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AI Familiarity and Creative Problem-Solving: Standing Out in a Changing Workforce

AI Familiarity and Creative Problem-Solving: Standing Out in a Changing Workforce

By Deo MwanoThere’s no escaping the headlines about AI and its impact on the workforce. Some argue that AI is here to enhance human work rather than replace it. Others point to industries already seeing workforce reductions as AI tools improve efficiency. At DMC, we’ve noticed a clear shift across many white-collar jobs.AI tools have accelerated the execution of tasks that once required hours of manual work. As a result, some industries are cutting hiring budgets, while encouraging managers and directors to increase AI adoption. In larger organizations, employees are now expected to demonstrate how they’re using AI to solve problems before asking for more headcount.Human + AI: The Partnership That MattersFor now, AI cannot function without human input. Systems need people to prompt them, guide processes, and provide direction. As time progresses and workflows are mapped, AI will take on more of the process—but the need for human creativity and problem-solving will remain.This is where employees can stand out. Those who treat AI as an extension of their creativity—using it to ideate faster, prototype ideas, automate repetitive tasks, and solve problems more efficiently—will become invaluable assets.Why You Can’t Be Passive About AIIt would be naïve to assume your job is safe without adapting. To stay relevant, you should:Research tools in your industry. Explore what’s out there, experiment with them, and identify real use cases.Show the value. Demonstrate how these tools can streamline processes, reduce costs, and improve outcomes.Stay informed. Regularly read about new AI developments and trends so you’re always ahead of the curve.Connect AI to business goals. The real differentiator isn’t just using AI—it’s applying it to your organization’s biggest pain points and aligning it with the bottom line.Employers are searching for solutions that cut costs, improve efficiency, and drive revenue. If you can show how AI helps achieve those outcomes, you’ll position yourself as a key contributor.Moving ForwardAI is not a passing trend—it’s here to stay, and it will continue to disrupt the workforce in profound ways. To remain competitive, you must dedicate time and resources to learning, experimenting, and integrating AI into your daily responsibilities.Those who embrace AI as a creative problem-solving partner won’t just survive the workforce evolution—they’ll lead it. The DMC Workforce Success Team has more than 20 years combined experience and provides sustainable solutions to the complex social issues that affect large, medium or small businesses. Building authentic relationships is at the heart of DMC’s work, developing trust and honesty with employees to get to the root of issues and include them in the design of solutions.
Performance Improvement Plans That Actually Improve Performance

Performance Improvement Plans That Actually Improve Performance

By Deo MwanoAt DMC, we work with many organizational leaders who consult with us on issues related to employee experience, culture, and workforce climate. Managing employees comes with many challenges, especially around discipline, accountability, and reinforcing critical objectives and expectations. One area that often creates friction is the Performance Improvement Plan (PIP).PIPs are difficult to execute effectively. In our work, we frequently discuss not only the intent behind a PIP but also whether it clearly articulates the areas of improvement with demonstrative examples. For an employee to truly understand what is expected, the PIP must move beyond conceptual language and provide practical, actionable guidance.The Purpose and Drivers Behind PIPsTo be candid, many PIPs are influenced by different organizational drivers. Sometimes they serve as an HR protocol leading to eventual termination. Other times, they are genuinely designed to help an employee improve and reestablish their effectiveness within the organization.When consulting with managers, we often ask: “What do you want the outcome of this PIP to be?” The answer to that question should drive how the PIP is written. A strong PIP includes specific examples of the behaviors and results that leadership wants to see from the employee.The Challenge With Many PIPsUnfortunately, many of the PIPs we encounter lack tangible outcomes. They are often filled with HR jargon and vague concepts that leave room for interpretation. A PIP written in this way is essentially ineffective—it shifts the burden onto the employee to ask clarifying questions.The problem? Most employees receiving a PIP do not feel comfortable asking for clarity. As a result, the PIP fails to support improvement and instead becomes a procedural document that sets the stage for separation.What Effective PIPs Should ContainFor a PIP to be useful, HR, managers, or learning and development staff must review the draft and ensure that it:Provides clarity. Each item should be written as a specific, demonstrable behavior or action.Uses practical language. Replace abstract HR jargon with clear, everyday terms.Includes supportive resources. Pair expectations with tools, training, coaching, or mentoring that will help the employee succeed.When we review PIPs, we often ask managers: “What does this statement look like in action?” Their verbal explanation usually captures exactly what should be written into the PIP.The Timing ProblemWe also see cases where a PIP is used only as an HR protocol to justify termination—at which point, it’s too late. By then, the employee has missed earlier opportunities for feedback, coaching, and guidance.Leaders should provide continuous feedback and support long before a formal PIP is introduced. This gives employees a fair chance to learn, adjust, and demonstrate they can meet the expectations of their role. The responsibility for improvement lies with both the employer (to provide clarity and resources) and the employee (to take ownership of growth and performance).Practical Tips for ManagersTest the clarity of the PIP. Share the draft with a trusted colleague and ask if the descriptions are clear and actionable.Keep it concise. Focus on the major performance gaps at the top of the document so employees are not overwhelmed.Pair with support. Ensure the employee has the resources—training, coaching, or mentoring—needed to succeed.Final ThoughtsA PIP should be a tool for growth, not just a procedural step. When written with clarity, guidance, and supportive resources, it can help employees improve and contribute meaningfully. When it lacks those elements, it risks damaging culture, lowering morale, and ultimately becoming a missed opportunity for both the employee and the organization. The DMC Workforce Success Team has more than 20 years combined experience and provides sustainable solutions to the complex social issues that affect large, medium or small businesses. Building authentic relationships is at the heart of DMC’s work, developing trust and honesty with employees to get to the root of issues and include them in the design of solutions.
Beyond the Buzzwords: Making Mission Real for the People Who Power It

Beyond the Buzzwords: Making Mission Real for the People Who Power It

By Andrea BruneauDo you know how your team would answer this question?“If our team disappeared for a week, what part of the mission would go unmet?”If the answer isn’t clear—to them or to you—that’s a signal that your team may be missing the vital connection between purpose and practice. Organizations spend significant time and money crafting mission statements and strategic plans, yet many employees still feel disconnected from what really matters. In fact, only 58% of employees believe senior leaders provide clear direction, and just 56% feel their voices are heard, according to a July 2025 report from Training Magazine.When leaders hold tightly to vision and values but don’t bring their teams along, the result isn’t just a communication gap—it’s a missed opportunity to align motivation with performance. The issue isn’t a lack of care—it’s a lack of clarity. Leaders often struggle to translate vision into the day-to-day reality of their teams. That’s where authentic engagement comes in.Authentic Engagement Authentic engagement isn’t about having an open-door policy or sharing inspirational quotes. It’s about showing up with clarity and consistency . It means helping employees:Understand how their work connects to something largerFeel seen and supported by their managerKnow that their input shapes the futureTangible Actions Leaders Can TakeRealignment doesn’t require a reorg or rebrand—it requires everyday leadership behaviors that make mission and meaning visible and real.Here’s how leaders can ensure employees understand the bigger picture and how it connects to their role:1. Repeat the Vision—Often, and in ContextOpen team meetings with a reminder of how current work ties into the mission.Share real stories that illustrate the mission in action.Use consistent language and accessible phrasing to reinforce key messages.2. Cascade Priorities into Team-Level GoalsTranslate company strategy into team goals during planning sessions.Help employees set personal goals that directly map to those priorities.Visualize how tasks connect to organizational strategy.3. Lead Purpose-Driven 1:1sAsk questions like:“Which part of our mission feels most real to you right now?”“How do you see your work contributing to what we’re building?”Encourage two-way dialogue that explores purpose, not just progress.4. Close the Loop on Strategy ShiftsShare the "why" behind changes, not just the "what."Involve teams in interpreting what shifts mean for their day-to-day work.Collect and act on employee feedback to maintain alignment.5. Recognize Aligned Behavior (Not Just Results)Spotlight behaviors that reflect core values.Reinforce how specific actions support the mission.Embed recognition rituals into meetings or internal channels.6. Make Work and Impact TransparentUse simple tools to show how team tasks ladder up to big-picture goals.Highlight completed work in weekly recaps and connect them to strategic outcomes.7. Train Managers as Culture TranslatorsProvide practical tools like coaching prompts and alignment guides.Measure and develop their ability to engage teams with clarity and purpose.Reinforce that every manager is a messenger of mission and culture.The Bottom LineThe greatest threat to engagement isn’t apathy—it’s disconnection. When employees can’t see how their daily efforts connect to the mission, you don’t just lose productivity. You lose momentum, morale, and meaning. Leaders who consistently communicate mission and reinforce values in practice—not just in presentations—build stronger, more resilient teams.  The DMC Workforce Success Team has more than 20 years combined experience and provides sustainable solutions to the complex social issues that affect large, medium or small businesses. Building authentic relationships is at the heart of DMC’s work, developing trust and honesty with employees to get to the root of issues and include them in the design of solutions.
The Real Summer Productivity Problem Isn’t Laziness—It’s Blurred Boundaries

The Real Summer Productivity Problem Isn’t Laziness—It’s Blurred Boundaries

Summer’s here—and so is the managerial panic. Sunshine and PTO requests can feel like red flags to leaders bracing for a productivity dip. Fearing “quiet vacationing” (relaxing while on the clock), many respond by tightening control. But here’s the twist: while productivity does dip during summer, the issue isn’t laziness—it’s a workplace culture that blurs the line between work and rest, leading to burnout and partial engagement both at work and on personal time.Here’s what the data tells us:Employees aren’t using their PTO: 78% don’t use all their time off—often due to guilt, workload pressure, or fear of appearing uncommitted.When they do use PTO, employees are still working: 86% check emails from their boss while on vacation, and over half take work-related calls.It turns out “quiet vacationing” is actually quiet burnout. Checking out while “on the clock” and avoiding PTO altogether is a response to the perceived risks of taking time off. It is less about slacking, and more about navigating a workplace culture that punishes time away.If you want to protect performance this summer, don’t double down on control. Build a culture that actively supports time off—through trust, clarity, and systems that make unplugging possible. By addressing the cultural and logistical barriers to taking time off employees can fully unplug. When they come back ready to perform, the payoff isn’t just rest—it’s better results. 1. Set the ExampleAs a leader, what you do speaks volumes over what you say. Take and respect your own time off. Modeling healthy boundaries and prioritizing rest gives your team permission to do the same without guilt or fear. Show that it’s possible to deliver high-quality work and also value downtime. What This Looks Like in Practice:Set clear out-of-office messages and unplug during PTO.Share your vacation plans and model boundary-setting.Avoid contacting your team while out.Protect focus time and deliver results without overworking.2. Respond Supportively to Time Off RequestsIf taking PTO feels like a burden or risk, employees won’t use it. Normalize these conversations and respond with encouragement to show that rest is respected, not resented.What This Looks Like in Practice:Respond positively to PTO requests without guilt-tripping.Plan collaboratively to ensure smooth transitions.Avoid calling time off “bad timing.”Celebrate proactive time-off planning.3. Set Clear Expectations for CoverageFear of returning to a pile of work and chaos is a primary barrier to taking PTO. When systems are in place to manage workloads during absences, employees feel safer stepping away—and returning ready to contribute. Make time off a system, not a secret.What This Looks Like in Practice:Assign point people to cover key responsibilities.Cross-train to avoid single points of failure.Keep shared documentation updated for smooth handoffs.Schedule major deadlines around known PTO windows.4. Draw a Bright Line Between PTO and WorkTime off should mean off. Make it clear that full disconnection is expected and supported.What This Looks Like in Practice:Praise those who fully unplug and plan ahead.Never contact team members during their PTO.Avoid rewarding “always available” behavior.5. Focus on Outcomes, Not OpticsShift your focus to results. When employees know they’re being evaluated on performance—not presence—they’re more likely to take needed breaks and deliver better work.What This Looks Like in Practice:Define clear goals, timelines, and deliverables.Resist monitoring digital presence.Offer flexibility as long as outcomes are met.Use check-ins to support progress, not track attendance.Bottom LineSummer doesn’t have to mean slipping performance—it can be a season of renewal. But only if leaders stop equating presence with productivity and start building a culture where rest is respected, systems support it, and people are empowered to recharge without fear. When that happens, employees come back better—and so does the work. The DMC Workforce Success Team has more than 20 years combined experience and provides sustainable solutions to the complex social issues that affect large, medium or small businesses. Building authentic relationships is at the heart of DMC’s work, developing trust and honesty with employees to get to the root of issues and include them in the design of solutions.
Succession Planning and Professional Development: A Strategic Imperative for All Organizations

Succession Planning and Professional Development: A Strategic Imperative for All Organizations

71% of employees report satisfaction with employer-provided upskilling/reskilling programs, and companies with strong learning cultures see 30–50% higher retention teamshares.com+10aiirconsulting.com+10economictimes.indiatimes.com+10wecreateproblems.com+6talentlms.com+6sumtotalsystems.com+6Whether your organization is large, medium, or small, having a succession plan is not just a best practice—it's a necessity. Succession planning ensures business continuity, nurtures internal talent, and empowers employees to take on greater responsibilities. This article explores both leadership responsibilities and employee strategies in building a thriving, opportunity-rich workplace.Why Succession Planning MattersSuccession planning is the proactive process of preparing internal talent to move into critical roles over time. Organizations that approach this strategically—by allocating time and resources for employees to learn, grow, and apply new skills—tend to outperform others in employee retention and satisfaction.When employees are given opportunities to develop and be challenged, they are more likely to stay and excel. A well-executed succession plan aligns talent development with organizational goals and makes future transitions smoother and more sustainable.Challenges in Diverse Work EnvironmentsAt DMC, we’ve partnered with organizations that face complex internal dynamics—ranging from unionized and non-unionized teams to hourly and salaried roles. These differences can make it more difficult to implement succession planning without concerns of favoritism or contract violations, especially when employees are in similar classifications.Additionally, the daily demands of operations—whether monthly reports or quarterly objectives—often prevent leaders from looking ahead. As a result, many organizations wait until the last minute to fill critical roles, often hiring externally. This can leave internal employees feeling overlooked and demotivated—especially when they’re the ones training the new hire.The Employer’s Role: Strategy, Transparency, and DevelopmentTo lead successful succession planning efforts, employers must:Define the skills and mindsets required for leadership roles.Evaluate internal talent to identify both capabilities and gaps.Create personalized development plans based on these insights.Transparency is critical. Communicate clearly about:Which behaviors, attitudes, and leadership approaches are needed.What learning paths or training opportunities are available.What performance markers define success for future roles.Too often, employers highlight technical skill requirements but ignore soft skills, approach, or mindset. Employees who demonstrate the right leadership behaviors—such as initiative, collaboration, and resilience—are often the ones organically positioned for growth. Don't leave that to chance; name and nurture those behaviors.The Employee’s Role: Mindset, Alignment, and InitiativeFor employees, growth isn’t just about hard skills. It’s about:AttitudeCommunication styleEnergy and work ethicWillingness to go the extra mileAlignment with what matters most to the organizationIf you're not sure what your leadership values—ask. At DMC, we often coach employees who are working hard on tasks they personally care about but are misaligned with the company’s priorities. These employees often feel frustrated when they're not recognized or promoted.Success comes when you align your efforts with your employer’s key priorities. Be proactive. Seek clarity on what matters most in your role and what it takes to move forward. Show that you're invested in the bigger picture.Real-World Inspiration: Learning from LeadersRecently, I listened to a powerful podcast featuring the CFO of Meta and a co-founder of Stripe. The Meta CFO shared how, early in her career, an executive recognized her potential and encouraged her to pursue a path that could lead to the CFO role. Today, she is one of the youngest CFOs at a Fortune 500 company—leading finance at one of the most successful companies in the world.The lesson? Succession planning and professional development are real, impactful strategies—not just for executives, but for employees at every level.👉 You can listen to the podcast here: https://www.youtube.com/watch?v=z6PHZJLo2SkFinal ThoughtsFor succession planning to work, both employers and employees must take initiative:Employers must be transparent, strategic, and supportive.Employees must be self-aware, curious, and aligned with the organization's mission.At DMC, we believe in co-creating environments where everyone has the tools and clarity to grow. If your organization is ready to take succession planning seriously, we're here to help.Upskilling & Reskilling: Additional Resources71% of employees report satisfaction with employer-provided upskilling/reskilling programs, and companies with strong learning cultures see 30–50% higher retention teamshares.com+10aiirconsulting.com+10economictimes.indiatimes.com+10wecreateproblems.com+6talentlms.com+6sumtotalsystems.com+6.52% of U.S. workers participated in an upskilling program over the past year (Gallup) nikolaroza.com.94% of business leaders expect employees will need new skills on the job by 2026 nikolaroza.com+1sumtotalsystems.com+1.McKinsey reports 42% of employees want upskilling opportunities; interest is highest among younger and underrepresented groups (e.g., 63% of 18–24, 54% of Black respondents) mckinsey.com.More than 70% of employers plan to offer upskilling and reskilling to their workforce by 2025 learning.linkedin.com+9sumtotalsystems.com+9shrm.org+9.60%+ of workers need training before 2027 and only half currently have access to adequate programs imocha.io. The DMC Workforce Success Team has more than 20 years combined experience and provides sustainable solutions to the complex social issues that affect large, medium or small businesses. Building authentic relationships is at the heart of DMC’s work, developing trust and honesty with employees to get to the root of issues and include them in the design of solutions.
The Real Summer Productivity Problem Isn’t Laziness—It’s Blurred Boundaries

The Real Summer Productivity Problem Isn’t Laziness—It’s Blurred Boundaries

Summer’s here—and so is the managerial panic. Sunshine and PTO requests can feel like red flags to leaders bracing for a productivity dip. Fearing “quiet vacationing” (relaxing while on the clock), many respond by tightening control. But here’s the twist: while productivity does dip during summer, the issue isn’t laziness—it’s a workplace culture that blurs the line between work and rest, leading to burnout and partial engagement both at work and on personal time.Here’s what the data tells us:Employees aren’t using their PTO: 78% don’t use all their time off—often due to guilt, workload pressure, or fear of appearing uncommitted.When they do use PTO, employees are still working: 86% check emails from their boss while on vacation, and over half take work-related calls.It turns out “quiet vacationing” is actually quiet burnout. Checking out while “on the clock” and avoiding PTO altogether is a response to the perceived risks of taking time off. It is less about slacking, and more about navigating a workplace culture that punishes time away.If you want to protect performance this summer, don’t double down on control. Build a culture that actively supports time off—through trust, clarity, and systems that make unplugging possible. By addressing the cultural and logistical barriers to taking time off employees can fully unplug. When they come back ready to perform, the payoff isn’t just rest—it’s better results. 1. Set the ExampleAs a leader, what you do speaks volumes over what you say. Take and respect your own time off. Modeling healthy boundaries and prioritizing rest gives your team permission to do the same without guilt or fear. Show that it’s possible to deliver high-quality work and also value downtime. What This Looks Like in Practice:Set clear out-of-office messages and unplug during PTO.Share your vacation plans and model boundary-setting.Avoid contacting your team while out.Protect focus time and deliver results without overworking.2. Respond Supportively to Time Off RequestsIf taking PTO feels like a burden or risk, employees won’t use it. Normalize these conversations and respond with encouragement to show that rest is respected, not resented.What This Looks Like in Practice:Respond positively to PTO requests without guilt-tripping.Plan collaboratively to ensure smooth transitions.Avoid calling time off “bad timing.”Celebrate proactive time-off planning.3. Set Clear Expectations for CoverageFear of returning to a pile of work and chaos is a primary barrier to taking PTO. When systems are in place to manage workloads during absences, employees feel safer stepping away—and returning ready to contribute. Make time off a system, not a secret.What This Looks Like in Practice:Assign point people to cover key responsibilities.Cross-train to avoid single points of failure.Keep shared documentation updated for smooth handoffs.Schedule major deadlines around known PTO windows.4. Draw a Bright Line Between PTO and WorkTime off should mean off. Make it clear that full disconnection is expected and supported.What This Looks Like in Practice:Praise those who fully unplug and plan ahead.Never contact team members during their PTO.Avoid rewarding “always available” behavior.5. Focus on Outcomes, Not OpticsShift your focus to results. When employees know they’re being evaluated on performance—not presence—they’re more likely to take needed breaks and deliver better work.What This Looks Like in Practice:Define clear goals, timelines, and deliverables.Resist monitoring digital presence.Offer flexibility as long as outcomes are met.Use check-ins to support progress, not track attendance.Bottom LineSummer doesn’t have to mean slipping performance—it can be a season of renewal. But only if leaders stop equating presence with productivity and start building a culture where rest is respected, systems support it, and people are empowered to recharge without fear. When that happens, employees come back better—and so does the work. The DMC Workforce Success Team has more than 20 years combined experience and provides sustainable solutions to the complex social issues that affect large, medium or small businesses. Building authentic relationships is at the heart of DMC’s work, developing trust and honesty with employees to get to the root of issues and include them in the design of solutions.