Understanding how human memory and learning works, the differences between beginners and experts, and practical steps developers can take to improve their learning, training, and recruitment.

Teachers' growth mindset supportive language (GMSL)--rhetoric emphasizing that one's skills can be improved over time--has been shown to significantly reduce disparities in academic achievement and enhance students' learning outcomes. Although teachers espouse growth mindset principles, most find it difficult to adopt GMSL in their practice due the lack of effective coaching in this area. We explore whether large language models (LLMs) can provide automated, personalized coaching to support teachers' use of GMSL. We establish an effective coaching tool to reframe unsupportive utterances to GMSL by developing (i) a parallel dataset containing GMSL-trained teacher reframings of unsupportive statements with an accompanying annotation guide, (ii) a GMSL prompt framework to revise teachers' unsupportive language, and (iii) an evaluation framework grounded in psychological theory for evaluating GMSL with the help of students and teachers. We conduct a large-scale evaluation involving 174 teachers and 1,006 students, finding that both teachers and students perceive GMSL-trained teacher and model reframings as more effective in fostering a growth mindset and promoting challenge-seeking behavior, among other benefits. We also find that model-generated reframings outperform those from the GMSL-trained teachers. These results show promise for harnessing LLMs to provide automated GMSL feedback for teachers and, more broadly, LLMs' potentiality for supporting students' learning in the classroom. Our findings also demonstrate the benefit of large-scale human evaluations when applying LLMs in educational domains.

Nine in 10 UK employees will have to reskill by 2030, according to a report based on analysis by McKinsey, but where should companies start? Whether you call it artificial intelligence, machine learning or automation, new media articles appear on the subject daily to spread fear about workers losing jobs as'robots take over'. There's no doubt that the world of work is changing fast, but what it really indicates is our need to adapt to yet another industrial revolution -- the fourth one. In a hyper-technical world, having a high EQ will be more important than ever. This being the case, we've got no time to waste when it comes to upskilling workers.

One of the biggest lessons Australia and New Zealand business leaders can take from the past 12 months is that a climate of uncertainty is now the new normal. The shift in customer behaviour brought about by the COVID-19 pandemic, coupled with rapid information technology changes, has already presented significant challenges. As a result, many organisations have had to bring forward their digital transformation plans and complete projects in weeks or months rather than years. During 2021, CIOs will have to work throughout their organisations and apply digital technologies and data to unlock new business opportunities. They must also work to promote a growth mindset that will help to unlock fresh innovation and agility. Adopting such a growth mindset will require CIOs and IT teams to embrace six key trends during the coming 12 months.

Here are five critical actions to take for evaluating AI and other technologies that are producing the Fourth Industrial Revolution. Embracing a growth mindset and understanding how new disruptive technologies could change our industry are among the best strategies to prepare for the opportunities and challenges of the Fourth Industrial Revolution. I highlighted some of the new disruptive technologies in Part 1 and Part 2 of this blog series. At Gen Re, we advise clients to routinely update their companies' boards on how artificial intelligence (AI) advancements and collaborative robots are changing their clients' industries and whether technology is replacing or complementing workplace activities. What are some critical actions for evaluating AI and developing technologies?

Ms Rachel Falzon, is a People Performance Consultant. She has held positions as Director of Studies, Business Development and Communications Manager, Strategic HR Consultant and until recently, Advisory Manager with one of the Big Four. In this second part, Professor Alexiei Dingli, an AI expert, asks her about digital disruption but from a people's perspective. This follows a first article where the disruption caused by AI was discussed. I think it's a matter of taking stock holistically of how and why the business landscape has changed so dramatically.

A not-to-be-overlooked percentage of today's workers subscribe to the dystopian view that artificial intelligence (AI) will threaten their job security. Indeed research by McKinsey has revealed that, by 2030, approximately 14% of the global workforce may need to change occupations due to rampant advances in AI and related technologies. Yet what advocates of the dystopian view overlook is the fact that AI will also create jobs. According to research by the World Economic Forum, advancements in AI and related technologies in the workplace have the potential to create 133 million new jobs (far exceeding the 75 million jobs that could be displaced). Regardless of what industry you are in, some part of your job will be impacted by AI.

This article was first published in the April 2019 China edition of Accounting and Business magazine. Emotional intelligence is an increasingly important factor for success for finance professionals, particularly in the era of artificial intelligence (AI). The link between the two was explored at the ACCA Hong Kong CFO Summit, held late last year, at which delegates were asked to consider how finance leaders can seek to thrive in the digital age. 'Our strength in this increasingly digital age is being human, exercising judgment, scepticism and emotional maturity,' said Jane Cheng, head of ACCA Hong Kong. 'Emotional competencies are critical to becoming a trusted and capable professional accountant, someone who can combine analytical figures with emotional maturity.'

While digitization has strained the marketing department's traditional methods and measures in recent years, the function is regaining its energy by plugging into a rich and abundant power source: data. Existing enterprise data, as well as information gathered from engaging with consumers, has become a valuable business asset. With the advent of machine learning--a type of algorithm that identifies patterns in data and improves with experience--companies can use data to predict and "learn" to identify consumers who appear likely to become high-value customers. The business restructuring taking place today mirrors the transformation that's underway throughout entire industries, from media to manufacturing, as companies rewire to compete in a digitally drenched environment. "For a long time, none of us would have thought that selling food and beverage over e-commerce would have been such a large business," says Shyam Venugopal, vice president for global media and consumer data strategy at PepsiCo.

Last week I joined Toni Townes-Whitley, Josh Bersin and chief learning officers from around the world at the Microsoft Global Learning Summit to discuss the importance of future-proofing your workforce through learning and skill development. It was a pleasure to present to this group, and it reminded me of my own (very recent) experience in learning and skill development: When our CEO, Satya Nadella, asked me to lead HR at Microsoft. At that point, I'd led Microsoft Services for six years, and before that I held operations, strategy, management and development roles. What made Satya think I could take on a role as Chief People Officer for a global workforce of 115,000 people? We both took a leap of faith, and with his help, the help of the Microsoft Senior Leadership Team, my industry peers, and all 1,500 employees in HR at Microsoft, I have leaned into--and learned into--my role.