Companies have used HR software for years to screen applicants in the hiring process, but soon AI could do the opposite: selecting which employees to lay off. A recent survey of HR managers found that 98% expect algorithms to assist with job cuts in 2023 — for example, by evaluating employee performance or even their likelihood of quitting.

While AI might take some of the emotional weight out of laying off personnel, it can also make mistakes and replicate human biases, which has some experts worried that businesses could overly rely on it.

In other news, the National Labor Relations Board ruled against requiring nondisparagement clauses for severance pay, so at least we can tweet snarkily about our new AI overlords when they downsize all of us.

Imposter syndrome: Real reasons for feeling fake.

Training programs: How to ensure your lessons stick.

White Lotus: How to (not) treat difficult customers.

For years, DIRECTV for BUSINESS has empowered the restaurant community — not just with world-class entertainment solutions, but also through initiatives such as the DIRECTV MVP Marketing Program, providing establishments with customized merchandise including posters, window clings, banners, and more, plus industry expert advice for business owners.

DIRECTV for BUSINESS isn’t just a vendor for restaurants; they’re a true teammate, improving experiences for diners and workers alike.

That’s why DIRECTV for BUSINESS is announcing a new partnership with the National Restaurant Association and its Educational Foundation, which are together launching the Experience Restaurants Program. It’s a five-year commitment to provide opportunity for people from all backgrounds in communities large and small across the U.S.

The National Restaurant Association Educational Foundation’s programs include high-school career and technical education; financial assistance for restaurant and foodservice degrees; and helping military servicepeople transition their skills to new careers. With DIRECTV for BUSINESS pitching in, the Experience Restaurants Program will create and grow life-changing opportunities for employees — many of whom are the restaurant entrepreneurs of tomorrow.

(Source: Shutterstock)

We all feel self-doubt occasionally, such as right before making a big presentation or when asking for a raise. Some people, however, feel it constantly despite their successes — and imposter syndrome goes even deeper than that.

Bauback Yeganeh Ph.D, a professor at American University’s School of Public Affairs and founder of the leadership consulting firm Everidian, spoke with b. about why lack of confidence is so widespread among high achievers and how to overcome it.

b.: Why would someone in a leadership position — who has proven they can do their job successfully — struggle with self-doubt?

Yeganeh: Leaders’ standards for performance are among the highest in our population. A lot of leaders are either inherently competitive … or link their self-worth to some sort of performance outcome.

Self-doubt, especially imposter syndrome, is very common among executives. Nobody is in these positions for the majority of their [professional] lives. You are not at the top of the chain until you get that job. So there's going to be a transition there, right? It is common for anyone entering a new learning environment to wonder, “Am I going to be good enough?”

If you really want to get at where it comes from, you have to look at evolutionary theory. Many of our worries are … rooted in natural evolution, including fears of inadequacy. If, for example, you’re not good at sharpening hunting tools … you’re not going to provide, you’re not going to be competitive, and you’re not going to survive.

b.: If self-doubt is meant to protect us, could it be an advantage for leaders? Is there a healthy amount?

Yeganeh: It can really vary to degrees of toxicity. Self-doubt is, “I don’t think I’m good enough to do this.” Self-assessment is, “What are my strengths? Where do I have room to grow?”

So, maybe the easiest way to repurpose that energy is to ask a more productive question [that] can shift you into planning and action, and away from worry. … This kind of rumination has gotten you stuck on autopilot in a way that isn’t helpful. If you’re stuck in this evaluative negative mindset, the work is to calm brain activity.

b.: What are the risks of not having any self-doubt? 

Yeganeh: There are a lot of complaints among leadership about younger generations in the workforce who have false positive assessments of their competence. Like, “Why wouldn’t you double-check your work on these reports? Are you so great that you don’t need to review and improve your work before submitting it?”

It comes up all the time. These leaders love when younger employees do well with feedback, embrace the learning process, want to collaborate. They feel frustrated when anyone thinks they can take the lead on anything, which is not always true.

(Source: Shutterstock)

Dr. Eden Kingis a Rice University professor of psychology and former president of the Society for Industrial and Organizational Psychology.

Training plays a huge function in organizations. It’s how we try to help employees learn to use new tools and technologies, effectively work with people from different backgrounds, lead teams, give feedback, and more. 

It may seem counterintuitive, but the best advice is to start with the end in mind. What is it that you want trainees to learn, or what behavior do you hope to change?

You should carefully consider the current state of the organization and your potential trainees relative to that goal. Organizational psychologists call this a needs analysis, which will help you understand the gap between what trainees know and what you want them to know (along with building their confidence and motivation to learn).

If you want trainees to learn leadership skills, for example, make sure you are not focusing on operational tasks. You should also include opportunities for them to practice and reflect.

Finally, you need to analyze what works and what doesn’t in every training program:

• Evaluate trainee reactions with surveys (did they feel it was helpful?) and knowledge-based or behavior-based tests.
• Follow up with trainees later to see if they are transferring what they learned to their actual jobs.
• Make sure the evaluation you do at the end is lined up with the goals you set at the beginning. 

Do you have a business question for the Organizational Psychologist’s Couch? Send it to b.newsletter@business.com and our experts may answer in an upcoming issue.

(Source: HBO)

HBO’s cringe-camp masterpiece The White Lotus portrays the difficult, entitled and arguably narcissistic guests of a luxury resort chain, along with the hotel workers who struggle to appease them. It’s outrageous but not unrealistic: A 2022 study found that hospitality professionals report an abnormally high number of mental health challenges.

This is clearly demonstrated by Season One’s Murray Bartlett’s mustachioed hotel manager, Armond, who is driven to the very edge of sanity. The stress ultimately leads him to defile one impossible-to-please guest’s suitcase. How can managers and team leaders in Armond’s position avoid falling into that nightmare?

Armond tells his staff to “disappear behind [their] masks” and to treat each guest like the “special chosen baby child of the hotel.” But perhaps that’s not the healthiest tact. While a reputation for good customer service is very important, not every customer is always right. In fact, some predatory customers can seriously harm your business.

Cherish your best customers, but deal with your worst by using a healthy combo of empathetic tactics and self-care:

• Lean on your listening skills. Angry customers need to vent, and even though you’re not personally the problem, you can lend an ear. Let them know you understand, repeat their story back to them, and say you’re sorry that the customer is having a bad experience. A “listen > apologize > solve > thank” throughline is effective, but you don’t have to debase yourself or suffer abuse.
• Take the time to decompress after difficult customer encounters, even if just for a few minutes. Taking that stress with you won’t help anyone.
• If you’re in hospitality like Armond, look into nonprofit community mental health resources such as Southern Smoke Foundation, Ben’s Friends, CHOW and Giving Kitchen.

Remember that efficient customer service is better than simply friendly customer service. Whatever you do, keep your frustrations out of their luggage!

• 1938: DuPont introduces nylon toothbrush bristles.
• 1955: Steve Jobs was born. Twenty-one years later, he would cofound Apple.
• 1983: The Dow Jones breached the 1,100 mark, a new high at the time. 

Written by Ali Saleh and Dan Ketchum. Comic by John McNamee.

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