Until recently, workers gathered to chat about topics that typically included movies, sports, or office gossip. But a new and to some an unwelcome addition has made its way into the workplace: open discussions about sex and everything related to it. From birth control methods to fertility issues to advice about polyamorous relationships, what was previously considered taboo has become commonplace.

The reasons are manifold. Some say sex talk has become normalized because attitudes toward formality have changed since the pandemic, and now people want to be open about their true natures. Others point to the high number of unmarried young people in the workplace who do not consider discussing dating apps, first dates, and sexual exploits out of bounds.

In the same vein, members of Gen Z seem to accept discussing sex freely more than previous generations. They are also more comfortable with the changes in language surrounding gender and sexuality. Combine that with growing up carrying a smartphone that provides easy access to the Internet and we enter a space in which these young workers have very different expectations of privacy.

But the phenomenon has some concerned. At what point is one worker’s sharing an explicit anecdote or details about an extramarital affair too much? If the listener is uncomfortable hearing such details but the speaker believes the right to free speech gives tacit permission to speak about such matters, whose feelings dictate behavior? Does the listener need to be the one to demur? What if young people, who are more comfortable sharing in general, are offending older workers? When does any of this become sexual harassment? The human resources perspective is unequivocal: steer clear of controversial topics.

On the plus side, sharing intimate details of one’s life can make work more fun and colleagues more human, some say. Sex and relationships are a large component of many peoples’ lives, and talking about them freely makes the workplace feel more casual. Conversely, those who talk about intimate issues run the risk of oversharing and becoming tagged as immoderate or lacking emotional intelligence, which could harm careers.

This is why experts offer strategies to edge out of such conversations. Saying, Wow, this is a lot or I’m going to pretend I didn’t hear that can signal that a line has been crossed. However, even if conversations become R-rated, it is advised to keep admonitions playful and casual to avoid sounding prim.

It may, however, pay to heed the advice “less is more.”

Discussion

1. How might members of older generations look upon younger colleagues who discuss issues previously considered out of bounds?
2. Do you think being open about sexual matters is risky or acceptable?
3. How would you react if a co-worker spoke about something that made you uncomfortable?

Adapted from:

Feintzeig, R. (2023, July 2.) And just like that, sex talk comes to the office. The Wall Street Journal. https://www.wsj.com

From effectively handling e-mail to casually conversing in an elevator, new-hires—many of whom experienced at least part of their college experience online due to the pandemic—are entering the workforce without the interpersonal skills to prosper. Interpersonal skills refer to the various ways people work with and relate to others. They include the ability to communicate effectively, collaborate, manage time, and think critically, and experts say these skills can be learned.

Employers have noticed that since 2020, many new grads struggle with basic interpersonal dynamics such as reading social cues or behaving appropriately in meetings. The young workers have difficulty connecting with others, managing deadlines, or presenting in front of others. Experts say these issues are a direct consequence of having inadequate in-person mentoring and valuable on-the-job learning due to the pandemic.

The problem is so widespread that many college career centers have met with local employers to warn them that new graduates will require explicit instructions on the basics, including how a first day on the job may look, what to wear, and even what to do for lunch. Some colleges have responded to the situation by requiring their business students to take classes on interpersonal skills as elementary as introducing oneself by using a first and last name.

Employers are responding by training their newbies and providing the advice that can help them succeed. Warner Bros. Discovery, for instance, created a presentation on office behavior, dress codes, and interpersonal work relationships. PricewaterhouseCoopers (PWC), the professional services firm, has had to coach new workers on wardrobe choices, especially for client site visits because new workers were dressing too informally. The company has also had to specifically define why a professional image is important, knowledge that used to be obvious to workers. PWC even began year-long onboarding process that covers topics such as making social conversation and impromptu public speaking so participants learn to come across authentically instead of awkwardly.

Hirers have also noted that new workers need guidance on collaboration. KPMG’s new-hires go through training in which they learn how to deal with conflicts in groups and even the basics of talking to colleagues, such as maintaining eye contact and avoiding jargon. And although the newest generation of workers is considered to consist of digital natives, Gen Z workers have not learned how to respond to and manage e-mail, other firms complain.

One thing is certain. Since over half of recent grads prefer to work in person full-time, they are going to need to grasp the nuances of the workplace—or they won’t thrive in it.

Discussion

1. Why is eye contact important when conversing?
2. Why are deadlines so critical in the workplace?
3. How did the months of taking online classes affect your ability to be a valuable employee?

Ellis, L. (2023, June 16). New grads have no idea how to behave in the office. Help is on the way. The Wall Street Journal. https://www.wsj.com

With generative AI entering all aspects of life, many executives are taking advantage of generative writing tools such as Bard and ChatGPT. From earnest e-mails on sensitive topics to bullet points for a slide deck, bosses are using AI to craft their own messages. But is it ethical when the writer doesn’t give credit to the real source or doesn’t even know where the chatbot output is coming from? Is this good business?

This issue has arisen because many executives consider eloquence to be a job requirement, so they are loath to admit cribbing from AI. But the practice has landed some leaders into hot water. Consider the associate dean at Vanderbilt who used AI to compose a reaction to a mass shooting at another campus. When the truth was uncovered, the administrator was put on leave.

Still, some believe that using AI to improve efficiency is fair. One executive wrote his own e-mail that he felt was too long and used ChatGPT to remove redundancies. Others, unsure of their own proficiency in writing, turn to AI to hedge their bets. With a bit of proofreading, the formulaic results AI churns out can make risk-averse executives feel safer about their messages.

It is true that executives have long relied on their deputies to assist them with writing delicate messages and perhaps AI can be seen in the same light. This is especially true for leaders of small companies who may have no assistants to whom they can delegate writing tasks. One such executive says she uses AI to help her get started and to provide examples of formats with which she has no experience.

Other beneficiaries of AI writing tools are executives whose first language is not English. A CEO whose company is based overseas says he takes advantage of computer-aided writing tools but that he inserts his own voice to make sure the messages sound authentic.

Despite these legitimate situations, however, no executive will enjoy hearing employees react to a message by saying it was likely generated by ChatGPT. That criticism suggests the leader is not an independent thinker… or just lazy.

Discussion

1. What arguments can you make for and against executives’ using AI to write a message or speech without giving attribution to the source?
2. Can you foresee the impact AI might have on your intended occupation?
3. When does use of AI writing apps cross the line from being a tool to being a crutch?

Source

Borchers, C. (2023, May 4). The boss has a way with words—or is it AI? The Wall Street Journal. https://www.wsj.com