It’s no secret that the last several years have left us all reeling as we adapt to new ways of working and living. After spending so much time apart, we must be more intentional than ever about building and fostering connections and relationships with our family, friends, and work colleagues.Now, as we continue to emerge from the shadows of the pandemic, which has reshaped the way we work by blurring the boundaries between personal and professional lives, the importance of building connections in the workplace has become more apparent than ever before.Here are five simple, yet effective ways you can build connections at work and beyond:1. Be AuthenticWhat makes someone stand out from the crowd? It's authenticity. Authenticity is the secret sauce that adds flavor to your connections, making them compelling and long-lasting. Dare to be your true self, for authenticity attracts like-minded individuals and paves the way for honest conversations and shared experiences. Embrace your quirks, passions, and idiosyncrasies. It's genuine connections that stand the test of time.2. Promote TrustTrust is the foundation upon which robust relationships are built. Trust, like a delicate plant, requires nurturing and care to flourish. Take the time to actively listen to your colleagues, offer a helping hand, and follow through on your commitments. When trust blooms, the work environment can truly grow. Trust ensures people feel comfortable sharing ideas, collaborating, and seeking guidance and help, leading to increased creativity and productivity.3. Invest in the Power of Small GesturesChances are you’ve heard the old adage, “It's the little things that matter.” In the realm of workplace connections, this couldn't be more appropriate. Small gestures have the power to brighten someone's day, create a ripple effect of positivity, and nurture camaraderie. A thoughtful note, a sincere compliment, or a simple act of kindness can leave an indelible mark, making someone feel valued and appreciated. Don't underestimate the impact of those seemingly insignificant gestures—they possess the power to transform workplace dynamics. Nothing is trivial when it comes to kindness.4. Seek Common GroundImagine working alongside a colleague who shares your passion for movies, sports, cooking, reading, thrifting, or any other of the endless possibilities of leisurely pursuits. Connecting over shared interests can bridge the gap between professional and personal spheres, creating an organic bond that extends beyond the confines of the office. Take the initiative to explore common ground, whether through team-building activities, after-work outings, or even casual conversations during the day. By nurturing connections beyond the office, you'll unlock a treasure trove of shared experiences that contribute to a vibrant and cohesive work culture.5. Embrace Diversity and InclusionIn today's diverse workplace, fostering connections means celebrating and embracing our differences. Just as we advised embracing authenticity, by fostering an inclusive environment where diverse voices are not only heard but valued, we unlock the full potential of our teams. Embrace diversity by actively seeking out different opinions, engaging in open dialogue, and promoting an atmosphere of respect and understanding.In the post-pandemic world, building connections is an essential ingredient for success and well-being and goes a long way in helping peoplethrive at work. It enables us to overcome challenges, collaborate effectively, and support one another in times of uncertainty. When we prioritize connections, we unlock the potential for collective growth, resilience, and long-term personal and professional success.
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The Power of Genuine Connections: Building Stronger Bonds in the Workplace
25 July 2023 -
In Healthcare and Life Sciences, Competition Is Everywhere – But So Is Opportunity
3 July 2023 When it comes to competing for top talent, healthcare and life sciences companies face myriad challenges. One challenge is the pressing need for IT and data professionals, which are common in all sectors—as ManpowerGroup’s Q2 2023 Employment Outlook Survey demonstrates. To take just one example, healthcare and life science companies are leveraging artificial intelligence and machine learning (AI/ML) in many applications, such as the development and patenting of new drugs and the improvement of consumer portals that play a vital role in telemedicine treatment. The challenge here is that, as Chief Human Resource Officers (CHROs) are sorely aware, nearly all businesses in all industries are also eager to hire AI/ML skills. The competition is fierce.Other challenges are more industry-specific. In healthcare and life sciences today, including pharmaceuticals and medical device makers, divestiture and spinoffs are common. Pharmaceutical companies are exploring divestitures of non-core business units— think of this as a shift from Big Pharma to Focused Pharma. In some cases, it is easier for the large pharma clients to invest and buy research than it can be to do it themselves. Along similar lines, multiple healthcare giants are spinning out their consumer-focused health organizations. Notable examples include Kenvue and Haleon, which until recently were the respective consumer divisions of J&J and GSK.The great news about all these spinoff companies is increased focus and job creation. The challenge, for their CHROs and other leaders, is that these jobs need to be filled! The newly created businesses must start from scratch in creating an employer brand, anchored on a distinctive corporate culture that attracts and retains top candidates. And once again, the high-level skills required are in demand in every industry and every region.In fact, if there’s one point I find myself advising most often to clients and other business leaders, it’s this: recalibrate your sense of who the competition is. Whether you’re looking for your next AI genius or production worker, you’ll need to think outside the industry box. Those AI developers have attractive offers from the finance, automotive and aerospace sectors. And the production candidates? In their minds, manufacturing and packing your masks or drugs may be little different than making cardboard boxes, or picking and packing consumer electronic products or widgets. Their skills are in demand, and you need a compelling narrative if you are to land and retain them. Indeed, you’ll need more than a narrative—in spite of layoffs of high-skill staff at tech firms, competition means prospective employees are looking for, and getting, very attractive compensation. One trend I see in Millennial and Gen Z workers is greater willingness to change employers for a bump in salary. Make no mistake: these professionals whose skills you need so badly will jump ship for a $5,000 raise. You need to know the landscape, have a compelling employer value proposition —and be prepared to compete.Grow your own talent During a recent trip to Japan, I was able to study that nation’s hiring and retention practices, many of which other regions would do well to explore. For example, Japanese businesses are truly committed to growing their own talent. Companies are constantly scouting universities for employees; the battle for students with sought-after skills is intense! Japanese businesses know that hiring workers straight out of university is an excellent way to instill the corporate culture in receptive minds.That nation’s employers also genuinely believe in continuously upskilling and reskilling these employees. I can’t stress enough the wisdom of this approach; it helps CHROs address several of the big-picture trends from our World of Work industry outlook: Upskilling/reskilling helps current employees fully leverage emerging technologies, a key factor for healthcare and life sciences firms committed to digital transformation. As telemedicine continues to grow, upskilling/reskilling offers a growth path for the current workforce, and has the potential to reduce burnout and turnover. With the global supply chain under pressure, scaled upskilling/reskilling is needed to ensure newer manufacturing workers are properly trained in Good Manufacturing Practice, safety and regulatory compliance. Reading the room As I’ve noted, many of the most sought-after employees for healthcare and life sciences companies are Millennials or Gen Zers. In addition to competitive pay, these workers have a unique set of values and priorities that CHROs, hiring managers, and organizations must cater to if they are to compete.These generations have a well-documented set of values and priorities that are changing the very nature of corporate employment. In recent research, we found that today’s workers value flexibility, managers who are supportive coaches rather than taskmasters, and a team they like and trust. Work/life balance and mental wellness, not scaling the corporate ladder, are their watchwords.These traits are true across geographies and genders, but it’s important to note that women represent 70% of the global healthcare workforce, so businesses must offer a differentiated Employer Value Proposition to attract and retain them.Today’s workers also seek employers whose values align with their own. They want to feel they’re having a positive impact and working for an organization that they believe is a “force for good.” This is a powerful tool for CHROs in the healthcare and life sciences industries—which, after all, are by definition contributing to a better world.With this, one way to compete is to ensure that your corporate values align with prospective employees’ in the environmental, social and governance arena. ESG is of growing importance to the people you’re seeking to attract. At ManpowerGroup, we’re proud to be in tune with this shift in consumer values. It shows in our commitment to Net Zero, and we put our values into practice every day—such as during the planning of a recent international meeting with a key customer, when it was deemed wasteful to fly five representatives in for a single (important!) presentation; in the end, a pair of us flew while the rest of the team attended via Microsoft Teams. Women in the workforce is also a trait that we align with well in Healthcare and Life Sciences as we have committed to having 50% women in leadership by 2025.I believe this is an example of the detail-oriented thinking that’s required of life sciences and healthcare leaders seeking to compete for a finite pool of talent.The Healthcare and Life Sciences Industries are in constant shift, the ability to know the current trends- for both companies and those they seek to employee is critical to compete.About the Author Amanda Stelle is a Vice President and General Manager of Global Sales at ManpowerGroup, a global leader in workforce solutions and human resources services. She leads the Healthcare and Life Sciences vertical globally, bringing thought leadership as well as innovative and customized solutions that help clients adapt to the rapidly changing world of work and war for talent. Prior to her current role, Amanda was a Vice President of Client Solutions at ManpowerGroup Talent Solutions, where she was responsible for MSP strategic sales, innovation, solution design, market intelligence, and leading the sales team in North America. She also held various leadership roles at Mindlance and Yoh, a Day & Zimmermann Company, where she managed branch operations, P&L, sales revenue, customer relationships, and business development. Amanda holds a bachelor’s degree in communications from the University of Kansas. She is passionate about creating value for clients and candidates through workforce insights, best practices, and innovative solutions. She is also an active member of several industry associations and networks, such as Staffing Industry Analysts (SIA) and Women in Technology International (WITI). Amanda lives in the Kansas City Metropolitan Area with her dog, Cooper and has two grown children. She enjoys traveling, volunteering, reading and lake time in her spare time.
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The IT Skills Crunch: Time to Get Creative
2 June 2023 Finding talent is a challenge in a time of economic uncertainty, but leaders are finding ways to do it.Anybody who reads the business news is reminded almost daily that the world’s largest technology firms continue to lay off employees in large numbers, but that doesn’t mean the market for good information technology workers is softening.Far from it—ManpowerGroup research shows the opposite is true. Earlier this year, we surveyed nearly 39,000 employers in 41 countries around the world. The findings were surprising. Even in a sluggish (at best) global economy, consider: 77% of employers across industries say they are still struggling to find the skilled talent they need. This figure is a 17-year high and actually increased 2% vs. 2022. The IT sector is still struggling with talent scarcity; 78% of IT employers reported they were still struggling to find the skilled talent they need. Employers across industries reported IT and data skills were the most difficult to find, with 27% reporting difficulty finding candidates with these skills. Hiring demand in IT remains strong. The Net Employment Outlook—the net of employers looking to hire vs. those planning layoffs—remained positive at 34% and was the highest of any industry vertical. CHROs, hiring managers, and IT departments worldwide don’t need to see the numbers; they’re reminded every day that identifying, recruiting, interviewing, and hiring vital tech employees is a massive challenge. In our IT World of Work 2023 Outlook, we identify seven key trends driving IT innovation and examine the effect these trends, briefly noted here, will have on the workforce: Digital transformation is accelerating in every industry. Artificial intelligence in its many forms (machine learning, large language libraries, chat, etc.) has exploded in ways the world is just beginning to grasp. AI in 2023 is what the internet was in 1993—with more far-reaching challenges and benefits The Internet of Things, already well established, will continue to grow at an exponential pace. Software development is being revolutionized by AI/ML and other factors, demanding increased attention to quality assurance talent. Enterprises will continue to move to the cloud, impacting businesses of all sizes in all industries. Security, security, security—it will become more important, and more difficult to staff, than ever. Automation and robotics skills will be vital as businesses seek to accomplish rote tasks via digital machines. With businesses needing to find talent in all these areas, it’s no surprise that many now view the entire globe as the marketplace; 55% of our survey respondents say they’re willing to hire outside their borders, with a particular focus on IT and communications. But this raises a fresh set of challenges. In the remote/hybrid ”gold rush” for talent, we’ve seen a big increase in “fake candidates.” These are people who lack IT skills but create impressive resumes. When it comes time for an interview, they may have a proxy feed them correct answers, or even stand in for them. Then these fake candidate become “real” employees and part of a large team that an end-client pays for. In my view, this is a significant problem that demands a solution. Reasons for hope So what are we seeing? I’ve laid out some major challenges, but don’t be daunted! While the statistics may look formidable, CHROs and hiring managers cannot and should not throw in the towel. Rather, they need to get creative, finding imaginative ways to fill their own talent pipeline. In my meetings with businesses of all sizes, I’ve seen some amazing solutions. Here are some reasons to roll up your sleeves and remain hopeful: Tech layoff jiu-jitsu. In this martial art, skilled competitors exploit their opponent’s body weight and momentum to their own advantage. As behemoth tech companies continue to shed the employees they hoarded back in the glory days of 2019, use the trend in your favor, welcoming these skilled professionals to your staff. Typically, young workers in the technology field set their sights on the Metas, the Googles, the Apples. But as those brand-name firms reduce headcount and freeze hiring, more talent becomes available to businesses that may be in less glamorous industries—but are great employers offering stability, flexible working conditions and interesting IT work. Tear up paper ceilings. In today’s environment, employers are getting more creative about hiring—and are doing more due diligence, often using the very big-data skillsets that are so challenging to find. The days of simply hiring by degrees and credentials are over. In IT, creative hiring often takes the form of looking beyond degrees to skills and traits. I recently spoke with a senior executive whose assistant had upskilled into a cybersecurity position within the company. The employee had no background in security, or even IT, but the savvy employer identified skills (both hard and soft) that could be used to fill a key position. Partnerships work. At ManpowerGroup, we advise clients to use a multipronged, fluid talent strategy: Build (grow your own talent), Buy (hire as necessary), Borrow (cultivate third-party communities of talent), and Bridge (help employees grow into new roles with active, long-term up-skilling and re-skilling programs). In that third category of borrowing, we see many creative partnerships in IT—large enterprises partnering with technology specialists to ensure they have the skills they need. IBM and SAP are one example as they team-up to help with cloud implementations; Verizon and Cisco, too, are partnering. These are not your father’s outsourcing deals, but rather side-by-side working arrangements intended to focus in-demand tech skills where they’re needed most. The IT skills crunch is very real, and it’s not going away anytime soon. But resourceful CHROs are finding creative solutions that will help their businesses not only access the skills they need, but snare competitive advantage by standing out in their industry. About the AuthorCarolyn Balkin is a Vice President and General Manager at ManpowerGroup, a global leader in workforce solutions and human resources services. She oversees the global sales strategy and operations for the IT industry, helping clients navigate the rapidly changing world of work and talent. She has over 10 years of experience in the staffing and consulting sector, with a focus on delivering innovative and customized solutions for complex business challenges.Prior to joining ManpowerGroup in 2016, Carolyn was a Global Senior Director of Commercial Services at FIS Global, a leading provider of technology solutions for the financial services industry. She led a team of sales professionals across North America, Europe, and Asia-Pacific, driving revenue growth and customer satisfaction. She also held various leadership roles at Experis and Manpower, where she managed strategic accounts and developed new business opportunities.Carolyn holds a bachelor’s degree in accounting from St. Bonaventure University. She is passionate about empowering people and organizations to achieve their full potential through learning, development, and career advancement. She is also an active member of several industry associations and networks, such as Women in Technology International (WITI) and the Society for Information Management (SIM). Carolyn lives in Buffalo, NY with her husband and two children. She enjoys traveling, reading, and skiing in her spare time.
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IT World of Work 2023 Outlook
23 May 2023 This ManpowerGroup Global Insights report examines the top seven key global trends driving IT innovation and the impact they will have on the workforce. Although many include the use of increased automation, skilled talent will continue to be the differentiator as the industry works to continue driving innovation and scaling adoption. Download Report
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How to Effectively Manage Employee Notifications During Workforce Transition
11 May 2023 As companies emerge from the impact of COVID-19 and transition to the new normal, they are making difficult choices about their workforce that reflect economic reality. Prompt and effective communication is the first step toward properly supporting employees during workforce transition--notifying them about downsizing, how it affects them, and how they can move forward in the future.Preparation for delivering the news A successful notification meeting depends upon managers being prepared and ready to deliver the right message at the right time, and, as a result, the employee begins to focus on moving forward. It is critical that there is a well-prepared script of the rationale to reinforce the decision that includes the right tone, style and is a reflection of company culture. The notified employee needs a clear understanding of the situation, as well as solid advice and clear direction on how to use the available resources to find a new position. A designated person may deliver information on the separation package or introduce the HR professional who will share that information with the employee. Creating the appropriate tone and space No one likes to deliver or receive unwelcome news but identifying an appropriate time and space will allow everyone to work through emotions and next steps. The notification meeting should be held in a private location. It is important that a meeting agenda is shared among those delivering the news, the HR professionals and consultants to manage the process effectively. It’s also important to plan for notification of remaining employees and how they will learn of the recent separations is an important component.Taking the next steps For the separating employee, it’s important they know how their responsibilities will be transitioned, what any remaining time at the company will mean, and how the company will best support them in the time of transition. This will include communication of any separation package, training for employees taking over responsibilities, and further outplacement support for the employee to help start the next chapter in their careers. For businesses, changing the capacity of their workforce is always a difficult transition, whether that means scaling up or down. In both cases, preparation, training and communication is key. Being clear and direct yet communicating compassion and respect will help in the long run. For companies, willingness to help during the transition can go a long way towards minimizing the hurt of separation and help everyone get back onto the path toward recovery and growth.
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Four Ways Organizations Can Measure the Value of Coaching
11 May 2023 Many athletic coaches refer to that ‘magic moment’ when a player they’ve mentored demonstrates that they have been listening and learning—that moment when a coach knows that their work has made a difference. More business leaders are taking those same lessons to heart, understanding that coaching can positively impact the performance of individuals at every level of the organization.Today, over 65% of employees say that the coaching they’ve received improved one or more of their professional skills and has been a vital tool to help them cope with a constantly changing work environment.[1]While there is much anecdotal evidence to support the benefits of coaching, evaluating its return on investment continues to be the number one challenge of corporate coaches.[2]Amid an ongoing pandemic, a challenging economy, a shortage of talent with vital soft skills and highly scrutinized corporate budgets, human resources and organizational leaders need to ensure they have metrics in place to strengthen the case for coaching. Here are four ways to measure the value of coaching.Agree on What Success Looks LikeThe starting point of any coaching interaction should be to develop a clear purpose that is agreed upon at the organizational level and by individual participants.Coaching conversations, whether in person or virtually on-demand, can help employees develop a plan and goals for the future and engage employees to gain momentum with the work. Determining specific desired outcomes will ultimately strengthen the employee’s growth trajectory and help the company achieve success.Lynsey Kitching, Coach for ManpowerGroup’s Right Management team, notes that coaching is all about results. “It’s all about getting tangible actions that you can take forward, take back to your business, take back to your own development.”Align with Business GoalsGoals for coaching should include helping participants determine how their desired outcomes are aligned with business goals, whether that be profitability, company growth or instilling a more inclusive culture. Coaches should help employees determine how they are connected to the organizational big picture, what key performance indicators (KPIs) will be relevant and develop qualitative and quantitative measures to evaluate the extent to which they are impacted.[3]Global financial firm Fisher Investments kicked off their company-wide coaching by having CEO Damian Ornani broadcast his own personal career goals first. This provided transparency into organizational objectives and enabled employees to see leaders role-modelling mentoring behaviors which they are then more likely to emulate. Then, employees were then encouraged to develop their own goals in alignment and meet quarterly with managers to discuss progress. Following implementation, 99% of full-time employees set goals and 99% also completed their check-in for the quarter.[4]Conduct Pre- and Post-360 AssessmentsOne of the most effective ways to measure coaching ROI is through pre- and post-coaching assessments, which are completed by both coaches and participants. Pre-assessments involve gathering insights about an employee’s strengths and needs, how they are perceived and what they need to do to achieve a higher performance level. This feedback can be gathered in a variety of ways, including automated online surveys or one-on-one interviews and helps set the stage for more impactful training that aligns with corporate goals. Those companies that combine coaching with training can increase company productivity by over 80%.[5]CareSource, a nonprofit-managed U.S. healthcare provider, used before-and-after surveys to track their coaching program’s success, focusing on several key metrics, including confidence, accelerated transition and retention. These surveys found that 77% of respondents credited coaching with either their or their team members’ retention and 80% attributed coaching to accelerating their transition.[6]Measure Team ImpactAs organizations face increasingly rapid changes and shifting priorities, there has been a realization that coaching needs to extend well beyond the C-Suite to all levels of the company to ensure that employees are prepared with the technical and soft skills, such as the resilience, emotional intelligence and collaboration needed to succeed in today’s complex world.Measuring the ROI of coaching becomes more complex since it involves both collective and individual outcomes, which may or may not be compatible. Coaching methods used by Right Management address these challenges with training and evaluation that go beyond executives to impact managers and employees at every level.References[1] Right Management Employee Data 2021[2]https://trainingmag.com/the-effective-way-to-measure-the-impact-of-coaching/[3]https://www.trainingzone.co.uk/community/blogs/kevin-oubridge/7-steps-to-measuring-roi-in-coaching[4]https://trainingmag.com/training-top-125-best-practice-performance-coaching-at-fisher-investments/[5] International Coaching Federation Data 2021[6]https://trainingmag.com/the-effective-way-to-measure-the-impact-of-coaching/
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How to Develop an Effective Coaching Strategy for Your Organization
11 May 2023 The global phenomenon that has been coined The Great Resignation, where record numbers of employees left their jobs during the pandemic, has caused major ripples across a wide range of industries. Amid an economic bounce back that is increasing the demand for labor and new skills, nearly half of workers are walking away, changing their career plans.[1]Businesses that are committed to overcoming these challenges understand that workers are looking beyond pay raises to find organizations that make them feel valued. Many who left jobs during The Great Resignation have expressed that they weren’t listened to by the companies for which they worked. Millions of workers had reached a breaking point due to increased workloads and workplace-related pressures.[2]One of the root causes of workplace dissatisfaction is lack of training opportunities. Unfortunately, nearly 40% of workers report not having been offered any form of coaching by their employer, with 67% saying they do not have a written plan in place to map their professional development.[3]For companies looking to improve employee recruitment and retention, the evidence is clear that coaching makes an impact. Here are some key steps to consider when developing a coaching strategy for your organization’s team members.Provide tools to make coaching accessibleEmployees who don’t know where to turn for career help will ultimately grow frustrated, so it’s important that human resources leaders offer coaching that is easy to access and use within the organization. From orientation through ongoing career conversations and performance reviews, workers should be equipped with everything from online learning libraries to virtual coaching platforms that enable them to build the skills they need to succeed.While executive coaching continues to be a vital way to drive development for leaders, more companies are realizing that training needs to extend beyond the C-suite to all levels to create a culture of high performance and employee well-being. Studies show that coaching not only drives engagement, but also motivates and boosts team morale. Organizations that are classified as high performing have a much stronger coaching culture when compared with other organizations.[4]Role model a ‘permission to learn’ cultureIt’s one thing to make coaching accessible, but if it not valued by management, employees would not make it a priority for themselves. Senior team leaders need to demonstrate in a transparent way that they are dedicating time to their own development, therefore empowering employees to understand that training is not only acceptable, but also crucial to the growth of the organization. Dave Goldberg, the late former CEO of SurveyMonkey, advanced this idea by creating a ‘culture of curiosity’ in which he was at the forefront of continuous learning for himself and his team. He launched initiatives such as the Goldie Speaker Series in which he invited experts from different industries and backgrounds so everyone could learn on the same level.[5]Build in time for developmentOne of the most prominent barriers to establishing a consistent coaching strategy for employees is a lack of time. When asked about the biggest challenge they face at work, many employees say it is an overwhelming workload. Most employees are spending less than three hours a month on professional development.[6]Human resource and organizational leaders should clearly communicate with employees at the outset of their engagement that they are committed to providing employees with the time needed to build skills and increase their value to the company.Google’s famous ‘20% Rule,’ which was kicked off by the company’s co-founders Larry Page and Sergey Brin in 2004, says that team members are encouraged to spend 20% of their work hours learning new skills and exploring other ideas and coaching opportunities.[7]This is a great example of how leaders can commit to building training into employee schedules.[8]More than 98% of leaders that have participated in Right Management Coaching have gained new knowledge and skills to empower employees and provide them with beneficial development tools.[9]If your company is seeking a solution to get you started, it’s easy to book a 30-minute or 60-minute on-demand RightCoach session.Establish a personalized action planA key step to engaging employees in their development involves creating a personalized action plan – and helping individuals follow through with it. This task should be a collaborative effort between team members and managers, establishing concrete goals and ensuring that all assignments, timelines, and desired results are mutually agreed upon. Coaching is frequently used to assist team members as they prepare for new assignments, overcome obstacles, or improve skills and work habits. A personalized action plan may include the following:Perform self-evaluations (i.e., identify newly gained skills, assess key areas for improvement, add and refine goals, etc.).Perform peer-to-peer evaluations.Offer informational webinars and/or conferences on topics relevant employee roles and interests.Encourage employees to attend monthly networking events to build professional contacts.Coordinate regular check-ins and evaluationsOngoing touchpoints are key to making sure goals are being met and continuously evolving. Managers should meet one-on-one with team members on a regular basis, whether biweekly, monthly, or quarterly to create practical, timely benchmarks and devise a thorough plan for what can be discussed during each meeting.Coaching programs require consistency, dedication, and energy, but time and time again, they result in more confident workers, better outputs, and employee longevity around the globe. According to the International Coaching Federation, businesses that implement coaching activities can witness 4-8 times the return on investment.[10]When coaching becomes integrated into a company’s culture and considered as continuous initiative, individual employees, teams, and the entire organization will benefit.Learn more about how your organization can strengthen its coaching strategy through RightCoach.[1] Right Management Employment Data 2021[2]https://hbr.org/2021/09/who-is-driving-the-great-resignation[3] Right Management Employment Data 2021[4]https://www.forbes.com/sites/forbesbusinesscouncil/2020/09/29/the-democratization-of-coaching-and-leadership-development/?sh=7fafbd7b7e82[5]https://hbr.org/2019/01/surveymonkeys-ceo-on-creating-a-culture-of-curiosity[6] Right Management Employment Data 2021[7]https://www.inc.com/bill-murphy-jr/google-says-it-still-uses-20-percent-rule-you-should-totally-copy-it.html[8]https://www.cnbc.com/2021/12/16/google-20-percent-rule-shows-exactly-how-much-time-you-should-spend-learning-new-skills.html[9]https://www.right.com/leadership-solutions/rightcoach[10] Primed for Success Report, ManpowerGroup 2021
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5 Questions To Ask Before Implementing an Outplacement Program
8 May 2023 How employees leave a company is just as important as how they are onboarded. As restructuring and redeployment becomes a reality for many companies and industries, there are many reasons to invest in outplacement to help transitioning employees through their next steps. Offering outplacement services means that those in transition get professional help in identifying and preparing their next career move. Here are important questions to ask before getting started with such a program.Why are you investing in outplacement? First and foremost, helping employees navigate their next steps after leaving the company is the right thing to do. It’s also key for maintaining trust in the employer. In today’s world of increased transparency due to social media and review sites such as Glassdoor, businesses must remember that former employees are critics and customers. Businesses must also consider boomerang workers, with the possibility that former employees represent talent for the future. What do your employees really want? It’s not enough to provide employees with a financial package and send them on their way. Access to outplacement resources, including virtual coaching and training , is now more important than ever to candidates. Coaching provides the greatest benefit to candidates in transition – offering opportunity for individuals to explore their options with a qualified career coach. In fact, according to Right Management data, candidates who were “matched” to a coach in a specialized area of expertise landed 20% faster than those not matched. The focus for many outplacement discussions will be on upskilling or reskilling and highlighting areas for development that will help gain those skills and boost confidence and increase employability.Are you communicating fairly and transparently? Communication is key for any change project, especially restructuring. Providing clarity from the outset is important to help individuals understand how they will be affected, as well as avoiding mixed messages travelling across the company. Answering difficult questions will help employees better understand the process. It’s also essential to communicate benefits of outplacement support to individuals and managers. What happens with the remaining employees? Organizations often focus on those exiting the business yet make little investment in those that have retained roles, despite the difficulties and increased expectations that may be placed on them. Developing an engagement strategy, including coaching and training, that covers all groups, especially those tasked with moving the organization forwards, is key. It’s critical that individuals understand the role they play and the value they bring in helping shape the path forward. What are you looking for in an outplacement provider? An outplacement program designed to fit all needs is likely to suit none. Instead, focus on how an outplacement provider can tailor support to suit individual challenges. Consider whether the support includes a focus on transferable skills, the technology provided and ease of access, including virtual delivery, if participants can choose from a series of topics to suit their career goals, or if it’s scalable. Choosing a provider that meets employees where they are is critical to take the next steps. There is no doubt that the employment market has changed overnight, and with that takes careful shepherding of employees to help them navigate the stages of their journey. Now more than ever employers who need to pursue outplacement services need help making critical decisions about the future, and it starts with asking the right questions.
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Talent Matters More Than Ever
24 April 2023 Whether it's the rise of ChatGPT, the ongoing development of the Metaverse, or algorithms that impact everything from what we see on social media to how we order food, everywhere we go and everything we do is blanketed in technology. Yet, we’re discovering that if we left everything to machines and technology, we’d all get identical results, products, and activities. So, amidst the growing digitization of work and the workforce, we are seeing that humans are still the catalyst to the future. In ManpowerGroup’s 2023 workforce trends report, The New Human Age, we’ve identified 14 key trends shaping the future of work and impacting today's employers and the people they employ. These include four key forces: shifting demographics, individual choice, tech adoption, and competitive drivers. The report also provides guidance on how employers can attract and retain talent in this new age. Let’s take a closer look at the forces and trends shaping the world of work in 2023 and beyond. Shifting Demographics The rise of the Gen Z workforce has forced organizations to take a long, hard look at how they cater to younger workforces. Employers need to adapt to the shifting expectations of Gen Zers, who will make up 27% of the workforce by 2025. Gen Z is continually raising the bar about issues ranging from diversity, equity, inclusion, and belonging (DEIB) to climate change, with 52% of Gen Z workers saying companies are not doing enough on environmental issues. Despite the rise of the Gen Z workforce, with aging populations hitting retirement age every day, we are witnessing acute talent shortages and reduced labor force participation in many countries that cannot be overcome by simply employing younger people. Countries with early retirement rates, such as France and Switzerland, are finding their talent pool drying up. Yet, only 19% of hiring managers are actively looking to hire returning retirees, creating another disadvantage for older adults. This shows that focusing solely on one generational age group or demographic will severely limit a business's ability to recruit talent from a wide range of diverse and skilled talent pools. Individual Choice In the wake of the pandemic, people of all ages and genders are seeking employers who acknowledge and actively support a healthier work/life balance. The majority of workers (81%) say the pandemic has affected how they think about work, while three in 10 workers and nearly half (42%) of millennials want more work-life balance. 31% of workers would take another role in the next month if it offered a better blend of work and lifestyle. Yet, despite the growing importance of candidate and employee voices in the workplace today, more than six in 10 (66%) feel their employers have all the power to determine where they work. That dynamic is creating a power struggle as 64% of the workforce would consider looking for a new job if they were required to return to the office full-time. On issues of gender, this is paramount. In the United States alone, more than 1.7 million women left the workforce during the pandemic. As of December 2022,1 million women still have not returned. Many have new life priorities, and existing work expectations don’t necessarily fit that lifestyle. During the recent Women in the Post-Pandemic World of Work panel at the World Economic Forum’s 2023 Annual Meeting in Davos, Switzerland, ManpowerGroup Chief Commercial Officer and President of North America Becky Frankiewicz addressed directly what women are now looking for at work. “Women believe companies should be doing more. They are burned out. They're feeling undervalued and underappreciated. They want autonomy on their terms,” says Frankiewicz. “They want equality in pay, fair pay for fair work, and fair pay for the same work. And they want empathetic leaders and managers who take the time to get to know the challenges they're having both in and outside the workplace.” Work is no longer one-size-fits-all, it’s now one-size-fits-one and organizations need to understand and recognize just how different the needs are on an individual, case-by-case basis. Technology Unleashed People are beginning to acknowledge how much technology and innovation have improved the world of work — it’s no longer accurate to think of “human vs. automation.” Most workers (63%) say technology has made work better. In fact, 63% percent of frontline workers are excited about the job opportunities technology creates, with workers in executive or senior roles (74%) and American employees (71%) reporting feeling most positively about technology in the workplace. The challenges now lie with organizations, who need to use the power of technology to rehumanize — not dehumanize — the workplace. As work during the pandemic showed, less than half (46%) of employers believe in-person brainstorming generates the most creative ideas. That’s in line with what people reported since their main motivations to come back to the office are for social interaction (39%) and efficient collaboration (26%). As tech helps to remove barriers and borders to work and accessibility, employers must recognize the benefits of augmenting their workforce with tech. Doing so will open up a world of possibilities to find new, and exciting ways of working in the coming years. Competitive Drivers Skilled workers have always been highly sought-after, but today the demand is more acute than ever, with 75% of companies globally reporting difficulty recruiting. In ManpowerGroup Talent Solutions’ (TWI), the top three overall markets for skilled talent are the United States, Singapore, and Canada. Meanwhile, the Netherlands and Switzerland fell out of the top 10 markets, primarily due to aging workforces. Additionally, one of the three most important strategies for growth is managing geopolitical risk, and 90% of companies are planning to invest in onshoring or nearshoring manufacturing facilities as they seek to de-risk supply chains with alternative sourcing. In an increasingly borderless world of work, staying competitive in a digital-first global economy, access to highly skilled talent is a distinct competitive advantage. And organizations will need to meet that talent wherever they are. Technology May Be the Great Enabler, Humans Are Still the Future Humans have always adapted to new technologies and better ways of doing things. As the saying goes, history repeats itself. And the pandemic taught us again that we can make extraordinary progress if we come together — it is the combination of innovation, technology, and human ingenuity that will help us overcome the biggest challenges. Now, as we embark on a New Human Age people are utilizing technology and digital tools to enhance human connections, be more productive, and live more meaningful lives. By equipping people with the skills to leverage technology, we can create a future of work that is closer to what workers of the future want; it is how we will build a path for all to increase prosperity for the many, not the few.
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How SoWs Build Organizational Agility in Uncertain Times
13 April 2023 The traditional work standard of “9 to 5”in an office setting is becoming a thing of the past due to the rise of the gig economy, which has seen exponential global growth since the beginning of the pandemic. Today, more than 150 million workers are engaged as gig workers – or independent contractors – in North America and Western Europe, with expectations of this number to double by 2023.1For organizations managing this expanding contingent workforce, a Statement of Work(SoW) is a vital framework to help provide value, shift risks and control costs. Here’s how a SoW works and why it’s crucial to help businesses thrive in a post-COVID-19 world:Access Skills, Pay for Tangible OutcomesOver the past year, the global economy has seen the biggest digital transformation and reallocation of skills since World War II, shifting from aviation and hospitality to driving, retail, healthcare, IT and cybersecurity at an unprecedented scale.2As companies bring in gig workers with specialized skills, more are using Statements of Work (SoW), binding legal contracts that outlinework to be completed in the form of deliverables and milestones, with clearly set timelines and their respective payment schedules and parameters. In a growing hybrid workplace, accessing the skills you need instantly while driving compliance and cost savings and mitigating risk is vital. SoWs allow organizations to focus on paying for tangible outcomes, removing the spotlight on an individual’s skillsets. That means skills can be accessed quickly with more flexibility, which increasesoverall efficiency and reduces costs. With these benefits, it’s no surprise that companies have increased spending annually with the US investing at least 60% of its budget on contingent labor and other countries increasing service procurement spend at a slower pace.3“The ‘job for life’ is dead. You don’t hire for people anymore; you hire for services and outcomes and a Statement of Work provides that flexibility and that agility,” says Kayleigh Kuptz, co-founder and COO at Deployed, a UK-based Statement of Work authoring platform. According to Kuptz, companies that develop and implement SoWs can identify exactly what work needs to be done and look for who can do the work most efficiently. This makes more sense as needs shift from permanent staff members with job descriptions to flexible, service-based, output-based work.Emphasize Collaboration, Not LocationGone are the days when companies focus on one individual to deliver work. It’s now the age of collaboration in which a variety of specialized experts work together to help bridge the gap between the skills you have and the ones you are lacking. Equally as important, the growth of the remote workplace has removed physical location as a barrier to finding the best talent. But with workers often spread among multiple regions with different managers and budget categories, there’s potential for confusion and disorganization. SoWscan help teams work together seamlessly to avoid scope creep, improve communicationand ensure accountability every step of the way.“Success in leadership and business begins with clarity,” says David Dye, a leadership and employee engagement consultant at Trailblaze Inc., a consulting firm in Denver. He notes that the clear roles, outcomes, and expectations outlined in SoWs help everyone avoid misunderstanding and ensure that everyone knows what to expect from the employer, as well as what is expected from them.4Reduce Risk, Avoid Compliance IssuesWhen the pandemic turned the world upside down in early 2020, it also turned nearly every business – large and small – on its head. However, many organizations were able to get creative and adapt quicker than others. Financial services company Achiko, was in the midst of expanding into buy now, pay later services on its mobile payment app when COVID-19 hit and disrupted the market and international travel. That’s when the company pivoted its technology to launch TemanSehat, an app which offers incentives for people to get tested for COVID-19 andlets them make payments and keep records to test results used for workplace check-ins.5The adoption of telehealth has exploded from 11 percent of consumers using it in 2019 to 46 percent in April 2020.6Companies that have successfully made these massive shifts depended significantly on their ability to quickly access new teams with specialized capabilities. Having an SoW in place enabled them to not only focus on the outcome but also to minimize the risk of misclassifications of employees and to avoid mistakes with benefit plan eligibility and compensation. An SoW also helps reduce large overhead costs and exposure to non-compliance with employment laws or tax regulations. For example, SoW’s can help HR and procurement professionals more effectively manage the private sector rollout of IR35, the UK’s anti-avoidance tax legislation designed to tax 'disguised' employment at a rate similar to employment, As the law adds further requirements to assess the status of any contingent labor hired, a clearly defined SoW can ensure that the responsibility for determining IR35 status and ensuring the appropriate amount of tax is deducted lies with the outsourced agency vs end-hirers.7Choose the Right MSPToday, one in four SoW projects completed by suppliers are not completed on time or on budget.8This usually happens when projects are not well-defined or when there’s limited visibility of SoW activity in the organization and limited data surrounding cost savings. That’s why it’s important to work with a managed service provider like TAPFIN that understands how to optimize buying channels, manage project scopes and provide actionable insights and drive quality through advanced reporting during the entire SoW process.Refer to this Transform Talent podcast and contact SOW@TAPFIN.com to learn how Talent Solutions’ TAPFIN’s SoW management can bring value and results to your organization.References1https://hbr.org/2018/03/thriving-in-the-gig-economy2https://manpowergroup.com/sustainability3 Everest Group – Tackling the Global Pandemic: Contingent Workforce Management (CWM) State of the Market Report 2014https://www.nfib.com/content/resources/legal/is-a-statement-of-work-right-for-your-small-business/5https://techcrunch.com/2021/04/01/how-sosv-backed-achiko-pivoted-from-financial-services-to-health-tech-during-the-covid-19-pandemic/6https://www.mckinsey.com/industries/pharmaceuticals-and-medical-products/our-insights/healthcare-innovation-building-on-gains-made-through-the-crisis7https://www.brooksonlegal.co.uk/news/is-a-statement-of-work-the-answer-to-ir35-in-the-private-sector/8SAP Fieldglass: “Services procurement Insights 2019: The Big Reveal’