Networking doesn’t need to be only in person with coffee, lunches or mixers. With creativity and resolve, connecting meaningfully with others can be done remotely and across geographic and time zone differences. If you’re stuck at home, here are ways to expand and network effectively. Be mindful when selecting a mentorFor many in the next generation, mentorship is key to gaining a foothold for their career and life. A mentor could be someone in proximity in the workplace or at a professional organization. But if the relationship starts out through a digital connection, more thought can be put into the right match, rather than simply convenience. A university alma mater, your current workplace or a professional organization can help match with a mentor that aligns with your interests, needs and personality. Spend time planning who could be your best mentor during this time. Connect with “loose ties” Research has shown that while we rely on our strong ties in our everyday lives, but it’s our weak ties (also called an “open network”) that help make leaps when it comes to finding new roles. Because weak ties are farther removed, they know about opportunities we aren’t likely to know about. By identifying and reaching out to valuable connections that you don’t know as well, you can extend your open network dramatically. Join social groups at workIf the only time you interact with colleagues is on projects and conference calls in meetings, it’s going to be hard to build friendships. Instead, carve out niches for friendship at work by joining social groups, which can also take the form of Teams/ Zoom happy hours, Facebook groups for hobbies and other shared interests. Use reconnection as networking Networking doesn’t always have to take place in person or with people you don’t know. In fact, networking is often more powerful when it’s cumulative, and not just a one-off encounter the first time you meet someone. Networking can also mean reconnecting with former colleagues and sending notes of appreciation, congratulations on work anniversaries, or other virtual ways to stay in touch. Start writing on a blog or LinkedIn article One of the most effective ways to build a network beyond your immediate contacts is to start a professional blog on a topic of your expertise, make connections, show thought leadership and get feedback. Here are tips on how to launch a blog and grow your following.It’s less overwhelming when you start to break down the end goal into smaller, individual parts of a routine. Tackle the above categories one by one, and you’ll be able to build on the momentum of each to accelerate the size of your network.
How To Network Effectively When Working Remotely
How to Organize Your Home Workspace For Productivity
As COVID-19 recovery continues, those who are still working from home are best served by making some upgrades or changes to their routines.For many workers suddenly shifting from home, any space from the kitchen table to a spare bedroom would do. Now as the pandemic-induced spike in working remotely goes beyond temporary, here is how to organize a home workspace to optimize productivity. Speed up your wifiHas your internet speed slowed to a crawl with the stress of Teams calls, multiple devices and virtual learning happening at the same time? There are steps you can take so you won’t have to wait painfully like the days of dial-up. Talk to your organization about helping make investments in a home office, which could include upgrading and customizing your network.Set up boundariesWhen you work from home, it can sometimes feel like you live at work. Having ready access to work can provide flexibility, but it can also create an always-on mentality that can lead to burn out. Remember to set up boundaries to designate a workspace with a living space, whether that’s a physical environment or a set time to step away from a workspace. You can even put up a sign or a post-it reminder at a boundary that outside these parameters, you are off duty. Designate work devicesWhile working from home, it can help create a more work-like environment with specific devices that are devoted to only to work. For example, an author might have a low-cost Chromebook that only includes the files to their book without web browsers or other apps that have distractions. Especially for bigger assignments, this can help put everything in one place while minimizing the digital distractions of what else might be on your laptop or phone. Go on the gridThere’s no way we could do our work without interacting with others, but sometimes that interaction in person or virtually can be detrimental to productivity. This is especially true if it’s a significant other or family member that needs something. When you need to really focus, put an in-the-office message on your chair or workspace to let others know you are unavailable -- the WFH equivalent of an out-of-office responder. Any home office is a balance between flexibility and productivity. Give yourself permission to adjust that equation as needed, and your workspace will benefit you in the long term.
Searching for Jobs After College
Moving from college to the workplace traditionally requires major adjustments, including acquiring new skills on the job and learning to balance independent projects. Right now, economic and public health uncertainty only adds to the stress on college graduates. But stepping back, slowing down and taking concrete steps can help mitigate anxieties and improve your outlook. Here are ways to help navigate the unchartered waters. Build a mentor relationship In college, students can easily stop by a professor’s office hours or book an appointment with your academic advisor or job counselor. The same principles of mentorship are just as important to getting started in the workplace. After you graduate, you have to be more proactive about securing your own mentor. Having a mentor will enable you to learn what employers expect from new grads and you can use the information to make yourself job ready, and also help find new opportunities in sectors that are hiring. Take a skills inventory Does your resume reflect all that you are capable of accomplishing? Make sure that you reflect not just your major and hard skills, but also soft skills like learnability that shows you can make adjustments during turbulent periods. Research from ManpowerGroup has concluded that 65% of the jobs Generation Z will perform do not even exist yet, and right now is certainly a time of disruption and change. Show how your past has prepared you for a future that is evolving and being invented in front of us. Be open to new forms of work Look beyond the full-time permanent roles. In some sectors, hiring is ramping up right now for temporary or short-term work. Taking a temporary job to help meet demand may provide an in to a company, or an end in itself. Today, nearly 9 in 10 workers are open to NextGen work– part-time, contingent, contract, freelance or temporary. As younger workers bring tech-savvy skills to the workplace, new graduates can turn to flexible employment opportunities where it is needed most. Reach out to help others Right now, it’s easy to develop tunnel vision with respect to your own needs. No one will blame you for that. But many others are going through the same uncertainty, and seeking ways to help is not a zero-sum game. Over time, how you treat others builds a reputation. Recognizing others need assistance, offering to be of service through small acts like proofing someone else’s resume or sending an email with encouragement will become an extension of your resume. Do it for its own reward, and it’s likely to help deepen and expand your network as well. After years of being in the school system, it will take new grads time to transition to a new world –– and that’s never been true more than now. For college graduates, it’s important to be patient, keep being productive where you can be, and keep the faith.
Four Ways to Build a Data-Driven Team
In our new COVID-19 reality, the world is experiencing a level of rapid change never seen before. One thing that’s clear is that digital-minded organizations with the ability to quickly assess and make insightful workforce decisions will be more likely to not only survive the crisis, but thrive. However, this will be challenging for many businesses as 72% of global organizations experienced a reality check and found themselves not fully prepared from a technology perspective.  Now these companies are scrambling to play catch up in migrating operations and workforce to a virtual environment. With the majority of employers planning to offer flexible work options for the long-term , there’s no turning back the clock to pre-pandemic work styles. Here’s four ways that your organization can leverage data to build a stronger team: Use data to predict talent potential Wouldn’t it be nice if there were a crystal ball that could ensure your next hire is a win for the company? Predictive analytics gets close by helping Human Resource professionals assess individuals with skills profiles that help determine who is most likely to succeed in a particular role. That’s crucial when the cost of a bad hire can mean up to $240,000 in expenses for companies. Remember the movie Moneyball where analytics helped the Oakland A’s select the right players to spur the team to 20 consecutive victories over a month’s time? That success has translated to the business world with global companies such as Google, Marriott Hotels and Credit Suisse Banks. Credit Suisse deployed predictive analytics to identify employee churn and this information was anonymously shared with line managers to help them reduce turnover risk factors and retain talent. The bank saved an estimated $70,000,000 a year in recruiting and onboarding costs as a result of this initiative. Make data your company's decision-making anchor When the world stopped, the hospitality industry suffered a significant impact, but take-out and delivery service saw a massive uptick in activity. Domino’s CEO Ritch Allison noted that their team had to take 60 years of standard operating procedures and transform them for digital in a matter of 6 weeks. By making a commitment to digital strategies as their new centerpiece of decision-making, Allison was able to shift the pizza giant to a contactless delivery model across the country. The key was carefully creating a unified data-driven vision for the company’s technology, innovation and supply chain teams while still making the training of Domino’s delivery experts a priority. “As we look at digital capabilities that we’re putting in place today, it’s not just to be competitive in the next couple of months. It really is to set ourselves up in what may end up being the new normal in our industry,” says Allison. So far, it’s paying off as nearly a year later, Domino’s digital sales are up 75% and they have been able to keep most of their retail locations open. Upskill Teams to Leverage TechnologyEven before the pandemic, companies were navigating changing technologies and the new skills that employees would need to manage them. COVID-19 has amplified the urgency for workers to develop these new ‘skill muscles’ to strengthen them and prepare the organization for future disruptions. The U.K. healthcare system, for example, had to retrain their staff within weeks to manage virtual appointments, something that occurred less than 1% of the time prior to 2020. Now doctors assess nearly 100% of patients by phone or video, with only about 7% requiring a face-to-face appointment. This has required medical staff to learn how to do safe and effective diagnosis remotely. Something that will now continue even after the crisis has passed. As organizations determine which strategies encompass the future of their business, leaders should quickly identify skills that are crucial to business recovery and focus first on those that will drive a disproportionate amount of value to the organization. Foster a data cultureOrganizations who ingrain data into their culture are well-positioned to create ‘SuperTeams’ - the next step in technology’s integration into the world of work. “These SuperTeams are powered by increasingly sophisticated artificial intelligence blended with the best in human skills – all working together to solve problems, gain insights and create new value for both workers and organizations,” says Dave Mancl, manager of Talent Analytics for ManpowerGroup. Creating SuperTeams involves a concerted effort to upskill employees on how to leverage these new tools and processes. That can be a challenge considering that only 21 percent of workers are confident in their data literacy skills, including understanding, questioning, and working with data.3 But Human Resources can play a role during recruiting by including data and metrics language in job descriptions to attract the right candidates. Employers should also improve success by reinforcing skills development through group training or one-on-one coaching and then hold employees accountable to measurable data-driven goals. Organizations who integrate data to better assess, upskill and build SuperTeams will be well-positioned for future growth. For more insights on these and other workforce data trends, tune in to The Transform Talent Podcast.Sources: https://www.news.xerox.com/news/global-Xerox-Future-of-Work-Survey-results ManpowerGroup Q4 2020 Employment Outlook Survey https://www.apollotechnical.com/cost-of-a-bad-hire/#:~:text=The%20average%20cost%20of%20a,hiring%2C%20retention%2C%20and%20pay. https://techhq.com/2020/01/mind-the-skills-gap-between-big-data-and-employees/
Top Communication Skills Employers Seek From College Grads
If you are a recent graduate, now is the time to work on refining certain skills to help your transition to the workplace.This summer, a new group of ambitious college graduates will hit the job market. Along with their energy and enthusiasm also comes inexperience. Here are the top communication skills that employers want to see from new grads. Listen, listen, listenWhen you are just starting out, you should listen more than you talk. Really hear what the other person is saying, instead of formulating your response. Ask for clarification to avoid misunderstandings. The person speaking to you should be the most important person. Don’t multitask. This means that if you are speaking to someone on the phone, do not respond to an email, or send a text at the same time. Be clear and concise Maybe every once in a while, on occasion it could be said that a college student filled a 20-page paper will a few filler words to meet a minimum word count. In the business setting, however, time is money. Getting to the point in a presentation or meeting is a premium communication skill. Work on clearly articulating your point in a concise and direct manner.Project management skills In college, a big project rarely lasted longer than a semester, and usually were much shorter. But in the workplace, you are often expected to juggle multiple projects that can last six months, a year or longer. Set several milestone goals, check in on progress regularly, get feedback, and use the resources of others around you. Practice the art of meetings Meetings in an office are also different than the group meetings or the dorms at college. To respect others’ time, always send out an agenda before the meeting, giving participants enough time to prepare. At the start of the meeting, establish the ground rules for communicating, and any other expectations. Finally, send meeting minutes to those who participated or who will be affected by what was discussed. Organizations know that it will take time for new graduates to get acclimated to their new work environment. That’s also a two-way street. Spend time getting up to speed in your communication practices, and the transition will be smoother for everyone.
How To Combat Burnout and the Pandemic Wall
Working over the last year can feel like hitting a series of walls –– each one bigger than the last. If you’re feeling that way, rest assured you are not alone and there are steps to combat the stressors. Here are ways to fight off burnout. Ask for the help you needManagers and organizations can support you if they know what you need. Different situations may require different intervention strategies. For example, struggling to meet caretaker responsibilities with childcare when kids are learning from home could be alleviated with a schedule change, including working nights instead of days. For someone who feels immersed in the “always-on” digital workplace, requesting vacation days off could also help. Make sure to discuss openly your needs so they can be addressed. Enlist the buddy or mentor systemWorkplace relationships are extremely important for well-being, but they can be more difficult to maintain when everyone is remote. It may take intentionally reaching out for virtually “grabbing coffee” or checking in with a colleague, mentor or supervisor who can help provide mental, logistical or emotional support. Don’t overlook the simple power of connecting, even if that means a virtual hangout. Proactively help othersIf you are struggling, that means others are no doubt feeling the same way. Reaching out and providing a compliment, offering to help with a workload or sending someone a lunch delivery will help them and has the added benefit of giving you an emotional boost. Research has shown that kindness is one of the fastest ways to elevate mood and boost resiliency. Set boundaries and know when to turn offEven the highest performer can only run on adrenaline so long. The body and mind need downtime and regular rest periods. Intersperse periods of intense focus with downtime and recovery. The rhythms of hard work and rest need to balance over time. Set time with boundaries to unplug with peace of mind and come back rejuvenated. Finally, remember the basics: Take a lunch break in your day, walk around your neighborhood and get the recommended 7-9 hours of sleep to help make sure you’re on the top of your game. Work will still be there when you return, more rested, motivated and focused to keep moving forward.
Leadership, Skills and the Impact of the Pandemic on Progress to Parity
Over the last year, the COVID-19 pandemic has erased hard-fought gains in gender parity at work. It’s been twice the negative impact as women have taken on both more at home while roles predominantly held by women have been downsized. At the same time, a new future is currently unfolding that needs to take into account the skills, leadership and resources provided by women. Behind every setback, an opportunity can be found. Employers must meet the call to support the women in their organizations and reshape the environment of work. Here are ways to move forward with women learning new skills, advancing in leadership and stepping into a post-pandemic world. Needs to reskillThe impact of the pandemic accelerated changes already taking place for in-demand roles. Reskilling and upskilling will benefit women to meet the increased demand for cybersecurity experts, data analysts, software and app developers. In addition, new roles provide opportunities in areas such as contact tracers, distance monitors and temperature checkers are emerging as fast as others decline in aviation, hospitality and entertainment. Ask for flexibilityWomen and all parents and caretakers can leverage the last year to ask for flexibility and remote work options to continue if they are available and have provided improved balance. Millennials in particular who have caretaking responsibilities are most eager to avoid the commute and least willing to lose flexibility they have gained. As the vaccine roll-outs continue and organizations plan for the future, make sure to communicate your work preferences and how the optimal arrangements benefit everyone. Consider career progressionFor many workers, it’s been a year of coping and getting by as best as possible under the circumstances. In fact, IT workers are the only sector that do not rank “just keeping their job” as top priority. Now as we look ahead, don’t lose sight of career development, progression and advancement. Women should feel empowered to move up in their organization and ask for responsibilities and positions of authority while being supported by their organization. Value your soft skillsWitnessing the biggest workforce shift and reallocation of skills since World War II means that skills that were en vogue in 2019 might now be out of fashion. However, soft skills continue to endure and be in demand. In times of rapid transformation and uncertainty, these so-called soft skills are more important than ever in workers and in leaders. As we move forward, women can emphasize abilities such as adaptability, communication and human connection to help themselves and their organizations navigate change. As we progress through and past the COVID-19 pandemic, the world needs women leaders more than ever. For International Women’s Day, the time is now to focus a spotlight on the necessity of women’s impact in the workforce.
Getting Noticed for a Career Promotion
When much of the workforce is remote, it can feel like more of a challenge to catch the attention of management and show your worth to help gain a promotion. But it’s possible to put the spotlight on your accomplishments and potential for the next level, including highlighting accomplishments in self-reviews and end-of-year performance evaluations. Here are ways to get noticed to boost your promotion chances in the coming year. Document your achievementsBefore talking about where you’re headed, it helps to know where you’ve been to show to yourself and your manager what you’re capable of accomplishing. Keep detailed records of both what you’ve finished, as well as what you hope to still learn and gain. Make note of where you have exceeded expectations and gone beyond your job title, and ask how you might leverage that in a new role or responsibilities. Set specific goalsWrite down and visualize exactly what outcome you are seeking, such as gaining a leadership role, increasing your salary or relocating to another part of the country. With a clear end in mind, work backwards and create a route to achieve what you want with a plan to make progress each step of the way.Connect with mentorsYou may find that more mentorship help is required than one person’s limited experience can offer. Have a conversation with your mentor about opening the door to more input, such as a personal board of directors. Consider how multiple mentors can provide different perspectives, new connections, specific skill sets or expertise in an area that you lack. Seek sponsorshipSometimes, mentorship is not enough. Sponsorship is a critical factor in helping talented, motivated individuals advance in the business world. Women in particular tend to be over-mentored and under-sponsored. Beyond mentoring, it’s important to find influential individuals who can help others get ahead. You’re much more likely to achieve your goals when you write things down. Make sure you don’t just dream it, do it. Setting clear and achievable goals will help you reach your ends –– and get to the next levels.
Boosting Employees' Balance Working From Home
Providing support for mental health and encouraging check-ins and downtime can help organizations enhance the benefits of a remote work environment for employees. The massive shift to working from home has been beneficial for employees and organizations. In a recent ManpowerGroup Future of Work survey, 8 in 10 respondents want more remote work to better balance family life. But the survey also revealed some complexities about remote work, such as the inability to leave work at the office. Here are ways that managers can accommodate working from home in a way that is beneficial and promotes balance. Pay attention to mental health needs There are a number of relaxation techniques that can lower stress, reduce the flight or flight response and help increase well-being for employees, from physical exercise to breathing practices. Organizations are providing help during these times with on-call counselors and virtual health appointments. Create channels for communication Working from home can feel isolating, but adding more video calls to the workday isn’t necessarily the antidote. Instead, managers can provide less intrusive but more timely feedback mechanisms, which include pulse surveys, peer group support and Slack or Microsoft Teams-style collaboration. Managers should use these channels to listen. Help manage workloads Organizations should understand who has additional obligations to care for children or parents, or family members that need attention. Globally, 40% of people say schedule flexibility is one of the top three factors when making career decisions, according to ManpowerGroup research. Managers can redistribute work to those who have capacity, or offer flexibility. Remind employees to take a vacation Taking time off –– even at home –– is just as crucial to employee balance today, maybe even more important than in “normal times.” Historically, the majority of North American employees don’t use all allotted vacation time. Unfortunately, overcommitment is counterproductive. Taking vacation time is a vital part of preventing burnout, maintaining job satisfaction and inspiring and motivating an employee’s best work. Encourage employees to take their deserved time off. Recognize generational differencesOrganizations should know that there are generational differences in attitudes about working from home, with Gen Z and Boomers more eager to return to offices for networking or collaboration. For these workers, additional virtual communication can replicate opportunities. Ultimately, helping balance during working from home comes down to recognizing and respecting boundaries, and communicating frequently. These guidelines can enhance the experience for everyone involved.
The Post-Pandemic Rules of Talent Management
Over the past decades, rapid digital transformation has enabled organizations to completely reimagine the way they work and manage talent. From reliable video conferencing platforms to digital collaboration software, to ubiquitous cloud-based connectivity, and a data-centric approach to strategic decision-making powered by the synergy between artificial and human intelligence, an imaginary worker from the 1950s would surely marvel at the current landscape of work as if they were in a Black Mirror episode. And yet, it took a pandemic to truly accelerate this trend and transform the way most people work day to day, leveraging these foundational aspects of technology to dramatically change how we approach jobs and careers, perhaps forever. Indeed, for those with the skills to work remotely, the crisis has turbocharged an unparalleled shift toward more flexible work, and being able to live one life that better blends work and home — trends we know workers have wanted for some time.Technology has the potential to be a great enabler, providing humans with the tools to remain emotionally and socially connected even while in physical isolation, and the crisis has been the critical catalyst for change. At the onset of this crisis, talent literally left the building, and we’re now beginning to realize that in many places, it is unlikely to come back. In what will surely count as one of the strongest demonstrations for the extraordinary human capacity for adaptability, workers of the world have been able to remain productive even in lockdown.Humanyze, a technology firm that specializes in social sensing (led by MIT’s Ben Waber, who coined the now widely-used term people analytics), mined anonymous company e-mail, chat, and calendar data to find that working without an office has actually extended people’s working time by an average 10–20%, while also reducing work-related stress and negative emotions, increasing confidence and well-being, and increasing communication with close collaborators by a staggering 40%. In the early days of the pandemic, Microsoft reported a 200% increase in virtual meetings (mining their client data from Microsoft Teams), with a total of 2.7 billion meetings per day. Although virtual teams and remote work were already quite prevalent prior to Covid-19, it is likely that overall collaboration will actually increase when everyone is remote, with firms like Twitter and Square announcing their employees can work from home forever, and early indicators suggesting that business collaboration is stronger now than before the pandemic.As we look to the new next, unsurprisingly, many people have no desire to return to the office full-time, and, by extension, be forced to live close to it, especially if it is there mostly for symbolic or decorative purposes. As our newly released ManpowerGroup global analysis shows, 8 in 10 workers want more remote work to attain a healthier work-life fusion. To be sure, we had been talking about the benefits of an agile, hybrid, and fluid workforce for some time, but the pandemic marks the formal entrance to the age of digital nomads and a personalized workforce, with five salient trends (and opportunities) to consider:1. Technology Is Deepening Human Connections: Discussions about new technologies, such as AI, often paint a bleak and dehumanizing picture. For example, the author of Sapiens: A Brief History of Humankind, Yuval Noah Harari, has warned of the rise of a “useless class” of humans. And there are vastly exaggerated alarm bells being rung over automation. A more obvious trend so far has been that humans working with, and enhanced by, AI, almost always produce better results than humans without AI, or AI without humans. While the crisis accelerated the use of technology, which enabled the decoupling of work from a “place”, this shift was already occurring as a large proportion of organizations — large, medium, and small — made necessary investments in online collaboration tools like Zoom and Teams, growing the market for collaboration software to more than $45 billion globally (resulting in a 300% increase in Zoom’s share price since the pandemic started).Technology is rapidly becoming more human. We aren’t simply collaborating; we are running businesses, visiting family, attending weddings, and educating our children through technology, making the virtual world more humane, forging deep digital connections that are founded on true human connectedness. The crisis has converted collaboration software to “cohabitation software,” with Microsoft reporting a 10% increase in social meetings (including “pajama day” or “meet my pet day”) during the past few months. All this allows us to exist “in the same space at the same time” together, while we determine the place.2. Building Culture Outside the Building: Last year, when the world could not even imagine the present state of affairs, we presented our research on What Workers Want, and a Fortune 500 CEO asked us: “How do you possibly build culture when you don’t sit together”? Our response was that culture doesn’t exist within walls; it exists within people, so you have to build culture through people, wherever they sit. We could tell he was skeptical — yet the pandemic has proven that we can and must build culture from living rooms and home offices across the country. Workers knew this a while ago. It’s why people may use the exact same technology yet experience work in a very different way when they move from one company to another. Fundamentally, culture is “how we do things around here,” and it’s the sum of default behaviors, preferences, values, and decisions that make each organization a unique habitat, regardless of whether people frequent an office or not.Now company leaders are realizing it as well. Leaders can focus on building culture anywhere by refraining from micromanaging, getting over the politics of presentism, and learning to measure what each employee actually produces and contributes to the organization with as much objectivity and data as possible. Above all, by nurturing trust and fairness in relationships with employees, leaders can upgrade the company culture even in a virtual-only world.3. Work That Supports Life:Our ManpowerGroup research shows that the second concern after health for workers post-crisis is maintaining flexibility. Most workers want to work remotely a few days a week; they want a hybrid workplace between work and home that allows for better balance. But the office does still have a role in human connection. Companies like Ford are taking this as a moment to redesign how office space works. Others are investing in new hubs where people come together to collaborate and socialize. Gen Z employees are most positive about coming back into the office (on their terms), and they, especially, look to the workplace as a source of socialization as much as a place to network and learn. Gen X and Boomers, who are leading many companies today, enjoy the separation that the physical workplace brings in their efforts to keep work and home a bit more separate.It’s critical for leaders to realize that while workers may still want to occasionally come to the office, few want to come in every day. For jobs that must be in-person, it’s going to be important to flex the hours to minimize the commute, flex the shift to allow parents to be part-time teachers, and flex the days to enable the workforce to work in a way that supports life.4. Screens as the Great Equalizer: The great thing about video calls is that the boxes are all the same size — it’s a great equalizer. Prior to the crisis, we had all been in meetings where a portion of the team was in person and part was online. The online participants were primarily bystanders to the actual meeting. There was an advantage to being “in the room,” akin to being in the right place at the right time, and saying the right thing to the right person.As companies work to improve diversity, equity, and inclusion, technology provides the level playing field most groups want. Not only is it harder to engage in office politics, show-off, or manage up when you are in a Zoom call and everyone is watching, but the ability to capture, record, and analyze meetings data provides organizations with hard facts to evaluate DE&I in real-time. Diversity analytics, including a measure of how much people from different groups speak during meetings, whether they are included or excluded from the informal social networks that govern the power dynamics of an organization, and whether their ideas and comments are well-received by the group, promises to accelerate progress in a still dysfunctional area. It is a wonderful silver lining that technology and the global health crisis have sanitized a lot of the toxic politics and nepotism that corrupt the meritocratic ideal of talent-centric organizations: it is a lot harder to “pretend to work” when nobody sees you or cares about where you are.5. Talent Geographically Unleashed: The virus isn’t confined by borders, and neither is talent in a virtual world. For years, the model has been the same; when you’re interested in hiring talent, an early question is often “Will you relocate?” On most talent plans around the world, it’s the biggest career-limiting question, as it’s restricted career advancement and company growth for decades. However, in recent years, we have seen an empowerment of skilled talent calling the shots on separating where they choose to live and where they contribute to work. Software developers experienced the earliest shift — the work followed the talent. Then, with record low unemployment in many areas of the world last year, we saw this openness to location expand into other sectors, such as banking and consumer goods.Technology has now untethered talent from location. Talented individuals with in-demand skills in any sector now realize they can live where they choose and work where they are qualified. And employers now realize they can source “best of” talent from anywhere in the world as long as they have internet connectivity. The idea that workers have to physically move to get a job is gone, along with the costs of relocation. It’s actually quite simple: talented workers want to be free — free from geographic borders, free from physical location expectations, and free from government restrictions. As The Economist estimates, opening borders to free up talent would result in a $78 trillion increase in global GDP: “Labor is the world’s most valuable commodity — yet, thanks to strict immigration regulation, most of it goes to waste.” If technology and cultural organizational changes enable people to do their work from wherever they want, they will set talent free even with current immigration laws and restrictions, countering the recent political trend to slow down globalization in favor of nationalist policies.***Workplace and workforce have now been separated, while work, home, and school have been brought together. Technology is moving humanity away from the office and back into homes across our nation every day. We are building culture outside of buildings, with work that supports life on a more even playing field, with talent that can come from anywhere. As we look to the future, it’s time to unleash these new way of working for the long-term, with a focus on well-being, equality, and productivity that can work for both employers and employees long after this crisis ends. It’s time to embrace the truly global talent pool that is available to drive growth, regardless of where those people call home.In short, the global talent pool has arrived, and talent is the new global currency… if businesses have the culture, confidence, and technology to tap into it.*This article was originally posted on Harvard Business Review authored by Becky Frankiewicz and Tomas Chamorro-Premuzic.