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New research shows which jobs are likely to be most impacted by artificial intelligence, and the results may surprise you. A report from Microsoft, titled, Working with AI: Measuring the Occupational Implications of Generative AI, takes a look at how workers in different fields adopt AI and how it will impact their jobs. Researchers analyzed what activities people used AI for in their jobs, how successful the results were, and what jobs the users had, in order to come up with an “AI applicability score.” The tech giant collected data from 200,000 anonymous and privacy-scrubbed conversations between users and Microsoft Bing Copilot, a publicly available generative AI system, from January to September 2024. What did the research find? The most common work activities people used AI for involved gathering information and writing. When researchers computed an AI applicability score for each occupation, they found “the highest AI applicability scores for knowledge work occupation groups such as computer and mathematical, and office and administrative support, as well as occupations such as sales whose work activities involve providing and communicating information.” Based on the findings, these are the top 10 occupations with the highest AI applicability scores: Interpreters and Translators Historians Passenger Attendants Sales Representatives of Services Writers and Authors Customer Service Representatives CNC Tool Programmers Telephone Operators Ticket Agents and Travel Clerks Broadcast Announcers and Radio DJs The study also looked at the top 10 jobs and occupations least likely to be upended by AI. They are: Phlebotomists Nursing Assistants Hazardous Materials Removal Workers HelpersPainters, Plasterers Embalmers Plant and System Operators Oral and Maxillofacial Surgeons Automotive Glass Installers and Repairers Ship Engineers Tire Repairers and Changers
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ESPN will continue to broadcast the NFL Draft as well as obtain new digital rights for its upcoming direct-to-consumer service. The two agreements were announced Wednesday morning, two hours before the Walt Disney Company announced its third-quarter earnings. It also came after the NFL and ESPN announced a nonbinding agreement Tuesday night in which ESPN will acquire the NFL Network and other league media assets while the NFL gets a 10% equity stake in ESPN. ESPN has aired the NFL Draft since 1980, when the league’s annual selection meeting took place at the New York Sheraton Hotel. Back then, the draft was two days (Tuesday and Wednesday) and took 12 rounds. Next year’s draft will be in Pittsburgh and is expected to attract massive crowds over the three days. The first round has had its own night since 2010. ESPN and ABC will each have their own telecasts of the first three rounds on Thursday and Friday. ABC will simulcast ESPN’s coverage of the final four rounds on Saturday. Besides ESPN’s direct-to-consumer service, Disney+ and Hulu will also stream the ESPN, ABC, and ESPN Deportes feeds under the multi-year agreement. The draft will also continue to be aired on NFL Network. Weve been talking about the draft since last year and how we continue to build on that. ESPN has been a partner in that from day one, bringing, the fans closer to that event and building that event into one of the most popular events on the sporting calendar, which is incredible if you think back a few decades, NFL Commissioner Roger Goodell told The Associated Press. We know that relationship works, and were proud that ESPN is going to continue to be a partner. ESPN will also produce a daily show leading up to the NFL Draft that will begin the day after the Super Bowl. That program will air most days on ESPN2, as well as being available on the direct-to-consumer service. ESPN has also reached a licensing agreement that allows for additional NFL content and interactive features, including stats, fantasy football team performance and legalized sports betting information and tracking. It also allows ESPN to sell and bundle NFL+ Premium, the league’s direct-to-consumer product that includes out-of-market preseason games and replays of full games. There will also be expanded highlight rights for the ESPN direct-to-consumer service and Disney+. This will make the fan experience much stronger. The goal for ESPN when they launch the services is to create something that doesnt exist on linear (television) because the technology enables it,” Disney CEO Bob Iger said to AP. “Weve talked about personalization and personalized SportsCenter and the ability to essentially invent statistics and to tie betting to some of the programming. Joe Reedy, AP sports writer
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E-Commerce
Business leaders have always had to be attentive to small but important shifts within the workplace that may affect employee performancetroubling trends that have increased since the pandemic. Now theres another problematic development for leaders to monitor. In addition to rising burnout, disengagement, and intentional idleness from quiet quitting, researchers have identified a new office condition theyre calling quiet cracking. According to learning management system company TalentLMS, quiet cracking is situated somewhere between burnout, suffered by some ambitious but overloaded workers, and the quiet quitters who are actively slacking their way out of jobs they no longer want. Instead, people quietly cracking gradually become mired in feeling both unappreciated by managers and closed off from career advancement while doing work they otherwise like. The resulting unhappiness and frustration slowly builds until demotivated employees have to force themselves through the workday, causing their attention and productivity to drop. Quiet cracking is the erosion of workplace satisfaction from within, according to a recent TalentLMS survey on the new threat to worker happiness and employer staffing stability and effectiveness. Unlike burnout, it doesnt always manifest in exhaustion. Unlike quiet quitting, it doesnt show up in performance metrics immediately. But it is just as dangerous. The reason, the study said, is that a large portion of the workforce is already experiencing the persistent feeling of workplace unhappiness that leads to disengagement, poor performance, and an increased desire to quit that quiet crackers deal with. TalentLMSs survey of 1,000 U.S. employees found 54% saying theyd experienced one or several aspects of quiet cracking recently, with 20% saying theyd frequently or constantly battled these challenges. Despite its rising prevalence and widespread effects, quiet cracking is tougher for employers to notice, because it develops gradually. Employees generally dont recognize initial dissatisfactions or frustrations as anything more significant than passing gripesuntil theyve become too deep and ingrained to shrug off. At that point, workers generally keep their problems to themselves while they start spinning their wheels doing jobs theyre losing interest in yet stick with, fearing it will be too difficult to find a new one. Though they come to work on time each day and try to complete tasks as best they can, the malaise sufferers feel generally undermines their effectiveness. That creates another form of disengagement that a recent Gallup study said costs global businesses $8.8 trillion annually in lost productivity. Is there any good news as quiet cracking emerges as another challenge to the workplace? TalentLMS says there is, with survey replies from people suffering from it offering ideas on how companies can prevent or remedy it. Respondents typically said they didnt feel bosses appreciate them, dont listen or notice them, and arent providing any paths for advancing in their work and careers. Addressing those complaints is an obvious way to keep them from morphing into quiet cracking. To do that, TalentLMS advises employers double down on learning and development and adopt the view that training is more than a skill-building toolits a confidence booster.Respondents who experienced quiet cracking said theyd received less direction and instruction at work in the prior year. The analysis portion of the survey urges companies to provide workers structured, ongoing learning paths. Businesses can also encourage staff to define some of the themes and content of those programs themselves, and not only have leaders make those programs available but also create time on the job that people can use to pursue them. TalentLMS also urges employers to train managers who tend to shape company culture to regularly seek out feedback from employees. When possible, those consultations should be conducted in one-on-one meetings to allow staff to express their concerns more freelyespecially those contributing to any quiet cracking underway. Finally, the study recommends publicly recognizing employee work and achievements as a low-cost, high-impact method for boosting workplace morale and self-esteem. That appreciation shouldnt be pro forma or forced, but can respond to even relatively routine efforts that nevertheless benefit the companys activities. Those measures to address quiet cracking may seem like even more effort for employers already trying to minimize the instances and effects of burnout, disengagement, and other workplace challenges. But TalentLMS says constructive responses will be worth it in terms of staff satisfaction and productivity.Quiet cracking isnt just a well-being issueits a business issue, the study concludes. When employees quietly crack, they take productivity, creativity, and loyalty with them. Addressing quiet cracking doesnt require overhauling your entire strategybut it does require listening, acting, and investing. By Bruce Crumley This article originally appeared in Fast Companys sister publication, Inc. Inc. is the voice of the American entrepreneur. We inspire, inform, and document the most fascinating people in business: the risk-takers, the innovators, and the ultra-driven go-getters that represent the most dynamic force in the American economy.
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