Latest news with #humanResources
CBS News
13 hours ago
- CBS News
Arlington man files lawsuit over alleged racist symbol displayed at work on Juneteenth
As North Texans observe and celebrate Juneteenth, the day now triggers a memory of something an Arlington man said he would rather forget. That man filed a lawsuit this week against his former employer after he alleges a manager of a hardware store created a racist display. He didn't know it would be his last day at work inside Van Marcke's Ace Hardware store in Arlington when Devondrick Hartsfield returned after making a delivery. It was two years ago on Juneteenth, a holiday the 36-year-old said hasn't been the same since. "It's a painful reminder to me now," said Hartsfield. "Instead of a celebration, it's actually a reminder of someone traumatizing me for the rest of my life." Hartsfield, who said he was the only black employee at the store during his employment, says in a lawsuit that one of his supervisors, who was white, asked him to walk to the back of the store, where he saw a backpack hanging from what he identifies as a racist symbol. "I come in here and work hard and do my thing, respectfully, and this," he said. Hartsfield said that after the incident, he refused to return to work unless someone was held accountable, and he was promised an investigation. His attorney claims in a lawsuit filed against the store on Monday that his client received neither and was fired two weeks later after filing a complaint with a human resources representative. "I felt dehumanized, unsafe," said Hartsfield. "I didn't want to go back to work. Emotionally distressed. It just, it hurt me mentally." "The noose is a symbol of lynching of Blacks in this country," said Jason Smith, Hartsfield's attorney. "There's nothing funny about it, and it was placed in Mr. Hartsfield's workplace where he was the only Black." CBS News Texas called and visited the store on Wednesday where a manager said someone would get back to us with a response to the lawsuit. But so far, no one with Van Marcke's Ace Hardware has responded. In a statement we received after the incident two years ago, the store said, "Van Marcke's Ace Hardware would like to assure you and the entire community that any allegations of racism; or any discrimination is being thoroughly investigated and addressed with the utmost urgency. We take such incidents seriously and are committed to creating a safe and inclusive environment for both our employees and customers." Hartsfield said he was told at the time that the backpack belonged to another employee who left it at the store, and it was hung from the ceiling as a prank. But Hartsfield said he never believed that explanation. "I think it was a message," he said. "I don't think it was a misunderstanding. It was a message. It happened on Juneteenth, and it was a black monster backpack at that. So I feel like it was a message." The lawsuit seeks a minimum of $1 million in damages for alleged mental anguish and loss of earnings.
Forbes
3 days ago
- Business
- Forbes
AI, Bias, And Empathy: How To Ensure Fairness In An AI World
Algorithms have not only enhanced how we work, they are reshaping how we hire, assess value, and define success. But what happens when they also absorb our deepest biases, judging people before they even get a chance to show up? AI can be a powerful tool for improving how organizations perform and how productive employees are. But when algorithms are biased, they can undermine fair hiring practices, leading to discrimination based on gender, race, age, or even faith. A Scientific Reports paper shows that when employees were evaluated by AI systems (like algorithms or automated tools) instead of human managers, they were more likely to feel disrespected or devalued. Biases in the datasets used to train AI models can both skew recommendations and the decision-making processes of the leaders who use them. In the past, hiring teams handled tasks like reviewing resumes, onboarding new employees, and conducting performance evaluations. These moments created opportunities to build connection, show curiosity, and develop meaningful workplace relationships. But in today's AI-driven workplace, many of these tasks can be automated to save time and boost efficiency. The downside? As we replace human interaction with algorithms, we risk losing those moments of genuine connection. And while human decision-making can be biased, whether consciously or not, AI can carry those same biases too, just in less visible ways. In a previous article, I explored whether empathy is still essential in the age of AI, or if we can simply outsource it. While the benefits of using AI in the workplace are clear, there are some challenges it can't fix, like the biases built into AI systems and the crucial role empathy plays in addressing them. Empathy is a vital first step toward simply understanding how people feel about AI and the future of work. A recent report from the Pew Research Center highlights a striking divide: '73% of AI experts surveyed say AI will have a very or somewhat positive impact on how people do their jobs over the next 20 years.' In contrast, among U.S. adults, 'that share drops to 23%.' An empathetic leader will get curious about the inverse of this statistic: the 77% of U.S. adults who don't believe AI will have a positive impact on how they do their jobs now and in the future. An empathetic leader wants to acknowledge hardship and listen to the perspectives that often go unspoken — without fear. In an episode of The Empathy Edge podcast, speaker, author, and filmmaker Minter Dial highlights the key questions we need to ask to bring heart into AI and the workplace: 'What is your intention? Before you bring in the AI, what are you trying to achieve? Is it linked to your strategy? Or is it just linked to saving money, cutting corners, getting rid of the hassle of dealing with people?' Until we get clear on both our relational and business goals, we can't truly embed empathy into the way we use AI. Here are three ways leaders can embed empathy in AI-driven hiring, performance, and decision-making processes. Transparency Over Opacity Transparency is the foundation of an empathetic workplace. It's essential for both hiring managers and job seekers to understand required skills and pay scales. Leaders want insight into what their teams need, which benefits attract top candidates, where to find great talent, and what skills are worth developing. At the same time, employees deserve to know how AI is being used in HR. The more we know, the more confidently we can make decisions. The same principle applies to AI. Recruitment algorithms should be transparent and easy to audit. As David Paffenholz writes for the Forbes Technology Council, 'algorithms must account for gaps in candidate data and use systems to evaluate passive and active candidates equitably. This inclusivity ensures your AI tools identify the best talent rather than the most visible talent.' Create Diverse Development Teams Empathy starts in the design room. A PwC report on algorithmic bias and trust emphasizes that involving people from diverse backgrounds in developing and testing AI systems is key to building trust. When teams include a mix of races, genders, ages, economic backgrounds, education levels, and abilities, they're better equipped to spot and address different types of bias. As the report notes, 'Building diverse teams helps reduce the potential risk of bias falling through the cracks,' because 'each will have their own view of the threat of bias and how to help mitigate it.' Juji, an AI company pioneering human-centered agents that combine generative and cognitive AI to automate complex, nuanced business interactions, aims to create empathic AI solutions. Co-founder and CEO Dr. Michelle Zhou, in her interview on The Empathy Edge podcast, explains that while AI is designed to identify patterns and similarities, becoming more empathetic means learning to recognize differences too, and not just what's common. Still, as the Pew Research Center report shows, public trust in AI, especially in the workplace, is far from guaranteed. That's why human oversight remains critical for sensitive decisions. Even if humans can't process vast datasets as quickly, for employees who are cautious or skeptical of AI, knowing there's a person involved in final hiring and performance decisions can make all the difference. Conduct Empathy Audits First Effective people management starts with putting people first, and management second. According to Businessolver's 2024 State of Workplace Empathy Executive Report, leaders need to regularly reflect on whether they're truly meeting employees' needs and expectations. That also means being open and honest about where they may be falling short. From this place of transparency, empathy can be practiced, not just by supporting employees as professionals, but as whole people, embedded in broader communities. When leaders tune into the human dynamics within their organizations, especially how past decisions have affected different groups, they gain valuable insight into their own internal biases. This kind of reflection doesn't just benefit workplace culture; it also informs better practices for AI audits. As an Emerald Insights report on AI bias auditing explains, involving diverse stakeholders and community voices is essential to building rigorous, inclusive audit processes. In this way, empathy audits are more than just a tool for supporting teams, they lay the foundation for human-centered, bias-aware AI systems. As AI transforms the workplace, empathy must remain at the center. It's not just about smarter systems, it's about fairer, more human ones. By leading with empathy, prioritizing transparency, and involving diverse voices, we can design AI that supports both performance and people. The future of work should be efficient, yes. But never at the cost of connection or equity.
Al Bawaba
10-06-2025
- Business
- Al Bawaba
Ooredoo Kuwait Wins "Most Inspiring Workplace" Award in MENA for 2025
In a new achievement added to its rich record in human resources, the 2025 "Inspiring Workplaces Awards" announced the selection of Ooredoo Kuwait among the top five most inspiring workplaces in the Middle East and North Africa recognition acknowledges its deep commitment to establishing a corporate culture centered around the employee as a fundamental element in every development and innovation recognition is the culmination of a long journey of efforts made by Ooredoo Kuwait in building a distinguished work environment based on empowering individuals, fostering a sense of belonging, and solidifying a culture of creativity, making it a role model in investing in human capital."Every advancement starts with individuals."In his speech during the virtual ceremony held to announce the awards, Omar Al-Bassam, Chief Human Resources and Administration Services Officer at Ooredoo Kuwait, expressed his pride in this achievement, stating: "On behalf of Ooredoo Kuwait, I extend my sincere thanks and appreciation to the management of the Inspiring Workplaces Awards for this esteemed recognition. It is a great honor to be classified among the elite institutions that place the human element at the heart of their strategies and priorities.""At Ooredoo, we believe that every true development begins with individuals. Our employees are not just a part of the company; they are its essence and spirit. They are our most valuable asset, and their passion, talent, and commitment are the primary drivers behind every achievement we make, and this is our true investment in the company."Al-Bassam added: "This recognition reflects our steadfast commitment to being an employee-centric organization that listens to their opinions, supports them, and provides them with the tools and opportunities that enable them to succeed and progress. We strive daily to be the first choice for our employees, just as they are our top priority."He concluded: "Once again, we thank Inspiring Workplaces for this inspiring recognition, which reinforces our determination to continue building a stimulating work environment where every individual feels their true worth and contributes effectively to the journey of development and growth."A Corporate Culture Built on Well-being and EmpowermentOoredoo Kuwait's selection among the top five inspiring workplaces in the region is due to several pivotal factors, foremost among them its commitment to creating a work environment that supports well-being, happiness, and participation, considering that a positive culture leads to stronger and more sustainable institutional this context, Al-Bassam emphasized that the team is "the core of everything we do," adding that Ooredoo works to build a culture where every employee feels valued and belongs, which directly reflects on the quality of services provided to customers and on the company's image as an attractive Happiness Is Not an Initiative... But a CultureOmar Al-Bassam also added that "employee happiness and well-being are not just incidental initiatives, but an integral part of the company's corporate culture." He explained that investing in the personal and professional well-being of employees has a multiplied effect on the institution's overall performance, and also contributes to solidifying the company's position as one of the leading digital service providers in Kuwait and the Achievements in Human ResourcesThis recognition from Inspiring Workplaces comes just a few months after Ooredoo Kuwait won the "Best Human Resources in the Telecom Sector in Asia for 2025" award at the Asian Telecom Awards, reflecting the company's upward trajectory in empowering individuals and developing the work are the Inspiring Workplaces Awards?The Inspiring Workplaces Awards are among the most prominent global awards specialized in honoring institutions that make a real difference in the lives of their employees, celebrating positive work culture, influential leadership, and empowerment and well-being awards cover multiple regions around the world, including Europe, Africa, Asia, and North America, and are granted based on a meticulous evaluation of institutional policies and practices, by an independent judging panel that includes global experts in human resources and corporate a More Inspiring Work EnvironmentOoredoo Kuwait believes that employees are the foundation of every achievement and continuously strives to develop an integrated system of programs and initiatives that enhance their loyalty and happiness, starting from training and development, all the way to recognition and psychological and social support. In this context, the company intends to launch a number of new initiatives during 2025, including advanced transformative leadership programs, platforms to enhance internal interaction and communication, in addition to innovative health and well-being initiatives.
Asharq Al-Awsat
18-05-2025
- Business
- Asharq Al-Awsat
How Artificial Intelligence Is Reshaping Saudi Arabia's Labor Market
Artificial intelligence (AI) and emerging technologies are increasingly becoming the cornerstone of Saudi Arabia's future labor market as the Kingdom undergoes rapid digital transformation. While automation is boosting efficiency and productivity, it also underscores the urgent need to reskill the current workforce and prepare younger generations with future-ready skills. The widening gap between traditional education and evolving market demands calls for decisive action. This shift does not signal the disappearance of jobs, but rather their redefinition. Routine tasks are giving way to roles requiring analytical thinking, digital fluency, and creativity. The very nature of employment is transforming from simply executing tasks to managing complex solutions. AI is accelerating this evolution across key sectors including healthcare, manufacturing, and finance, where local case studies show how the technology is cutting costs and improving operational performance. Yet, despite the opportunities AI presents for growth and job creation, significant challenges remain. Chief among them are high adoption costs, underdeveloped infrastructure, and a shortage of qualified professionals. Addressing these issues will require coordinated efforts from the government, private sector, and educational institutions to ensure a balanced digital transformation, one that empowers human potential rather than marginalizing it. Ali Al-Eid, a human resources expert, told Asharq Al-Awsat that digital transformation, future readiness, and awareness of key job skills are now central pillars of Saudi Arabia's national development strategy. While some fear AI may lead to mass job losses, Al-Eid said it will instead reshape existing roles. He expects routine jobs to fade, replaced by positions that demand analytical, digital, and advanced interpersonal skills. Employment will increasingly prioritize flexibility and innovation over years of experience, he added. AI is boosting automation, enabling big data analysis, and improving the speed and accuracy of decision-making, he noted. These changes are reducing waste and enhancing efficiency in sectors like healthcare, logistics, finance, and human resources, where faster decisions and improved outcomes are already evident. He stressed the need for comprehensive strategies that foster innovation, encourage the adoption of new technologies, and ensure a fair transition for workers. This includes investing in reskilling programs and providing social safety nets. According to Al-Eid, the success of future employment initiatives hinges on the private sector's commitment to keeping pace with technological change. Economic policy expert Ahmed Al-Shehri echoed these views, noting that AI is rapidly redrawing the contours of Saudi Arabia's labor market, fueled by Vision 2030's push to diversify the economy and drive innovation. He said AI is automating routine tasks and improving work quality across public and private sectors. Based on global trends, he estimated that between 25 and 30 percent of existing jobs in the Kingdom could be affected by AI by 2030. At the same time, the technology will create new opportunities in high-tech fields and increase productivity by streamlining operations. The oil sector is already seeing tangible benefits. Saudi Aramco, for example, uses AI for predictive maintenance, reducing costs and boosting operational efficiency by up to 20 percent. Al-Shehri added that many educational institutions and stakeholders are prioritizing future skill development to close the gap between conventional education and the needs of a high-tech economy. He said current policies are capable of striking a balance between accelerating technological adoption and preserving existing jobs, thanks to incentives and public-private partnerships, such as those driving mega-projects like NEOM. Tarek Mansour, senior partner at McKinsey, highlighted the findings of recent research by the Future Investment Initiative in collaboration with his firm. According to the study, automation and skill development are key drivers of productivity in the region. It estimated that productivity could grow by 2.7 percent annually by 2030, driven by modern technologies like generative AI, which boosts human creativity in critical sectors such as healthcare and scientific research. Mansour noted that the benefits of digital transformation extend beyond productivity gains. New jobs will be created, and talent shortages in specialized fields, particularly in science, technology, engineering, and mathematics, could be eased. Gulf countries already possess a strong talent pool and can launch large-scale skill-building programs, especially in strategic and technical sectors, to meet evolving labor market demands and improve youth employment prospects, he remarked. Saudi Arabia, he added, has made impressive strides in embracing technology, with a clear focus on AI readiness and the development of digital infrastructure to keep pace with rapid technological change. A 2024 survey conducted for the study found that 56 percent of companies in the Middle East and North Africa are using AI, compared to 85 percent in the European Union and the United States. However, Mansour pointed out that key barriers to adopting advanced technologies include implementation costs, infrastructure limitations, and a lack of skilled workers. In the Middle East, 52 percent of business leaders cited high costs as a major obstacle, while 45 percent pointed to infrastructure challenges.
CBS News
08-05-2025
- Health
- CBS News
HHS to withhold some bonus pay earned by laid-off employees
The Department of Health and Human Services has decided to effectively block the payout of overdue bonuses to many of its laid-off employees, multiple health officials say. The bonuses were tied to high performance by the workers last year, before they were cut from the department. "If the savings from the layoffs were pennies from the HHS budget, this is hundredths of a penny," one current federal health agency employee said of the move. While bonus payments usually go out in April to high-performing federal employees, the department had stalled them from being deposited. Now payouts are scheduled to go out after June 2, under the new decision. This timing prevents the money from being paid out to people who were laid off or took buyouts or early retirement. Most of the workers laid off at the department are still on paid leave under federal policies, ahead of an official "separation" date scheduled for June 2. "We apologize to those of you who were expecting bonuses and truly wish we could have delivered them," human resources officials wrote to the staff of one HHS agency, in an email obtained by CBS News. An appeal sought by some agency officials was "unsuccessful in having it overturned," according to the email. "That's f****d up. They worked hard all last year for those awards," a federal health agency employee said in a message. The decision applies to all agencies and divisions that rely on the department's central human resources office, the Staffing and Recruitment Operations Center, under Health and Human Services Secretary Robert F. Kennedy Jr. This includes laid-off employees of the Substance Abuse and Mental Health Services Administration, as well as a number of standalone offices within the department. A handful of larger agencies where human resources offices are not directly controlled by the department, like at the National Institutes of Health, were able to pay out the bonuses.
