Could the presence of AI pose a challenge to the trend towards value-based company cultures by potentially diminishing the demand for workers?

At From Day One’s Miami conference, Greg Pryor the SVP of learning & outcomes at Guild spoke with Drew Holler, CHRO of Lennar to discuss corporate trends and significant changes in HR. Pryor has over three decades of HR experience, where Holler spent two decades in retail and warehouse operations at Walmart before his current position.

Despite their contrasting backgrounds, both observe and support a continuous shift in human resources. They’ve observed a greater emphasis on fostering an engaging, employee-centric culture for improved business outcomes.

AI as a Tool for Productivity

A report published by Deloitte on human capital trends cites a study revealing that the demand for software and robotics to automate tasks grows by 20% yearly. In 2023, McKinsey & Company published a report on the effects of generative AI in the workforce. It found that frontline workers in lower-wage jobs are 14 times more likely to be forced to change careers.

Holler holds a more optimistic outlook on the increasing use of AI. Besides his observation that Walmart gained more employees despite AI, he believes that AI has the potential to sustain the focus on valuing workers and their experiences as a priority in the pursuit of creating and accomplishing business goals.

“One thing I would say though, is that the tools that are starting to emerge, especially in our space, can finally get us to the point where administrative work gets completed and we can actually pivot our people onto value-added activities.”

Instead of taking away from workers, Holler sees more opportunities to invest in workforce transformation, company culture, and employee management. “I think it can get us to the point as a function where we’re providing real value-added services because a lot of the stuff that we get dragged into can actually go away.”

While agreeing that AI radically transforms the process of administrative work, Pryor added another layer to the discussion, referring to Guild’s internal survey showing that more white men used Chat GPT than any other group. While AI is a productive tool in the workforce, workers of all backgrounds should have access to AI training to reap its benefits.

Holistic Experience: a Modern HR Strategy

Holler’s perspective of AI aligns with his experiences working in companies with cultures that support employee experiences and upward mobility. HR has evolved from traditional talent development strategies to adopting a more comprehensive talent and workforce management approach, with a central focus on enhancing the overall experience of employees and associates.

Similar to how companies strategize customer service that centers on customer experience from the beginning to the end of the transaction, the employee or associate experience involves navigating workers on a journey of upward mobility by offering them support and resources to help them reach their professional goals.

“Instead of just rolling out a talent program that your great talent people have come up with, really take time to listen to your employees,” Holler said. “Create a journey on what you want them to experience and feel and then develop the solutions behind that.”

Using AI for administrative work clears a path for teams to restructure their programs to develop more holistic solutions, like employee success teams, career coaching, and other wellness programs. By providing valuable services to workers, there’s a greater capacity for companies to help their employees achieve personal and professional success, says Holler.

Reframing Career Well-Being

In the age of AI and a continuously changing workplace culture, the enduring trend in modern-day business goals and outcomes is to provide valuable worker benefits and professional experiences. By reimagining traditional strategies to cultivate a more meaningful experience, companies are shifting focus from a purely executive perspective to a more inclusive employee perspective.

“If you do a really good job of listening to your frontline, not just listening to your leaders, they will tell you what they need. Every single time,” Holler said.

Successful companies like Walmart prioritize offering employees a meaningful work experience. Holler recalled Walmart developing programs to help employees obtain college degrees. Lennar, one of the biggest homebuilding companies in America, created a student loan repayment program for employees this year to prioritize the career well-being of their workers.

“I think where we get it wrong is when we listen to leaders more than we listen to our people,” Holler continued. “And when you do that too much, you start to develop things that are disconnected from the frontline, and you no longer serve them. Then you start to have turnover and bad experiences.”

Holler rounds off the discussion by encouraging leaders to make the connection between better modern-day business outcomes and the personal and professional development of their employees. Achieving sustainable success lies a deeper fulfillment for leaders and workers, he says.

“Drew, I want to thank you for your leadership,” Pryor concluded. “Someone who came from the biggest sort of procurement, supply chain delivery in the world, and said: ‘Where am I going to build my career? With all that background? I'm gonna go into people.’”

Editor's note: From Day One thanks our partner, Guild, for sponsoring this thought leadership spotlight. 

Stephanie Reed is a freelance news, marketing, and content writer. Much of her work features small business owners throughout diverse industries. She is passionate about promoting small, ethical, and eco-conscious businesses.