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AI can enable fake job applicants. How do recruiters protect themselves?

May 8, 2025 admin Leave a comment

By: Jen A. Miller

While most job seekers are using artificial intelligence tools for basic help, like assistance writing a cover letter, some may be using the technology to forge documents and create fake resumes, said RJ Frasca, vice president of channels and partnerships at Shield Screening.

One way companies are combating dangerous applications is by fighting fire with fire and using AI in screening platforms to sort out who might be using the technology for less scrupulous reasons. As job candidates are “using more AI to get through filters, [hiring managers] are using more AI to fight those filters,” he said.

Here’s what hiring managers need to know.

The AI-enabled candidate problem

AI, especially for younger candidates who may be taught how to use generative AI in high school and college, has become part of the job-seeking process. That use is typically harmless, said Joe Jones, director of research and insights for the International Association of Privacy Professionals, a nonprofit that defines, promotes and improves privacy and AI-related professions.

“They’re trawling various databases and networks to see what’s available,” said Jones. Others are using it “in a way to generate content to support their application,” like responding to questions, uploading resumes and creating a cover letter template.

Generative AI starts to become a problem when it’s used not as a tool, but the “be all and end all” of the job hunting process, he said, with candidates solely relying on AI to fully write cover letters and resumes that are not personalized, or providing responses to questions that don’t actually answer what is being asked.

Deepfake technology, which also relies on AI, has only gotten more convincing. According to a report from finance software provider Medius, just over half (53%) of businesses in the U.S. and U.K. have been targets of a financial scam powered by deepfake technology, with 43% falling victim to such attacks.

HR professionals might not think this is their problem, but hiring is a potential entry point for criminals, as they can put themselves onto hiring platforms and steal company software, install malware, or worse.

At the end of 2024, for example, threat intelligence and incident response firm Mandiant warned that North Korea-backed remote IT workers had infiltrated “dozens” of Fortune 100 companies through deepfaked video interviews and stolen personally identifiable information.

Fighting fire with fire

But AI can help recruiters defend themselves against bad actors, too. Candidate uses AI to make a fake diploma? “There’s a flip side of that, where AI is being used to dig deeper and verify” whatever documents or information candidates are presenting, said Frasca.

AI can also be used to verify a candidates’ identity, by doing a live screen of their face and comparing it to a government ID database, he added.

On video calls, AI can be used to detect when the person you’re talking to isn’t really there, or an altered version of someone else. AI can spot patterns “that are more prevalent in deepfakes than in human cases,” said Jones, like eye contact and voice intonations. “There’s all sorts of analysis on the presentation of a person” that can be detected.

But companies shouldn’t just add an AI program or deepfake detector to their platforms, set it and forget it. “The technology’s capabilities need quite a bit of human oversight,” said Frasca, especially if companies are using it for more than just detecting potential fraud, but to sort through candidates and applications.

HR departments using AI also need to make sure that “bias doesn’t creep in when the AI is being used,” said Jones. An AI could make inferences in gender, race or other protected characteristics. It could, for example, scan a resume and assume the applicant is a woman, and make inferences about the candidate from that determination. “Bias can creep in — or more than creep,” he said.

Notably, job seekers are also wary of employers that rely on AI tools for the hiring process; around 3 in 5 job hunters surveyed by Express Employment Professionals and Harris Poll said they would consider not applying to companies that rely on generative AI.

And while legislation around AI is still in its infancy, existing laws on things like privacy, copyright and IP are being applied to it, which HR managers should be mindful of. “In the context of AI, privacy laws, quality laws, and nondiscrimination laws still apply,” Jones said.

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RTO is going poorly. How can HR smooth the process?

May 8, 2025 admin Leave a comment

By: Kathryn Moody

When the federal government began its mass effort to return all employees to the office, it immediately garnered headlines for its chaos — not because of protest or pushback, but because of offices without Wi-Fi, lights or toilet paper.

That botched return highlighted a problem that may feel familiar to HR pros managing their own companies’ potential readjustments to office life: figuring out (or perhaps remembering) how to make office use effective, efficient and even a draw for workers.

“The office is built for humans,” Andrew Farah, CEO at Density, a tech firm focused on measuring office occupancy, told HR Dive. “We have very little idea how humans use offices.”

Employees, understandably, have nonnegotiables when it comes to work space, Janet Pogue McLaurin, global director of workplace research at Gensler, an architecture and design company, said. Sometimes, even those are not being met.

“A workplace that doesn’t work isn’t a work place,” she emphasized in an interview with HR Dive.

So what makes office space into a workplace?

Get the basics down.

When mandating a return to office, it may help to think small at first. How small?

Don’t forget badge access, for example, Farah said, so people can get into the office with ease. Make sure the office internet is ready for the bandwidth that will be required if more people will be sharing the same space, too.

“You have to conduct a workplace readiness audit,” Michelle Mikesell, chief people officer of G&A Partners, an HR services provider, told HR Dive. That includes providing workers with everything they might need, such as ensuring each workspace has docking stations, enough monitors, and adequate desk space.

Regular office attendees can be assigned a space. For everyone else, leaders must ensure there is hoteling or hotseat space, Mikesell said.

Farah also emphasized the importance of this. “Either make sure everyone has an assignment, or make sure your designated share space remains that way,” he said. Otherwise, people may feel like “‘I’m forced to be here, and there’s nowhere to sit,’” he added.

Many young workers and new graduates may be coming into an office environment for the very first time, Farah said, so they might not have an idea how to get their badge, computer or internet access. Have processes to enable all of these things, he added.

Space is at a premium. Use it wisely.

Actually useful physical space is also a basic requirement, but it is one that can trip employers up depending on how employees are encouraged to use that space.

“Beware the trap of having many [employees] come back but not enough,” Farah said. In other words, don’t be a remote company using the office for remote-only work; this leads to workers camping in rooms for meeting calls, he said. “Beware the conclusion that you have run out of space when you haven’t.”

The team at Gensler sought to understand the difference between offices that had been remodeled since the pandemic and those that had not undergone any changes, and they “saw some clear differences,” Pogue McLaurin said.

One of the largest issues they found was simple: The space sometimes doesn’t fit the work people are doing.

“People really want to come to the office to get their work done,” Pogue McLaurin said. “We’ve been asking for four years what the purpose of the office is,” and that is what employees tell them, she continued.

What spaces are people avoiding? What spaces are being used sideways to their actual intention? Employers can repurpose space accordingly, she explained.

Front-line managers and execs both need to be on board — and coming in.

As far as enabling a successful RTO, “the most important team is the exec team,” Farah said. They will likely be responsible for delegating RTO issues to the proper teams and also set the tone for everyone else.

Unfortunately, execs may act in ways that make it seem they won’t adhere to the rules they set. Many CFOs and other top executives, for example, make deals upon hiring that make it so they aren’t required to relocate, CFO Dive recently reported.

“You can’t say, ‘Do as I say, not as I do,’” Farah said. “You cannot do that and mandate a return.”

On the opposite end, front-line managers need to be empowered to help their direct reports while in the office, Mikesell said. When a worker needs help, “the first person someone is going to go to is their direct manager,” she noted. “Have manager training and support, and have those resources available.”

Her team also provides re-onboarding for those who have been remote for a long time, which includes teaching people how to access the tools they may need on-site and equipping managers to answer those questions, she added.

Policy matters.

Once a physical space is ready and leaders are fully briefed, HR can lead the charge on establishing office policy that includes aspects like expected core hours and commute considerations.

Density, for example, uses a “common hours” policy. Everyone is expected to be available in the office between 10 a.m. and 3 p.m. Initially, such a restriction may turn people off, “but practically, they really like it,” Farah said. Workers know they can schedule an in-person meeting with someone at a certain time, even if it constrains flexibility.

But even with such restrictions, a shared structure can help managers set clear boundaries — and let people be adults, he added. If someone needs to leave early for family reasons, for example, then teams can still work within the constraints to enable that.

Everything must be tied back to an organization’s goals for RTO, Mikesell reminded. “If you want to be more successful, you have to be purposeful about the time spent in the office,” she said. Are people expected to hold meetings and brainstorm together in the office? Then align those expectations with the policy and set clear guidelines, she added.

The policy can be simple and practical, Farah said — but don’t mandate RTO without one. Many companies are still “waiting to figure it out,” he continued. “Then it just turns into rumors.”

Make it worth their while.

Pogue McLaurin suggested that staff should be encouraged not to plan “excessive Zoom calls,” but instead create space for conversations to take place — because that is the main reason people want to be in the office in the first place, Gensler research found.

When the team asked what were the most important ways of working in an office, they were surprised by what they found, Pogue McLaurin said. “Scheduled team meetings came to the top,” she explained. But the next three were all forms of conversation — including impromptu chats between co-workers meeting face-to-face.

To better facilitate that, Gensler schedules all meetings to start with natural buffer time — for example, to start five minutes after the hour and end five minutes until the hour — to create those “moments that matter.”

Above all, make a return to office “worth their while,” Mikesell said.

“What are you doing that [requires] asking them to come back into the office?” she continued. “Be purposeful.”

And be aware that any shift in expectations around office presence may create strife.

“Companies don’t like to say this,” Farah explained, but conflict around RTO is likely inevitable. “Companies should say to their teams: For about 80% of things, the stuff that we are deciding to do is good for both [of us]. For about 20%, our interests diverge.”

That includes a mandated return to the office. What is good for a team might be at odds with the personal freedom that remote and distributed work once provided, he said.

“Our job is to do what is in the best interest of the team, not just the individuals,” Farah said. “You just want to be intellectually honest that this is one of those things.”

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AI-Driven Business Transformation: Will You Fade Away Or Forge The Future?

April 28, 2025 admin Leave a comment

In the next five years, businesses will leverage AI to drive transformation or risk being left behind. The accelerating shift toward AI-powered services is happening now. The question for leaders is not whether AI will reshape business but whether they will lead the change or fade into irrelevance.

The Evolution Of Labor: From Historical Systems To AI

Throughout history, evolving labor structures have shaped economic progress. From the labor systems of ancient civilizations and the Roman Empire to medieval serfdom, from the challenging conditions factory workers faced during the Industrial Revolution to the global outsourcing trends of the 20th century, businesses have continually adapted to maximize efficiency and productivity.

Today, AI represents the next major shift in this progression. Companies that adopt AI-driven automation will position themselves for success, while those relying solely on traditional labor-intensive models may struggle to remain competitive.

Evolving From Support To Strategy

The rise of AI is undeniable. A March 2025 McKinsey report found that 71% of surveyed organizations regularly used GenAI in at least one business function. Yet AI adoption remains uneven across industries. A February 2024 MIT Sloan article noted that only 12% of surveyed companies in the manufacturing, information services and healthcare sectors had successfully implemented AI, while sectors like construction and retail lagged at just 4%.

While many organizations still treat AI as a tool to improve operational efficiency, it’s clear that AI is far more than that—it’s a core component of a winning business strategy.

The Pitfall Of Basic AI Adoption: Installing AI Is Not the Same As Transformation

Many companies believe that simply deploying ChatGPT, Microsoft Copilot or another AI tool means they have achieved AI transformation. The initial implementation of basic AI is just the beginning. The value lies in developing custom AI solutions designed specifically for a business’s needs. Companies may face challenges in making full use of the potential of AI if they do not develop a strategy that encompasses more than the use of generic AI tools.

A prime example of an advanced AI-driven system is the enterprise knowledge assistant (EKA) guide, which shows a clear path for organizations to optimize their AI adoption beyond simple integration. However, while this step is the simplest second action after installing AI tools, it is often overlooked.

The Five Levels Of AI Maturity

Imagine you’re walking through the different stages of AI maturity in a business. It all starts with simple automation and moves toward complete autonomy.

• Level 1: AI is reactive—it just follows set rules. Think of things like spam filters or old-school chess-playing programs like Deep Blue. It doesn’t learn or adapt; it’s simply responding to predetermined commands.

• Level 2: AI begins to learn and adapt. It improves over time, like recommendation systems on Netflix or Spotify or even self-driving car algorithms. Here, AI gets smarter and assists with tasks but still requires human oversight and fine-tuning.

• Level 3: AI understands context and can solve problems autonomously. Examples include advanced virtual assistants or AI-powered legal or medical advisors.

• Level 4: AI becomes self-aware, capable of making independent decisions, planning and adapting to new situations without human intervention.

• Level 5: We reach organizational AI, where AI operates entire systems, managing large-scale networks of processes. At this level, AI can run a corporation or even oversee global systems, making high-level decisions with minimal human oversight.

Best Starting Projects With Significant Impact

In my experience, one of the most effective ways to leverage AI is by targeting practical use cases that can make an immediate impact. For example, think about a CNC machine stopping unexpectedly during a shift. It used to be a huge productivity loss, but an AI-powered intelligent troubleshooting assistant can analyze machine data, identify issues and guide technicians to fix the problem within 35 minutes. This drastically reduces downtime.

I’ve seen AI-powered sales assistants analyze customer needs, quickly match them with the right products and provide rapid responses. By using natural language processing, these assistants can understand complex procurement requests and speed up the entire sales cycle. This results in improved conversion rates, better forecasting and more effective upselling and cross-selling.

Another valuable area is EKAs. They centralize institutional knowledge and make it accessible, saving time that would otherwise be spent searching through endless emails and documents.

AI Implementation Best Practices

1. Set clear objectives. Ensure AI aligns with your strategy—improve workflows, quality or client relations.

2. Ensure data quality. Success depends on clean, organized and up-to-date data.

3. Invest in training. Equip your team with the skills to leverage AI effectively.

4. Start small. Test with pilot projects before scaling.

5. Measure and refine. Regularly monitor performance and adjust as needed.

6. Prioritize integration. Choose AI tools that seamlessly integrate with existing systems.

The Verdict: Will You Forge The Future Or Fade Away?

The next five years will define the winners and losers of the AI revolution. Businesses must choose: Will they integrate AI at the core of their operations and become pioneers of the next industrial transformation, or will they remain stagnant, struggling to maintain outdated models until they become irrelevant?

AI-driven business transformation is not a trend—it’s an inevitability. The companies that recognize this and act decisively will not only survive but redefine the future of business itself.

The question remains: Will you fade away, or will you forge the future?

ByBoris Kontsevoi, Forbes Councils Member.

for Forbes Technology Council

Apr 24, 2025, 07:45am EDT

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Apps Can Help You Create an Organized Schedule

March 11, 2020 admin Leave a comment

MANAGE YOUR TIME WITH AN APP….THERE’S NO TIME FOR A NAP…

Apps Can Help You Create an Organized Schedule

In today’s fast-paced digital world, you can never be too organized. Tasks large and small pile up so quickly at work, and for many of us at home as well, that we can get stressed out just thinking about what’s on the plate.

That stress comes out in numerous ways — you miss a task assigned by your boss, neglect to complete a project on time or forget to pick your child up from practice. Next thing you know, you’ve become suffocated by an avalanche of “to-dos.”

If you have little time to devote to organization…

When all you have is a few minutes each morning to organize your day, a basic to-do list is the right way to go. Simple and straightforward, you can plan and modify the tasks you need to complete for the day without taking up too much time. There are stellar apps out there, like Wunderlist, Todoist, Any.do and Pocket Lists – all with great features to help you stay on task.

A to-do list will help you move through assignments more fluidly. Prioritizing tasks for the day or the week will help you meet deadlines as you flow through your list. By breaking your responsibilities down into manageable chunks, these apps can also help reduce the stress that comes with living such busy lives.

If you’re often double-booked or easily distracted…

Many of us still live in the nightmare of manually coordinating our schedules with work, family, and other responsibilities. If you often come close to double-booking your life, apps like Google Calendar and TimeDriver are great ways to keep your schedule clean and simple.

Likewise, we often have more time than we think we do. For instance, how many times do you find yourself reading emails, getting distracted by an informal meeting and then forgetting to answer them later? When a deadline sneaks up on you, is it because you’re overwhelmed with work, or because you spend a few hours a day on Buzzfeed? You may be unorganized because you are all over the place in the digital world. To use your time more effectively, check out tools like RescueTime, which records how much time you spend on your computer, from actual work to shopping online to watching cats play pianos on YouTube.

If you’re more into visual lists that are easily modified…

The Kanban organizational style might be right up your alley. With Kanban tools you can organize projects into buckets. Your buckets can be any stage of the project, from a whole series of processes or smaller subtasks that mark your overall progress. Trello and Google Keep are great examples of Kanban. They’re visually appealing, letting tactile users move items around. You can set deadlines and reminders, share with others and link up with your calendar. Not only can this improve the efficiency of your organization, it might also help you spot bottlenecks in your system.

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How Interconnectivity Could Change The Future Of Cloud And Your Business

January 30, 2020 admin Leave a comment

A look at the possibilities — and warnings — of connected public clouds.

It’s a multi-cloud world, but recent alliances and initiatives are changing the way we live in it.

More than just a list of cloud vendors your company uses, multi-cloud is a strategy. Roughly 86% of enterprises are invested in that strategy today, according to a recent Forrester survey, and it plots out exactly how an enterprise uses multiple cloud providers to make business happen.

Motivations to go multi-cloud are plenty. Some companies want to balance risk against putting all their workload eggs in one basket. If one cloud provider goes down, redundancy with another can help a business avoid the threat of downtime. Other businesses, still, embrace multi-cloud for spot-on use cases and specific services offered by different platforms.

But that’s where things can get complicated — and expensive. The more cloud services a company taps into, the more complex it becomes to manage. Poor multi-cloud management is notorious for wasting money and creating silos.

What’s more: each cloud service provider has its own configuration nuances and interfaces. Integration across clouds requires depth and breadth of expertise you don’t often find within a single human being. So, multi-cloud companies are left with two options: find the elusive cloud unicorn or grow your team with already hard-to-find cloud computing talent.

How much does a cloud weigh on enterprises?

Frustrated with the heft of figuring out the right multi-cloud approach, some companies have started moving workloads from public cloud back to on-premises storage or on-site/private-cloud hybrid models. Cloud repatriation (as it’s known), however, isn’t interrupting the $214.3B cloud market.

But it’s a sign that enterprises are eager to find easier ways to navigate their clouds. Good news for them: the top cloud service providers are listening.

In early 2019, Google announced Anthos, a single managed service that enables enterprises to deploy, manage and run workloads using a common user interface across on-premises servers and third-party clouds, including AWS and Microsoft Azure (a.k.a. Google Cloud’s biggest competitors).

Anthos enables applications to run across clouds, unmodified — which means admins and developers don’t need to become experts at every cloud environment (that helps mitigate the talent-side sticking point of multi-cloud strategy).

The value in creating an environment that lets businesses move workloads and run applications from cloud to cloud isn’t simply about convenience. Interoperability is ripe with opportunity.

Microsoft made its overture to meet cloud clients where they are a few months later, announcing an interconnectivity alliance. Microsoft Azure and Oracle connected their clouds over a direct network connection.

Joint customers can migrate applications and data seamlessly between the two public clouds without rearchitecting what they’ve already built nor posting losses against their existing cloud investments. Interoperability between these two cloud giants means enterprises can run databases on Azure or Oracle Cloud infrastructure, and connect services, like Azure analytics and Oracle autonomous database, without rethinking their multi-cloud strategy.

The shapes of connected clouds to come.

Innovations and partnerships, like Google, Microsoft and Oracle, aren’t simply taking the pain out of “lift and shift.” The potential in connected-cloud alliances is changing the way enterprises and providers think about the purpose of public cloud.

Beyond pure cloud logistics, interconnectivity could change the way enterprises plot their multi-cloud strategies. Forget planning and parsing which environment supports each use case. Interconnectivity can transform the way enterprises use cloud with technologies like service mesh, portability and microservices.

Could the dream of simple portability in the cloud come true with increased interconnectivity? Portability (which implies that you can move workloads and run applications cloud to cloud, like from an AWS environment to Microsoft Azure) seems to be front-and-center with this year’s rising cloud projects.

Alongside its Oracle alliance, Microsoft is also pursuing the portability dream with other partners. Microsoft, SAP and Adobe joined forces in 2019 to start the Open Data Initiative, a partnership to create a single data model for customer data that’s portable between platforms.

By standardizing the data structure and improving portability, the initiative could make it easier for enterprises to do much more with customer data, like activate machine learning and AI. Locked into a CRM vendor, like Salesforce, enterprises are often stuck with the capabilities of their provider. (Although Salesforce hasn’t exactly been a slouch in the acquisition market.)

Still, keep your eye on the dark clouds.

Portability isn’t without its price. With any connected services, especially when data changes hands, security will always be a risk. The Open Data Initiative is still young, but will need to get clear on who’s responsible for protecting that data, too.

The idea of connected clouds isn’t without its security biases, either. Enterprises still struggle with getting cloud initiatives off the ground due to internal security biases — with cloud or specific providers. Despite opportunities inherent in connected clouds and services, the connected companies will need to create a foundation of strong security practices to get over the existing stigma of business data floating in the clouds.

As we imagine public clouds coming together, it’s important to wonder, too: what happens if all public clouds are interconnected?
Alliances, like Microsoft and Oracle, provide interoperability for joint customers and promise a level of portability multi-cloud users dream of. Consider what happens if those alliances become mergers and acquisitions, and a race to own a greater share of the worldwide market — and its data. Who would own what, and how could anyone else ever compete? Only the future in the cloud will tell.

The future of your multi-cloud strategy.

How might interconnectivity and the possibility of cross-cloud services change the way your business thinks about multi-cloud?

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Best Jobs For The Near Future

December 24, 2019 admin Leave a comment

When contemplating your career plans, focus not only on the kind of work that fits you well now but also on what offers a path to the best jobs of the future. “Sounds reasonable,” you say, “but what specific positions should I focus on?”

Many are technical in nature. Ever-advancing technology opens up a wide variety of new and evolved roles, so many of the most promising professions require knowing and staying up to date with the latest digital innovations.

However, not all jobs that are currently seeing growth (or projected to grow in the foreseeable future) necessitate being an all-around tech wiz. Some involve keeping up only with software and hardware relevant to your duties — which is a best practice in the digital age no matter what you do for a living.

Employers will depend on their employees to make strategic, informed decisions using data collected by artificial intelligence and analytics, while keeping a pulse on industry trends and their customers’ needs and wants.

But the necessary aptitudes don’t stop with knowing and following technology. For example, interpersonal skills are important now — and will be even more crucial in coming years, putting positions with an emphasis on project or people management and empathy in high demand.

Here are 12 of the jobs our data show as having some of the greatest long-term potential, including their salaries:

Mobile Applications Developer

Mobile development continues to generate traction across industries. And as more businesses rely on mobile technology to reach customers, demand for mobile applications developers will continue to increase. These professionals are in the driver’s seat when it comes to designing and recommending enhancements to smartphone- and tablet-based software. They work on new deployments, app coding, testing and debugging. The midpoint salary, or median national salary, for a mobile app developer is $146,500, and the outlook is bright.

Data Architect

While the collection of data can be automated, the ability to translate, analyze and make business recommendations based off that data is in high demand from employers. As the Internet of Things (IoT) grows and more devices and sensors become interconnected, the volume of available data is only going to expand. To help manage and derive value from it, businesses need skilled data architects who can translate information into specific database solutions.

Data architects need analytical and creative skills, plus in-depth knowledge of data systems and database methodology. They need to communicate effectively, plan and coordinate data resources, and translate business requirements into database solutions. Familiarity with Oracle, Microsoft SQL servers and other systems — like Unix, Linux, Solaris and Microsoft Windows — is essential. Data architect jobs are plentiful across the nation, and start at a national midpoint salary of $141,250.

Compliance Manager

Working under the direction of the compliance director, a compliance manager in the legal field supervises the development of risk controls and oversees the efforts of the compliance administration team to implement internal procedures, processes and programs. People seeking this career should have a post-secondary degree and seven-plus years of compliance and audit experience in a relevant field. Due to frequently changing regulatory mandates and increasingly strict enforcement, the practice area is expected to continue to grow.

Compliance managers are in high demand in the legal profession, especially those who possess strong leadership and organizational abilities, as well as analytical and interpersonal skills. Candidates with seven to nine years of experience can expect average starting salaries around a midpoint of $97,250.

Business Intelligence Analyst

Companies have embraced the use of big data analysis, which has increased their activities in data mining and reporting. As a result, the need for business intelligence analysts has grown exponentially. This job involves turning raw data into actionable insights and developing reporting solutions that work across the organization. People who succeed in this role have solid analytical, troubleshooting and problem-solving skills, along with proficiency with using business intelligence and data mining tools, as well as Excel pivot tables, to analyze data. An education in finance, business or information systems is typically required. Relaying results and making recommendations to senior management necessitates high-level communication skills.

The current midpoint salary for a senior business intelligence analyst is $97,000, but due to the high demand for the role, employers may be willing to pay more. And candidates with additional qualifications, such as the CPA certification or specific industry expertise, stand to earn even higher pay.

UX Designer

UX designers are responsible for how a product or website feels. Their job is to zero in on users’ underlying emotional and functional needs and help create an enjoyable digital experience based on those discoveries. UX designers conduct usability testing and consult with clients to understand their goals and intentions.

The growth of mobile and web development leads to continued demand for this role. Today, the midpoint salary for a UX designer is $96,250 — and it’s likely to rise in the future.

Marketing Analytics Manager

Marketing analytics managers are in high demand across the country. These professionals are responsible for providing data-driven insights to various stakeholders and leveraging information from marketing automation and customer relationship management software, and other business intelligence tools. Strong analytical reasoning and collaboration skills are important, as marketing analytics managers often work with various partners and departments, like IT, operations, sales and marketing, to improve processes and meet business goals. The midpoint salary is $96,000.

Systems Analyst

Systems analysts help business and IT teams find technical solutions to business problems. They play a central role in the planning and execution of projects, and they may serve as a liaison between IT and end users. Duties include analyzing hardware and software issues, writing and maintaining systems documentation, and translating user and system requirements into functional technical specifications.

Hiring for systems analysts is projected to increase 9 percent by 2028 (based on levels initially from 2018), according to the U.S. Bureau of Labor Statistics, largely because of the rapid adoption of cloud computing and the rising use of IT services in the healthcare field. Currently, systems analysts earn a midpoint salary of $95,500.

UI Designer

Working with UX designers and development teams, UI designers shape and build a product or website’s wireframe. Their goal is to make sure every touchpoint that users come across in their interaction with a product is intuitive and conforms to the team’s overall vision. With strong visual design skills, coding expertise and an understanding of website layout best practices, UI designers are key players for creating interactive experiences with customers. And as more companies focus on improving the customer experience, job prospects for this position grow stronger. The midpoint salary is $80,000.

Business Analyst

Business analysts bridge the gap between business and IT. They determine business unit needs and plan, implement and improve business information systems across multiple departments, ensuring business data and reporting needs are met. Companies hire for this role when they want to act on business intelligence and make data-driven decisions. People with experience in financial analysis, data flow analysis and project management are strong candidates.

These jobs are in high demand, and it can be difficult to fill these positions across industries. Previously considered a subset of general business skills, business analytics is a field with space to build a lucrative career thanks to explosive growth since it came into its own. Business analysts with one to three years of experience can expect to earn a midpoint starting salary around $71,000.

Litigation Support/eDiscovery Analyst

Litigation is a high-growth practice area, driving demand for lawyers and paralegals with litigation support and eDiscovery backgrounds.

Employers typically seek litigation support/eDiscovery analysts with a juris doctor or bachelor’s degree and proficiency in the latest industry software. Strong project management abilities, attention to detail and interpersonal skills are needed to support litigation matters and liaise with external firms and service providers. The midpoint salary for a candidate with one to two years of experience is $65,250. Hiring for this position should increase as law firms and companies focus on keeping pace with technological advancements, federal rulings and new regulations.

Member Services/Enrollment Manager

In the healthcare field, member services managers are responsible for quality assurance. They supervise other customer service staff, who answer inquiries from providers and members about coverage, claims, benefits and other issues.

Stellar communication and leadership skills are a must, as well as the ability to maintain confidentiality. The midpoint salary for member services/enrollment managers is $57,000.

Executive Assistant

An executive assistant supports senior leaders by doing everything from managing calendars and scheduling meetings to preparing reports and helping coordinate key projects. Companies look for job candidates with strong soft skills, expertise in Microsoft Office and project management experience. Resourcefulness, problem-solving abilities and discretion are also essential. The midpoint salary for an executive assistant role is $55,500.