Google on Monday introduced a feature in its job search functionality specifically geared toward helping veterans find jobs. Matthew Hudson, a program manager for Google Cloud who previously served in the US Air Force as a civil engineer, announced the news in a blog post:
Starting today, service members can search ‘jobs for veterans’ on Google and then enter their specific military job codes (MOS, AFSC, NEC, etc.) to see relevant civilian jobs that require similar skills to those used in their military roles. We’re also making this capability available to any employer or job board to use on their own property through our Cloud Talent Solution. As of today, service members can enter their military job codes on any career site using Talent Solution, including FedEx Careers, Encompass Health Careers, Siemens Careers, CareerBuilder and Getting Hired.
This is just one of several steps the search giant is taking to support veterans. To help those who start their own businesses, Google will now allow establishments to identify themselves as veteran-owned or led when they pop up on Google Maps or in Google search mobile listings. Additionally, Google.org is giving a $2.5 million grant to the United Service Organizations (USO) to incorporate the Google IT support certificate into their programming. Google first made the certification available outside the company earlier this year through a partnership with Coursera.
McDonald’s announced plans last Wednesday to give $2 million to non-profit organizations working to build skills and improve employability among young people in Chicago, where the fast food giant is headquartered, the Chicago Tribune reported last week:
In Chicago, about $1 million for pre-employment training will be split among Phalanx Family Services, based in West Pullman neighborhood; After School Matters, situated in the Loop; Central States SER, a workforce development nonprofit in Little Village; and Skills for Chicagoland’s Future, which began as a career training program through World Business Chicago with support from Mayor Rahm Emanuel. Those nonprofits, vetted and selected by the International Youth Foundation, McDonald’s partner in the initiative, will teach soft skills like communication, problem solving and anger management.
An additional $1 million will go solely to Skills for Chicagoland’s Future to support a new two-year apprenticeship program at City Colleges of Chicago that will allow students to earn associate degrees in business for restaurant management jobs, the company said. That program is intended to build careers for young people, specifically at McDonald’s.
David Fairhurst, McDonald’s executive vice president and chief people officer, told the Tribune that the company was making this investment in an effort “to be a good neighbor.” McDonald’s moved its headquarters to central Chicago’s West Town neighborhood in 2016, trading its original suburban campus in Oak Brook, Illinois for the former site of Oprah Winfrey’s Harpo Studios.
The initiative announced last week is not the first investment McDonald’s has made this year in workforce development: In March, it expanded its Archways to Opportunity employee education program, increasing the value of the benefit and making it available to employees after just 90 days on the job. The company has committed $150 million to the program over the coming five years.
The US Department of Labor announced last week that it was making available $100 million in “Trade and Economic Transition National Dislocated Worker Grants,” which will fund training and career services programs for workers affected by “major economic dislocations.” These grants will be disbursed to states, outlying areas, local workforce development boards, and other entities, by the department’s Employment and Training Administration, and are meant to address a variety of workforce challenges, including:
- The economic and workforce impacts associated with job loss or employer/industrial reorganization due to trade or automation;
- The loss, significant decline, or major structural change/reorganization of a primary or legacy industry, such as a manufacturing downturn due to technological advances, including impacts on the agricultural industry due to trade or other economic trends;
- Other economic transition or stagnation that may disproportionately impact mature workers, putting them at risk for extended unemployment, lower wages, and underemployment.
Applications for grants are due by September 7, and the administration plans to begin awarding funds by September 30. It will continue to fund qualifying applications in the order they are received until all of the allocated funds are spent.
This is the first major initiative from the Trump administration focused on protecting the workforce from automation-related displacement. Treasury Secretary Steven Mnuchin took criticism last year when he downplayed the potential impact of automation on job loss, arguing that technological displacement would not be an issue for another 50 years or more.
Google and the online learning platform Coursera are launching a five-course machine learning specialization to teach developers how to build machine learning models using the TensorFlow framework, Frederic Lardinois reports at TechCrunch:
The new specialization, called “Machine Learning with TensorFlow on Google Cloud Platform,” has students build real-world machine learning models. It takes them from setting up their environment to learning how to create and sanitize datasets to writing distributed models in TensorFlow, improving the accuracy of those models and tuning them to find the right parameters.
As Google’s Big Data and Machine Learning Tech Lead Lak Lakshmanan told me, his team heard that students and companies really liked the original machine learning course but wanted an option to dig deeper into the material. Students wanted to know not just how to build a basic model but also how to then use it in production in the cloud, for example, or how to build the data pipeline for it and figure out how to tune the parameters to get better results. …
It’s worth noting that these courses expect that you are already a somewhat competent programmer. While it has gotten much easier to start with machine learning thanks to new frameworks like TensorFlow, this is still an advanced skill.
The new series is a continuation of Google’s longstanding partnership with Coursera, through which the tech giant went public with its internal IT support training curriculum earlier this year.
LinkedIn is developing a major new training program to teach its employees about artificial intelligence, which it predicts will be a part of everything they do in the near future, GeekWire’s Nat Levy reported last week:
The AI Academy program will start with classes for engineers, product managers and executives, but the company hopes to expand it so every employee can gain some degree of AI expertise. The first cohort from LinkedIn engineering just started going through the program, but the company is already looking at making the AI Academy part of its onboarding process for all new employees. There are four levels of classes, each one a deeper dive than the last. When participants are done, LinkedIn wants them to have an understanding one of the most important issues in the field: which problems AI can solve and which ones it can’t.
LinkedIn’s Head of Science and Engineering Craig Martell writes in a blog post about the program that AI is “like oxygen—it’s present in every product that we build and in every experience on our platform.” There it has common ground with parent company Microsoft. Like LinkedIn, Microsoft has infused AI into many of its major initiatives, and it offers an online training program for developers.
Microsoft has made huge bets on AI and sought to position itself as a leader in the field, hiring thousands of scarce and expensive AI experts and building AI functionality into its suite of enterprise products—with which LinkedIn is also becoming increasingly integrated. In that context, it’s no surprise to see LinkedIn make AI knowledge a priority for its own workforce: They’re going to need it.
In a recent overview of gamification technologies at Employee Benefit News, John Soat looked at the growing number of ways in which organizations are gamifying HR processes. Soat highlighted three areas in which gamification is most promising: pre-hire assessments for recruiting, training programs for current employees, and encouraging participation in wellbeing initiatives and other benefits programs. Game-like tools are popular and effective because they are fun and engaging, so employees are more likely to use them voluntarily, even outside working hours. This impact on engagement, Soat hears from vendors, is part of the often intangible ROI their clients see from gamification.
This is a trend we’ve been following both here at Talent Daily and in our research at CEB, now Gartner, for several years now. Looking at how various organizations have gamified their processes, we’ve discovered some surprising use cases for this approach and developed a robust understanding of what makes gamification initiatives most likely to succeed.
In the training space, it’s interesting to note that companies aren’t just using gamification for entry level or technical skills. In 2014, we profiled GE’s Experienced Leaders Challenge: a week-long, immersive development session for experienced GE leaders designed to help them develop a leadership mindset aligned to today’s inherently unpredictable business environment. A key part of the program is a simulation that lets leaders practice navigating common challenges and observe the unexpected consequences of their decisions or actions. (CEB Corporate Leadership Council members can check out the full case study here.)
In the wake of the Tax Cuts and Jobs Act passed by the US Congress in December, which slashed the corporate tax rate from 35 percent to 21 percent, some large employers announced that they were raising pay, expanding benefits, or (most commonly) issuing one-time bonuses for their employees with the billions of dollars in savings they would gain from the tax reform package. Critics of these tax cut bonuses say they are a cynical attempt to curry favor with the Trump administration and mask the fact that investors are reaping the lion’s share of the rewards. Most of the windfall is being passed on to shareholders through dividends and stock buybacks, as the Wall Street Journal noted in a recent article noting the impact of the tax cuts on corporate earnings in the first quarter.
Some companies are investing their tax cuts in in employees in a different way. The aerospace manufacturer Boeing, for example, announced in December that it was investing $300 million of its tax savings in employee programs, one third of which would go toward learning and development (its total savings from the tax cuts are expected to be around $400 million a year, the Seattle Times reported in January).
In fact, many organizations are putting part of their tax savings toward learning: Our pulse survey on tax reform at CEB, now Gartner, found that among organizations allotting part of their tax savings to HR, 39 percent were investing in employee training, development, and education—the second most common target for these allotments after pay and benefits. (CEB Total Rewards Leadership Council members can see the full results of that survey here.)