The people we impact, the planet we love, and the communities we live and work in drive ManpowerGroup’s commitment to meaningful and sustainable employment.Explore our Working to Change the World plan in the new ESG report.Download Report

​The future of work will be shaped by the accelerating pace of change and persistent talent scarcity, which is good news for workers. Employers are increasingly open to non-traditional candidates who may have gaps in employment that have impacted their careers. This will create more opportunities for seniors with invaluable work and life experience and individuals with e-sports and gaming skills. It also means green business leaders will need to apply the same sustainability mindset to their human resources.​Download Report​​

​It’s no secret that the last several years have left us all reeling as we adapt to new ways of working and living. After spending so much time apart, we must be more intentional than ever about building and fostering connections and relationships with our family, friends, and work colleagues.Now, as we continue to emerge from the shadows of the pandemic, which has reshaped the way we work by blurring the boundaries between personal and professional lives, the importance of building connections in the workplace has become more apparent than ever before.Here are five simple, yet effective ways you can build connections at work and beyond:1. Be AuthenticWhat makes someone stand out from the crowd? It's authenticity. Authenticity is the secret sauce that adds flavor to your connections, making them compelling and long-lasting. Dare to be your true self, for authenticity attracts like-minded individuals and paves the way for honest conversations and shared experiences. Embrace your quirks, passions, and idiosyncrasies. It's genuine connections that stand the test of time.2. Promote TrustTrust is the foundation upon which robust relationships are built. Trust, like a delicate plant, requires nurturing and care to flourish. Take the time to actively listen to your colleagues, offer a helping hand, and follow through on your commitments. When trust blooms, the work environment can truly grow. Trust ensures people feel comfortable sharing ideas, collaborating, and seeking guidance and help, leading to increased creativity and productivity.3. Invest in the Power of Small GesturesChances are you’ve heard the old adage, “It's the little things that matter.” In the realm of workplace connections, this couldn't be more appropriate. Small gestures have the power to brighten someone's day, create a ripple effect of positivity, and nurture camaraderie. A thoughtful note, a sincere compliment, or a simple act of kindness can leave an indelible mark, making someone feel valued and appreciated. Don't underestimate the impact of those seemingly insignificant gestures—they possess the power to transform workplace dynamics. Nothing is trivial when it comes to kindness.4. Seek Common GroundImagine working alongside a colleague who shares your passion for movies, sports, cooking, reading, thrifting, or any other of the endless possibilities of leisurely pursuits. Connecting over shared interests can bridge the gap between professional and personal spheres, creating an organic bond that extends beyond the confines of the office. Take the initiative to explore common ground, whether through team-building activities, after-work outings, or even casual conversations during the day. By nurturing connections beyond the office, you'll unlock a treasure trove of shared experiences that contribute to a vibrant and cohesive work culture.5. Embrace Diversity and InclusionIn today's diverse workplace, fostering connections means celebrating and embracing our differences. Just as we advised embracing authenticity, by fostering an inclusive environment where diverse voices are not only heard but valued, we unlock the full potential of our teams. Embrace diversity by actively seeking out different opinions, engaging in open dialogue, and promoting an atmosphere of respect and understanding.In the post-pandemic world, building connections is an essential ingredient for success and well-being and goes a long way in helping peoplethrive at work. It enables us to overcome challenges, collaborate effectively, and support one another in times of uncertainty. When we prioritize connections, we unlock the potential for collective growth, resilience, and long-term personal and professional success.

​This ManpowerGroup Global Insights report examines the key trends impacting the Financials and Real Estate industries and the impact it will have on its workforce.​​

​When it comes to competing for top talent, healthcare and life sciences companies face myriad challenges. One challenge is the pressing need for IT and data professionals, which are common in all sectors—as ManpowerGroup’s Q2 2023 Employment Outlook Survey demonstrates. To take just one example, healthcare and life science companies are leveraging artificial intelligence and machine learning (AI/ML) in many applications, such as the development and patenting of new drugs and the improvement of consumer portals that play a vital role in telemedicine treatment. The challenge here is that, as Chief Human Resource Officers (CHROs) are sorely aware, nearly all businesses in all industries are also eager to hire AI/ML skills. The competition is fierce.Other challenges are more industry-specific. In healthcare and life sciences today, including pharmaceuticals and medical device makers, divestiture and spinoffs are common. Pharmaceutical companies are exploring divestitures of non-core business units— think of this as a shift from Big Pharma to Focused Pharma. In some cases, it is easier for the large pharma clients to invest and buy research than it can be to do it themselves. Along similar lines, multiple healthcare giants are spinning out their consumer-focused health organizations. Notable examples include Kenvue and Haleon, which until recently were the respective consumer divisions of J&J and GSK.The great news about all these spinoff companies is increased focus and job creation. The challenge, for their CHROs and other leaders, is that these jobs need to be filled! The newly created businesses must start from scratch in creating an employer brand, anchored on a distinctive corporate culture that attracts and retains top candidates. And once again, the high-level skills required are in demand in every industry and every region.In fact, if there’s one point I find myself advising most often to clients and other business leaders, it’s this: recalibrate your sense of who the competition is. Whether you’re looking for your next AI genius or production worker, you’ll need to think outside the industry box. Those AI developers have attractive offers from the finance, automotive and aerospace sectors. And the production candidates? In their minds, manufacturing and packing your masks or drugs may be little different than making cardboard boxes, or picking and packing consumer electronic products or widgets. Their skills are in demand, and you need a compelling narrative if you are to land and retain them. Indeed, you’ll need more than a narrative—in spite of layoffs of high-skill staff at tech firms, competition means prospective employees are looking for, and getting, very attractive compensation. One trend I see in Millennial and Gen Z workers is greater willingness to change employers for a bump in salary. Make no mistake: these professionals whose skills you need so badly will jump ship for a $5,000 raise. You need to know the landscape, have a compelling employer value proposition —and be prepared to compete.Grow your own talent During a recent trip to Japan, I was able to study that nation’s hiring and retention practices, many of which other regions would do well to explore. For example, Japanese businesses are truly committed to growing their own talent. Companies are constantly scouting universities for employees; the battle for students with sought-after skills is intense! Japanese businesses know that hiring workers straight out of university is an excellent way to instill the corporate culture in receptive minds.That nation’s employers also genuinely believe in continuously upskilling and reskilling these employees. I can’t stress enough the wisdom of this approach; it helps CHROs address several of the big-picture trends from our World of Work industry outlook: Upskilling/reskilling helps current employees fully leverage emerging technologies, a key factor for healthcare and life sciences firms committed to digital transformation. As telemedicine continues to grow, upskilling/reskilling offers a growth path for the current workforce, and has the potential to reduce burnout and turnover. With the global supply chain under pressure, scaled upskilling/reskilling is needed to ensure newer manufacturing workers are properly trained in Good Manufacturing Practice, safety and regulatory compliance. Reading the room As I’ve noted, many of the most sought-after employees for healthcare and life sciences companies are Millennials or Gen Zers. In addition to competitive pay, these workers have a unique set of values and priorities that CHROs, hiring managers, and organizations must cater to if they are to compete.These generations have a well-documented set of values and priorities that are changing the very nature of corporate employment. In recent research, we found that today’s workers value flexibility, managers who are supportive coaches rather than taskmasters, and a team they like and trust. Work/life balance and mental wellness, not scaling the corporate ladder, are their watchwords.These traits are true across geographies and genders, but it’s important to note that women represent 70% of the global healthcare workforce, so businesses must offer a differentiated Employer Value Proposition to attract and retain them.Today’s workers also seek employers whose values align with their own. They want to feel they’re having a positive impact and working for an organization that they believe is a “force for good.” This is a powerful tool for CHROs in the healthcare and life sciences industries—which, after all, are by definition contributing to a better world.With this, one way to compete is to ensure that your corporate values align with prospective employees’ in the environmental, social and governance arena. ESG is of growing importance to the people you’re seeking to attract. At ManpowerGroup, we’re proud to be in tune with this shift in consumer values. It shows in our commitment to Net Zero, and we put our values into practice every day—such as during the planning of a recent international meeting with a key customer, when it was deemed wasteful to fly five representatives in for a single (important!) presentation; in the end, a pair of us flew while the rest of the team attended via Microsoft Teams. Women in the workforce is also a trait that we align with well in Healthcare and Life Sciences as we have committed to having 50% women in leadership by 2025.I believe this is an example of the detail-oriented thinking that’s required of life sciences and healthcare leaders seeking to compete for a finite pool of talent.The Healthcare and Life Sciences Industries are in constant shift, the ability to know the current trends- for both companies and those they seek to employee is critical to compete.​About the Author Amanda Stelle is a Vice President and General Manager of Global Sales at ManpowerGroup, a global leader in workforce solutions and human resources services. She leads the Healthcare and Life Sciences vertical globally, bringing thought leadership as well as innovative and customized solutions that help clients adapt to the rapidly changing world of work and war for talent. Prior to her current role, Amanda was a Vice President of Client Solutions at ManpowerGroup Talent Solutions, where she was responsible for MSP strategic sales, innovation, solution design, market intelligence, and leading the sales team in North America. She also held various leadership roles at Mindlance and Yoh, a Day & Zimmermann Company, where she managed branch operations, P&L, sales revenue, customer relationships, and business development. Amanda holds a bachelor’s degree in communications from the University of Kansas. She is passionate about creating value for clients and candidates through workforce insights, best practices, and innovative solutions. She is also an active member of several industry associations and networks, such as Staffing Industry Analysts (SIA) and Women in Technology International (WITI). Amanda lives in the Kansas City Metropolitan Area with her dog, Cooper and has two grown children. She enjoys traveling, volunteering, reading and lake time in her spare time.

​Finding talent is a challenge in a time of economic uncertainty, but leaders are finding ways to do it.Anybody who reads the business news is reminded almost daily that the world’s largest technology firms continue to lay off employees in large numbers, but that doesn’t mean the market for good information technology workers is softening.Far from it—ManpowerGroup research shows the opposite is true. Earlier this year, we surveyed nearly 39,000 employers in 41 countries around the world. The findings were surprising. Even in a sluggish (at best) global economy, consider: 77% of employers across industries say they are still struggling to find the skilled talent they need. This figure is a 17-year high and actually increased 2% vs. 2022. The IT sector is still struggling with talent scarcity; 78% of IT employers reported they were still struggling to find the skilled talent they need. Employers across industries reported IT and data skills were the most difficult to find, with 27% reporting difficulty finding candidates with these skills. Hiring demand in IT remains strong. The Net Employment Outlook—the net of employers looking to hire vs. those planning layoffs—remained positive at 34% and was the highest of any industry vertical. ​CHROs, hiring managers, and IT departments worldwide don’t need to see the numbers; they’re reminded every day that identifying, recruiting, interviewing, and hiring vital tech employees is a massive challenge. In our IT World of Work 2023 Outlook, we identify seven key trends driving IT innovation and examine the effect these trends, briefly noted here, will have on the workforce: Digital transformation is accelerating in every industry. Artificial intelligence in its many forms (machine learning, large language libraries, chat, etc.) has exploded in ways the world is just beginning to grasp. AI in 2023 is what the internet was in 1993—with more far-reaching challenges and benefits The Internet of Things, already well established, will continue to grow at an exponential pace. Software development is being revolutionized by AI/ML and other factors, demanding increased attention to quality assurance talent. Enterprises will continue to move to the cloud, impacting businesses of all sizes in all industries. Security, security, security—it will become more important, and more difficult to staff, than ever. Automation and robotics skills will be vital as businesses seek to accomplish rote tasks via digital machines. ​With businesses needing to find talent in all these areas, it’s no surprise that many now view the entire globe as the marketplace; 55% of our survey respondents say they’re willing to hire outside their borders, with a particular focus on IT and communications. ​But this raises a fresh set of challenges. In the remote/hybrid ”gold rush” for talent, we’ve seen a big increase in “fake candidates.” These are people who lack IT skills but create impressive resumes. When it comes time for an interview, they may have a proxy feed them correct answers, or even stand in for them. Then these fake candidate become “real” employees and part of a large team that an end-client pays for. In my view, this is a significant problem that demands a solution. ​Reasons for hope So what are we seeing? I’ve laid out some major challenges, but don’t be daunted! ​While the statistics may look formidable, CHROs and hiring managers cannot and should not throw in the towel. Rather, they need to get creative, finding imaginative ways to fill their own talent pipeline. In my meetings with businesses of all sizes, I’ve seen some amazing solutions. Here are some reasons to roll up your sleeves and remain hopeful: ​Tech layoff jiu-jitsu. In this martial art, skilled competitors exploit their opponent’s body weight and momentum to their own advantage. As behemoth tech companies continue to shed the employees they hoarded back in the glory days of 2019, use the trend in your favor, welcoming these skilled professionals to your staff. Typically, young workers in the technology field set their sights on the Metas, the Googles, the Apples. But as those brand-name firms reduce headcount and freeze hiring, more talent becomes available to businesses that may be in less glamorous industries—but are great employers offering stability, flexible working conditions and interesting IT work. Tear up paper ceilings. In today’s environment, employers are getting more creative about hiring—and are doing more due diligence, often using the very big-data skillsets that are so challenging to find. The days of simply hiring by degrees and credentials are over. In IT, creative hiring often takes the form of looking beyond degrees to skills and traits. I recently spoke with a senior executive whose assistant had upskilled into a cybersecurity position within the company. The employee had no background in security, or even IT, but the savvy employer identified skills (both hard and soft) that could be used to fill a key position. Partnerships work. At ManpowerGroup, we advise clients to use a multipronged, fluid talent strategy: Build (grow your own talent), Buy (hire as necessary), Borrow (cultivate third-party communities of talent), and Bridge (help employees grow into new roles with active, long-term up-skilling and re-skilling programs). In that third category of borrowing, we see many creative partnerships in IT—large enterprises partnering with technology specialists to ensure they have the skills they need. IBM and SAP are one example as they team-up to help with cloud implementations; Verizon and Cisco, too, are partnering. These are not your father’s outsourcing deals, but rather side-by-side working arrangements intended to focus in-demand tech skills where they’re needed most. ​The IT skills crunch is very real, and it’s not going away anytime soon. But resourceful CHROs are finding creative solutions that will help their businesses not only access the skills they need, but snare competitive advantage by standing out in their industry. ​About the AuthorCarolyn Balkin is a Vice President and General Manager at ManpowerGroup, a global leader in workforce solutions and human resources services. She oversees the global sales strategy and operations for the IT industry, helping clients navigate the rapidly changing world of work and talent. She has over 10 years of experience in the staffing and consulting sector, with a focus on delivering innovative and customized solutions for complex business challenges.Prior to joining ManpowerGroup in 2016, Carolyn was a Global Senior Director of Commercial Services at FIS Global, a leading provider of technology solutions for the financial services industry. She led a team of sales professionals across North America, Europe, and Asia-Pacific, driving revenue growth and customer satisfaction. She also held various leadership roles at Experis and Manpower, where she managed strategic accounts and developed new business opportunities.​Carolyn holds a bachelor’s degree in accounting from St. Bonaventure University. She is passionate about empowering people and organizations to achieve their full potential through learning, development, and career advancement. She is also an active member of several industry associations and networks, such as Women in Technology International (WITI) and the Society for Information Management (SIM). ​Carolyn lives in Buffalo, NY with her husband and two children. She enjoys traveling, reading, and skiing in her spare time. ​

​This ManpowerGroup Global Insights report examines the top seven key global trends driving IT innovation and the impact they will have on the workforce. Although many include the use of increased automation, skilled talent will continue to be the differentiator as the industry works to continue driving innovation and scaling adoption. Download Report​​

​The global phenomenon that has been coined The Great Resignation, where record numbers of employees left their jobs during the pandemic, has caused major ripples across a wide range of industries. Amid an economic bounce back that is increasing the demand for labor and new skills, nearly half of workers are walking away, changing their career plans.[1]Businesses that are committed to overcoming these challenges understand that workers are looking beyond pay raises to find organizations that make them feel valued. Many who left jobs during The Great Resignation have expressed that they weren’t listened to by the companies for which they worked. Millions of workers had reached a breaking point due to increased workloads and workplace-related pressures.[2]One of the root causes of workplace dissatisfaction is lack of training opportunities. Unfortunately, nearly 40% of workers report not having been offered any form of coaching by their employer, with 67% saying they do not have a written plan in place to map their professional development.[3]For companies looking to improve employee recruitment and retention, the evidence is clear that coaching makes an impact. Here are some key steps to consider when developing a coaching strategy for your organization’s team members.Provide tools to make coaching accessibleEmployees who don’t know where to turn for career help will ultimately grow frustrated, so it’s important that human resources leaders offer coaching that is easy to access and use within the organization. From orientation through ongoing career conversations and performance reviews, workers should be equipped with everything from online learning libraries to virtual coaching platforms that enable them to build the skills they need to succeed.While executive coaching continues to be a vital way to drive development for leaders, more companies are realizing that training needs to extend beyond the C-suite to all levels to create a culture of high performance and employee well-being. Studies show that coaching not only drives engagement, but also motivates and boosts team morale. Organizations that are classified as high performing have a much stronger coaching culture when compared with other organizations.[4]Role model a ‘permission to learn’ cultureIt’s one thing to make coaching accessible, but if it not valued by management, employees would not make it a priority for themselves. Senior team leaders need to demonstrate in a transparent way that they are dedicating time to their own development, therefore empowering employees to understand that training is not only acceptable, but also crucial to the growth of the organization. Dave Goldberg, the late former CEO of SurveyMonkey, advanced this idea by creating a ‘culture of curiosity’ in which he was at the forefront of continuous learning for himself and his team. He launched initiatives such as the Goldie Speaker Series in which he invited experts from different industries and backgrounds so everyone could learn on the same level.[5]Build in time for developmentOne of the most prominent barriers to establishing a consistent coaching strategy for employees is a lack of time. When asked about the biggest challenge they face at work, many employees say it is an overwhelming workload. Most employees are spending less than three hours a month on professional development.[6]Human resource and organizational leaders should clearly communicate with employees at the outset of their engagement that they are committed to providing employees with the time needed to build skills and increase their value to the company.Google’s famous ‘20% Rule,’ which was kicked off by the company’s co-founders Larry Page and Sergey Brin in 2004, says that team members are encouraged to spend 20% of their work hours learning new skills and exploring other ideas and coaching opportunities.[7]This is a great example of how leaders can commit to building training into employee schedules.[8]More than 98% of leaders that have participated in Right Management Coaching have gained new knowledge and skills to empower employees and provide them with beneficial development tools.[9]If your company is seeking a solution to get you started, it’s easy to book a 30-minute or 60-minute on-demand RightCoach session.Establish a personalized action planA key step to engaging employees in their development involves creating a personalized action plan – and helping individuals follow through with it. This task should be a collaborative effort between team members and managers, establishing concrete goals and ensuring that all assignments, timelines, and desired results are mutually agreed upon. Coaching is frequently used to assist team members as they prepare for new assignments, overcome obstacles, or improve skills and work habits. A personalized action plan may include the following:Perform self-evaluations (i.e., identify newly gained skills, assess key areas for improvement, add and refine goals, etc.).Perform peer-to-peer evaluations.Offer informational webinars and/or conferences on topics relevant employee roles and interests.Encourage employees to attend monthly networking events to build professional contacts.Coordinate regular check-ins and evaluationsOngoing touchpoints are key to making sure goals are being met and continuously evolving. Managers should meet one-on-one with team members on a regular basis, whether biweekly, monthly, or quarterly to create practical, timely benchmarks and devise a thorough plan for what can be discussed during each meeting.Coaching programs require consistency, dedication, and energy, but time and time again, they result in more confident workers, better outputs, and employee longevity around the globe. According to the International Coaching Federation, businesses that implement coaching activities can witness 4-8 times the return on investment.[10]When coaching becomes integrated into a company’s culture and considered as continuous initiative, individual employees, teams, and the entire organization will benefit.Learn more about how your organization can strengthen its coaching strategy through RightCoach.​​​[1] Right Management Employment Data 2021​​[2]https://hbr.org/2021/09/who-is-driving-the-great-resignation​​[3] Right Management Employment Data 2021​​[4]https://www.forbes.com/sites/forbesbusinesscouncil/2020/09/29/the-democratization-of-coaching-and-leadership-development/?sh=7fafbd7b7e82​​[5]https://hbr.org/2019/01/surveymonkeys-ceo-on-creating-a-culture-of-curiosity​​[6] Right Management Employment Data 2021​​[7]https://www.inc.com/bill-murphy-jr/google-says-it-still-uses-20-percent-rule-you-should-totally-copy-it.html​​[8]https://www.cnbc.com/2021/12/16/google-20-percent-rule-shows-exactly-how-much-time-you-should-spend-learning-new-skills.html​​[9]https://www.right.com/leadership-solutions/rightcoach​​[10] Primed for Success Report, ManpowerGroup 2021​​

​As companies emerge from the impact of COVID-19 and transition to the new normal, they are making difficult choices about their workforce that reflect economic reality. Prompt and effective communication is the first step toward properly supporting employees during workforce transition--notifying them about downsizing, how it affects them, and how they can move forward in the future.Preparation for delivering the news A successful notification meeting depends upon managers being prepared and ready to deliver the right message at the right time, and, as a result, the employee begins to focus on moving forward. It is critical that there is a well-prepared script of the rationale to reinforce the decision that includes the right tone, style and is a reflection of company culture. The notified employee needs a clear understanding of the situation, as well as solid advice and clear direction on how to use the available resources to find a new position. A designated person may deliver information on the separation package or introduce the HR professional who will share that information with the employee. Creating the appropriate tone and space No one likes to deliver or receive unwelcome news but identifying an appropriate time and space will allow everyone to work through emotions and next steps. The notification meeting should be held in a private location. It is important that a meeting agenda is shared among those delivering the news, the HR professionals and consultants to manage the process effectively. It’s also important to plan for notification of remaining employees and how they will learn of the recent separations is an important component.Taking the next steps For the separating employee, it’s important they know how their responsibilities will be transitioned, what any remaining time at the company will mean, and how the company will best support them in the time of transition. This will include communication of any separation package, training for employees taking over responsibilities, and further outplacement support for the employee to help start the next chapter in their careers. For businesses, changing the capacity of their workforce is always a difficult transition, whether that means scaling up or down. In both cases, preparation, training and communication is key. Being clear and direct yet communicating compassion and respect will help in the long run. For companies, willingness to help during the transition can go a long way towards minimizing the hurt of separation and help everyone get back onto the path toward recovery and growth.  ​

​Many athletic coaches refer to that ‘magic moment’ when a player they’ve mentored demonstrates that they have been listening and learning—that moment when a coach knows that their work has made a difference. More business leaders are taking those same lessons to heart, understanding that coaching can positively impact the performance of individuals at every level of the organization.Today, over 65% of employees say that the coaching they’ve received improved one or more of their professional skills and has been a vital tool to help them cope with a constantly changing work environment.[1]While there is much anecdotal evidence to support the benefits of coaching, evaluating its return on investment continues to be the number one challenge of corporate coaches.[2]Amid an ongoing pandemic, a challenging economy, a shortage of talent with vital soft skills and highly scrutinized corporate budgets, human resources and organizational leaders need to ensure they have metrics in place to strengthen the case for coaching. Here are four ways to measure the value of coaching.Agree on What Success Looks LikeThe starting point of any coaching interaction should be to develop a clear purpose that is agreed upon at the organizational level and by individual participants.Coaching conversations, whether in person or virtually on-demand, can help employees develop a plan and goals for the future and engage employees to gain momentum with the work. Determining specific desired outcomes will ultimately strengthen the employee’s growth trajectory and help the company achieve success.Lynsey Kitching, Coach for ManpowerGroup’s Right Management team, notes that coaching is all about results. “It’s all about getting tangible actions that you can take forward, take back to your business, take back to your own development.”Align with Business GoalsGoals for coaching should include helping participants determine how their desired outcomes are aligned with business goals, whether that be profitability, company growth or instilling a more inclusive culture. Coaches should help employees determine how they are connected to the organizational big picture, what key performance indicators (KPIs) will be relevant and develop qualitative and quantitative measures to evaluate the extent to which they are impacted.[3]Global financial firm Fisher Investments kicked off their company-wide coaching by having CEO Damian Ornani broadcast his own personal career goals first. This provided transparency into organizational objectives and enabled employees to see leaders role-modelling mentoring behaviors which they are then more likely to emulate. Then, employees were then encouraged to develop their own goals in alignment and meet quarterly with managers to discuss progress. Following implementation, 99% of full-time employees set goals and 99% also completed their check-in for the quarter.[4]Conduct Pre- and Post-360 AssessmentsOne of the most effective ways to measure coaching ROI is through pre- and post-coaching assessments, which are completed by both coaches and participants. Pre-assessments involve gathering insights about an employee’s strengths and needs, how they are perceived and what they need to do to achieve a higher performance level. This feedback can be gathered in a variety of ways, including automated online surveys or one-on-one interviews and helps set the stage for more impactful training that aligns with corporate goals. Those companies that combine coaching with training can increase company productivity by over 80%.[5]CareSource, a nonprofit-managed U.S. healthcare provider, used before-and-after surveys to track their coaching program’s success, focusing on several key metrics, including confidence, accelerated transition and retention. These surveys found that 77% of respondents credited coaching with either their or their team members’ retention and 80% attributed coaching to accelerating their transition.[6]Measure Team ImpactAs organizations face increasingly rapid changes and shifting priorities, there has been a realization that coaching needs to extend well beyond the C-Suite to all levels of the company to ensure that employees are prepared with the technical and soft skills, such as the resilience, emotional intelligence and collaboration needed to succeed in today’s complex world.Measuring the ROI of coaching becomes more complex since it involves both collective and individual outcomes, which may or may not be compatible. Coaching methods used by Right Management address these challenges with training and evaluation that go beyond executives to impact managers and employees at every level.​References[1] Right Management Employee Data 2021[2]https://trainingmag.com/the-effective-way-to-measure-the-impact-of-coaching/[3]https://www.trainingzone.co.uk/community/blogs/kevin-oubridge/7-steps-to-measuring-roi-in-coaching[4]https://trainingmag.com/training-top-125-best-practice-performance-coaching-at-fisher-investments/[5] International Coaching Federation Data 2021[6]https://trainingmag.com/the-effective-way-to-measure-the-impact-of-coaching/

How employees leave a company is just as important as how they are onboarded. As restructuring and redeployment becomes a reality for many companies and industries, there are many reasons to invest in outplacement to help transitioning employees through their next steps. Offering outplacement services means that those in transition get professional help in identifying and preparing their next career move. Here are important questions to ask before getting started with such a program.Why are you investing in outplacement? First and foremost, helping employees navigate their next steps after leaving the company is the right thing to do. It’s also key for maintaining trust in the employer. In today’s world of increased transparency due to social media and review sites such as Glassdoor, businesses must remember that former employees are critics and customers. Businesses must also consider boomerang workers, with the possibility that former employees represent talent for the future.  What do your employees really want? It’s not enough to provide employees with a financial package and send them on their way. Access to outplacement resources, including virtual coaching and training , is now more important than ever to candidates. Coaching provides the greatest benefit to candidates in transition – offering opportunity for individuals to explore their options with a qualified career coach. In fact, according to Right Management data, candidates who were “matched” to a coach in a specialized area of expertise landed 20% faster than those not matched. The focus for many outplacement discussions will be on upskilling or reskilling and highlighting areas for development that will help gain those skills and boost confidence and increase employability.Are you communicating fairly and transparently? Communication is key for any change project, especially restructuring. Providing clarity from the outset is important to help individuals understand how they will be affected, as well as avoiding mixed messages travelling across the company. Answering difficult questions will help employees better understand the process. It’s also essential to communicate benefits of outplacement support to individuals and managers. What happens with the remaining employees? Organizations often focus on those exiting the business yet make little investment in those that have retained roles, despite the difficulties and increased expectations that may be placed on them. Developing an engagement strategy, including coaching and training, that covers all groups, especially those tasked with moving the organization forwards, is key. It’s critical that individuals understand the role they play and the value they bring in helping shape the path forward. What are you looking for in an outplacement provider? An outplacement program designed to fit all needs is likely to suit none. Instead, focus on how an outplacement provider can tailor support to suit individual challenges. Consider whether the support includes a focus on transferable skills, the technology provided and ease of access, including virtual delivery, if participants can choose from a series of topics to suit their career goals, or if it’s scalable. Choosing a provider that meets employees where they are is critical to take the next steps.   There is no doubt that the employment market has changed overnight, and with that takes careful shepherding of employees to help them navigate the stages of their journey. Now more than ever employers who need to pursue outplacement services need help making critical decisions about the future, and it starts with asking the right questions.

​Whether it's the rise of ChatGPT, the ongoing development of the Metaverse, or algorithms that impact everything from what we see on social media to how we order food, everywhere we go and everything we do is blanketed in technology. Yet, we’re discovering that if we left everything to machines and technology, we’d all get identical results, products, and activities. So, amidst the growing digitization of work and the workforce, we are seeing that humans are still the catalyst to the future.  In ManpowerGroup’s 2023 workforce trends report, The New Human Age, we’ve identified 14 key trends shaping the future of work and impacting today's employers and the people they employ. These include four key forces: shifting demographics, individual choice, tech adoption, and competitive drivers. The report also provides guidance on how employers can attract and retain talent in this new age. Let’s take a closer look at the forces and trends shaping the world of work in 2023 and beyond. Shifting Demographics The rise of the Gen Z workforce has forced organizations to take a long, hard look at how they cater to younger workforces. Employers need to adapt to the shifting expectations of Gen Zers, who will make up 27% of the workforce by 2025. Gen Z is continually raising the bar about issues ranging from diversity, equity, inclusion, and belonging (DEIB)  to climate change, with 52% of Gen Z workers saying companies are not doing enough on environmental issues. Despite the rise of the Gen Z workforce, with aging populations hitting retirement age every day, we are witnessing acute talent shortages and reduced labor force participation in many countries that cannot be overcome by simply employing younger people. Countries with early retirement rates, such as France and Switzerland, are finding their talent pool drying up. Yet, only 19% of hiring managers are actively looking to hire returning retirees, creating another disadvantage for older adults. This shows that focusing solely on one generational age group or demographic will severely limit a business's ability to recruit talent from a wide range of diverse and skilled talent pools. Individual Choice In the wake of the pandemic, people of all ages and genders are seeking employers who acknowledge and actively support a healthier work/life balance. The majority of workers (81%) say the pandemic has affected how they think about work, while three in 10 workers and nearly half (42%) of millennials want more work-life balance.  31% of workers would take another role in the next month if it offered a better blend of work and lifestyle. Yet, despite the growing importance of candidate and employee voices in the workplace today, more than six in 10 (66%) feel their employers have all the power to determine where they work. That dynamic is creating a power struggle as 64% of the workforce would consider looking for a new job if they were required to return to the office full-time. On issues of gender, this is paramount. In the United States alone, more than 1.7 million women left the workforce during the pandemic. As of December 2022,1 million women still have not returned. Many have new life priorities, and existing work expectations don’t necessarily fit that lifestyle. During the recent Women in the Post-Pandemic World of Work panel at the World Economic Forum’s 2023 Annual Meeting in Davos, Switzerland, ManpowerGroup Chief Commercial Officer and President of North America Becky Frankiewicz addressed directly what women are now looking for at work. “Women believe companies should be doing more. They are burned out. They're feeling undervalued and underappreciated. They want autonomy on their terms,” says Frankiewicz. “They want equality in pay, fair pay for fair work, and fair pay for the same work. And they want empathetic leaders and managers who take the time to get to know the challenges they're having both in and outside the workplace.” Work is no longer one-size-fits-all, it’s now one-size-fits-one and organizations need to understand and recognize just how different the needs are on an individual, case-by-case basis. Technology Unleashed People are beginning to acknowledge how much technology and innovation have improved the world of work — it’s no longer accurate to think of “human vs. automation.” Most workers (63%) say technology has made work better. In fact, 63% percent of frontline workers are excited about the job opportunities technology creates, with workers in executive or senior roles (74%) and American employees (71%) reporting feeling most positively about technology in the workplace.  The challenges now lie with organizations, who need to use the power of technology to rehumanize — not dehumanize — the workplace. As work during the pandemic showed, less than half (46%) of employers believe in-person brainstorming generates the most creative ideas. That’s in line with what people reported since their main motivations to come back to the office are for social interaction (39%) and efficient collaboration (26%). As tech helps to remove barriers and borders to work and accessibility, employers must recognize the benefits of augmenting their workforce with tech. Doing so will open up a world of possibilities to find new, and exciting ways of working in the coming years. Competitive Drivers Skilled workers have always been highly sought-after, but today the demand is more acute than ever, with 75% of companies globally reporting difficulty recruiting. In ManpowerGroup Talent Solutions’  (TWI), the top three overall markets for skilled talent are the United States, Singapore, and Canada. Meanwhile, the Netherlands and Switzerland fell out of the top 10 markets, primarily due to aging workforces. Additionally, one of the three most important strategies for growth is managing geopolitical risk, and 90% of companies are planning to invest in onshoring or nearshoring manufacturing facilities as they seek to de-risk supply chains with alternative sourcing. In an increasingly borderless world of work, staying competitive in a digital-first global economy, access to highly skilled talent is a distinct competitive advantage. And organizations will need to meet that talent wherever they are. Technology May Be the Great Enabler, Humans Are Still the Future Humans have always adapted to new technologies and better ways of doing things. As the saying goes, history repeats itself. And the pandemic taught us again that we can make extraordinary progress if we come together — it is the combination of innovation, technology, and human ingenuity that will help us overcome the biggest challenges. Now, as we embark on a New Human Age people are utilizing technology and digital tools to enhance human connections, be more productive, and live more meaningful lives. By equipping people with the skills to leverage technology, we can create a future of work that is closer to what workers of the future want; it is how we will build a path for all to increase prosperity for the many, not the few. 

​Any type of big change can cause stress, especially if it’s a disruption in our normal routine at work. After a year where many people transitioned to remote work, now many organizations are gearing up to again make major changes –– whether that’s returning to offices, instituting formal flexible work arrangements or even making remote work permanent. And, according to a recent Forbes article, half of the U.S workforce is under stress. Here are ways businesses can help employees manage the stress associated with these transitions.Understand work's impact on mental health The same Forbes article references a disturbing finding from a research study on mental health: 55% of the respondents reported that Covid-19 has had a negative impact on their mental health. This is not good news, especially since organizations today acknowledge a profound connection between an individual’s work life and their mental health. Organizations that support their employees not only improve employee engagement, but also increase workforce productivity. Foster open dialogue A lot can change in a year, so make sure that managers have open conversations with their team about what they want going forward for career development, work arrangements and work-life balance. At different stages in people’s lives, they can work longer or shorter hours, take on more or less responsibility, or need more flexible hours. Rather than assume, check in with career conversations, encourage them to assess their needs and truly listen. Re-create connection If a team has been working remotely for a year, some colleagues may feel disconnected from each other. To reverse the social distancing of the past year, managers can encourage connecting beyond the usual project meetings and emails by planning for social outings when it is safe to do so again as well as taking action on other tips to help combat burnout. Transparent and frequent communication Finally, when stress and uncertainty are on the rise, transparent and frequent communication on future plans, timelines and processes will help create peace of mind and even mitigate rumors. Good leaders will involve their teams in the discussions of how best to move forward through actions such as employee surveys and focus groups. While the uncertainty of what the post COVID work world will look like can create stress, organizations can take tangible steps to support their workers and keep workforce productivity going strong.

​​The traditional work standard of “9 to 5”in an office setting is becoming a thing of the past due to the rise of the gig economy, which has seen exponential global growth since the beginning of the pandemic. Today, more than 150 million workers are engaged as gig workers – or independent contractors – in North America and Western Europe, with expectations of this number to double by 2023.1For organizations managing this expanding contingent workforce, a Statement of Work(SoW) is a vital framework to help provide value, shift risks and control costs. Here’s how a SoW works and why it’s crucial to help businesses thrive in a post-COVID-19 world:Access Skills, Pay for Tangible OutcomesOver the past year, the global economy has seen the biggest digital transformation and reallocation of skills since World War II, shifting from aviation and hospitality to driving, retail, healthcare, IT and cybersecurity at an unprecedented scale.2As companies bring in gig workers with specialized skills, more are using Statements of Work (SoW), binding legal contracts that outlinework to be completed in the form of deliverables and milestones, with clearly set timelines and their respective payment schedules and parameters. In a growing hybrid workplace, accessing the skills you need instantly while driving compliance and cost savings and mitigating risk is vital. SoWs allow organizations to focus on paying for tangible outcomes, removing the spotlight on an individual’s skillsets. That means skills can be accessed quickly with more flexibility, which increasesoverall efficiency and reduces costs. With these benefits, it’s no surprise that companies have increased spending annually with the US investing at least 60% of its budget on contingent labor and other countries increasing service procurement spend at a slower pace.3“The ‘job for life’ is dead. You don’t hire for people anymore; you hire for services and outcomes and a Statement of Work provides that flexibility and that agility,” says Kayleigh Kuptz, co-founder and COO at Deployed, a UK-based Statement of Work authoring platform. According to Kuptz, companies that develop and implement SoWs can identify exactly what work needs to be done and look for who can do the work most efficiently. This makes more sense as needs shift from permanent staff members with job descriptions to flexible, service-based, output-based work.Emphasize Collaboration, Not LocationGone are the days when companies focus on one individual to deliver work. It’s now the age of collaboration in which a variety of specialized experts work together to help bridge the gap between the skills you have and the ones you are lacking. Equally as important, the growth of the remote workplace has removed physical location as a barrier to finding the best talent. But with workers often spread among multiple regions with different managers and budget categories, there’s potential for confusion and disorganization. SoWscan help teams work together seamlessly to avoid scope creep, improve communicationand ensure accountability every step of the way.“Success in leadership and business begins with clarity,” says David Dye, a leadership and employee engagement consultant at Trailblaze Inc., a consulting firm in Denver. He notes that the clear roles, outcomes, and expectations outlined in SoWs help everyone avoid misunderstanding and ensure that everyone knows what to expect from the employer, as well as what is expected from them.4Reduce Risk, Avoid Compliance IssuesWhen the pandemic turned the world upside down in early 2020, it also turned nearly every business – large and small – on its head. However, many organizations were able to get creative and adapt quicker than others. Financial services company Achiko, was in the midst of expanding into buy now, pay later services on its mobile payment app when COVID-19 hit and disrupted the market and international travel. That’s when the company pivoted its technology to launch TemanSehat, an app which offers incentives for people to get tested for COVID-19 andlets them make payments and keep records to test results used for workplace check-ins.5The adoption of telehealth has exploded from 11 percent of consumers using it in 2019 to 46 percent in April 2020.6Companies that have successfully made these massive shifts depended significantly on their ability to quickly access new teams with specialized capabilities. Having an SoW in place enabled them to not only focus on the outcome but also to minimize the risk of misclassifications of employees and to avoid mistakes with benefit plan eligibility and compensation. An SoW also helps reduce large overhead costs and exposure to non-compliance with employment laws or tax regulations. For example, SoW’s can help HR and procurement professionals more effectively manage the private sector rollout of IR35, the UK’s anti-avoidance tax legislation designed to tax 'disguised' employment at a rate similar to employment, As the law adds further requirements to assess the status of any contingent labor hired, a clearly defined SoW can ensure that the responsibility for determining IR35 status and ensuring the appropriate amount of tax is deducted lies with the outsourced agency vs end-hirers.7Choose the Right MSPToday, one in four SoW projects completed by suppliers are not completed on time or on budget.8This usually happens when projects are not well-defined or when there’s limited visibility of SoW activity in the organization and limited data surrounding cost savings. That’s why it’s important to work with a managed service provider like TAPFIN that understands how to optimize buying channels, manage project scopes and provide actionable insights and drive quality through advanced reporting during the entire SoW process.Refer to this Transform Talent podcast and contact SOW@TAPFIN.com to learn how Talent Solutions’ TAPFIN’s SoW management can bring value and results to your organization.​​References1https://hbr.org/2018/03/thriving-in-the-gig-economy2https://manpowergroup.com/sustainability3 Everest Group – Tackling the Global Pandemic: Contingent Workforce Management (CWM) State of the Market Report 2014https://www.nfib.com/content/resources/legal/is-a-statement-of-work-right-for-your-small-business/5https://techcrunch.com/2021/04/01/how-sosv-backed-achiko-pivoted-from-financial-services-to-health-tech-during-the-covid-19-pandemic/6https://www.mckinsey.com/industries/pharmaceuticals-and-medical-products/our-insights/healthcare-innovation-building-on-gains-made-through-the-crisis7https://www.brooksonlegal.co.uk/news/is-a-statement-of-work-the-answer-to-ir35-in-the-private-sector/8SAP Fieldglass: “Services procurement Insights 2019: The Big Reveal’

​The step beyond getting women into your organization is to help them reach leadership  Women are getting in the door, but what happens once they are in the door? A quick look inside organizations struggling with the issue of developing women leaders can be instructive.  In 1950, the labor force participation rate of women in the US was around 34%. The US Department of Labor projects that by 2025, it will climb to nearly 60 percent.   The data is clear. Companies with women at the top perform better. In fact, companies with the most female officers have financial returns that are 34% better. Companies that are successful in moving more women into leadership roles take seven clear steps, which are outlined in ManpowerGroup’s Seven Steps to Conscious Inclusion report:  Change yourself first. Believe it or don’t bother. Change must be authentic. If not, people see it as a fad that’s here today, gone tomorrow.   The CEO needs to own the issue. Gender parity cannot be delegated to HR. For commitment to be authentic and aligned with business strategy, change must flow from the top and be demonstrated by the leadership team. HR can help support it.   Ask, why not? Instead of saying, “she doesn’t have the experience,” ask, “what do we need to make it work?” Challenge assumptions.  Hire people who value people. If we hire people who value people they will figure out how to optimize all human potential, including women. They will be open to strategies that support balancing the integration of work and home, measuring success on performance and quality of output, not presenteeism. They will support people to plan and manage for career ‘waves’ not ladders.   Promote a culture. Generic programs do not work. The last three decades prove this. Programs don’t change behaviors and don’t improve the numbers. They can even breed complacency, rewarding activity not the results. Accountability sits with senior leadership and decision makers to promote a culture of Conscious Inclusion. Be explicit: women when and where? Simply increasing female representation will not shift the needle. Women and men must be represented at all levels and in every business unit. Leaders must know exactly where they need women to be. Looking at macro numbers is not enough; it results in “pink ghettos” instead of P&L and staff roles.   Set outcomes. In business, it is about outcomes and what you want to achieve. Every hiring and promotion decision can be justified but if that isn’t moving closer towards the tipping point then Conscious Inclusion and gender parity just won't happen. Articulate a talent legacy - how things will change and what it will look like by when. Plan for it as if it were a strategic business priority or investment. Change takes time, focus and discipline.  It may seem like a challenging to-do list. But anything with a worthwhile outcome has always been hard work.   

​A key theme of the World Economic Forum this year was women’s leadership equality. “You have to make it socially unacceptable not to have equal representation at all levels.”  With these strong words, ManpowerGroup CEO Jonas Prising explained why gender equity is so important. He was speaking at a panel at Davos in the context of women only holding 25% of leadership roles despite making up more than half the workforce.  Organizations need to take an active role in sponsoring and promoting women to leadership. Here are steps that organizations can take to increase women in leadership.  Understand women’s workforce needs  There is overlap in what men and women want from work, including a competitive salary and challenging work. But according to ManpowerGroup’s research on what workers want, women’s needs differ. Organizations can attract and retain women in leadership by helping achieve balance for the long run. For women, work must come with flexibility. They continue to do most of the emotional labor and unpaid work at home – balancing work around commitments, according to the Organisation for Economic Co-operation and Development. This means flexibility is critical.  Move beyond intent  Good intentions may be a starting point, but they’re not enough. The next step is practicing Conscious Inclusion, or the capacity of people to make decisions, do business and to think and act with the conscious intent of practicing inclusion. Leaders are responsible for implementing ways to support inclusive leadership, and everyone in the organization can educate themselves with the benefits of conscious inclusion.   Provide structure for women to grow  Technology has the ability to facilitate lifelong learning. This not only allows women to upskill and remain relevant throughout their careers but allows them to do so in an environment that offers the flexibility needed to successfully balance work and home. Organizations that support this will become talent magnets for high-performing women.  At Davos, leaders were in agreement that achieving women’s parity is not “someone else’s job” –– it’s everyone inside an organization. This is especially true for leaders who can act now with not just words, but intent.

​The tech industry has a problem. Despite growing rapidly in recent years, and only accelerating due to the pandemic, the participation of women in technology remains disproportionate compared to their male counterparts. According to projections from Gartner, worldwide IT spending is projected to total $4.6 trillion in 2023, an increase of 5.1% from 2022. Yet, women make up just 28% of the tech industry workforce and only 14% of software engineers. This disparity comes despite the increasing demand for tech talent. According to ManpowerGroup’s latest Talent Shortage Survey, 78% of employers in the tech industry report not being able to find the talent they need. And too often, the tech industry is focused only on technical skills, when others including critical thinking, reasoning, creativity, and more, matter just as much. With demand for tech and IT only growing, why can’t we get more women in the industry? Megan Smith, former U.S. Chief Technology Officer has a suggestion. “We need to change the narrative around women in tech from one of scarcity to one of abundance,” Smith says. “There is no shortage of talented women, just a shortage of opportunities and support.” Invest in Education, Experience, and Exposure Women need better support and resources for career development and advancement. Companies should invest in training and mentoring programs that target women and provide them with the skills and networking opportunities they need to advance in their careers. During the Women in the Post-Pandemic World of Work session at the World Economic Forum’s 2023 Annual Meeting in Davos, Switzerland, ManpowerGroup’s Chief Commercial Officer and President of North America Becky Frankiewicz said whether we call it mentorship, sponsorship, or even friendship, it's critical to support women. “I've been the benefactor of many, many women and men who have invested in me, who took bets on me, who saw things in me that I didn't see in myself,” Frankiewicz says. “We were asked recently by our leadership team to reflect over the last year on what's our proudest accomplishments. And without thinking, I said, ‘Enabling a team to achieve things they didn't know they could’ because, to me, that's what helps us unlock in ourselves things that we don't see.” Solutions for Bridging the Gap Achieving gender equity in tech is crucial not only for creating a more diverse and inclusive workforce but also for promoting innovation and driving economic growth. Here are some strategies that can bridge the gap and accelerate the path to equity:Addressing Biases in Hiring: One of the significant barriers to achieving gender equity in the technology industry is biased hiring practices. Unconscious biases can prevent women from being hired, promoted, and even recognized for their work. To combat this, companies should implement strategies like blind screening, using gender-neutral language in job descriptions, and utilizing diverse hiring panels to eliminate bias. Providing Opportunities for Professional Development: Professional development opportunities can help women in the technology industry gain the skills, knowledge, and experience necessary to advance in their careers. Companies can provide training, mentorship, and networking opportunities to help women develop the skills and confidence needed to succeed in the technology industry.Supporting Work-Life Balance: The tech industry is known for its long working hours and intense work culture, which can make it challenging for women, and men alike, to balance work and family responsibilities. Companies should provide flexible work arrangements like work-from-home, part-time or reduced hours options, and generous parental leave policies, to help women achieve work-life balance.Creating a Supportive and Inclusive Work Culture: Companies need to create a supportive and inclusive work culture that values diversity and fosters collaboration. This can be achieved through initiatives like employee resource groups, diversity and inclusion training, and policies that promote work-life balance and mental health support. Fixing the Gender Pay Gap: The gender pay gap is a persistent problem in the tech industry. To address this, companies should conduct regular pay audits and ensure that women are paid fairly and equitably. Additionally, companies can create transparency around pay and promotions, providing clear guidelines for how these decisions are made.Increasing Diversity by Providing Access to Digital Technology: In developing countries, and lower-income communities in developed countries, access to tech is often limited which creates a digital divide. As a result, women in these areas are unable to participate fully in tech, limiting their opportunities for education and economic growth. By offering affordable computers, access to the internet, etc., more women will be able to get started with STEM and tech programs and have more resources to pursue education or career opportunities. There is no one-size-fits-all solution to this problem. But what we can’t do is accept the status quo and wait for things to sort themselves out. The time for action is now. And by acting, we can create a more inclusive and welcoming culture, providing access to education and training, and empowering women to become leaders in the industry. In doing so, not only will we be helping women, but we will be able to improve the tech industry, making it more fair, equitable, and sustainable at the same time.

​The CHRO of a client once told me that her biggest concern after a reorganization wasn’t in the design itself but that the organization had to change its way of working afterwards. We had developed an elegant operating model, achieved targeted cost savings, secured alignment across the senior executive team, supported the announcement with a global roadshow, and analyzed pulse survey responses. It was a textbook reorganization that checked all the boxes, but I often wonder if the people in the organization truly changed how they worked at the ground level as the CHRO had alluded to or if the work just stayed the same with different reporting lines.  Reorganizations – particularly those that require reductions in force – are necessary, but highly disruptive. Many people experience them multiple times during their careers, and these experiences can leave scars that last for years. The change itself creates stress for individuals leading to a threefold increase in negative feelings towards colleagues.1Nearly three times as many workers also express distrust of leadership and a belief that there are ulterior motives underlying the announcement.1And in the rush to achieve short-term cost controls, more than half of companies report a reduction in long-term productivity.2We have all seen this movie before – after the initial rush of communication and individual farewells, the rest of the organization is left confused and disengaged.  There is a better alternative. Business leaders need to adopt a new paradigm. In order to change the trajectory of their business and organization, their focus should no longer be on reduction in force, but on revitalization in force. The process starts long before the announcement day and extends beyond the time that impacted employees have changed roles or left the organization.  We recommend four distinct steps for leaders to follow. Organizations who rewire work from the ground up increase the success of their transformation by 30% or more through increased efficiency and increased effectiveness.31. Prepare your leaders for announcement day and beyond. Develop a message that is future-focused and will resonate with employees at all levels. Certainly, an artful balance of clear messaging, empathy and vision is needed to support tough moments, though what is even more important is the ability to lead the organization through change long after announcement day. For months and years after the initial change, the most successful leaders maintain resolve around principles and behaviors to prevent backsliding.  2. Leverage the signaling value of talent selection. What talent is chosen to stay or leave during a reduction in force is an indicator of what the organization values. I once worked with an organization with a large international footprint that had selected an executive team that was highly qualified but all from the U.S. They had inadvertently signaled that global talent was not valued. Often talent decisions are made quickly and based off heuristics and perceptions. Define the role first, then leverage data-driven assessments to find the best fit for that role. Consider also how selected talent will be perceived for the organization’s ability to recognize potential, invest in diversity, leverage experience and other lenses that are important to drive the business. 3. Always treat employees who are asked to leave with respect. Not only is it the right thing to do, but everyone is watching and thinking “that could be me next.” Always communicate tough messages with empathy in an individual setting to impacted employees in advance of telling others. Ensure they hear that the work they have done is valued and will be maintained with a transition plan. Be sensitive to how communication is handled to peers and colleagues. Conduct an exit interview to understand their point of view and potentially pave the way back into the organization in the future. Help them chart a path for their future careers, whether it is in another role in the broader organization or through outplacement. Encourage them to leverage available resources to support their futures. The self-discovery, career coaching and networking tools provided through outplacement help displaced talent find roles that are often a better fit for them than the ones that they left.  4. Invest in the people who will drive the business forward. Too often, organizations are so focused on the up-front parts of change, that they lose sight of the most important part of the future – the people who remain. These workers are often asked to not only cover their existing workload but also the work of those who are no longer in the organization. Interfaces with other functions may have been disrupted with no new plan for who to work with. Managers might have different structures and team members than they did in the past. Too often, business leaders assume that everything will just work itself out, but this leads to disappointment, low morale and protective behaviors that ultimately hurt the business in the long run.  Organizations should focus on three ways to invest in their people after a reduction in force:  Support the individual. Every person will interpret a change in different ways. Their history and context will color how they see the present and future. Help them pivot from lamenting the loss of the past to embracing the possibilities of the future. Show them how the organization is making tangible changes that will impact their day-to-day work in a more positive way.   Drive team alignment. Resourcing challenges often emerge from organizational change. It is up to the teams to evaluate what work needs to continue, change and most importantly, stop. Successful leaders engage the team to redefine what needs to be done, ensure they understand who does what work, articulate where they need to collaborate with other teams, and establish ways for them to support each other when challenges arise.  Reorient towards the future with career conversations. While discussing career growth and pathways may be the last thing on the minds of leaders during a reduction in force, it is one of the most powerful tools for retention and engagement for the individuals who remain. These conversations not only build confidence that they are valued in the near term, but also help individuals see a path forward that they can authentically look forward to.  With change comes opportunity. Revitalize your workforce by helping your people achieve the clarity needed to drive the business onward.  

​As the world emerges from the COVID-19 pandemic, work will look forever transformed. The changes that 2021 brings will include faster digitization across industries as well as adaptations to this new reality. In newly-released research on how the pandemic has impacted tech and skills, Skills Revolution Reboot: The 3R’s--Renew, Reskill, Redeploy. ManpowerGroup highlights key trends related to the impact of COVID-19 on digitization and the future of jobs and how digitization is transforming work.Digitization Fuels FlexibilityIn the past, many workplaces may never have even considered making meetings virtual, as long as everyone could reserve a conference room. But social distancing forced companies to adopt video meeting technologies, making it largely irrelevant where employees physically reside. These new ways of working have also led to the rise and acceleration of individual choice. More than ever people want flexibility, choice and the best hybrid remote and office work.Winners Take AllCompanies are accelerating their digitization and automation as a result of the pandemic – 38% are speeding up while 17% have put plans on hold. Automation will increase workforce headcount for new jobs with those companies digitizing the most are also creating the most jobs. In fact, 86% of employers that are automating plan to increase or maintain their headcount; compared to just 11% of employers who plan to reduce or hold plans to automate.  The New Digital GiantsSuperstar organizations like Amazon that were making fast progress on digitization before the pandemic are already emerging stronger. Those already investing more in digitization, workforce skills and innovation are capturing a greater market share, pulling away from peers and benefiting employees and customers as the way we work, consume, learn and socialize shifted to remote almost overnight. In short, the most digital-focused companies are succeeding.Digitization Comes in WavesWhile larger organizations (250+ employees) plan to digitize more and hire more, there are growing trends among businesses of all sizes toward digitization. Larger organizations plan to automate Production and Manufacturing functions first, followed by Admin, IT and Front Office, whereas smaller companies are more likely to be digitizing to transform support functions, customer-facing and Finance. Sectors that were slow to automate before the pandemic are catching up and doubling down. In the report, ManpowerGroup also provides organizations with a practical roadmap around strategies to attract, develop, engage and retain the best talent necessary to succeed as digitization continues to transform work.

​As we assess the global jobs market more than one year since the start of the COVID-19 pandemic, it is clear the environment is in flux. Over the next five years, 43% of businesses expect to reduce the size of their workforce, yet, over the same period, 34% of businesses plan to expand their workforce.1With increased digitization and automation across industries, more and more companies are either planning for, or are in the midst of major transformations. An organizational transformation impacts the entire workforce. It affects those leaving due to redundancy, the managers who must deliver the difficult news, and the remaining employees. Most know that exiting employees benefit when a company provides outplacement services. It takes a jobseeker at least 23 weeks to land a new role on average in the U.S.,2but this gap shrinks significantly when career transition services are used. Lesser known and discussed is how outplacement also fosters confidence and morale among the employees who remain.  Here are three ways outplacement will help you support your entire workforce during and after organizational transformation.  Pilot a smooth landing for exiting employees  Did you know it’s more difficult for a commercial jet pilot to make a smooth landing when the aircraft is empty?3The same can be said about an employee exiting a job with no outplacement  assistance, especially as unemployment rises and more support is needed to find open positions. According to Kaye Owen of Lloyds Banking Group, workers who are currently facing redundancy seem to be in a much higher emotional state of stress due to the global pandemic and its aftershocks.4Outplacement alleviates some of this stress by helping those leaving the organization do so with confidence and positivity.  This confidence comes from an outplacement provider’s ability to help workers find new roles more quickly. Artificial intelligence and machine learning are rapidly evolving in the outplacement space to help exiting employees land on their feet more quickly. Right Management, for example, leverages specialized experts to prepare workers in transition for their next steps. Those who are “matched” to expert career coaches.5Using outplacement services to pilot a smoother landing for exiting employees shows your company cares about its employees’ mental health and future success. Helping workers prepare for what’s next also maintains positive relationships should your organization need to re-hire these individuals in the future. Motivate remaining employees to stay put “What happens with the remaining employees?” should be one of the questions you ask before executing an organizational transformation. During and after a transformation, the employees who remain often experience ‘survivors’ guilt,’ or lack of motivation and engagement due to ongoing uncertainty, burnout from taking on more work, and/or anxiety that their jobs are in danger too.  These stressors often push workers to leave the organization. In fact, a 1% decrease in the size of your workforce can lead to a 31% increase in turnover the following year.6Demonstrating outplacement support, providing situational coaching, and talking about the changes in an open manner encourages trust among the remaining workforce. The jewelry company Pandora attributes the success of its recent transformation to simplifying its overarching goal to one core KPI—like-for-like sales—so that it was easily understood and remembered by all employees. Pandora made sure remaining employees had opportunities to connect to the organization’s new strategy and objectives through internal town hall meetings and weekly emails during the transformation.7Asking for the entire workforce’s buy in opens the door to moving forward positively throughout the transformation and after it is complete. Coach leaders and managers to communicate better  Communicating difficult messages is no easy feat, especially for line managers who may not be used to the responsibility. As part of an outplacement program, look to support managers and leaders in delivering consistent and fair communication across all levels of employees. Right Management has been the outplacement partner to a major retailer for over 11 years. To support the retailer through multiple downsizes, training was provided to the leaders and managers who would deliver the notification message to affected employees. By sharing best practices on how to communicate the changes, the retailer mitigated legal risk while also offering invaluable support to its managers and leadership team. Transparency and steady communication are key to a successful transformation, and it’s important to think about the lasting impact on the entire workforce. Providing adequate support now will mean a more engaged and productive workforce once the transformation is over and lower your organization’s risk of losing top talent in the future.  For the full story, download our latest white paper, Careers In Transition: How will outplacement evolve to help companies  and workers respond to upheaval?​1http://www3.weforum.org/docs/WEF_Future_of_Jobs_2020.pdf2https://www.bls.gov/news.release/empsit.t12.htm3https://www.boldmethod.com/learn-to-fly/aerodynamics/why-its-hard-to-land-smooth-in-empty-jets/4 ManpowerGroup Careers in Transition: How will Outplacement Evolve to Help Companies and Workers Respond to Upheaval? Whitepaper, 2021 5https://workforce-resources.manpowergroup.com/management-and-retention/5-questions-to-ask-before-implementing-an-outplacement-program6https://hbr.org/2018/05/layoffs-that-dont-break-your-company7https://www.bcg.com/en-us/publications/2020/four-phases-and-three-journeys-of-successful-transformation

​The COVID-19 shock has come at a time when the jobs market is already going through a period of transformation and upheaval. The fourth industrial revolution, characterized by increased digitization and automation, means the skills required by the jobs of the new decade are very different to what was needed five or ten years previously. The pandemic accelerated this change. For people and businesses, negotiating these short-term shocks and long-term trends is challenging. As firms adjust to the post pandemic economy, many will look to make efficiencies and ensure they use their employees’ skills most effectively.In a climate of economic uncertainty, and with a jobs market experiencing a period of radical transformation, outplacement is an increasingly important tool to help employees and firms adjust. The fluid pairing of workers with jobs also performs a vital role within the efficient performance of economies.The future of outplacement will combine data-driven insight and emotional intelligence in a two-pronged ‘Tuning Fork’ evolution. Outplacement needs to adapt for the vital role it will play guiding individuals and organizations through the pandemic recovery, helping create a confident, agile and valuable workforce, able to face the challenges of the years ahead.To learn more about how outplacement is adapting, download our latest whitepaper, “Careers in Transition: How will outplacement evolve to help companies and workers respond to upheaval?” ​​

​As more companies are welcoming employees back into the office, they are faced with a range of reactions – excitement about finally being able to interact in person with colleagues, eagerness for a change of pace, apprehension about juggling schedules, and worry about long commutes.While the sudden shift home for many employees in 2020 could not be planned in advance, the return to the office is one that can be more planful – and many companies have developed comprehensive plans to support returning employees. By now, many organizations have designed and communicated guidelines across the range of all-remote to all in-person. Communicating a policy, celebrating the return to the office, and then leaving it up to individual teams to figure it out is not a recipe for success. Especially in the tightest talent market in years, organizations need to make sure they aren’t driving their best talent away. Instead, they need a comprehensive plan to recharge their talent as they return to the office.Establishing the playbook for your team in the hybrid environment Leaders have a window of opportunity as teams are transitioning into a new working model to be intentional about setting expectations and boundaries that will shape how people engage with each other. Start by reminding the team about why their work is important and then enable the team to define how they will work to achieve shared goals regardless of whether they are in-person, all-remote or hybrid.Establishing and reinforcing the “why”Individuals have an inherent desire to find meaning in their day-to-day work. But the pandemic years have made many employees focus on surviving through the turmoil and uncertainty rather than focus on the “why” of their work. Now that a new normal is on the horizon, what better time to regain that clarity by helping employees connect the dots between their role and its contribution to the broader goals of the organization. Invite a customer to share how the work of the team made a positive difference in their life. One of our clients, a greeting card company, showed a video of family members reading a greeting card from a loved one and sharing why it was meaningful to them. It was a beautiful reminder of how meaningful the client’s work can be.Finding the happy place between team and individual needsWorker flexibility is no longer a privilege, but an expectation. While work/life integration is now a fact, not every employee is skilled in having constructive conversations about how to articulate their individual needs, and not every manager has pivoted towards an accountability mindset.Speak openly about how you synchronize different elements of your personal and professional life and invite others to do the same. Make sure coordination, sharing and collaboration occur, but also be flexible regarding requirements that work must be done in a certain time and place. Rather than gauging performance based on observed activity, focus on outcomes. Aligning on team normsOften, teams are expected to just start working. But differing expectations about when and how people show up can lead to misunderstandings and frustration. Decisions that are seemingly mundane – like when to turn on your camera, or how to make sure someone who is joining remotely can be included in an in-person conversation, or how to remind someone that they are on mute – can have a significant impact on individual perceptions and team dynamics. Facilitate team norms discussions where team members discuss how inequities can emerge in a hybrid setting, share individual work preferences and jointly create a set of shared norms. Then make sure you uphold or adjust these norms over time. This will enable a more trusting and positive microenvironment. Defining mutual support mechanismsWe are hearing repeatedly that our workforce is feeling burnt out. Month after month of taking on more, adjusting to new realities and simply surviving has taken a toll on people. But employees are still hesitant to ask for help even when they need it the most. Incorporate elements related to mutual support in your norms by creating a channel to express when an employee is approaching their limit with a commitment from other team members to support them through those moments in good faith.Add creativity and authenticity to the experienceTo break through the noise of corporate messaging, flipping the script on what voices to feature could be a great way to build connectivity and enhance experiences. There is no better time to do it when you are transitioning to a new working model.For those who are back in person, create a “wall of stories” where employees can share stories and photos about how their organizational purpose was reflected in something they did. We’ve had clients who had a physical wall at the entryway of their manufacturing facility or work site, but this can just as easily be done in virtual space — an internal website or an application like Microsoft Whiteboard, Google Jamboard, or Miro. Team chats, used to celebrate milestones, achievements and share tips can also be a powerful virtual water cooler.As we re-enter the in-person world or venture into a new era of hybrid work, companies have a unique opportunity to reset how they do things and enable their teams to be better than ever.Right Management has been helping organizations evaluate, develop, mobilize and transition their talent for over 40 years. Let us help you develop your own plan to thrive in the new next.

​As organization’s skills needs shift faster than ever before, especially as trends like digitization accelerate, they need refreshed talent and workforce development strategies to attract, develop, engage and retain the best talent in this next phase of the Skills Revolution.This transformation, however, can be turbulent –– or it can be guided with expertise and strategy. According to newly-released ManpowerGroup research. Skills Revolution Reboot: The 3R’s--Renew, Reskill, Redeploy, becoming  a creator of talent by proactively upskilling/reskilling talent to be available when and where needed reduces risk and paves the way for sustainable growth.Assessing potentialBuilding talent starts with first assessing potential. Assessments like ManpowerGroup’s proprietary SkillsInSight™ help people identify their strengths and work preferences and help organizations to predict an individual’s likely fit for the role. It also compiles aggregate data that makes it possible to predict who will be more likely to acquire new skills in the future. Assessment + data + analytics = insight that supports talent decisions, reduces talent acquisition costs and improves employee mobility by aligning their capabilities and potential to the organization’s skills gaps.Creating a career roadmapCompanies need a clear roadmap when it comes to their strategy and individuals need clear guidance. ManpowerGroup’s MyPath program helps progress talent from one role to the next, from declining industries to growth sectors and closing the skills gap. ManpowerGroup talent agents are experts in assessment, coaching and data-driven recruitment and provide candidates with personalized guidance to develop for future roles. These services provide pathways in growth sectors such as IT, finance, advanced manufacturing, sales and logistics.Coaching supportIt doesn’t matter if workers are blue collar, white collar, new collar – all will need to develop the skills they need for the future of work. For example, RightCoach on-demand situational coaching from Talent Solutions provides busy professionals with topic-focused, online skill-building coaching sessions with a qualified coach, when and where they need it. Teaching new skillsIn growth sectors like technology, talent is scarce because skills are so new. The most innovative organizations are partnering to become creators of talent, sourcing the people who can learn and developing the skills they need. For example, Experis Career Accelerator works with a broad range of clients, technical schools and universities to design curriculum for learners that can be applied on the job even before the learning is complete. With industry experience combined with workforce expertise we are defining future skills requirements, identifying current gaps and mapping skills to potential career paths.For many companies, this future is unchartered territory, which is why these solutions are available to help organizations acquire the skills they need and individuals to develop the skills employers are looking for in-demand talent that’s needed in today’s rapidly-changing environment.  Download the Skills Revolution Reboot: The 3R’s--Renew, Reskill, Redeployreport for more insights, including a roadmap of solutions to help organizations attract, develop, engage and retain the best talent in this next phase of the Skills Revolution.

​During the pandemic 1.7m women left the U.S workforce and did not come back – and the trend is replicated in many countries globally. Burnout, layoffs in roles overrepresented by women (hospitality, retail), and women taking on more of the work at home, all mean gender parity in the workforce stands at 62.9%. the lowest level registered since the World Economic Forum’s (WEF) Global Gender Gap Index began in 2006. As we found in ManpowerGroup’s 2023 workforce trends report, The New Human Age, women want work to work for them. In order to do that, organizations need to reimagine when, where and how work gets done, offer pay equity, and advance reskilling, all of which will not only bring women back, but help ease the global talent crisis. To find practical solutions to reverse this trend ManpowerGroup’s Becky Frankiewicz, brought together an all-star, all-women lineup of leaders including Cisco’s Francine Katsoudas, Women Political Leaders’ Silvana Koch-Mehrin, and moderator Nadira Tudor for a session on Women in the Post-Pandemic World of Work during WEF’s 2023 Annual Meeting in Davos, Switzerland. From autonomy and flexibility, to opportunities for learning and mentorship, the passionate panel shared personal stories and practical guidance to accelerate gender parity.   Here are several ways that employers and individuals can help women succeed in the post-pandemic world of work: 1. Listen. Women are Asking for Companies to Do More While no one was spared from the effects of COVID-19, the impact on women has been disproportionately high and more severe. But before we can solve any problems Frankiewicz says we need to address and understand how women are currently feeling about work. “Women believe companies should be doing more. They are burned out. They're feeling undervalued and underappreciated. They want autonomy on their terms,” says Frankiewicz. “They want equality in pay, fair pay for fair work, and fair pay for the same work. And they want empathetic leaders and managers who take the time to get to know the challenges they're having both in and outside the workplace.” 2. Realize We Need to Go Back to the Future, Not the Past One reason why more women haven’t come back is that they want to come back to not only a different workplace but a different way of working. To do that and make work more appealing, Katsoudas cautions that companies who expect their people to work the way they did before will be challenged to reengage their workforce. “We all have to figure out how to make the office a magnet, not a mandate. The way we do that is by focusing on the work. We make it really clear that for this particular type of work, we're best when we're together. When we tell our people that they come in. They want to feel like the culture works for them,” Katsoudas says. “If we are asking them to come in, sit in front of their computer and do e-mail, women and men alike are going to say, ‘I can do that from home.’ And we all know better now.” 3. Trust – Flexibility / Hybrid are Hot Topics, its Autonomy that Matters Most We’ve witnessed a working revolution – which has meant different things for everyone. To bring women back into the workforce, and empower them, we have to take advantage of the tools at our disposal such as flexibility, and not just hybrid working. In order to do that, a foundation built on trust will be key according to Koch-Mehrin.  “You trust. You trust the people, you trust that they want to do the job, and you trust them to do the job. It doesn't matter if they sit at an office desk, or if they sit at home, or if they even sit somewhere else. What matters is to get the job done and to deliver on it,” says Koch-Mehrin. “COVID really gave insight to all of us that nothing is granted, and we can adapt and do things completely differently to what we thought we would do.” 4. Invest in Education, Experience, and Exposure Women need better support and resources for career development and advancement. Companies should invest in training and mentoring programs that target women and provide them with the skills and networking opportunities they need to advance in their careers. Whether we call it mentorship, sponsorship, or even friendship, Frankiewicz advises people to support each other. “I've been the benefactor of many, many women and men who have invested in me, who took bets on me, who saw things in me that I didn't see in myself,” Frankiewicz says. “We were asked recently by our leadership team to reflect over the last year on what's our proudest accomplishments. And without thinking, I said, ‘Enabling a team to achieve things they didn't know they could’ because to me, that's what helps us unlock in ourselves things that we don't see.” 5. Take a Whole Person Approach Recognizing that taking a holistic approach to support women at work is crucial for creating a more inclusive, supportive, and equitable working environment. This approach addresses not just the individual needs of women, but also the systemic barriers and biases that they face. Understanding the whole person, their needs, struggles, and what they were going through, is something Cisco focused on early in the pandemic according to Katsoudas. By doing so, it helped inform their research with the female quotient that shows when women feel resilient in their home life that shows up in work and vice-versa. “We have to feel comfortable talking about the whole person, and not just the work part of what we do, says Katsoudas. “In doing that, we help everyone navigate through this next stage until we find the magic way for all of us to work.” The post-pandemic world of work presents new challenges for women, but it also provides an opportunity for employers to create a more equitable and supportive workplace.  Women want to be treated as equals and given the same opportunities as men. This includes equal pay, flexible work arrangements, representation in leadership roles, and support for career development. By addressing these issues, companies can create a more inclusive and equitable workforce for everyone. 

​Amidst the growing digitization of work and the workforce, ManpowerGroup’s latest report reveals that although technology may be the great enabler, humans are still the catalyst to the future. Learn more about the key forces and trends impacting the future of work, along with insights on how employers can attract and retain talent in this new age. ​​​​

​For companies to gain and retain talent today, they must shift their focus on how to ensure comfort and productivity among their staff, regardless of where and when they work.COVID-19 has shifted the state of the workplace – perhaps for good in some cases. Over the past year and a half, organizations and employees have learned that, in many situations, jobs can be done efficiently regardless of one’s physical location. This has led a number of companies to adopt a hybrid or remote work setup as their new normal, especially after observing impressive productivity rates and high employee satisfaction. According to ManpowerGroup’s 2021 Employment Outlook Survey, over half (59%) of employers are planning to offer flexible work options for the long-term, with 20% offering the option to work remotely 100% of the time and 39% planning to support remote work some of the time. [1]How can companies continue to evolve in this new normal to attract and retain workers in both the short and long term? One of the most important factors is for organizations to understand the unique motivations of employees and ensure that they feel seen and heard when it comes to how, when and where they want to work.  From Roamers to Homers – new work personalities emerge Seven new workforce personas are emerging post-pandemic, each with different needs that range across a spectrum of management, physical space, technology and socialization issues, [2] according to Grantley Morgan, Global Practice Lead and Vice President of Talent Solutions Consulting at ManpowerGroup. Understanding more about these personas can help organizations better adapt to create a more collaborative and productive work environment. ​The RoamersThe Roamers are typically in leadership or field-based roles that require frequent travel. Hence their name, many Roamers split their time drifting between the office, various client locations and third spaces (e.g., coffee shops). Balancing work with health, well-being and family is important to them and especially so post-pandemic. What they want: Companies can help Roamers feel a sense of security as they constantly settle into new locations to get their jobs done efficiently. This can be done by helping them manage traveling between workplaces by providing club-based access to flexible workspaces as well as creative options like Marriott’s work-from-anywhere day pass that enables employees to find quiet workspaces in destinations around the world. [3]​The NomadsThe Nomads have a goal of balancing their life and work goals while having fulfilling experiences and meeting new people. Nomads tend to thrive in environments that help fuel their extroverted personalities, and they feel more productive simply by being in the presence of others. What they want: Nomads prefer a more flexible, work-from-anywhere set-up such as hubs and third spaces akin to Spotify's new model which allows workers to first choose a remote, hybrid or office-based model, then select which country and region they want as their base with support available for relocation and paid co-working members. ​The InventorsThe Inventors appreciate in-person collaboration done safely. While technology has proven itself to be a useful workaround for client communication and team collaboration, especially during these times, Inventors are more likely to miss the office as a creative social hub. They would rather stick to the traditional methods of work rather than solely rely on their digital devices. They also appreciate spaces that encourage serendipitous innovation, learning and team-building in a way that technology can’t replicate for the majority of us. What they want: Companies can cater to Inventors by offering a “hoteling” approach, a reservation-based seating where employees reserve a workspace before they come to work in an office. This enables small group meetings to occur safely. ​The First-TimersThe First-Timers are those who have very recently entered the workforce or feel like they have missed out on important parts of the onboarding process due to remote working. They believe that real, person-to-person connection is vital to kicking off a successful career. What they want: To make First-Timers feel more at ease and confident in their careers, even for the time being, companies can designate physical spaces for in-person training and other learning opportunities. ​The CommutersThe Commuters, previously committed to a traditional five-day work week, now expect greater flexibility in the workplace from their companies – particularly upper management and key decision makers.  What they want: Satisfy Commuters by adding satellite office spaces close to where your employees live, i.e., decreasing the amount of time they need to commute to and from work each day. Another solution is to adopt a more versatile model that allows workers to travel to the office only a few days a week instead of every day. Telecommunications company Vodafone created a zonal approach to workspace design that features dedicated spaces for different types of work. [4]​The Front-linersThe Front-liners, considered “pandemic heroes” by many, include those who work in supply chain, manufacturing, healthcare and other essential services. While their lines of work may involve advanced technologies, people in these industries must still perform their jobs in-person rather than solely behind a screen. What they want: Since they’ve been on the frontlines throughout the pandemic, Front-liners desire technologies such as bespoke apps like Beekeeper which enable workers to give and receive information without needing direct access to corporate systems. These tools improve the workplace experience and help alleviate health concerns as workers reacclimate to public transit and crowded places. ​The HomersThe Homers are masters of routine who prefer a fixed work location that provides them with better control of their schedules, productivity levels and deliverables – like a static home office. Homer's keen focus is a result of minimal disruption and having the ability to remain in the same place.  What they want: Companies can consider offering workplace benefits packages to Homers with state-of-the-art equipment and tools to make the at-home workspace comfortable and efficient. ​No matter where one falls on the employee persona spectrum, it’s the responsibility of businesses to respond to their workers’ needs. Small companies and large corporations alike can benefit from embracing a more fluid workplace structure, as it helps provide an even balance and greater satisfaction among workers without negatively affecting the bottom line – especially in today's fluctuating economy. ​Read Working Anywhere, Anytime during the Big Resurgence by Grantley Morgan for additional insights on these workplace personas. To learn more about how ManpowerGroup can help your organization adapt to the remodeled global work environment and to read more on this topic, visit the Future of Work.​References[1] https://go.manpowergroup.com/meos#%20[2] https://preview.shorthand.com/nHPktdq8cpI1z6WQ\[3] https://workanywhere.marriott.com/?scid=96b2ed49-30d6-4226-8f75-bf5c04343308&dclid=CKOK44nNhfACFVQAiwodOioJ8A[4] https://www.linkedin.com/pulse/future-ready-reimagining-our-office-spaces-leanne-wood/

​Organizations can build their brand by focusing on the hiring experience – which has positive or negative ripple effects.The experience of hiring an employee is just the start of a journey. Even if a job candidate isn’t hired, the process starts to create a perception of your company in other people’s minds.  More than half of potential employees say that a negative hiring experience makes them less likely to buy a company’s products or services in the future, according to findings published in  Add to Cart: Candidates are Consumers, Too. There’s a ripple effect too: 61% would tell others about a negative hiring experience, while 50% say the negative experience of a friend would make them less likely to buy a product or service from that company. This is why it’s important to pay attention to the impact that hiring experiences can have on future purchase decisions. But the hiring process can be used positively, too. Here are five ways organizations can strengthen their employer brand, along with examples of how ManpowerGroup has helped organizations implement these recommendations.  Make a case for investment It’s important that HR teams quantify the impact that employer brand has on sales, and vice versa. This can demonstrate that HR teams help solve broad business problems, not just talent problems. Example: A fashion retailer who planned on entering a new market required significant investment in order to fill a large number of job openings, while simultaneously establishing its brand in the region. We worked with them to develop effective and consistent messaging, and implemented a comprehensive marketing plan to introduce the retailer to the public – encompassing broadcast media, organic social messaging, advertising and more. The outreach reached more than 200,000 people across the duration of the campaign. In total, 100% of vacancies filled, and the communication push impacted a far greater population.  Help overwhelmed recruitersMany HR teams are overwhelmed by requisition loads and administrative burden. This takes their focus away from brand building. Expanding headcount in HR functions or providing support through outsourcing can ensure their employer brand gets the focus it deserves. Example: A large financial services and retail banking company turned to ManpowerGroup Solutions when they had a backlog of hundreds of priority requisitions that needed to be addressed immediately. They decided to outsource this to our team, and we designed a solution for these hard-to-fill, specialist roles, with a significant emphasis on innovation. We used cutting-edge CRM technology, social media, events and name generation research to clear the backlog of 100+ priority requisitions within six months of program launch. Be Transparent One of the key things that job seekers look for from a potential employer is transparency in salary, job description, opportunities for advancement and culture. In fact, 42% of candidates say that a lack of employer-employee trust has a negative impact on their purchase behavior. There are plenty of low-cost, practical tactics to ensure ongoing transparency in the recruitment process, such as responding to job applications with feedback and surveying existing employees to find out what they really think about your organization.  Example: A global renewable energy company was hiring across 46 countries, and had inconsistent processes and candidate communications, which led potential candidates to feel that they lacked transparency. By conducting a thorough region-by-region review of their entire recruitment process, we were able to address the challenges that had emerged from their decentralized recruiting processes. Internal HR experts were transitioned to focus on operational efficiency and employee relations, to ensure that the internal employer brand is consistently advanced. Employer branding initiatives were redesigned and relaunched, working with local stakeholders and in local languages. By improving its transparency, the company now enjoys a stable global recruitment strategy, which has enabled 6,300 hires in two years. Cultivate the Consumer Talent Pool Lots of companies are investing in talent communities, which look to engage rejected applicants for future job vacancies and build relationships with passive candidates. Your customers already understand and interact your products and services. In many cases, they will share your core values too, and could make ideal new recruits. With this in mind, it’s important that marketing, sales and HR teams come together, to incorporate HR messages into broader brand communications, to entice these individuals into your talent pipeline. Example: A telecommunications giant faced a number of recruitment and retention challenges, and needed to find a more sustainable source of talent. By making their marketing and talent acquisition efforts more integrated, they were able to target existing customers with recruitment marketing messages. They were able to use their marketing spend for the dual purposes of cultivating customers and candidates, and they have been able to grow both their talent pool and their potential customer base as a result. Pose as a Secret Shopper Secret shoppers have been used in the retail industry for decades. The same tactic can easily be applied to the hiring process, to help HR executives understand first-hand what the hiring experience is like. From glitches in your online application process, to insensitive automated replies, much can be learned by walking in the shoes of the people you wish to attract. Example: An institute of higher education was experiencing low job applications, even though they had invested in a number of targeted marketing activities to promote their job opportunities. By auditing their approach through secret shopping, we found that there were a number of technical issues with their application process, such as broken links and page timing. On top of this, their systems were unable to parse data from uploaded CVs, and there were an exhaustive number of application pages. The secret shopping system can weed out these seemingly hidden problems from the organization, which are readily apparent to those in the system.  Want to learn more about the impact of positive or negative hiring experiences on buying behavior? Download the whitepaper  Add to Cart: Candidates are Consumers, Too. ​

​Structure, boldness, lack of boundaries, and a win-win mentality are all signs of a robust, sustainable career culture that will help businesses attract and engage talent. In the changing world of work, the only job security lies in professional mobility. A new “contract” is needed in which career development is embedded in culture, so organizations can enhance competitive capabilities at the same time individuals can enhance their professional skills and employability. Here are the key characteristics of a culture of career development.  Structure and accountability A career development culture has a management framework designed to facilitate an individual’s career growth. It is not just a loose collection of resources. A career culture provides a structure to align career goals to business needs to competencies valued by the organization and to available opportunities. This requires clear paths for advancement, growth for specialists who want to advance but not necessarily to leadership, talent assessment to identify workforce skills and focus career development, processes to create connections between career aspirations and specific business needs and leadership accountability to achieve team members’ career aspirations.  Win-win opportunities Leaders need to learn how to identify intersections where business objectives meet individual career aspirations in order to create win-win opportunities for growth. The skills acquired in a project should be well-aligned to the needs of the organization while enabling the individual to advance toward career goals. Given an opportunity to take on more career projects, employees are more likely to be engaged in work and loyalty to the organization will increase.   Understanding that talent doesn’t belong to a department or an organization In a seeming paradox, to keep a valued employee longer, managers may need to talk about where an employee sees herself working next. When a manager is open to discussing career development, the discussion moves to a deeper, more meaningful level. This is a foreign idea for managers who don’t even want to let a talented team member work outside their own department, much less outside the organization. This mindset needs to change to one in which leaders actively support career growth for the employee no matter where it leads.  Allowing employees to fail In a developmental culture, employees are given assignments that test their strengths and skills. They are allowed to fail and to learn from that experience without retribution. This is particularly critical for high-potential talent who need stretch assignments. Cycling people through different roles and exposing them to a variety of challenges will accelerate their growth and flexibility. This approach involves risk and some leaders may fail, but an agile organization makes quick adjustments. A culture in which vulnerability is accepted is a sign of maturity. It enables people to perform to a level that may even surprise them.

​How can employers attract and retain talent by helping workers to thrive?What does it mean to thrive at work? The answer will vary, but since the pandemic, many have re-evaluated their work and life priorities. The conclusion? Today’s workers want more. They want to be empowered to grow, nurture their mental fitness and physical well-being, find meaning and purpose in their work, and define success on their own terms. After two years of surviving, people want to thrive. Amid the highest talent shortage in 16 years, employers must listen, rethink and act to attract and retain the very best talent. We asked over 5,000 workers from around the world (Australia, France, Italy, United Kingdom and United States) what they need to thrive at work. We then took it a step further by partnering with leading behavior change technology company Thrive to help employers turn insights into action to ensure both organizations and individuals alike are resilient and primed to succeed:1. Pushing the Flexibility Frontier: Understand What Flexibility Means for All.The recent rapid adoption of hybrid and remote working paved the way for many workers to redefine work with more control, choice and flexibility. It’s this flexibility, in many different forms, that will be the lasting legacy of the pandemic, with almost all workers (93%) now saying that they need flexibility to thrive at work. But what does flexibility at work mean? We’re not just talking about knowledge workers being able to work remotely and flex their schedule around other priorities; workers across all sectors and job roles are asking for more flexibility. What we heard is that workers want more control:  45% would like to choose start and end times, while 35% want to choose where they work based on their daily needs and 18% would work a four-day work week for less pay to achieve better balance. There is no one-size-fits-all solution but by offering choice and flexibility employers will succeed in attracting and retaining talent.2. Rewriting The Rules of Leadership: Prioritize Trust and SupportWorkers are looking for more when it comes to their relationship with work and their employers. Mutual trust, a supportive environment and meaningful work are essentials for workers to thrive, and they are willing to vote with their feet to get it. Leaders today need to combine meaningful, purpose-driven work (important to 70% of workers) with a strong culture of trust right across the organization as workers say both trusted colleagues (79%) and leaders (71%) are central to thriving at work. To achieve this, organizations must equip managers and leaders with the right skills to manage empathetically and effectively, providing guidance, support and coaching to nurture potential and enhance the employee experience.3. Thriving – The How To… : Respond to Women and Men’s Differing NeedsIn the wake of the pandemic, women and men have differing priorities and flexibility needs. Overall, flexibility at the start and end of the day (49% women; 42% men) is more important than extra vacation time (33% women; 39% men). Working for organizations with shared values (69% women; 65% men) that provide mental fitness support (60% women; 54% men) are also key factors. Employers who take steps now to offer both women and men the flexibility they need to thrive will have the greatest chance of attracting and retaining the best talent from the widest pool.4. Forging A Family Friendly Future: Support Parents’ PrioritiesThe collision of home, work, and school life over the past two years has led parents to reassess and reprioritize their lives. Flexibility tops the bill when it comes to what parents want, particularly choosing when they start and finish work, but that’s not all. Parents have tuned in to the importance of balance, well-being and belonging at work, and they are willing to walk to get it; in recent months parents have left their jobs in greater numbers than non-parents. It’s critical that employers listen to working parents and offer the flexibility they need to thrive, including opportunities for career progression (75%); and to learn new skills (73%); with help to stay healthy (56% want fitness resources; 54% want healthy food options).5. Fighting Burnout, Building Mental Fitness: Move From Awareness to ActionMental well-being is no longer a ‘nice to have;’ an effective strategy to promote mental fitness is increasingly critical to business success. One in four (25%) workers now actively want more mental health support from employers to protect against burnout. However, despite growing awareness of the importance of managing mental wellbeing, 38% of workers have not used mental health resources at work or are unaware that these exist. A powerful step employers can take is to destigmatize conversations around mental health, raising awareness and putting support in place. ​Mental health concerns won’t be solved overnight but it’s important for employers to create work environments where mental health is better understood, acknowledged and protected for the long-term well-being of their employees.The future of work is far from certain, but a resilient and thriving workforce is critical for organizations to successfully navigate intensifying talent shortages and the ongoing repercussions of the pandemic. Workers are asking for more flexibility and, ultimately, more choice. The employers who are willing to stop, listen and take action to provide what workers need to thrive will reap the rewards. 

​Co-authors:Ruth Harper, ManpowerGroup, Chief Communications & Sustainability Officer Dr. Aaliya Yaqub, Thrive, Chief Medical Officer​In recent years we’ve seen a shift in people’s attitudes toward work. Where work was once thought to define who we are and how we fit in the world, work now needs to “work” for our whole lives. So, what do we really want from work? Increasingly we want to be empowered to grow, nurture our physical and mental well-being, connect to our sense of meaning and purpose, and define success for ourselves.  When we asked workers what would help them thrive, 93% said flexibility was important - with 45% saying they would like to choose start and end times to thier working day.  Workers across different sectors and professions today want more choice over when, where and how they work. Andpilotprograms have shown that giving people more flexibility leads to a happier and more productive workforce. Getting this right makes sense for individuals and for businesses. With talent shortages at a 16-year high and 75% of employers struggling to fill roles, the pressure is on to meet workers’ needs. So, What Do Employers Need To Do? Creating the right environment for people to thrive requires both empathy and trust. Shaping the culture of an organization has traditionally been a “top down” responsibility, led by People/HR teams, but in reality managers are at the forefront of workplace culture. Over half of employees who quit their jobs during the pandemic didn’t feel valued by their organization or their manager, or felt they didn’t belong. Managers are having daily conversations with workers about balancing their responsibilities, managing their days around childcare or elderly care, and ensuring they feel fulfilled and rewarded. One of the most effective ways managers can help workers (and themselves) to feel more in control of their lives is by introducing Microsteps: small, science-backed steps that build sustainable healthy habits. These actions can help managers to support a thriving workforce. Here Are Four Ways to Help Managers and Employees Thrive: 1. Shift from a workplace-centric to a human-centric culture Work needs to be a place of psychological safety, where employees feel they can be honest without being judged. Equipping leaders and managers with the right skills to manage empathetically will enhance the employee experience. More than ever, it’s important for managers to create an environment where authentic connections are possible, and where people feel comfortable bringing their whole selves to work — whether they’re in an office, working remotely, or in a hybrid workplace. Listening to people and showing that their views are of value builds trust and enhances connections with colleagues. One Microstep for managers to try is opening your next meeting with a personal question rather than a work-related one. Asking simple, direct questions about the other person shows respect and forges a deeper connection. 2. Redefine management It’s rare for people to have the innate ability to manage, but these skills can be learned. Helping managers develop their skills will enable them to better support people’s mental well-being and individual work needs.  Workers most impacted by the pandemic are those on the front lines – in retail, factories, and hospitals. With high levels of burnout across the board, managers have a role to play in encouraging positive behaviors to support well-being. Finding moments throughout the day to recharge and connect can have a big impact. Managers need to encourage these moments; it can be as simple as encouraging employees to take a walk outside during a break, take an actual lunch break, or focus on their breathing during a moment of stress instead of reaching for their phone.  3. Measure performance by output, not hours As Adam Grant, Professor of Management and Psychology at Wharton School, University of Pennsylvania and Thrive Board Member recently pointed out, “We should think of tasks that need completion ... rather than hours.” To help workers thrive, greater flexibility must lead to a focus on what is achieved, rather than how, where or when it’s done. For managers, acknowledging that presenteeism is not a measure of business success lends greater trust to individuals. Giving people flexibility enables them to maintain focus at work, helping to enhance productivity. Managers can support this by encouraging employees to set “focus time” for deep work (and let others know by putting it on their calendars). They can encourage ending meetings 5 or 10 minutes early to allow everyone the time back to recharge and avoid virtual fatigue. And they can lead by example, by letting team members know when they step away from work — to be with family, to attend an appointment, or to sign off for the day. This shows that recharging isn’t a reward for working hard and burning out — it’s a part of work that allows us to avoid burnout and achieve our best performance.   4. Emphasize purpose-driven, meaningful work The connection between purpose-driven work and thriving at work is clear. Nine out of ten employees would accept a pay cut to do more meaningful work. How can managers help? They can bring an organization’s purpose to life by encouraging workers to look after themselves and the world around them; it starts with small steps that build connections between organizations and employees. Starting meetings by asking workers how they’re feeling and what they’re grateful for acknowledges people’s purpose and what matters to them. Offering time out for volunteering demonstrates a commitment to doing good and having a positive impact on society. Organizations have a responsibility for workers’ well-being and ultimately their ability to thrive. Leaders and managers have a huge impact on those around them. Role-modeling their own healthy behaviors and acting as champions for others’ well-being gives employees permission to take care of themselves and those around them, and in doing so helps to sustain a thriving workforce. To learn more about what workers want and what employers need to do now to ensure both organizations and individuals alike are primed to succeed, visit: https://go.manpowergroup.com/whatworkerswant

​How can organizations empower people to grow, nurture their mental fitness and physical well-being, have flexibility, find meaning and purpose in their work, and define success for themselves? ​ManpowerGroup researched and analyzed responses from over 5,000 frontline, corporate, and call center workers, as well as job seekers, across five countries (Australia, France, Italy, United Kingdom and United States) to learn what it means to thrive at work. And we’ve partnered with leading behavior change technology company Thrive to help turn those insights into action to ensure both organizations and individuals alike are resilient and primed to succeed. ​Download the results to understand more about what workers want and what employers need to do now to ensure both organizations and individuals alike are primed to succeed.​Download Infographic Download Report​

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.[1] 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. [2]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. [3]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. [4]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. [5] 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. [6] 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.[7]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.[8]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

​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.[1] This 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.[2] Organizations 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?​References​​1. Everest Group Future of Work Series #2, 2022​​2.https://www.bls.gov/spotlight/2018/contingent-workers/home.htm​​3. ManpowerGroup What Makes Workers Thrive Survey, December 2021​​4.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-inclusion​​7.https://www.shrm.org/hr-today/news/hr-magazine/pages/3tyler-planning%20for%20contingent%20workers.aspx​​8. Deloitte​​9.https://eightfold.ai/blog/manage-contingent-workers/​​

​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.​

​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.

​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. [1]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. [2] 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.” [3]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. [4]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. [5] 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.” [6]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. [7]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. [8] Nevertheless, some firms say that they don’t have all the information they need to understand the vital skills within their current talent pool. [9]“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. [10]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:[1] Uncharted Territory Report, ManpowerGroup 2021[2]https://www.themuse.com/advice/companies-committed-to-career-growth[3]https://www.hpe.com/us/en/newsroom/blog-post/2021/05/lessons-learned-from-25-years-at-hpe-from-call-center-to-ceo.html[4]https://ripplematch.com/journal/article/companies-that-offer-exceptional-professional-development-programs-for-entry-level-employees-f53abebf/[5] Uncharted Territory Report, ManpowerGroup 2021[6]https://www.cornerstoneondemand.com/resources/article/5-reasons-hr-should-look-inside-company-when-hiring/[7]https://workforce-resources.manpowergroup.com/development/wondering-how-to-attract-the-best-talent-focus-on-the-talent-you-already-have[8]https://www.cornerstoneondemand.com/resources/article/5-reasons-hr-should-look-inside-company-when-hiring/[9] Uncharted Territory Report, ManpowerGroup 2021[10] Uncharted Territory Report, ManpowerGroup 2021

​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.

​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.​​

​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.

​To #BreakTheBias ManpowerGroup is calling for more companies to respond to What Women Want at Work – new data shows autonomy, career progression and feeling motivated/passionate about the work they do matters most. ​​​

​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.​

​The new hybrid work environment has its pros and cons for women and people of color. Organizations that want to create and maintain successful hybrid teams, need to establish and enforce DEI policies. As companies continue to evaluate hybrid work scenarios to determine the most effective long-term solution, it’s clear that one area to examine more deeply is how this new environment will be impacted by gender and ethnicity. While employees agree that there are many benefits to remote work, there are also potential disparities to consider and only 13% of company leaders are thinking about them. [1]Organizations that want to create a thriving hybrid work environment should address biases and implement policies that promote diversity, equity and inclusion early in the process to ensure equal development and advancement opportunities. And while companies may implement diversity plans to create a more vital workplace – feelings of inclusion and belonging are key indicators of how these plans impact individual employees. Here are a few ways to make sure all employees – regardless of their gender or ethnic background – feel a sense of belonging in the workplace and have a fair shot at career success. Mind the Gender Gap Over the past couple of years, it’s become clear that work is something you do, not a place you go. Working women around the globe have experienced benefits from this new mindset with the majority saying they would prefer to work remotely post-pandemic. The increased flexibility has helped balance the multiple roles that many women manage daily including work, childcare and domestic responsibilities. [2]On the flip side, remote work also brings the new pressures of “being constantly interrupted by their demanding and impatient ‘mini bosses’ aka children,” said Marris Haddad, VP of customer success at 321 Ignition, a website platform for car dealerships. Haddad's days are spent juggling meeting preparation and virtual networking with homework support, resolving sibling fights, laundry and other jobs. [3]For remote workers who balance multiple roles, leaders can help prevent misunderstandings by creating clear policies that outline individual performance and team communication expectations. For example, when a new hire from a different country – and therefore, in a different time zone – is unable to respond to emails immediately on a Monday morning, some managers may inaccurately label the late response as procrastination. To counter this, leaders must provide training on how to support and collaborate with remote workers. These methods can be as simple as not requiring video on conference calls or improving flexibility with various schedules. Beware of Proximity Bias  The old saying “out of sight, out of mind” becomes a real concern for employees when some are in the office and others are remote. Companies must be vigilant to avoid “proximity bias,” which occurs when employees within close physical proximity to their team are perceived as harder working and more committed than their remote counterparts. This often results in more attention and success for onsite workers.  According to Ali Shalfrooshan, a UK-based occupational psychologist at PSI Services, these biases are a natural instinct, but they don’t always result in accurate judgments and can lead to overlooking qualified individuals who are working remote. One example of this phenomenon occurred when remote workers at a Chinese travel agency showed higher performance levels but did not receive the same performance-based promotions as the company’s In-house staff. [4]At first glance, remote work seems like it would create a level playing field for all genders on which people are judged more for what they produce and what they do and less for managing impressions and appearances, according to Tomas Chamorro-Premuzic ManpowerGroup’s Chief Innovation Officer. But that’s not always the case, he adds. Data shows that when companies move to a hybrid model, men are typically the first to return to the office and sometimes it’s because they see an opportunity to exploit politics. This causes problems because women are then going to be disadvantaged by not being “in the right place at the right time.” [5]Because of this, women may pay the price of being overlooked for prime work assignments and promotions. That’s why it’s important for companies to make a conscious effort to establish policies that treat all employees the same – regardless of gender – and avoid penalties for any remote workers by capping the number hours that all employees are able to work in office. [6]Make Room for Advancement Whether team members work remotely or on-site, they should receive mentoring and coaching to support their growth and performance. The good news is that 89% of workers want more remote learning skills development and career coaching. Leaders who want to create a successful inclusive environment will ensure that these training opportunities are equally accessible to all workers.  This kind of inclusivity may seem elusive to women who have taken on most of the responsibility for childcare and other domestic duties over the past year. [7] During the pandemic, only 9% of women working remotely with children at home received a promotion compared to 34% of men. Black and Asian-American workers are also at a disadvantage, as only 9% have taken on additional leadership roles compared to 15% of white workers. [8]  For these reasons, organizations need to provide career coaching that pairs team members with the right mentor – someone with whom an individual can relate and learn from so they can build the necessary skills that will lead to promotions.To create a brighter, more inclusive future of work, organizations need to clearly communicate that the team’s success is based on the quality of output, not on how many hours are spent in the office or online. Managers should be in regular contact with all employees to discuss how they are achieving their goals and schedule formal performance evaluations in which everyone is held to the same standards. To learn more about how ManpowerGroup is working with companies to create more diverse, equitable and inclusive teams, visit the Future of Work research.References[1]https://www.propmodo.com/hybrid-work-is-making-gender-inequality-worse/[2]https://www.ringcentral.com/us/en/blog/when-gender-inequality-in-the-workplace-goes-remote-4-challenges-women-face-in-the-wfh-2-0-era/[3]https://www.bbc.com/worklife/article/20210804-hybrid-work-how-proximity-bias-can-lead-to-favouritism[4]https://workforce-resources.manpowergroup.com/the-transform-talent-podcast/a-conversation-about-working-in-the-new-normal-with-tomas-chamorro-premuzic-season-1-episode-1[5] Future of Work, Everest Group 2021[6]https://grow.acorns.com/how-the-hybrid-work-model-could-affect-women/[7]https://www.qualtrics.com/blog/inequitable-effects-of-pandemic-on-careers/[8]https://workforce-resources.manpowergroup.com/blog/getting-noticed-for-a-career-promotion

​The global talent shortage that began before COVID-19 entered our lexicon has only accelerated thanks to the pandemic. Companies that can successfully manage the labor market have a competitive advantage over other organizations that are falling short in the battle for talent.  With 69% of employers around the world reporting they cannot find the workers with the skills they need, the recent ManpowerGroup report, The Great Realization: A Look at the 2022 Labor Landscape, finds whoever holds the talent holds the future.  The talent shortage challenge is a complex issue with no easy answers. Several factors are at play, including: Shifting demographics (including shrinking birth rates)  Reduced mobility across borders The rise in early retirees  Lower workforce participation due to “The Great Resignation” Women leaving the workforce Though these are far from the only factors, they are contributing significantly to a growing threat to businesses in every sector - talent is scarce and everyone is looking for the needle in the haystack.  But behind every challenge lies opportunity. Now is the time for organizations to get even more creative in attracting, recruiting, upskilling, reskilling and retaining valued workers. Already, we find companies stepping up to meet the challenges head on. The ManpowerGroup Employment Outlook Survey for Q4 of 2021 found, over 30% of businesses plan to increase wages to attract and retain talent and 1 in 5 employers plan to offer more benefits such as additional vacation time. It's a start, but more will need to be done.  As we continue exploring the top 20 trends shaping the world of work in 2022 and beyond, we take a closer look at 5 trends for how to navigate talent scarcity.  Trend #1: Skills Scarcity Is Driving Employer Creativity  With more than half of all workers (58%) needing new skills to get their jobs done, the skills revolution is in full force. Reskilling and upskilling will become non-negotiable for individuals and organizations as roles continue to require more skills than before, with both tech AND human capabilities most in demand. As the need for soft skills, including adaptability, communication, teamwork, and more take on increased importance, employers will need to ensure their people are constantly being provided opportunities to improve their skillsets. Invest in people and they’ll pay dividends for business  Trend #2: The End of the Generational Era – No More Boomers, Millennials, or Gen Z?  By 2030, people under the age of 35 will make up 75% of the workforce. The generational divide that has segmented the workforce will continue to dissipate until dissolving completely in less than a decade. On our way to that point, people of all ages will demand even more personalization while resenting being boxed, labelled, and pitched against one another. Younger workers are set to swell the workforce and as inflation rises and savings dwindle, the pandemic-exiteers will likely return to drive the gig work boom across generational lines. To bridge the talent gap, will organizations need to hire? integrate? workers from every generation to comprise their workforce mix. Plan accordingly.  Trend #3: From She-cession to She-covery  People from all walks of life have been hit hard by the pandemic. But it’s been especially damaging to women. According to Deloitte’s Women @ Work: A Global Outlook 2021 report, 51% of women are less optimistic about their career prospects than before the pandemic, with 57% saying they plan to leave their current job within two years. Progress that was made in closing the gender gap has hit the brakes with women leaving the workforce at alarming rates. Mass exoduses from sectors typically dominated by women - education, healthcare, and hospitality – coincide with rapid growth in tech, logistics, and sales where women are under-represented.  As women are increasingly getting more college degrees, producing more valedictorians and getting higher GPAs than men in STEM, it will be the employers who provide choice, flexibility and performance-over-presenteeism that will attract and keep the best and brightest, all while driving the skills and growth agenda.  Trend #4: Diversity, Equity, Inclusion, and Belonging – Progress, Not Pledges  Actions speak louder than words and people are no longer content with lip service and empty promises in the realm of diversity, equity, inclusion, and belonging (DEIB). Though more than 30% of companies already deploy D&I training programs, continued polarization along lines of politics, race, identity and age means organizations will increasingly be asked to take positions on social issues. All stakeholders – investors, regulators, customers and employees – will expect even more transparency around progress, not just pledges, and will be held accountable. Organizations will need to visibly action diversity, equity, inclusion and belonging so everyone is able to benefit from economic recovery, tech advancements and climate justice.Trend #5: Sense and Sensibility – The Future of Work Must Work for FamiliesRethinking the future of work needs to be as much about family and care as it is about tech, robotics and machine learning. In ManpowerGroup’s What Makes Workers Thrive survey conducted in December 2021, nearly 1 in 4 workers are looking for employers who provide benefits such as parental and caregiving leave. Employers who provide caregivers (across all genders) with choice – flexibility and performance over presenteeism – will attract and keep the best and brightest. To win the war for talent, employers will need to reexamine and rethink how they accommodate the priorities of their workforce. The global talent shortage is reshaping the game for workers and employers alike. As we continue to move towards a new normal, understanding the issues shaping What Workers Want and meeting those needs is the key to solving today’s talent shortage problem. Companies that are able to go beyond what they’ve previously done for their employees will be able to weather the storm and successfully recruit the best people for their organizations.  For more information about Talent Scarcity and other key trends for 2022, download The Great Realization: Accelerating Trends, Renewed Urgency - A Look at the 2022 Labor Landscape.