#training

Hey all, Are having these certifcates helping you with your job. Or advancing to elsewhere in the company? Can't seem to advance where having them and using the concept is helping..

Looks like we are now outsourcing training!! DSI is the vendor.

So is JC’s message Maverick pushing forward with training in Feb and going live in May?

On the eve of the final VSP departures, it appears leadership missed their training video https://www.youtube.com/shorts/FeP6UJUUtsQ

Everything at my location has slowed down so much that tasks which took an hour now take two. To make it worse, the new hires we're getting don't seem to want to learn how things are done. I'm not trying to blame anyone, but I'm curious if this is a general problem across the company or if my store was just unlucky. Is this what it's like everywhere?

I don't have enough work to stay busy as it is, but management has now instructed me to train a new hire to do my exact job. I'm the only one in this specific role on my team. Am I just being paranoid, or does this sound like I'm training my own replacement for an upcoming layoff?

A teammate who got laid off in the last round spent weeks helping a new hire learn the job, showing him the ropes, answering questions, in essence, training the person who would take over. And then suddenly, she's gone, without warning. The new hire is now doing her old role. I can’t wrap my head around how companies actually do this.

I was scheduled for mandatory Compliance Training a few weeks back. Earlier this week, it was cancelled from My Learning. Am i reading too much into it? With the upcoming, ongoing cuts, i cant help but wonder if I was put on the list. Thoughts?

What an inordinate amount of training. There's 1-2 literally due every week. Sometimes it's 6-7 per month. In Dec alone, I have done 6 so far. No one learns anything like this. Some id--t somewhere is checking the boxes, and the entire firm is going along with it. What is this show for? Regulators? I've been at other banks. No one has such a busy training schedule

Given our current workforce culture ratio(s), this is curious to me. Are WE to become more like THEM, or are THEY going to become more like us?

A long, boring MyLearning about email etiquette incoming in 3, 2, 1…

They've asked me to fully train a new person on my team. I can't help but feel like this is a bad sign for my own job here. I'm showing him the essentials, but I'm definitely keeping some key details to myself. It's a strange and uncomfortable position to be put in.

Soooooooooo worth it!

I’ve been here for a bit now and it’s almost funny to go back and look at the original job posting when I first applied for this job. It’s criminal how badly they misrepresented the role here. You do the elaborate, unnecessarily long training, and then bo-m, you’re in an absolute grind of helping old people with tech problems and being a punching bag for frustrations for most of the day. You quickly realize that this is nothing like you thought it was, and even different than what was presented early on in training. Very different from the image that was presented in the interviews and offer letter. Just fun to reflect on this sometimes.

When I was a supervisor they would do training and tell us who was in the salty benchmark. It was different companies for employee and executive compensation. Anyone have the lists of companies?

Sounds like a leaner version of edX

Im considering getting my CCNP, it looks like tuition assistance doesn’t apply. Does anyone know if the company will pay for it?

I can tell already this is going to be another useless "training"...

How much longer before you let employees know that we are being sold to another company...

Is just Gemini, lol

So here’s the story, folks. This company, a very smart company, didn’t care about security for years. Total disaster. Then bo-m! They get hacked. Suddenly, they “find” all this money for cybersecurity, like it was hiding under the CEO’s golf clubs. Now they’re bragging about their “massive investment” in security and even rolled out a shiny new “promise to customers”. Very touching, very emotional stuff. But behind the scenes? They cut the budget for training the people who actually use and develop the systems. Brilliant strategy! They say it’s about protecting customers, but everybody knows it’s just about protecting their image. “We take security very seriously,” they say. Sure they do. About as seriously as they took it the day before the breach. Sad!

“The President’s vision here is to bring in overseas workers who have the skills for three, five, or seven years to train US workers. Then they can go home, and U.S. workers will fully take over,” Bessent said.

Poetic justice for all the Americans forced to train their Indian replacements before being sent to the unemployment line.

https://www.wsj.com/tech/ai/ai-work-use-performance-reviews-1e8975df?mod=hp_lead_pos7

For those of you too cheap to pay the buck a week:

Julie Sweet, the chief executive of consulting giant Accenture ACN 1.83%increase; green up pointing triangle, recently delivered some tough news: Accenture is “exiting” employees who aren’t getting the hang of using AI at work.

The firm has trained about 70% of its roughly 779,000 employees in generative artificial-intelligence fundamentals, she told investors. But employees for whom “reskilling, based on our experience, is not a viable path” will be shown the door, Sweet said.

Rank-and-file employees across corporate America have grown worried over the past few years about being replaced by AI. Something else is happening now: AI is costing workers their jobs if their bosses believe they aren’t embracing the technology fast enough.

From professional-services firms to technology companies, employers are pushing their staffs to learn generative AI and integrate programs like ChatGPT, Gemini or customized company-specific tools into their work. They’re sometimes using sticks rather than carrots. Anyone deemed untrainable or seen as dragging their feet risks being weeded out of hiring processes, marked down in performance reviews or laid off.

Companies are putting their workers on notice about their AI skills amid a wave of white-collar job cuts. Amazon.com announced layoffs last week that affected roughly 14,000 jobs, while Target recently shed 1,800 corporate roles. International Business Machines has also disclosed thousands of cuts. Executives at Amazon and IBM have tied workforce cuts to the technology in statements this year.

Julie Sweet, CEO and Chair of Accenture, speaking at CES 2025 in Las Vegas.
Accenture CEO Julie Sweet says the company is “exiting” employees who aren’t getting the hang of using AI. Overall, the company expects to increase head count in the 2026 fiscal year. Steve Marcus/Reuters
Some companies are training people in how to use the tools—but leaving it up to them to figure out what to use them for. There are countless possibilities for how to deploy AI. Some businesses have required training classes or set up help desks to coach employees on how to incorporate AI into their work. Others are putting the onus on staff to think creatively about how to make money or save time with the tech.

That can prompt exciting innovations—or it may come at the expense of getting work done. Or both.

At enterprise-software company IgniteTech, leaders required staff last year to devote 20% of their workweek to experimenting with AI. On one such “AI Monday,” staff brainstormed ways to speed up processes like automating responding to customer-service tickets. Employees also had to share on Slack and X what they were learning about AI.

CEO Eric Vaughan said that employees self-assessed their AI usage and, afterward, the company used ChatGPT to rank the results. After a human review, IgniteTech cut the lowest-scoring performers.

“By their own admission, they’re in the basement,” he said. “So now they have to leave.”

It wasn’t easy: Vaughan recalls speaking with his wife over that time about the changes, feeling “terrible.” But he said he felt AI was an existential threat, and that if IgniteTech didn’t transform, the company would die. One tough exit was the chief product officer, who had been with the company for years. He and others were model, productive employees historically but were resisting the AI mandate, said Vaughan, who also leads GFI Software and Khoros.

Eric Vaughan, CEO of IgniteTech, speaking at the FT AI Summit.
IgniteTech CEO Eric Vaughan required staff last year to devote 20% of their workweek to experimenting with AI. Ghelani Studios
Greg Coyle, that executive, said he had bought into AI’s potential to improve IgniteTech’s products and add new capabilities. But he took issue with the nature of the widespread cuts, particularly because the technology is in such an early stage.

“Doing this rapid culling of your workforce, it’s very risky,” he said. “If your AI plan doesn’t work out the way you expected it to, it’s a huge risk for the business.”

After a round of cuts, Coyle said he pushed back against an AI mandate in late 2023 in an executive meeting. He said he felt the company wasn’t working strategically as it pushed out staff. A few months later, he said, he was fired.

AI, Coyle said, is “coming whether we like it or not. You either get on board or you get left behind.” But, he added, “I don’t believe that you take this brute force, across-the-board approach to AI in the business.”

Vaughan said the company has since hired AI specialists to replace the laid-off staff. Accenture has said that it expects to increase headcount this fiscal year.

At workforces large and small, plenty of workers are hesitant to adopt AI, fearful that widespread adoption will innovate them out of a job. They also doubt the technology can do the job as well as they can.

Share of responses from U.S. workers who don't use AI tools when asked to select the main reason why not

A recent Gallup survey found that more than 40% of U.S. workers who don’t use AI say the main reason is they don’t believe it can help their work. A smaller share, 11%, said their primary driver was that they did not want to change how they worked. While AI adoption has grown in the past year, working Americans are about three times as likely to say they aren’t prepared at all for AI as opposed to “very prepared,” Gallup found.

Many employees, even when exposed to AI tools that companies spend a lot on, aren’t biting. When researchers at the Massachusetts Institute of Technology reviewed more than 300 AI initiatives, they found only 5% were achieving quantifiable value. Employees flock to tools like ChatGPT and Microsoft’s Copilot for their ease of use, but don’t often adopt other software.

A big impediment, the researchers found, is that many of those tools aren’t yet programmed to learn from users’ past interactions. That makes approaching a human colleague a better option for complex work. The best return on investment, the researchers found, has often been on back-office functions.

Prioritizing AI adopters
Companies are finding other ways to push staff to integrate AI into their work.

At McKinsey, analytic problem solving is at the heart of what consultants do. When that skill is measured in future performance reviews, consultants will be evaluated on how they make decisions with AI. Now, in assigning staff to some client projects, McKinsey gives priority to employees who are trained in AI, said Kate Smaje, a senior partner and global leader of technology and AI.

People in KPMG’s human-resources division are assessed on how well they collaborate with AI in their wider evaluations, the firm’s head of people said.

PwC is requiring AI training for its newest hires. It kicked off a nine-piece pilot curriculum for new-graduate associate hires in October, including lessons on “prompting with purpose,” designing workflows that include AI and instruction on how to use the tools responsibly.

And at a fall PwC all-partner meeting with thousands of attendees, working with the technology was part of the agenda. The multimillion dollar investment in AI training “will absolutely pay off,” said Margaret Burke, the firm’s head of recruiting and learning and development.

At Concentrix, a customer-service outsourcing company with more than 400,000 staff, bosses recently realized low-performing developers weren’t using AI.

“You find out those people are refusing to adjust,” said Ryan Peterson, Concentrix’s chief product officer.

Concentrix hired Peterson from Amazon in 2024 with a mandate to find ways to incorporate AI across the company. Its attorneys now use AI to redline new versions of contracts. The technology flags clauses that the company would never agree to in negotiations—like accepting unlimited liability, Peterson said. These efficiencies mean that Concentrix was able to redeploy 10 attorneys to higher-value negotiation work and litigation management.

Purchasing teams use the technology to compare requests for proposals, and marketing teams now use it to format and template emails, he said.

Concentrix’s CEO said in a June earnings call that he doesn’t foresee a “massive decrease” in employment, though he noted that declining head count is a possibility.

‘AI will, not just skill’
Multiverse, an education-tech company in London, states that its mission is to advance AI adoption. Each quarter, it awards an employee who has come up with the best uses for AI 10,000 pounds, or about $13,000. Finalists this quarter include the creator of a paperwork automation system that cut a 30-minute task to five minutes and someone who made a sales aide that creates a customized briefing based on publicly available information.

Job applicants at Multiverse are asked in interviews how they use AI in their lives, and in one assignment, prospective hires write prompts to complete certain tasks, said Libby Dangoor, who oversees the company’s human resources and AI among other areas. If applicants are skeptical of AI, it would be picked up in the application process, she said.

“We have to hire for AI will, not just skill,” she said.

LinkedIn job postings requiring AI literacy skills have expanded by 70% in the 12 months ended in July, according to the site.

Annie Hamburgen hiking in Torres Del Paine, Chile.
When Annie Hamburgen began a job search after an extended trip to South America this year, prospective employers kept asking her about AI. Annie Hamburgen
Annie Hamburgen, 28, of Incline Village, Nev., left her marketing job in March to travel in South America. When she came back and began looking for new work this summer, prospective employers kept asking her about AI. “I’ve been trying to demonstrate my openness to learning while making it clear that I’m not going to blindly type things in and accept whatever result comes out,” she said.

Hamburgen recently got hired for a role leading integrated marketing and starts on Monday. In conversations with her future boss, it’s been clear that she should be using AI to synthesize information. A common refrain: “Type it into Grok!”

Working for this company is absolute he-l. When working in tech you are still expected to sell sell sell. 99% of our continued training is nothing but sales soft skills. The only thing this company cares about is "adding phone lines" if someone has already been escalated up to multiple levels of tech support they don't want to hear about plans or perks or upgrades. The amount of work they expect agents to be able to do is completely outside of reality. There are so many service related issues that can not be resolved by anyone.

I sure hope you've all been doing your JSAs to be in here.

They are coming in.
We will train them.
We will take the package.
We will leave.
They will stay.

Apparently all managers are going to some mandatory union training? They’re doing the training in waves.

Just reflecting a bit this morning. Here are mine:

• I'm holding much more money that I really need to in cash or liquid instruments because of the layoff risk, and as a result have missed out on big gains in the stock market the past few years

• My wife and I have forgone a couple of big purchases the last few years, because of a desire to keep a bigger cash buffer. We're getting to the point where we NEED to buy a car rather than want to, and because we were waiting, the post-tariff prices of cars have shot up

• I've spent about 350 hours commuting to the office to take teams calls and talk to no one in person (45 minute commute one way x 3 days a week x 18 months approximately since I was forced to RTO)

• My wife has been frozen in her role. Her job doesn't pay particularly well, but its completely stable, she would be the last person in the world laid off. She has declined to pursue other opportunities, because between my job and hers it would introduce to much risk of job/income loss. So she's stagnating, and our income is lower than it would be if she had more freedom to move. Well's layoff culture is not just impacting Wells employees, but their families as well

• I'm stagnating in my own career progression also. Wells ki-led the training program for process engineers last year, so I can't progress to a master black belt cert here. Instead we get webinars on AI, lots of slop on pluralsight if you want it

• I've been forced to accept certain medical treatments that weren't the first thing my doctor recommended, because we of course use the insurer with the highest denial rate in the entire industry

What have you seen?

172 people let go. Some in hubs but many not. The indignity is they are forced to take a ple training to get their severance .

If you do get laid off on Tuesday, is that your last day at Target or is it going to be one of those instances where they tell you that you have 60 days? Or maybe you stay on for x amount of time to train your Target India replacements?

I’ve seen plenty of people give up on training because they think it won’t change anything. But every course and new skill has opened doors I never expected. Staying sharp keeps you ready when better roles come around, even if it takes a while. I know most of us are worried about layoffs and don't see a point, but this can only help in the long run.

VCG Operations, CX
Value Operations, CX, Marketing, anything and everything that can be outsourced
Training
HR

It's just these two people (nothing against them, they're just doing their jobs) lecturing us for an hour about the "value" of SalesChat and how to use this trash.

My favorite part is all the participants are in collective, yet silent agreement that this is so damn d-mb that nobody is participating. Our breakout rooms are just 10 minutes of silence since all 4 of us can't be arsed to gaf about this garbage.

I can't believe they're still pushing this garbage tool on us.

I have to say that I didn’t get much out of the L and D Month of Learning, a little but not a lot for the amount of effort they put into it.It seems that group was better a few years ago.

Optum layoffs OCTOBER16....Any tea?

Lots of folks left. Limited hiring and mostly inexperienced temps. Remaining employees are severely overworked. Training is almost non-existent. Products failing constantly. It's like a layoff without a layoff, pushing people out and punishing those who remain.

Anyone know what's going on there?

The merger of the orgs is s disaster
Tools were not ready for the extra users
SEs are not well trained
Figures are terrible
Not enough SE coverage

Our host today is none other than the '5 o'clock shadow', and today’s question is:

What makes me excited to come to work at BNY every day?

Survey says…
The PEOPLE! (ding, ding, ding . . . great answer!)

Yes, the same people who’ve been driving our culture, transforming our engine, and—plot twist—being systematically offboarded to optimize shareholder value!

Because nothing says “culture” like a quarterly spreadsheet of headcount reductions and a celebratory bell ring when the stock ticks up 0.3%.

Culture now comes with 4 daily badge swipes per week, 54 hours of required new training, and a ghoulish labyrinth-style corn maze set up to ensure your non-compliance with HR and BNY Training policy requirements. Can you say: "NO SEVERANCE FOR YOU!"

Let’s break it down:

• People drive our culture.
  -- Especially the ones who remain after the reorg, the re-reorg, and the “strategic realignment.” Survivors of the Hunger Games: Finance Edition.

• Culture is the engine behind our transformation.
  -- And like any good engine, it runs lean, burns out occasionally, and is replaced every fiscal year with a cheaper offshore model.

• Transformation is our purpose.
  -- Which explains why every team meeting feels like a live-action episode of “Who Moved My Org Chart?”

So yes, I come to work excited—excited to see which department has been renamed, which colleague has vanished mid-email thread, and which new acronym we’ll pretend to understand until it’s sunset in Q2.

Because at BNY, we don’t just value people...

We VALUE them, DEPRECIATE them, and then WRITE THEM OFF — all in the name of transformation — VVV style.

So for all you kiddos out there young and old ... Trick or Treat and Happy Halloween!!!

Nosferatu Robin was announcing to finance media that with BNY’s updated Eliza platform, 98% of employees are trained on AI.

Rumpled Robin said, 98% of BNY employees have received generative AI training and regularly use Eliza for tasks like check processing and code writing.

Gee, am I doing that now? I didnt know I could do that? I must be part of the ‘gifted’ 2%. We need to put this on our resumes.

Is this true for Phillips 66, 75% of the company’s are having problems keeping collage graduate's? I have a friend that wants to retire but he was asked to stay to get a person trained. For now every new person that came in has quit after one month.