, biases and inherent prejudices. All this requires well developed IE skills.
People, especially women, need to see themselves and women as leaders. Women often navigate for a perceived incompatibility between their gender and male leadership stereotypes. This can make women identify as leaders, and that others see them as such. The navigation of these barriers, including gender and leadership stereotypes, possibly requires greater emotional work through the management of one.
Build a more inclusive leadership in the UN
It means ensuring that women and men continue to build and demonstrate emotional intelligence to increase both themselves and another consciousness as part of the operationalization of the SDGs.
Achieving gender equality and the empowerment of women and girls, including the increase in women’s access and effective leadership and decision -making means that we must continue to improve our collective capacity to make better decisions.
In order for the UN to remain a wearer of gender parity and equality, it is essential that the organization continues to establish and maintain the progress it has achieved in gender equity and guarantees that more women reach and receive support in senior leadership positions: cultivating Ie is is. A way to do this.
The United Nations System Staff College’s An emerging E-Learning Program (is an e-learning program) is an important intervention to build more leaders at the UN.
The program supports the development of a variety of skills and guarantees that all leaders incorporate the characteristics of UN leadership and show these new behaviors. It is important to highlight that it offers an essential space to develop emotional intelligence as a leader: through a central module «manage emotions: an introduction of emotional intelligence» on the online learning path and virtual training in the virtual classroom oriented to practice.
By recognizing the importance of EI, including the ability to accurately self-evaluate its leadership competences and provide a realistic image of their strengths and weaknesses, many women complete the Unel-E program with a new appreciation for their set of existing skills and a greater capacity to use it in your daily leadership.
Improvement of emotional intelligence and gender equality training
This contribution corresponds to the Wemen portal that is co -founded by the Erasmus program of the European Union.
This publication reflects only the opinions of the authors, and the commission cannot be responsible for any use that can be made of the information contained therein.
The Wemen project aims to strengthen the role and capacity of adult education to address gender inequality in Europe through digital solutions.
As the name implies, the Wemen project approach is to increase the participation and commitment between students and educators of adult men. We cannot address gender inequality without addressing the role of men in the defense of current social systems and practices.
We also believe that male coaches have a strategic role in the transformation of the attitudes of other men resistant to gender problems.
Wemen’s outings:
1st) Structure
A framework for implementing training programs in adult education on gender equity and emotional intelligence
2nd) Educational Program
An educational program accredited by ECVET (European Credit System for Vocational Education) on Emotional Intelligence and Training in Gender Equality.
3rd) Online Learning Platform
An online combined learning platform to increase adult educators on how to offer emotional intelligence and gender equality training
Who will we work with?
The Wemen project will work with 89 adult educators and 125 adults to design, deliver and evaluate all project results.
In addition, 500 interested parties will also be directly involved at local, regional, national and European level.
At the end of the project, our goal is to have reached a audience of 1000 recipients through activities related to the delivery of training programs and the launch of a new learning platform
The Wemen project intends to impact positively:
– Adult education organizations
Facilitate and support the delivery of innovative approaches and teaching methods for emotional intelligence and gender equality
– Adult educators
Improve your competences in emotional intelligence and
Gender equality training
– Adult students
Provide greater access to innovative and innovative training programs that address gender equality
Address the gender gap in Europe
The gender employment gap in the EU is 11.6% on average*. Even more worrying is 32.1% of women who work part -time at risk of poverty or social exclusion (in contrast to 8.9% of men) (EC, 2019).
Closeing this gender equality gap could lead to 10.5 million additional jobs by 2050 (European Gender Equality Institute, 2019). In addition, greater gender equality in education can also affect gender equality in employment.
If we want to improve the current state of gender equality in the EU, the creation of gender equity in the education and training policy in all Member States remains crucial.
In addition, challenging gender prejudices and stereotypes throughout the educational cycle can reduce gender imbalances in other spheres of life, such as access to higher and professional education, job opportunities, better medical attention, commercial opportunities and access to finance.
Why emotional intelligence and gender equality training?
Emotional intelligence (IE) is a requested skill in employment, education and leadership. It helps people better administer their emotions, improve their communication and interpersonal relationships and improve the commitment and performance of students or employees.
Evidence suggests that adult education about gender equality and emotional intelligence can help correct the problem of gender inequality in Europe.
The Wemen project sees emotional intelligence training as an entrance door to break the male resistance to gender training, improve the participation and results of the student, and the creation of adult teachers and adult students in a soft criticism.
Wemen takes advantage of the innovative digital teaching methods to teach concepts that can promote deeper learning, reduce stress and increase student satisfaction. Combined learning solutions that use well -designed tools and digital platforms can also help the learning process by facilitating greater participation between students and teachers. Therefore, in the context of the Wemen project, this could lead to improved attitudes towards gender equality.
How AI could help or hinder women in the workforce
This contribution is made by Matt Krentz, main advisor, Chicago and Nadjia Yousifd CEI and Socia, director of diversity in London, which both belong to BCG, a superior consulting firm, which helps customers with a total transformation: Control the complex change, allow organizations to grow and promote the final impact.
There are few doubts that artificial intelligence (AI), the capacity of computers and other machines to work intelligently without human intervention, will transform the world deeply.
When and where its impact will feel more it is difficult to predict. One thing is safe: AI will thoroughly interrupt employment patterns. In the next decades, dozens of millions of jobs will be eliminated and created. And the AI will touch us all innumerable ways, since it permeates decision making and other processes in the workplace.
Questions to be asked
– How will AI affect women and their jobs?
– How will the number of women affect the workforce?
– And how could it exacerbate, or mitigate, the current gender gap in the corporate leadership pipe?
– How could AI exacerbate, or mitigate, the current gender gap in the corporate leadership pipe?
The initial signs present the cause of concern
The International Monetary Fund (IMF) projects that 11% of jobs currently held by women (a higher percentage than those currently held by men) run the risk of eliminating as a result of AI and other digital technologies.
And there have been reports of AI algorithms in the talent management software that generate inclined results against women due to a cumulative bias baked in the data on which algorithms are trained.
In this article, we observe the potential impact related to the AI genus. The image, although worrying, is not categorically negative.
The challenge ahead is to ensure that, in the avalanche of change, AI does not leave women aside. In fact, we are sure that with rapid and proactive efforts, companies and leaders can make AI a net benefit for women.
Reskilling (Reskilling is an anglicism that refers to professional recycling) will be crucial to prevent loss of employment
The works that are considered stereotypically the works of men, such as truck driving or work in the factory assembly lines, are what could be seen for the first time when the possible effects of marriage of AI work is considered. However, according to the IMF, women are more vulnerable to the loss of use of automation and AI than men. A look at the industry examples shows why.
Consider financial services
Women represent almost 50% of the total workforce of that industry, but have only 25% of higher management positions, many of which are isolated from automation clashes.
Instead, women predominate in routine administrative and administrative works that have a high risk of elimination. In the United States, for example, 85% of bankers are women. This pattern remains true even in industries dominated by women, such as medical care and education, which are less threatened by automation.
In the term close to the intermediate, it is not so much that the works will be eliminated as automating tasks.
However, here too, women can miss the advantage of AI and digital revolution
Because they are underrepresented in works that require training in science, technology, engineering and mathematics, including work in AI itself.
Women have 56% of university degrees in general, but only 36% of Stem titles and represent only 25% of the Stem workforce.
Only 22% of AI professionals are women, according to a study on gender gaps carried out by the World Economic Forum in collaboration with LinkedIn. And in automatic learning, a branch of AI, women represent only 12% of the main researchers.
The government, companies and women as individuals can take measures to reverse these trends
Much of the additional growth of employment will come in areas that require collaboration of human technology, such as administering data, working effectively with technological tools and applications and identifying efficiency improvements.
Many women are already experts in these areas. Recycling and training then can turn probabilities and offer significant opportunities for women.
The research carried out by BCG and the World Economic Forum found that 95% of American workers at risk could be successfully trained by works that pay the same or more than their current positions and offer better growth prospects.
Rekilling would require a significant investment, but companies could re -assemble 25% of their workers, and 77% of workers could be reset through government programs or subsidies with a net cost benefit.
Neither individual companies nor the economy as a whole can pay the costs of a gender gap that is extended in the workforce
As part of the management of their workforce needs and to prepare for AI and other work interruption technologies, companies must evaluate the gender composition of their workforce in work descriptions.
They must be aware of the effects related to the gender of work elimination, particularly in situations that indicate a clear case that requires recycling and training.
Governments also need to invest in training for women. And women as individuals should take advantage of opportunities to develop the necessary skills for professional jobs and careers.
Close the gender gap in the leadership pipe
Innumerable studies have shown not only that gender bias is real, but also that it has significant repercussions. The decreasing representation pattern on the highest steps of the professional staircase in the Stem fields is also true in the corporate world: 56% of university graduates are women, but women represent only 38% of the total total workforce , 26% of the management ranges, 15% of the executive level positions and 5% of the ranks of the CEO. How, then, AI will affect gender diversity in leadership pipe?
AI has the potential to mitigate gender gaps
And corporate leadership eliminating bias in recruitment, evaluation and promotion decisions; by helping to improve the retention of women employed; and, potentially, when intervening in everyday interactions that affect the sense of inclusion of employees.
Biased data are a risk source
Of course, if they are not carefully designed, IA applications can perpetuate and exacerbate gender bias, further expanding the gap in the leadership pipe.
If an AI application is trained in biased data, the algorithms that it develops will probably also be biased. And there are harmful effects when such applications are used in human resources and personnel management processes, such as contracting or evaluating performance.
Amazon discovered that an algorithm that had developed as a hiring tool was to penalize women: the data on which it was based had been sacrificed ten years of curriculums, mainly men. This, of course, is another reason why it is so important to increase the proportion of women in the development of AI.
Fortunately, governments are becoming more aware of the dangers that AI can represent for diversity
In April, the United States Congress presented legislation that, among other things, would require companies to audit their automatic learning systems for bias and discrimination and correct them. Other nations, including the United Kingdom, France and Australia, are writing or approved legislation to make technology companies responsible for their algorithms.
AI is promising to recruit and hire. Acquiring the best talent at all levels of the organization is essential for any company. Unfortunately, unconscious bias can undermine this goal, despite good intentions and even well -designed hiring programs.
Instead of allowing emotions and connections to influence hiring decisions, companies can use AI to focus on identifying the necessary skills for certain works and matching candidates properly qualified with work openings.
Instead of allowing emotions and connections to influence hiring decisions, companies can use AI to focus on identifying the necessary skills for certain works and matching candidates properly qualified with work openings.
Intelligent text editing software is already helping companies review work descriptions and identify a biased language that could discourage qualified women and various people to request positions.
Other tools of the age, the job history, the photos and even the voices of the applicants. The chatbots and the so -called robbery interviews, in which a candidate sits in front of a computer and responds to a structured set of questions, are gaining ground.
Not only do they reduce the bias opportunity, but also by automating parts of the process, they allow recruiters to expand the group of qualified candidates. The software offers an additional benefit that can be lost in more subjective evaluations: it can evaluate candidates in criteria such as facial expression, choice of words and logic.
In fact, companies that use this new type of software report improvements in gender diversity. They are finding better candidates, and the software identifies people who could have been overlooked through traditional recruitment means. Unilever reported a 16% increase in the diversity of their hiring after adopting digital hiring based on AI.
AI could produce solutions to improve retention and advancement of employees
Simply hiring more women is not enough to solve the leadership gap: companies must also work to retain and promote them. AI is promising to identify the most effective interventions at key professional situation. For example, in performance reviews and salary and promotion decisions, AI could be applied to the analysis of the internal data of the workforce to make recommendations that help reduce the gender gap. Similarly, AI could be used to help identify promising employees that could otherwise be surprised by traditional means, detect the most likely to renounce and offer ways of communicating and retaining key female talent.
These applications have already been entered (by, for example, Pipeline, a Startup based in Denver) or are in development (Corpu, in association with the Steven M. Ross Business School of the University of Michigan). IA can also play a role in helping to reduce daily bias, whose cumulative effect can be deep. Joonko is a startup that has developed a tool designed to help managers and employees recognize unconscious bias and change their behaviors through project management tools they use daily.
Ai could lighten the load in the front of the house
The potential of AI to help women move forward at work does not stop at the office. Many women assume a disproportionate burden on home and family care, responsibilities that can prevent their ability to invest in demanding careers.
Part of the solution, of course, is personal action: women can work with men in their lives to match the division of labor and the mental burden of household management. But AI can offer other ways to relieve load.
It is possible that we are still far from a robot to AI that completes our tasks for us, but there are ways in which the technologies of AI could relieve mental load: for example, automating the acquisition of households, dating programming and management of the family calendar.
In the future, AI could help reduce the burden of managing multiple interfaces, serving as an interpreter and central coordinator of the many applications and platforms that drive a home.
Alex-Alex type tools are early examples of this technology and its potential to have an impact. Ideally, such technologies will reduce the stress of balancing home and work obligations, which makes it easier for women to claim and remain in challenging and demanding roles that have leadership potential.
In the coming years, the AI will interrupt large -scale employment patterns. Therefore, companies, individual governments and women must be prepared to invest in rekilling for the new generation of jobs.
And, with a reflexive approach, companies can capitalize on the emerging applications market based on AI designed to help reduce bias in hiring, retention and promotion of the workplace. That, together with the use of AI and related tools to lighten the non -depressed house management of women, could help boost women along the way to leadership.
We see so much (if not more) promising and the danger in the next revolution of AI. But surveillance and effort are needed to ensure that for women, the advantage of AI overcomes the threat.
How will AI affect women in the workplace?
This contribution corresponds to the Melbourne University Portal
The emergence of AI is presenting challenges, but also opportunities for women in the workplace. This is what you need to know about AI at work.
From chatgpt to automated hiring, artificial intelligence (AI) is becoming more and more visible in our daily working life. Its influence is felt in a wide variety of industries, from everywhere, from banking to Hollywood.
It may seem a bit disturbing to think about how AI could affect their own work, but it is worth rooting with the necessary knowledge to put aside any possible professional turbulence that you can create.
For women, especially, who can already face barriers in the workplace as salary gaps and juggling of work and care responsibilities, it is worth thinking about how AI for their advantage.
According to UNESCO, research presents a mixed image on how women are currently affected by AI
On the one hand, it may be consolidating useless gender biases; On the other hand, it could be creating safer workplaces.
Here is a taster in some of the ways in which AI is impacting women in the workplace, and how could use it to help the future prevent their own career.
Is AI replacing the work?
First, what is ia? The professor of the University of Melbourne, Leah Ruppanner, defines it as «the use of data and algorithms to create a more efficient decision making.» It has a wide range of applications, from chatbots that respond to customer consultations to the detection and diagnosis of diseases in medicine.
Ruppanner says that AI should be considered related to but different from «automation», which is taking tasks typically performed by a human, such as meat fur or fruit container, and give them a machine.
So, will AI come for our work? Quite possibly. A recent Goldman Sachs report estimated the generative AI, such as Chatgpt, could affect 300 million jobs worldwide, citing the roles of administrative and legal services as some of the most affected.
Some sectors may be more immune to the impacts of AI and automation because they involve people centered on people, such as nursing, teaching, child care and elderly care, which, curiously, are currently dominated professions For women.
Replace positions and create others
Ruppanner points out that in addition to replacing or changing some works: AI is also creating new ones, since people need to supervise or monitor how technology works. For example, they could already consider becoming a rapid or even ethical engineer coach focused on AI.
Does the IA reinforce gender stereotypes?
While AI and automatic learning can help some types of work be more efficient, some experts have marked their potential to cement instead of improving gender stereotypes.
According to the UNESCO 2022 report, «the effects of AI on women’s working life», some AI systems can reinforce gender tropes around the work of care and assistance.
«For example, the female voice of virtual personal assistants (VPA) such as Alexa and Siri can reinforce the stereotype that women are destined to care for, help and attend to the home, and to the needs of people in that home,» he says .
A 2021 report from the Alan Turing Institute of the United Kingdom, ‘Where are women? The mapping of the gender work gap in AI «suggests that the current lack of women working in data science can create dangerous» feedback loops «that bake in gender biases to AI systems and automatic learning systems .
«The data used to train algorithms can surrender certain groups or encode historical biases against marginalized demography, due to previous decisions about what data to collect and how it is cured,» he says.
“Several studies on computer vision have also highlighted encoded biases related to gender, race, ethnicity, sexuality and other identities. For example, facial recognition software successfully identifies the faces of white men, but does not recognize those of dark -skinned women. »
The institute says that many more women are needed in the professions of AI and data science to prevent this type of biased
AI could reduce gender bias in the hiring process
A potentially positive impact of AI for women is that it could be used to reduce gender bias in the hiring process, which could be particularly useful for the Stem sector.
AFR reported earlier this year that the investigators «found that the human recruiters who hired for a role of web designer obtained» substantially lower «qualifications» than men when they knew their gender, but equal to men when the genre was hidden »
The study found that the use of the AI tool in the recruitment process almost doubled the number of women considered in the 10 percent higher candidates.
While more research is needed in this area, it could indicate the benefits of using AI in recruitment.
Use AI to combat sexual harassment in the workplace
IA applications are also being used to eliminate gender -based harassment in workplaces.
According to UNESCO, the signature of the Nexlp has developed #Metoobots that monitor communications between colleagues and bullying and sexual bullying in documents, emails and chat.
Companies like GFYCAT use AI to combat Deepfakes harassment looking for similar images online; Think Eva, based in Brazil, tracks the emails, text messages and comments to harass; and Callisto and Allvoices applications allow people to inform harassment when it occurs.
We need more women working in AI
There is currently a great gender gap in the AI workforce. UNESCO points out the studies that have found «only 18% of the authors in the main conferences of AIs are women and more than 80% of AI teachers are men.»
To counteract this imbalance and make AI more beneficial for all, more women need to train, increase or re -classify data science and have a seat at the decision -making table. With adequate training, you can get a role as an automatic learning engineer, data scientist, AI researcher or ethics specialist.
The demand for this type of roles will increase significantly in the coming years, so, whether you want to move to the industry, know more about AI and gender, or get a fundamental understanding of how AI works, it is an investment Professional that will do it. No doubt pay dividends.