​“Schooling doesn't assure employment but skill does.”― Amit Kalantri, Wealth of Words​Pay attention to the news stories about the hiring challenges facing companies around the world and a common narrative emerges. Loads of jobs, in virtually every industry, but a lack of talent hampering recruiting efforts. ​And the situation appears even more daunting in the tech sector given the competition for talent. Why? Because every company is now a tech/digital company. If they hadn’t already, the COVID-19 pandemic accelerated efforts to adopt and deploy new technologies to help businesses pivot and stay afloat over the last year and a half. ​According to our latest report, Stack It Up: Tech Skills in Demand, we found tech-related jobs make up more than 50% of the top 20 in-demand roles. Some examples of the most in-demand tech jobs include: Data analysts and scientists AI and machine learning specialists Big data specialists Digital marketing and strategy specialists Digital transformation specialists Information security analysts Software and application developers Database and network professionals ​While the search for qualified talent checking those skills’ boxes is ongoing, and an uphill battle, getting talent with the necessary tech skills is just one side of the coin. It’s not enough to just have the right technical skills anymoreThose roles are in demand at companies across a variety of sectors, from financial and professional services to healthcare to retail and e-commerce, government to logistics, advanced manufacturing, and more, and job functions. And when you couple that with the growing need for human soft skills to effectively execute these roles, demand for talent is going to continue to skyrocket and finding the right combo of skills is increasingly competitive. Some of the top soft skills that are desired are:  Analytical thinking and innovation Active learning Complex problem solving Critical thinking and analysis Creativity Leadership and social influence Resilience/stress tolerance/flexibility Reasoning/problem solving/ideation Emotional intelligence Persuasion and negotiation​As tech evolves towards 5G driven by the rapid rise in remote and mobile work, and demand for cybersecurity and cloud engineering continues at pace, the future profile of talent is morphing. ​Two-thirds (64%)of companies do not have the skills required to implement their digital transformation strategy and capitalize on growth potential. What’s an organization to do?​Build, Buy, Borrow and Bridge Changing workforce dynamics and the acceleration of tech adoption are forcing organizations across all industries to redesign their workforce composition and rethink their skills mix. Companies want to be employers of choice, achieve the first-mover advantage on scarce and in-demand talent, and ensure a durable competitive edge in the market.​Companies must develop sophisticated, competitive workforce strategies to Build, Buy, Borrow and Bridge to ensure they have the specialized IT talent and increasingly in-demand skills their organizations need. What do the 4 B’s entail? We’re glad you asked:BUILD- Invest in learning and development to grow your tech talent pipelineBUY- Go to external market to find the best tech talent that cannot be built in-house in the timeframe requiredBORROW- Cultivate tech talent outside the organization, including part-time, freelance, contract and temporary workers to complement existing and emerging skillsBRIDGE - Help people move on and move up to take on new tech roles and acquire new technical and soft skills inside or outside the organizationHow Experis can helpTo maximize the return on digital investments companies need a forward-looking skills agenda: infusing a digital mindset in the workforce and making technical and soft skills development the focus of training and hiring programs.  ​As a global leader in IT professional resourcing, project solutions, and managed services specializing in Business Transformation, Cloud and Infrastructure, Cybersecurity, Digital Workspace and Enterprise Applications, Experis supports companies to build a skilled talent pipeline with the powerful combination of in-demand technical and soft skills that are critical for business success. ​Our team has the data, insight and expertise to bridge the tech talent and skills gap with leading IT professional staffing (permanent and contract), innovative training and data-driven workforce solutions. ​To learn more about Experis, visit: www.experis.com.sg​

​Diversity has been a business watchword for many years. However, in 2020  many organizations had to take a hard look at how they defined diversity and practiced inclusion and be honest about their progress, even while they expanded their understanding of the term. Inclusion encompasses a wide variety of aspects in the quest to broaden talent pools, including neurodiversity. In a new episode of The Transform Talent Podcast, hosts Roberta Cucchiaro and Dominika Gałusa talk with Kate Griggs, Founder and CEO of Made By Dyslexia, about closing the growing skills gap for Gen-Z, the generation expected to bear the worst impact of workplace shifts due to the pandemic. Here’s why the link between dyslexia and the in-demand soft skills such as creativity, persuasion, collaboration, adaptability and emotional intelligence is so important now.​The need to think differently As Griggs shared, in an era of automation where facts can be Googled and spelling can be corrected at the touch of the button, it’s creativity, imagination and intuition that sets us apart from machines, and that’s Dyslexic Thinking. Dyslexia is literally a different way of processing information, and with that different way of thinking comes a pattern of strengths; creativity, innovation, and big picture thinking. The latest Future of Jobs Report published by the World Economic Forum highlights how exactly these social and emotional skills are the top in-demand competencies for the next five years. For organizations, understanding and valuing dyslexic thinking and neurodiversity can be an opportunity to bridge the skills gap of the future.​A range of abilities As businesses tackle a variety of problems, they need people who have exceptional skills in certain areas. As Griggs explained, that is true of people with dyslexia, who have “spikes” of skills they have highly developed to succeed in the world. In other words, if some with dyslexia excel in the area of a soft skill like public speaking, he or she may double down in practicing that skill in order to be especially high performing in that area. “What dyslexics also tend to do, if they really focus on their strengths, is hone in and become much better at them,” Griggs said. “So, a lot of people refer to them as superpowers, which is a nice way of thinking about it.” ​Value cognitive diversity Along with neurodiversity –– different ways of processing thought –– Griggs prefers the term cognitive diversity, or diversity of thought. Teams shouldn’t all think the same way. With the recruitment process, inclusion means screening in rather than screening out with standardized barriers to entry. People with dyslexia may have brilliant ideas that will be filtered out at the first step if assessments aren’t rethought to include diversity, which can be overlooked in traditional reviews of resumes. An example of being inclusive for cognitive diversity comes from the UK Government Communications Headquarters, that has been targeting dyslexic and neurodiverse people in their recruitment strategy as the dyslexic workforce is particularly good at connecting the dots, simplification, seeing the bigger picture as well as work as a team.​The Value of Dyslexia report shows how dyslexic thinking produces creativity that won't be able to be replaced by automation. Inclusion is critical because workforces are more productive when people feel like they can bring their talents to a team and belong –– and produce important results. Hear more on the podcast. 

Across the globe, every workforce has been affected by the changing working conditions in a pandemic. Workers on the front lines face real physical health concerns, while remote workers face isolation that can lead to mental health challenges and burnout. In response, organizations have learned how to cope and adapt to help their employees. According to a new report from the World Economic Forum, business leaders can care for the health and wellbeing of employees as we start the new year in the following ways. Adapting to the expansion of remote work The future of work has already arrived for a majority of the online white-collar workforce. Eighty-four percent of employers are set to rapidly digitalize working processes, including a significant expansion of remote work—with the potential to move 44% of their workforce to operate remotely. To address concerns about employee well-being, 34% of leaders report that they are taking steps to create a sense of community among employees online and also looking to tackle other challenges posed by the shift to remote work.[1]Providing upskilling and technology mastery Developing and enhancing human skills drives economic success, individual wellbeing and societal cohesion. That said, the past decade of technological advancement has also brought about the looming possibility of mass job displacement by technologies. What is needed is a revolution in education, and in continually training the workforce for transitions. The coming decade will require purposeful leadership to fulfill human potential, which leads to a confident and productive workforce.Creating frameworks for human capital Over time, a business may lose sight of just how valuable employees are to the organization, so the International Business Council of the World Economic Forum recommends creating a set of metrics and framework to track the value of human capital. A successful workforce investment strategy includes identifying workers being displaced from their roles, managing the displacement, funding reskilling and upskilling, motivating employee engagement in this process and tracking the long-term success of such transitions.Ultimately, the World Economic Forum asserts that “no firm can prosper for long if it proves damaging to the social fabric around it.” In a time of extraordinary challenges, the success of a workforce is the success of the organization.​1.The Future of Jobs Report 2020, World Economic Forum​

​Attracting top talent, especially younger candidates, is an ongoing challenge for companies, in today’s fast-changing market. Employers are searching for the right fit, something that many are prioritizing over a specific set of hard skills[1] while first-time job hunters may not know how their skills apply.One of the most effective ways for employers and candidates to learn more about each other is by gamifying recruitment. This enables employers to attract younger and more diverse candidates with a memorable recruitment experience while simultaneously allowing candidates to gain insight on how they might fit into a potential role.​Here are some ways that online assessments, like gaming, can attract new candidates and help guide them on their career path.​Evaluating for skills and fitGaming presents a creative way to showcase skills and knowledge to prospective employers through simple quizzes, thought-provoking scenarios, and unique forms of content. Simultaneously, organizations gain practical data that help them make informed hiring decisions within the framework of a unique experience that also boosts their brand – whether or not the candidate is hired. Companies who incorporate strong talent assessments up front, also have higher retention and increased productivity.[2]​ManpowerGroup recently developed a fun interactive assessment tool that enhances the overall candidate experience. Game to Work helps companies to engage with job seekers who may have a difficult job search due to lack of experience or who struggle to stand out in the applicant pool. The Shorty Award-winning campaign encourages candidates to emphasize gaming experience within their resumes and demonstrate vital workplace skills such as critical thinking and complex problem solving, which can be acquired through recreational gaming.[3] Gaming also cultivates competencies like creativity and emotional intelligence that are increasing in value as machines perform routine tasks. 43% of employers say it is more difficult to teach the soft skills they are seeking.[4]​Looking beyond age and experienceFor job candidates previously overlooked due to youth and inexperience, online gaming can help them explore areas they thought they might not be qualified for.​Magyar Telekom in Hungary, a subsidiary of Deutsche Telekom (the parent company of T-Mobile USA) used gamification to attract millennials and candidates with limited work experience for sales roles. These candidates usually don’t have much experience so their resumes couldn’t showcase their abilities. By removing resumes as a screening factor using Benchmark Games, Telekom evaluated candidates’ competencies such as goal orientation, endurance and problem-solving skills.​The company noticed that some people who had been rejected because of their resumes were hired a year later because they scored really high on games – and then became high performers. Candidates hired through games reached 95% of the KPI levels of high performers just after three months.[5]​Game-to-Work similarly tapped into younger gamers with a Gaming Skills Translator that enables candidates to enter the specific games they play, their experience and skill level and the amount of time they spend gaming. It then translates the data into workplace skills that applicants can add to their resumes, helping them understand how their skills translate into real-world career paths.​Salvatore Cammarata, a 27-year-old sales professional from France and avid gamer since 6-years-old, used the Gaming Skills Translator by encoding three of his favorite games – World of Warcraft, Final Fantasy and League of Legend. Through a relatable and engaging experience, he discovered a variety of soft skills that helped him reimagine his career possibilities, ultimately leaving sales to train for a developer position. “This tool is a good springboard for young people looking for a job to help them become more aware of their abilities,” he said. [6]​Fostering continuous learningAn individual’s learning quotient (LQ) helps determine their workplace success over time[7] and gaming helps the brain create better cognitive models, making it easier to predict and react to new situations.[8] ​Assessments like ManpowerGroup’s Learnability Quotient (LQ) help people identify their learning style and offer feedback on how to keep developing their skills and employability.​“Gaming fosters the skills of continuous learning and the ability to adapt one’s skill set is increasingly critical as people adjust to the ever-changing landscape of work,” said Luca Giovannini, V.P. Global Innovation and Analytics, ManpowerGroup.​Creating more engaging assessmentsGoogle learned early with its famous billboard mathematical riddle, that using appealing gaming techniques to assess talent can reap major rewards. Assessments like ManpowerGroup’s Game to Work, not only attract candidates with creative content, they also offer quantifiable data to help employers identify talent who are well-suited to the organization. They also provide younger candidates with a personalized guide to understanding their own interests and work preferences.​SkillsInSight is another assessment tool that engages candidates with a 10-minute cognitive game that helps determine likeability, ability and drive.​It also provides immediate feedback that supports talent decisions, aligns capabilities and potential for filling a company’s gaps. These data-based insights can help provide workplace advice for talent and indicate a good match for employers.​Online tools like Game to Work and SkillsInSight offer a fun way to put individuals at ease which ultimately makes for a more accurate assessment of their potential fit for an employer. Enthusiastic and skilled gamers have developed a wide set of skills needed to thrive, including communication, reasoning, and collaboration. These soft skills are just as important as quantifiable skills that are typically learned in the classroom, such as math, literacy, and computer proficiencies.​Download a free whitepaper Game to Work: How Gamers Are Developing the Soft Skills Employers Need for more examples and insights. To learn more about ManpowerGroup’s data assessment capabilities for candidate recruiting, visit Talent Solutions.​References[1] Recruiting a Competitive Workforce: Should Needed Skills be Built or Bought?, ManpowerGroup[2] https://www.shrm.org/hr-today/trends-and-forecasting/special-reports-and-expert-views/documents/effective-talent-assessments.pdf[3] https://go.manpowergroup.com/game2work[4] Humans Wanted: Robots Need You ManpowerGroup, 2019[5] https://resources.workable.com/stories-and-insights/gamification-in-recruiting-effectiveness[6] https://www.lecho.be/economie-politique/belgique/general/le-gaming-le-yoga-le-running-boosters-de-cv/10302650.html[7] https://manpowergroup.com/workforce-insights/expertise/learnability-quotient[8] https://www.pnas.org/content/111/47/16961

​One bad experience can tarnish a brand’s reputation. That’s true of a product failure or poor customer experience.  For organizations, how candidates are treated in the job application process also creates a feedback loop that can be positive or negative. A recent episode of the Transform Talent podcast outlined how organizations can minimize negativity for job applicants who don’t get hired, and even enhance their reputation through a thoughtful job process.  Have a plan for non-hiresIn any hiring pool, up to 98% of those who apply aren’t going to be selected for the role. And the more popular the brand, the more people will likely apply and be disappointed. That means the vast majority of those who have touchpoints with your organizations will not hear what they want, or even have a lasting negative impression of your brand. Organizations can get out in front of this by preparing a communication plan with timeliness, respect and that values the intelligence of the applicant. Putting a plan in place to communicate with each applicant will help mitigate negative perceptions.  ​Be responsive  The biggest thing a company can do with candidates is simple: Be upfront. Companies create self-inflicted damage if they do not communicate with an applicant at all, especially if candidates spent hours applying. “Some of the worst stories is just candidates not getting any information," says Daniel Birkholm, CEO & Co-founder of candidate feedback platform Talenthub.io. “The least you can do as a company when a candidate applies for a job, is getting back to them.”  ​Enhance the application process  Organizations go a long way to make sure customers have a positive experience with their products, whether that’s building an easy-to-navigate website or providing quick responses to questions from customers. Job candidates are also potential (or current) customers, so putting the same care into the job applications process can also enhance (or detract) from a brand reputation. “Things from the ease of use when you apply to the transparency during the process, the expectations setting” are all important to candidate perceptions, says Birkholm.  ​Provide VIP treatment to finalists  The candidates that make it to the final round –– but just aren’t the right fit at the moment –– have the most potential affinity and fit for your organization. They may even come back to fill another role in the future. Because of this, these elevated candidates require even more personal treatment, which may include personal feedback. One company, for example, gave vouchers for shopping to all of its finalists, in recognition of the value and time they provided.  For more strategies, read more in the ManpowerGroup Talent Solutions report Add to Cart: Candidates Are Consumers, Too. The report sheds light on how negative hiring experiences can change future purchasing decisions, as well as help employers more effectively attract and retain the best candidates.

A commitment to diversity and inclusion takes deliberate steps beyond willingness and words. ​For many years, hiring and maintaining a diverse workforce has become a moral imperative for businesses. Now it’s also an economic necessity as businesses face a record high global talent shortage. In today’s war for talent, the strongest businesses will also be the most diverse and inclusive. ​Fostering a diverse workforce takes more than words and a willingness to grow. It takes deliberate actions and a strategy from business leaders. Below are steps that businesses can take to become more inclusive now and into the future. ​Use assessment for hiring and promoting The traditional ways of building and promoting a workforce based on gut instincts can be riddled with unconscious bias. A more equitable way to level the playing field is to assess candidates with data. “Science-based assessments are the most accurate and reliable tool for placing the right person in the right job,” says Dr. Tomas Chamorro-Premuzic Chief Talent Scientist at ManpowerGroup. “As well as testing technical skills, assessments measure human strengths that are critical predictors of success such as how rewarding someone is to deal with, their ability to do the job and their willingness to work hard.” Businesses have a long way to go on this front, with only 49% of workers globally have been assessed, according to ManpowerGroup research, Closing the Skills Gap: Know What Workers Want. Furthermore, 81% of those who have been assessed report higher job satisfaction versus 65% of those who have not. ​ Offer schedule flexibility For hiring and promoting women into leadership, this is especially key. Workers want flexibility — and that means all things to all women and men. This can mean nontraditional work hours with flexible start and end times that counter the rush hour, options to Work from Home (WFH) or Work from Wherever (WFW), condensed four-day work weeks or five-hour workdays that peak productivity and preserve the weekend, and parental leave that balances family and care and can be worth more than pay. Especially in the digital age, work can get done in so many ways. Productivity beats presenteeism. Businesses can attract top talent by asking what type of schedule works best for them. ​Provide training for growth The next generation of leaders are already in the workforce. But are businesses training and preparing to create more diversity at the top of their organizations? By 2050, there will be no racial or ethnic majority in the United States—diversity will be the norm. If an organization wants to be competitive in this landscape 30 years from now, they need to start thinking about creating a more inclusive culture through mentorship programs, hiring beyond traditional talent pools and widening their pipelines, and preparing for the new future of jobs. ​Click here for more resources on diversity and inclusion. ​

​The past year demonstrated that organizations need to deepen their understanding of diversity as well as how to make diversity and inclusion an institutional reality. Organizations that thrive in a fast-changing world will have a workforce with diversity of background, skills and perspectives. Here are ways organizations can approach and foster diversity.   Plan for the future By 2050, the demographic make-up of the United States will look very different than it does today — diversity will be the norm. Talent in all its diversity is the most potent competitive differentiator. If you want your organization to be competitive 30 years from now, start by assessing hiring practices, creating mentorship programs and leveraging diverse talent pools. Use assessment to increase diversity The traditional ways of building and promoting a workforce based on gut instincts can be riddled with unconscious bias. A more equitable way to level the playing field and increase diversity is to assess candidates using data. Businesses have a long way to go on this front, with only 49% of workers globally have been assessed, according to ManpowerGroup research. Furthermore, 81% of those who have been assessed report higher job satisfaction versus 65% of those who have not. Neurodiversity: The need to think differently Creativity, imagination and intuition sets us apart from machines. That’s Dyslexic Thinking. Dyslexia is a different way of processing information, and with that different way of thinking comes a pattern of strengths, creativity, innovation, big picture thinking. For organizations, that means understanding and valuing how dyslexia and neurodiversity can be an opportunity to bridge the skills gap of the future.  Provide opportunities for women Women have been disproportionately affected by both social and economic crises due to the pandemic, and over-represented in job losses across industries including retail, leisure and hospitality. At the same time, there is a clear opportunity for women to reskill and upskill in growth sectors including information technology, operations and logistics. Women are an untapped talent pool which could be re-skilled or upskilled for many of the jobs of tomorrow. Ongoing measurement of your diversity and engagement efforts and involving employees in that process is essential to ensure you are moving the needle. Achieving diversity, inclusion and equity takes time but by taking proactive steps today your organization can achieve  a series of wins along the way.

​Pride Month is widely recognized as a time to celebrate diversity and inclusion and show allyship to members of the lesbian, gay, bi, trans and queer (LGBTQ+) community. For organizations and businesses around the world, it’s also a reminder that we need to hit the accelerator on making workplaces welcoming for all. ​Across the hundreds of thousands of clients ManpowerGroup works with globally, we are helping our partners align their ambitions with clear, actionable plans to hire more inclusively and keep the diverse talent they hire. Here are 10 ways to start (Also be sure to download the LGBTQ+ Inclusive #WordsatWork Guide to learn about proper pronoun usage and more):​Do your research. Start with the United Nations Human Rights Office’s Standards of Conduct. Reflecting the input of hundreds of companies across diverse sectors, it offers guidance on how to respect and support the rights of LGBTQ+ people in the workplace, marketplace and community. Develop an effective -and global- corporate diversity, equity, inclusion and belonging (DEIB) policy. Your policy should articulate your commitments and clearly reference sexual orientation, gender identity and expression, and sex characteristics/intersex status. It should also explain your company’s responsibilities and employees’ responsibilities and outline what will happen if that policy is violated. Multinational companies must also have a cohesive global implementation strategy—mindful that concepts of equal rights and fair treatment of LGBTQ+ people may not be well-institutionalized in many markets or regions.Ensure buy-in from employees and management, including commitments to take the DEIBstrategy forward. Expand employees’ soft skills in empathy by exposing them to other points of view and perspectives. Regularly train them on DEIB, ensure they’re familiar with your policy, and consider incentivizing leaders by hardcoding their commitments into performance frameworks. Leverage technology to establish best practices.The DEIB technology now exists to support your company with policies and practices, provide timely analytics, identify and reduce bias, introduce greater transparency and visibility, and support employee training. Download the World Economic Forum’s Diversity, Equity and Inclusion 4.0 toolkit to explore all the opportunities and accountabilities now afforded by tech. Create a culture of conscious inclusion. A welcoming workplace is one where people with different demographic and psychological backgrounds feel seen, heard and valued—not by blending in, but by providing a different perspective to reduce the homogeneity of attitudes, values and beliefs. This also keeps groupthink and decision-making biases in check. If your organization is serious about allyship and equal opportunity for LGBTQ+ employees, you must go beyond programs. To truly change culture, take proactive steps to promote a diverse pool of candidates for senior leadership and board positions, and train and incentivize managers and employees on what it means to be inclusive.  Appoint leaders with these three characteristics. A change in culture starts from the top. If your organization is serious about itsDEIBpolicy, start by building a diverse leadership team within your organization. Make sure people with higher levels of curiosity, humility and courage are not overlooked. Ideally, you want leaders who demonstrate a passion for learning, humility to admit when they make mistakes and courage to act boldly and speak out against injustices. Build an LGBTQ+support network. For pro-LGBTQ+ policies to be effective in attracting and retaining LGBTQ+employees, your company’s efforts should have high visibility. For example, support efforts by LGBTQ+ employees to create their own staff groups and extend the same opportunities to them for extracurricular activities as you would to any other group. Take it to the community. Partnerships with local LGBTQ+ groups, such as youth centers, community centers, advocacy groups and charities, exhibit long-term commitment to LGBTQ+ employees. This can also help your company better understand the challenges those employees face, informing your corporate policymaking and providing a way for your company to support positive social change. Listen, apologize and learn from your mistakes. Odds are that you will make mistakes along the way. If you’ve been called out for a microaggression or an act of exclusion toward an LGBTQ+ colleague or employee, it’s important to respond with compassion, concern and humility. Make the other person feel heard, sincerely apologize and don’t make it about you. Set targets and track your progress. Your company’s key decision-makers should receive regular progress reports on DEIB efforts, including updates on employee experience and engagement levels. Assign a senior-level officer to oversee and direct DEIB initiatives, education and training. What gets measured gets done.​At ManpowerGroup, we believe businesses have the responsibility to be a positive contributor to societal change. That means intentionally building diverse and inclusive workplaces and hiring the best employees based on talent without discrimination. Not only is this the right thing to do, but studies repeatedly show that inclusive practices have a positive impact on your bottom line.​To learn about the power of language to foster an inclusive workplace, download the LGBTQ+ Inclusive #WordsatWork Guide.​​

​At ManpowerGroup, we believe businesses have a responsibility to be a positive contributor to societal change. That means intentionally building diverse and inclusive workplaces and hiring the best employees based on talent without discrimination. Not only is this the right thing to do, but studies repeatedly show that inclusive practices have a positive impact on your bottom line. Being an ally to LGBTQ+ colleagues is as simple as remembering the power that words at work have to make people feel welcomed, valued and included. ​Here is a guide to pronouns in the workplace and tips on how to promote an inclusive work culture. You can also download a PDF copy of the guide here. ​​​​​​

​For many workers, there has never been a time for greater flexibility and autonomy in their work lives, as the COVID-19 pandemic forced a sudden shift in the world of work. Many workers would like to see some changes to become permanent. Here’s how organizations can view and support empowerment of their workforce, to the benefit of all.The ability to chooseThere has been no one-size-fits-all for workers when it comes to working from home full time, a hybrid model or remaining in a physical workplace. Organizations should work with HR and with individuals to determine the best balance of work and home responsibilities for individuals and organizations alike. Employers will increasingly redesign and revalue the workplace for the best blend of “heads down” remote work along with “heads up” collaboration and creativity. Meanwhile, the continued growth in the gig and freelance economy will continue to redefine what it means to be an employee or worker as well as increase worker choice.The importance of physical and emotional healthWhen the COVID crisis began, all focus shifted on keeping people physically safe. But as the months continued on it became clear that the workforce also needed mental and emotional support, especially with growing isolation. This requires a greater role for HR, with more duty of care and leadership that can empathize and understand the needs of their workforce. An always-on digital lifeThe increased adoption of social networking sites and virtual communities means that workers’ digital footprint and daily interactions have expanded –– from Slack to Twitter to email and back again. This has enabled an always-on digital presence, often blurring the lines between personal and professional development activities. For organizations, this can mean helping their workforce to adapt, understand their roles and responsibilities, and share ways to help employees switch off and disconnect. Transparency and equityToday, workers want more from their employers, including security, sustainability of skills, work-life blend and wellness​. They also expect more from the values of their organization such as acting as global citizens and environmental stewards along with other social goals and metrics. Employers that show they are committed to both their workforce along with their customers and shareholders will be able to attract, retain and support the best talent. Employers and employees are evolving and moving into the future together, and it takes both groups to communicate, understand and adapt to each other’s needs. Moving forward, organizations need to be prepared for and understand the fundamental shake-up of the old work order –– and be ready to take bold, innovative and effective action. ​Download ManpowerGroup's Top 21 Trends in 2021 Full Report or Infographic for more information on the major forces of demographic shifts, rise of individual choice, growing client sophistication, technological revolution as well as emerging trends shaping the workplace and workforce of the future.