If both employees and leadership think performance reviews are broken, could artificial intelligence be the magic bullet that fixes it? We get answers.

We're taking a quick detour from our AI interview series on The New Way We Work to dig into another big issue when it comes to adapting to change at your job — ageism.

On this week’s episode of The New Way We Work, we explain how both companies and employees should prepare for a fast-paced digital transformation.

Joe Thomas, cofounder and head of product at Loom Atlassian discusses how asynchronous work is a beneficial collaboration approach to modern work.

On the latest episode of The New Way We Work, AI ethicist Dr. Kerry McInerney explains what AI tools job seekers are likely to encounter and how both hiring managers and candidates can work with new technology

Like it or not, artificial intelligence is very likely going to be a part of your workplace reality. In fact, it might be already. And on the next several episodes of The New Way We Work, we're going to explore how AI is already changing our jobs and what we can expect in the future — both the good and the bad. New episodes every other Monday starting February 3rd.

With a history exceeding 50 years, Hot Wheels has proven it has staying power. Rooted in authentic car design and performance, the brand continues to innovate. In this episode, part of the Atlassian-sponsored 'Behind The Teams' series, Roberto Stanichi, executive vice president of Hot Wheels & the global head of vehicles; Ted Wu, head of design; and Subri Kovilmadam, Mattel’s vice president of technology, reveal how Mattel’s culture of collaboration works.

Alabama’s ecosystem of innovation is built on the strength of its entrepreneurs, workforce, policymakers, and community leaders. Leading economic development at HudsonAlpha Institute for Biotechnology, Carter Wells has long worked at the intersection of these stakeholders, fueling innovation, collaboration, and impact across 45 biotech companies in the state. In this custom episode, learn how Carter connects Alabama’s best institutions, organizations, and people behind HudsonAlpha’s mission — and how Alabama creates an ecosystem for this mission to thrive.

For the past five years, Fast Company has published the annual Queer 50, a list of the most influential LGBTQ leaders in business, tech, and beyond. The list is a celebration of queer representation and influence in the highest ranks of business. Honorees include those working on addressing the most relevant topics of our time, including responsible AI, trans rights, healthcare, and the future of work. In this episode, we wanted to hear from some of our Queer 50 honorees about the strengths that enable their best work and what inspires them to work through challenges. To read more detailed profiles of 2024’s Queer 50 honorees, go to fastcompany.com/queer-50.

Our show is based on the premise that work is changing everyday. But there’s a big problem with that: Change is hard, scary . . . and necessary. Now more than ever, as AI is integrated into our jobs, we are asked to adapt to seismic shifts at a much faster rate than in the past. But it’s human nature to resist uncomfortable changes, even if we know it might be for the best. So how can we make these shifts a little easier? Can we train our brains to become more adaptable? Sanam Hafeez is a neuropsychologist who has studied how our brains adapt to change, and she explains how underlying emotions affect our ability to adapt in the workplace.

One in five American workers have signed a noncompete clause in their employment contract, and many likely had no idea what they were agreeing to. Noncompete clauses typically prevent workers from joining competitors for a certain period of time after their employment; and although many people only expect to see those restrictions only in high-level positions, they actually apply to a surprising number of jobs. Low-wage workers in fast-food service, nurses and other healthcare professionals, and even temporary Amazon employees have all found themselves bound by noncompete clauses that make it nearly impossible to find another job. Earlier this spring, the Federal Trade Commission (FTC) banned the use of noncompetes for most workers, prompting legal challenges from business organizations that will continue for many months. But if that ban goes into effect, the FTC believes it could raise wages by as much as $300 million. Evan Starr, an economist and professor of management and organization at the University of Maryland, studies noncompetes and believes the ban would also enable greater innovation, creativity, and entrepreneurship.