ManpowerGroup's research reveals what flexibility means for workers and partners with Thrive to explore how they can thrive at work.
What Workers Want to Thrive
4 Steps to Build a Diverse Culture and Promote Belonging
A vast majority of global organizations recognize that strengthening workforce diversity, equity, inclusion, and belonging (DEIB) is vital to their long-term success, with 95% saying they want to improve workforce diversity over the next 12 to 18 months. However, businesses are at different stages along the journey and widespread agreement on how to accomplish DEIB objectives can be difficult to achieve.According to Coqual, a global nonprofit, one of the major hurdles in accomplishing DEIB goals is addressing the common refrain, “What about me?” Focusing on one identity group, such as Black or Latinx employees, can make others feel it comes at the cost of their own wellbeing and career growth opportunities. The ultimate goal in implementing an effective DEIB strategy is to create a culture of belonging in which every employee feels they have a central role with equal access to opportunities. Building a strong DEIB culture takes time and commitment. Here are four steps to consider on the journey.Understand what DEIB really meansThe first step is to understand the roles of diversity, equity, inclusion and belonging and how they interact with each other as core principles. For instance, having a diverse team does not guarantee every employee will be treated fairly or feel respected or welcomed. But companies that navigate DEIB effectively are more likely to have employees with higher job satisfaction, increased trust levels, and feel more engaged. While many organizations understand the value of DEIB, most still struggle with the belonging part of the equation since it can be harder to define, according to Dr. Syneathia LaGrant, VP of Global Learning & Development for ManpowerGroup. “Much more than a feeling, belonging represents the intentional ways a company ensures that it is actively seeking out and engaging diverse employee voices.”Dr. LaGrant notes that onboarding offers a critical opportunity to foster belonging. Instead of just a basic “tick the box” orientation style, companies should demonstrate from Day 1 how much they value an employee’s perspective. “Shift the language from, ‘Welcome to the company’ to ‘We’re so glad you choose us. We know you could have taken your talent anywhere.’”Set realistic, multi-year DEIB goalsWhile most organizations have good intentions when it comes to planning DEIB initiatives, some find it hard to move beyond the occasional social media post reacting to a recent tragedy instead of creating real, substantial change. One way to drive this forward with accountability is to set and measure goals.“Doing the right thing is important for companies, but leaders also need to look at the ROI that DE&I brings, says Ashish Kaushal, CEO of HireTalent and co-founder of Consciously Unbiased. “Manage your DEIB goals like you would for any business unit.”In 2020, global IT powerhouse Accenture did just that by publishing a series of ambitious goals to become a gender-balanced organization and diversify its workforce significantly by 2025. The company has pledged to increase its Black, Hispanic, and Latinx employee base in the U.S., UK, and South Africa by at least 60% over the next few years. To accomplish these goals, Accenture developed a robust set of best practices and focused on key actions including a focus on skills vs. education, prioritizing recruitment in urban areas, weighing internal goals against external benchmarks, and building their own pipeline. Ellyn Shook, chief leadership and human resources officer at Accenture, notes that it’s important to look beyond the numbers. “Every organization must work to understand what representation truly means for its people. Without a vibrant culture that supports and sustains the desired change, there’s a very real risk of creating an atmosphere of divisive diversity.”Embrace the challenges of DEIBWithout leadership buy-in to diversity, organizations are doomed to struggle. The good news is that 75% of organizations are aware that more diverse and inclusive decision-making teams will help them exceed their financial goals.  Keeping pace with the extreme shifts in the economy and workforce requires establishing a solid leadership framework that helps executives assess and meet challenges head-on. This can be done by focusing on areas of impact, including creating a more inclusive culture and supporting employee career growth.Having a well-constructed foundation also helps companies address a top diversity challenge: attracting diverse candidates.  In many cases, this issue stems from aspects of the hiring process and application criteria that are not aligned with diverse candidates’ needs, according to Liz Wessel, CEO and co-founder of WayUp, a New York City-based jobs site and resource center for college students and recent graduates.Companies need to review every aspect of their recruiting process from avoiding biased language in applications and job posts to scheduling fitting interview times, which can impede engagement with certain candidates. DEIB training and specialized tools for managers can help reduce inherent biases. But it’s also crucial to establish inclusive policies and support structures to address all workplace interactions from childcare and health and wellness to persons with disabilities.Engage outside expertise in DEIB outcomesWhen starting any new initiative, it’s important to enlist outside experts who can help your organization overcome primary challenges and set metrics. Eighty-four percent of human resources leaders are open to receiving external help to build their DEIB culture.Because DEIB impacts every part of an organization, conducting research at the outset, including examining the current employee experience, is crucial. This kind of analysis can be time-consuming and may require a consultant who can view your current structure from an objective perspective. External experts can also help refine your current recruitment process and language as well as updating assessments that don’t filter out neurodiverse candidates. All of this will help companies build a stronger pipeline of diverse candidates.To learn more about building a DEIB culture, read the Future of Work Report II: Who Will Do the Work?References1.Everest Group Future of Work Report – Who will do the work 20222.https://hbr.org/2021/06/what-does-it-take-to-build-a-culture-of-belonging3.https://www.15five.com/blog/diversity-equity-and-inclusion/4.https://hbr.org/2021/06/how-to-set-and-meet-your-companys-diversity-goals5. Leading with Impact Framework, ManpowerGroup 20216. Everest Group Future of Work Report – Who will do the work 20227. https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/8-diversity-recruiting-mistakes-how-to-avoid-them.aspx8.https://www.helioshr.com/blog/diversity-equity-and-inclusion-hr-leaders-guide-to-dei
4 Ways to Create a Flexible Workforce with Diversity in Mind
Flexibility is today’s workplace watchword with 32% of global companies leveraging contingent workers to fill the labor shortage gap and save on costs. In fact, 73% of organizations expect to increase their hiring of contingent workers within the next 12 to 18 months.1This is especially good news for companies in markets with aging populations, as more Gen Zers and Millennials are choosing these types of flexible work arrangements.2Organizations that want to create a more agile and flexible workforce should focus on strengthening their DEIB programs to be more competitive. That’s especially important with younger talent who want to work for organizations with similar values to their own.3 Here are four ways to create a diverse and inclusive flexible work environment.Analyze data to set benchmarks“What matters is measured, and what is prioritized and communicated gets done,” says Jonas Prising, Chairman and CEO of ManpowerGroup. That’s certainly true when it comes to workplace diversity. It is vital for organizations to review both qualitative and quantitative data to evaluate their contingent workforce diversity metrics as well as to identify potential gaps and opportunities. Human resources and finance departments can share real-time numbers on diversity representation but talking to people face-to-face can unveil actual experiences—both good and bad—and identify processes that need to be improved.For example, through these conversations, companies may learn that human resources must update onboarding materials to ensure key contingent worker data is captured accurately. To do this properly, it’s important that organizations design all of their processes with belonging in mind from the beginning, according to Syneathia LaGrant, VP, Global Learning & Development at ManpowerGroup. For example, don’t limit people to a single checkbox when self-identifying information like their gender, race, and ethnicity. Qualitative input, such as career goals, interests, and experiences can also communicate to leaders why people apply for roles—and why others don’t—as well as why contingent workers’ tenures tend to be shorter than other positions.4Engage diverse recruiting and onboardingOne silver lining of the COVID-19 pandemic is that it has provided a once-in-a-generation opportunity to reimagine the workplace. And the hiring process is a key place to start. Recruitment, retention, engagement, and performance are all closely linked – so improving diversity in any of these areas will naturally improve performance in all of them. Combining diversity with flexibility makes an organization even more competitive as it creates an attractive employer brand that appeals to today’s top talent.5Qualified contingent workers should be carefully considered during the hiring process as they offer unique, diverse talent pools. For example, many moms who are returning to the workforce after a hiatus to raise children or care for loved ones are choosing remote and contingent work because of the flexibility these options offer. Recruiting contingent workers can help improve gender, age, and racial diversity within a company. It also brings a high level of experience, maturity, and commitment to organizations.6Global firm Dow Chemical has discovered that retirees are another source of contingent talent, according to Mark Bachman, global director of Dow’s HR Center of Expertise. The company recently launched Dow Network, a social networking site on which all employees, including retirees, can post their profiles and communicate with each other. Retirees who are interested in short-term work are funneled through the company’s temporary employment vendor to find opportunities that best suit their skill sets and needs.7Organizations that work with diversity-focused staffing partners can build a more DEIB-friendly recruiting and onboarding process to reduce decision-making biases, provide training with increased awareness around potential language and cultural barriers, and support coaching that strengthens inclusive leadership.Ensure access to career developmentIt may seem counterintuitive to provide career development opportunities for workers who are not part of an organization’s full-time team, but in fact, it’s a smart move. Competition for contingent talent is intensifying, and organizations need to look at providing resources for these contract workers to stand out in the marketplace, according to Lori Chowanec, Managing Director of Client Engagement at Talent Solutions TAPFIN. This is especially true with a growing segment of contingent Gen Z workers who are using freelance opportunities to expand their experiences and strengthen their skillsets in a variety of areas.By 2030, workers under 35 will make up 75% of the global workforce and will drive the gig boom across generational lines.8 Understanding their motivations will be key and one of the top workplace desires of Gen Z workers, in addition to a fair work-life balance, Chowanec notes, is for companies to care about their well-being including career development. By providing coaching and technologies that enable people to confidently accomplish their jobs, organizations will positively stand out in contingent workers’ minds and even convert some to full-time employees over time.Give contingent workers a voiceTapping into the ideas and experiences of the contingent workforce doesn’t just enhance corporate culture, but it can also positively impact business performance. Contractors value two-way communication just like their full-time counterparts, so it is important to provide them with a sense of ownership by engaging them in feedback and decision-making within the organization.9 Organizations can accomplish this by leveraging managed service providers, which, in addition to recruiting and hiring contingent team members, also help companies train and communicate with them during their time at the firm.There are several major benefits of a flexible and diverse workforce. With a strong commitment to recruit, engage, and train contingent workers, organizations can reap long-term rewards of increased performance and profitability. To learn more about how to create an agile contingent workforce, read the Future of Work Report II: Who Will Do the Work?References1. Everest Group Future of Work Series #2, 20222.https://www.bls.gov/spotlight/2018/contingent-workers/home.htm3. ManpowerGroup What Makes Workers Thrive Survey, December 20214.https://spendmatters.com/2021/07/14/diversity-equity-and-inclusion-how-can-companies-make-dei-work-for-traditional-and-contingent-workers/5.https://www.innovativeemployeesolutions.com/blog/why-your-diversity-and-inclusion-efforts-need-to-include-contingent-workers/6.https://www.womenbacktowork.org/blog/2019/8/12/contingent-workforce-amp-diversity-5-strategies-to-create-a-culture-of-inclusion7.https://www.shrm.org/hr-today/news/hr-magazine/pages/3tyler-planning%20for%20contingent%20workers.aspx8. Deloitte9.https://eightfold.ai/blog/manage-contingent-workers/
To Save the Planet, the Time Has Come to Give Our Daily Commute the Boot
The pandemic gave us a small glimpse into what happens when we stop commuting to work. Can this translate to a long-term solution?More than two years into the pandemic we can start to debrief on the lessons learned from COVID and its impact on the world of work. And one area that is ripe for disruption is our commute.During the peak of COVID, lockdowns provided an incredible opportunity to see what would happen to the environment if our daily commute was reduced or even eliminated. Driven in large part by lockdowns and more remote work, the drop in emissions marked the largest decline on record as less people drove to, from, and for work. Global greenhouse gas emissions plunged by roughly 2.4 billion tons in 2020, a 7% drop from 2019.However, the retreat was short-lived. By the end of 2021 emissions not only rebounded, but they surpassed pre-pandemic levels. Global energy-related carbon dioxide emissions rose by 6% in 2021 to 36.3 billion tons, their highest ever level, as the world economy rebounded from the pandemic and pivoted towards new ways of working. All of this begs the question, could COVID help usher in an era of working greener and more sustainable?What We LearnedOur pandemic experience taught us that many, though admittedly not all, jobs can be performed successfully utilizing more flexible schedules and working locales. Whether it’s fully, a hybrid model with time spent in office and working remote, a 4-day workweek, or any number of other situationships, we learned that not only can flexible work work, employees are craving the ability to move away from traditional working models. In ManpowerGroup’s recent report, The Great Realization: A Look at the 2022 Labor Landscape, we explored the Reinvention of Work by Workers – Flexibility, Location, and Purpose.The top three most important work flexibility factors cited were: Ability to choose start and end times (45%) More vacation days (36%) Having fully flexible workplace options (35%) Reboot the CommuteIt’s that flexibility that can play an important role in companies empowering their employees to not only work the way they want to but help play what could be a vital role in cutting down on greenhouse gas emissions. A typical passenger vehicle emits about 4.6 metric tons of CO2 per year and the transportation sector accounts for the largest share of greenhouse gas emissions. There are methods all of us can use to take small, but consequential steps towards being part of the solution. From biking to walking to public transit to carpooling and beyond, there are options available to reboot your commute on those days you commute to work. Already, our people are taking steps to make an impact. For example: In France, we found it was a struggle to fill vacancies in temporary roles due in large part to candidate transportation challenges (lack of car ownership, limited access to public transit in rural areas, etc.). To create a solution for our employers and candidates,ManpowerGroup partnered withBlaBlaCar, the world’s leading long-distance carpooling platform. This allowed us to provide ridesharing/carpooling services to ManpowerGroup associates, temp workers, and candidates resulting in a greater ability to connect clients with the labor force they needed while also reducing our carbon footprint.With 160 locations, ManpowerGroup Germany wanted to be a pioneer in climate action and saw commuting solutions as an area for opportunity.In order to achieve ManpowerGroup’s climate goals,Germany partnered with mobility manager Belmototo create strategy and provide a range of commuting and transit options - from leasing and car subscriptions to bikes and electromobility. And the two partners are already discussing ways to expand this relationship to provide more solutions.To accelerate ManpowerGroup’s sustainability journey and our efforts toward reaching Net Zero by 2045 (or sooner), this month we launched a pilot with our own employees, and associates, to understand their commuting habits and how we can encourage more sustainable ones. France, Germany, Italy, Norway, Spain, and the UK are participating in the pilot where we will capture data from our people to better understand their current commuting routine, but also their view of commuting, and how we as a company can better support our people and our environment at the same time. We believe what matters is measured, and what is prioritized and communicated gets done. To deliver on our validated science-based emission reduction targets and reach ourNet Zero goal, we have five priorities: 🔌Electrify our fleet💡Boost use of renewable energy✈️Reduce business travel🤝 Engage suppliers to reduce impact🚲 Decarbonize commutingWe have an opportunity to treat every day as Earth Day and by doing so, we can reduce our own carbon footprint and leave the planet in better shape for future generations. Learn more about how ManpowerGroup is delivering on these Climate Action priorities:www.manpowergroup.com/sustainability.
Out of Crisis Comes Opportunity as Companies Hit the Reset Button
The pandemic exposed weaknesses that many companies may not have even known they had. The global talent shortage, the need to scale up tech operations quickly to accommodate remote work and other digital operations, and managing the rising demands from people looking for more from their professional lives, have shaken many businesses to their core. Forcing most to reflect, regroup and reset as they seek a new and more sustainable path for the future. As we continue to navigate thenew reality, organizations are taking a much harder look at places where they were left exposed and identifying opportunities to reduce or mitigate risk or otherwise use this time as a way to reboot their operations for a leaner, more efficient future. In ManpowerGroup’s latest report, The Great Realization: Accelerating Trends, Renewed Urgency– we take a closer look at the top trends companies need to know as they hit the reset button. Trend #1: From Net Zero to Net Positive Transparency around Environmental, Social, and Governance (ESG), the rise of stakeholder capitalism and the convergence of standards and reporting is creating greater urgency for companies to take the lead. 2 in 3 organizations report ESG as a crucial focus for their organization, while 60% of companies are tying ESG goals to their purpose. Focus on climate action has entered the mainstream with many businesses making commitments towards a Net Zero future, though the next frontier will be S – a company's social impact. Success will come when the S is about People & Prosperity – becoming creators of talent at scale, championing diversity, equity, inclusion and belonging and improving employability and prosperity for all. For more information about ManpowerGroup’s ESG efforts, download the Working to Change the World report.Trend #2: Optimizing Workforce Via Strategic Talent Management New, nimble operating models and people practices will emerge to respond to transformations in the market – from digital technologies to changing consumer preferences. The ability to turn data into meaningful insights will be critical to manage human capital risks, including the responsible integration of gig, freelance and contract workers. 68% of companies cite “consolidation of staffing suppliers” as a workforce management strategy currently in place in their organization. Vendor consolidation and resiliency will be at a premium to mitigate uncertainty and manage workforce risk.Trend #3: Businesses Emerge as Most Trusted The fracturing of trust towards the government and the media has put employers in the driver’s seat to become the most trusted source of information. Embracing a values driven agenda becomes a net positive for attracting and retaining talent. In fact, 7 in 10 workers say having leaders that they can trust and follow is important to them, and 2 out 3 people want to work for organizations whose values are the same as theirs. Employees are increasingly demanding “empathetic” action with expectations from all sides of the political spectrum that CEOs will lead the way. The role of business will continue to broaden into areas from advocating for racial equity to championing vaccination and voting rights. Trend #4: New Definition of Risk and Resiliency As the pandemic continued to impact our lives, we heard more and more about the fragility of the global supply chain. Even before COVID hit, the strength of the supply chain was being questioned due to factors such as climate change, evolving consumer demand, and the global talent shortage. Over half of organizations are currently assessing their extended supply chains (e.g. third parties, sub-contractors) in order to reduce risks, nearly 40% plan to do so in the next two years. In order to reprioritize risk, organizations are rethinking their logistics strategy. Mono suppliers and vertical supply chains are out, and circular, networked, regional, resilient, and sustainable are in. Supply chain resilience and vendor consolidation will be at a premium to mitigate uncertainty and manage risk. Now is the time to embrace a shared vision of tomorrow. The sudden transformation of how business is done is going to have a lasting effect. As we’ve learned, some of these changes are closer to what workers wanted all along; flexibility, work-life balance and more. The trends known were coming are here and their adoption is accelerating as a result of the pandemic. Companies are becoming increasingly sophisticated as they are forced to adapt and hit the reset button while driving innovation that will sustain operations for years to come. For more information about the key trends in the 2022 labor landscape, download ManpowerGroup's report, The Great Realization: Accelerating Trends, Renewed Urgency.
How to Help Employees Navigate Career Advancement
The massive workplace shift that has occurred over the past couple of years has many people seeking new opportunities that will empower them to grow in their careers while at the same time offering flexibility they may have not previously experienced. Successful companies understand that providing career advancement pathways for employees is crucial to recruiting and retaining talent.However, while most firms understand the value of the development of their internal staff and promoting from within, many are deluding themselves about their capabilities. Over 88% believe they have strong career management programs in place, but in truth, most employees have never experienced them. In fact, only two in five workers say they have career conversations with their managers annually, and one in five workers never engage in these types of one-on-one conversations. While individual performance does play a major role in career growth, managers should play a key role in advocating for employees. Team leaders are responsible for offering support and providing constructive feedback to help employees realize their full potential. Here are three ways to equip leaders at all levels within your organization with the means they need to take charge of their careers.Clearly understand workers’ goals and strengthsA key step in ensuring a productive, happy workforce is having a solid understanding of every team member’s career ambitions, needs, strengths, and pain points. Engaging in frequent, open, one-on-one discussions with team members is an essential way to assess where they want to be and where they may be struggling. It’s also important to have faith in workers’ capabilities and create an environment that welcomes ideas, demonstrates respect, and encourages collaboration.Global technology company Hewlett Packard (HP) strongly believes that its world-renowned, innovative products are a direct result of its talented and diverse workforce. HP’s leaders and managers are advocates of empowering their staff to grow and develop at exceptional rates and fostering them to grasp opportunities that will create a better future for individual workers as well as the brand.  Antonio Neri, President and CEO of HP, started his career at a call center in Amsterdam and eventually advanced to the highest role in the organization – all within the course of 25 years.“I challenge you to look at the complete person when you’re considering a new hire. Even if that person doesn’t check all the boxes, dig deeper,” Neri advises. “You may find a spark – in their personality, skill set or experience – but most importantly passion and attitude that could ignite a successful career.” Create a culture of career developmentWhile many companies conduct annual performance evaluations, it’s time for leaders to move beyond these and provide more ongoing career development opportunities for employees. Whether working with human resources or an external expert like Right Management, organizations can leverage specialized tools to support the effort from customized education modules to technology portals and one-on-one coaching.Global software giant Adobe offers a variety of educational resources on the company's practices for all new recent college graduates or individuals entering the workforce. The program is called Accelerate Adobe Life. Adobe employees receive regular check-ins, performance reviews, and training programs before starting their new positions. Additionally, employees are offered benefits such as educational reimbursement and leadership development courses. These benefits empower entry-level employees to achieve continual growth and advancement in the company from the beginning. Donna Morris, Executive Vice President of Customer and Employee Experience at Adobe, believes it is extremely important for those in the early stages of their career to understand there is a path for growth and career progression for everyone. Leverage resources and technology to enable career mobilityWhen people feel they are ready to search for a new role, they may not realize that moving to an entirely new company isn’t the only option. In fact, over 40% of people are unaware of available job opportunities within their own organizations, yet 51% of workers know of current openings at other organizations.  This is a result of companies not being fully transparent about available positions or leaders not informing qualified team members.To retain talent pools and counteract turnover, companies need to be more candid about how team members can make departmental shifts. They can do this by including job postings in internal company newsletters or communication portals. Managers should also be encouraged by senior leaders to spread the word about openings and be alert to current team members who could fit into new internal roles."Many people leave their employer because they’re not sure they can advance their career, even though they’d like to stay,” says Dan Shapero, Vice President of Talent Solutions at LinkedIn. “That’s a problem that’s solvable with the right technology and cultural mindset.” Tools that use AI to support career searches for individuals can be helpful, especially for large organizations where opportunities can sometimes be hard to identify. HR software like RightMap™allow organizations to map out the competencies needed by the organization for current open, and future roles. Benchmark your workforce against these competencies and align employees with the roles that best match their skill sets. It’s estimated that companies can retain about 38% of their employees who would have otherwise departed by promoting them for a new role that fits their needs and meets the firm’s qualifications.  Nevertheless, some firms say that they don’t have all the information they need to understand the vital skills within their current talent pool. “There is a real need for greater transparency about what opportunities are available and what skills are untapped internally across organizations,” explains Amy Smyth, Head of the European Centre of Excellence for Career Management at Right Management. Organizations that take the time to understand employee goals, help them take control of their own career growth, and make them aware of internal opportunities are setting themselves up for long-term success.To learn more about how to encourage workers to assertively navigate their career paths while providing them with the right resources, visit Right Management.References: Uncharted Territory Report, ManpowerGroup 2021https://www.themuse.com/advice/companies-committed-to-career-growthhttps://www.hpe.com/us/en/newsroom/blog-post/2021/05/lessons-learned-from-25-years-at-hpe-from-call-center-to-ceo.htmlhttps://ripplematch.com/journal/article/companies-that-offer-exceptional-professional-development-programs-for-entry-level-employees-f53abebf/ Uncharted Territory Report, ManpowerGroup 2021https://www.cornerstoneondemand.com/resources/article/5-reasons-hr-should-look-inside-company-when-hiring/https://workforce-resources.manpowergroup.com/development/wondering-how-to-attract-the-best-talent-focus-on-the-talent-you-already-havehttps://www.cornerstoneondemand.com/resources/article/5-reasons-hr-should-look-inside-company-when-hiring/ Uncharted Territory Report, ManpowerGroup 2021 Uncharted Territory Report, ManpowerGroup 2021
Power to the People: Workers Take Center Stage
What started out of necessity during the pandemic, with people around the world demanding better working conditions, more health and safetyprotections, increased compensation (especially for essential work under incredibly stressful times), and greater work-life balance, has rapidly become the new normal. Employees in every industry, in every corner of the world are taking their professional lives into their hands in ways that few could’ve imagined just a few short years ago. ManpowerGroup’s latest report, The Great Realization: A Look at the 2022 Labor Landscape finds this year is shaping up to be one of the most transformative years in recent history with workers in line to benefit greatly. Five key trends are driving the employee experience, and employers better take notice. Trend #1: The Reinvention of Work by Workers – Flexibility, Location, and PurposeWhen people thrive at work, everyone benefits. In ManpowerGroup’s recent What Makes Workers Thrive survey of workers around the world, we found competitive pay and workplace flexibility ranking near the top of people’s wish list. The top three most important work flexibility factors were: Ability to choose start and end times (45%) More vacation days (36%)Having fully flexible workplace options (35%)People in all roles – from the production line to the corporate office – will demand greater flexibility, fair wages, and more autonomy as a norm, redefining “essential” for work and for workers. Thus putting individual choice in reach for the many, not just the few. A heightened focus on a values-driven agenda, empathetic leaders and a culture of trust will become a net positive for attracting and retaining talent and engaging remote teams. People will choose to leave jobs as nearly half (49%) of all workers would move to an organization for better well-being. Trend #2: Mental Fitness Prioritized – Prevention Will Be Better Than the CureWe all are sick of hearing about the pandemic. But the reality is COVID-19 has fundamentallyexposed the growing mental health crisis affecting all workers across the labor force. Employee burnout is a growing bottom-line issue, 43% say their employer is not doing well on taking the issue of employee burnout seriously and actively taking steps to prevent it. Our research found 3 in 10 workers want employers to offer more mental health days to combat and prevent burnout. Mental fitness will be increasingly prioritized, expanding traditional health and safety exponentially. A mass movement to break the stigma of silence will require employers to be explicit about their increased duty of care-protecting mental health as well as wealth, employability and well-being. Expect growing calls to action on burnout prevention as people expect organizations to look at benefits and policies, culture and leadership that helps build resilience and boost mental fitness. Trend #3: The Decoupling of Work and Home ContinuesLike flexibility, hybrid and untethered work models are becoming increasingly in-demand by people intent on retaining the pandemic’s silver lining and reshaping their own new world of work: balancing home and work, valuing flexibility, interaction, collaboration and human connection in a way that works for them. Even people who want to work remotely, 4 in 10 want flexibility to choose the working situation that suits them best. That goes beyond giving someone the opportunity to have a hybrid schedule but affording them the freedom to build hybrid schedules that fluctuate based on professional and personal needs. Hybrid and/or flex work will depend greatly on role and function as well as on the sector. For example, between 51% (finance) and 29% (manufacturing) will work a hybrid mix of remote and onsite.This hybrid paradox will continue while we practice and perfect flexibility that works for all. Trend #4: Culture Matters – The Attraction and Retention Tool That Eats Strategy for Breakfast“What is your company’s culture like?” is a common question candidates ask during the recruitment process. Culture is a key factor not just for new hires, but also for long-term, contingent, freelance, and gig employees as well. As companies work to attract more of these workers (many of them remote), culture will be a key factor for both recruitment and retention. Our research reveals that 3 in 4 workers want to feel motivated and passionate about their work, and 7 in 10 believe the work they do is important and want their contributions to be recognized by management. This increased focus on reshaping company culture to build trust, retain remote teams and energize the employee experience will call for an Employee Value Proposition(EVP) that brings a sense of purpose and well-being plus empathetic leadership for a digital world. In this era of talent scarcity, the best employers will realize firsthand that without investing in and evolving company culture, they will struggle to execute their strategy and need to prepare to lose talent to companies that will. Trend #5: The Rise of Voice and ActivismPiggybacking with culture is the need for companies, if they haven’t already, to take a stance on important social issues. 2021 saw workers stand up, speak up and walk out across industries. Louder demands for raising wages, flexible working, broader benefits and climate action are being galvanized via social media, with or without trade unions. Employees and customers want to spend their time and money with organizations that act as stakeholders: global citizens, pillars of the community and environmental stewards. The data reveals the rising significance of this trend as 64% of employees want their daily work to help better society and 2 in 3 workers want to work for organizations with similar values to their own. Theafore mentioned trends are not the end all be all for the coming future in the labor market. Employees want employers to offer more programs and initiatives focused on prioritizing well-being while also providing flexibility, competitive pay, engagement, good working conditions and opportunities for skills development and career advancement. Shared values matter too, especially on socio-economic issues. But if employers do not understand these trends or ignore what workers want, they run the risk of falling far behind. For more information about what workers want and other key trends, download The Great Realization: A Look at the 2022 Labor Landscape.
Communication Skills Needed in a Digital World
In the tech world, all eyes are on Apple each year as it announces its newest launches and updates to its current line of MacBooks, iPhone and watch. The company has become the epitome of disruptive innovation and how ubiquitous technology has transformed our lives.Yet, there’s something timeless about each Apple launch: A single person standing on stage, telling a story. Today, Apple CEO Tim Cook builds off the legacy of Steve Jobs, who became legendary for his personality and stage presence.The Cook and Jobs presentation skills demonstrate that no matter how digitized we become as a society, there’s always a place for human communication skills – even at the world’s most technologically advanced companies.In fact, the 10 most in demand professional skills in the world reflect the need for human soft skills, including sales representatives and professionals such as project managers and researchers, according to ManpowerGroup’s latest report on the talent shortage.In our increasingly digital world, here are skills that still matter for professionals.Managing Expectations“The future is a concept — it doesn’t exist,” said author and philosopher Alan Watts. For businesses, this ambiguity about the future is more than a thought exercise. It requires understanding how to navigate change when you’re not sure where the changes will come from. Leaders with communication skills will be able to guide others when there is no roadmap. That means making decisions on the fly, the ability to adapt to evolving circumstances, and then sharing your reasoning to others to get them to follow.Delivering InspirationThe artist Michelangelo once said: “Lord, grant that I may always desire more than I can accomplish.” It’s a human – and timeless – quality to seek inspiration and motivation, and look for it in others. You can call it stage presence, charisma or just je ne sais quoi. No matter what “it” is, there is a palpable energy that can come from someone who is an engaging communicator. We share our social orientation in brain circuitry with all other mammals, so this is a deep-seeded biological need that can’t be replaced by technology. Human communication needs the motivation of the human touch, and that will never go away.Suggesting ImprovementImagine your next job performance review is with a robot. You’d get a PDF with all of your deficiencies, delivered to you with cold efficiency, with highlighted sections to work on. Doesn’t sound fun, does it? As much as we dread performance review, human communication helps us become resilient and improve. Others can see our blind spots that we don’t see, and also equip us with coping strategies and teachable skills.Overall, it’s true that digital trends continue to expand and play a larger and larger role in the world of work. But if you’re feeling uneasy or out of place because of technology, the answer may be in thinking more traditionally – and reclaiming your humanity.
Full Speed Ahead: The Tech Revolution Goes Into Hyperdrive
Remote work, online ordering, and curbside pickup are just some of the lasting impacts of the pandemic as every company has now become a digital business. More than 80% of employers have accelerated digitization in response to COVID-19, and consumers and employees alike now expect tech to make the way they live and work easier.The right blend of tech and talent is now front and center. Acute skills shortages continue – in logistics, IT, cyber security, software development, data analysis and more – creating new urgency for organizations to upskill their people so they can translate data into insights, make data-driven decisions and combine the best of human and machine learning.The latest ManpowerGroup trend report, The Great Realization: A Look at the 2022 Labor Landscape, breaks down the key trends that will unfold over the coming months and years and that story wouldn’t be complete without a closer look at the impact of tech acceleration.Trend #1: Human vs. Robot – Hyperconnecting Human Strengths As every aspect of life becomes more tech enabled, we must strengthen the connection people have with work and colleagues for improved productivity and creativity. Machine learning and workforce data will enable prediction of potential performance, matching of individuals to ideal opportunities and will help people know themselves better than they ever did. 1 in 3 organizations plan to invest more in AI technology including machine learning over the next year, which will enable people to specialize in human strengths – in empathy and honesty, judgement and creativity, coaching, compassion and more.Trend #2: Closing the Chasm – From Digitization to Adoption at Speed Advanced technologies are increasingly impacting how companies transform business models, enhance customer and employee experiences and become moredata-driven. To meet the growing need, 1 in 3 organizations plan to build out internal capabilities in e-commerce and digital trade platforms, big data analytics, cloud computing, cyber security and IoT. But investing in and even deploying technology and innovation is the easy part. Digital-led transformation alone is no differentiator. Human capabilities and having the right culture enterprise-wide to execute are key to tech adoption, speedy ROI and continuous transformation. Trend #3: New Dawn of Sustainable Tech Organizations are responding to calls from a variety of stakeholders-investors, customers, employees, board members, governments, industry regulators and NGOs to act as good global citizens andusing technology to reduce emissions, transform supply chains and nudge consumer behavior. As tech giants compete to be the first to open up the metaverse the blending of the digital and physical worlds will emerge as one of the most important new trends, creating new opportunities to reimagine hybrid meeting and working with less environmental impact. Trend #4: Using AI to Increase Diversity and Reduce Inequities An increase in understanding of neurodiversity means artificial intelligence must have in-built benevolence filter in diverse talent, not filter out the atypical. Organizations will recognize the value of machine learning match and predictive performance so we can help people know themselves better than they know themselves, charting a pathway of employability, equity and increasing prosperity.Despite increased investment in AI technologies across industries, 1 in 5 organizations cannot find enough AI and machine learning specialists for roles that require these skills. The full potential of AI cannot be realized until the right amount of skilled labor comes into the workforce, thus making it imperative for organizations to continue to invest in upskilling and reskilling in this high growth job and talent demand area. Trend #5: Win-Win = When Wage Gains Are Paid For by Productivity Organizations seek to balance higher wages with productivity growth. And policy makers prefer this dynamic because there are no current or latent inflationary pressures as the potential of the economy expands. Technology will unlock producing more with existing inputs or producing the same with fewer inputs.Trend #6: Smart People Analytics Will Enable Data-First Decisions Providing a seamless and scalable digital experience for employees will require changes in technology infrastructure, management practices and employee and customer engagement models. Workforce and talent data/analytics will be front and center in leveraging data and analytics to identify match for a role and predict potential performance.76% of organizations with more than 100 employees rely on assessment tools such as aptitude and personality tests for external hiring. Employers will have even more data to manage and draw insight from as increased employee led data sharing and aggregation. The pandemic has changed the game. But the biggest mistake that business can make is thinkingtheir “return to normal” will be a return to the way things were. Those ways are over. Digitization means companies can now work faster, and in new, exciting ways that not only help them better compete in the marketplace but also provide their customers with the digital experience they’ve come to expect. Walt Disney once said, “We keep moving forward—opening up new doors and doing new things—because we're curious. And curiosity keeps leading us down new paths. We're always exploring and experimenting.” Be forward thinking and you’ll be able to create a better workplace environment for your people and while improving customer experiences, thus ensuring better outcomes for your business.For more information about tech acceleration and other key trends, download ManpowerGroup’sTheGreat Realization: Accelerating Trends, Renewed Urgency- A Look at the 2022 Labor Landscape.
#BreakTheBias Gender Equity At Work
New research from ManpowerGroup reveals that while 86% of companies are measuring gender parity, most are looking purely at pay equity (often driven by regulation), with far fewer measuring the number of women in traditionally male-dominated roles and the number of women in senior leadership positions.