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​​As organizations are being tested at all levels, leaders are needed now more than ever to navigate uncertainty.With the spread of COVID-19, organizations are tasked with navigating uncertainty in their business, while shepherding a workforce that has anxieties and questions. The good news is that powerful leadership now can exert a positive force like never before. Here are ways that leadership skills can bolster an organization for today’s new normal. Lead from the frontAn organization’s workforce health, safety and wellbeing must be protected. In times like these, employees will look to leaders for clear guidance and practical steps to navigate this pandemic. Frequent, clear communication is key. Providing ongoing reassurance and sharing medical advice and guidelines from reputable sources is very important to keep teams safe and ensure business continuity. In addition to following the instructions you receive from governments and medical bodies, have your own remote working, tech, travel, meeting and operational policies adapted to this changing environment.  A comprehensive list of best practices to maximize safety can be found here.Be available –– virtually Leadership needs to remain visible and approachable, and that includes heightening virtual availability if necessary. Many online meeting tools like Microsoft Teams and Skype for Business make it easy for an employee to schedule a brief virtually drop in to ask work questions –– or just to chat. Virtual pop-ins and meetings are important for setting the tone for leadership, especially if the workforce is remote.  Take control through innovation Even if organizations don’t know exactly what the next week will bring, they can start thinking about changing for the months and years to come. Grit and persistence are some of the traits of an innovative culture, and they are needed to face some of our biggest problems. When we are in uncharted territory, leaders should surround themselves with experts and take time to stay informed of the latest trends, challenges and opportunities facing their organization and how to communicate those needs quickly throughout the workforce. In these times of uncertainty and turmoil, businesses need to be guided with a steady and reassuring hand, and yet pivot and be agile when the situation demands it. 

​​With employee attrition at an all-time high, employers are struggling to find out what workers want.  The answer, for many, is greater meaning, purpose, and fulfillment in their careers. It’s a widespread phenomenon we’re calling the Great Reawakening.One way that companies can meet this challenge head-on is by providing a line of sight to a career that allows employees to learn, grow, and have a positive impact. Call it upskilling, training or career pathing, companies that meet these needs will not only drive productivity and retention of their current talent, but help to attract the best talent in the market.   Stop Just Throwing Money at Today’s WorkerMany hiring managers make the mistake of thinking that it’s all about money. Americans now have  trillions more in savings than they did before the pandemic, so they may be less concerned with salary.  And throwing money at an enhanced talent search is bound to be equally fruitless—the candidate that matches your pre-pandemic job description may not exist in a post-pandemic world.   Instead, consider what makes today’s worker feel energized and engaged. In a Gallup report, 87% of millennials said that opportunities for growth and development were very important considerations for job satisfaction. 67% of other age groups felt the same.  If current and potential employees see a clear career path to learn, grow, and be connected to impactful and meaningful work, they will feel motivated and far more likely to stay. This necessitates alignment between individuals’ career goals and an employer’s approach to creating career growth opportunities.    5 things you can do to boost employee career growth Here are some ideas to help you build a career development strategy that will attract and retain talent. These ideas go hand-in-hand with enhanced onboarding and improved recruiting.Broaden your definition of career growth:Ensure that your organization has a broad definition of career growth beyond just promotions. Think of ways workers can grow in role, grow in function, redeploy across functions, even grow outside. Today, careers are much more of a lattice than a ladder. And it is important to even consider development outside of the organization, like the benefits that can come from volunteering in the community on boards or committees.Empower employees to own their career:When employees take ownership of their career, they feel a sense of purpose and belonging. Encourage them to explore their strengths and values and how they align these to the organization. Ensuring employees have mechanisms for getting feedback like 360 tools and career assessments can help. It is also important to teach employees how to network across the organization. Train leaders as career coaches:All managers should be expected to act as career coaches, using powerful questions to help employees explore their connection to their work. Questions such as, “What gets you excited at work?” “What is your dream job?” “How can I support you in making progress toward it?” Through coaching, managers can help employees uncover deeper meaning and purpose as well as grow for the future. These coaching conversations will also make employees feel heard and valued.  If managers are reluctant to adopt this role or are still learning how to coach, enlist certified career coaches. Enlist technology that enables career mobility:HR competency software such as RightMAP™ allows you to map out the competencies needed by the organization in the future, benchmark your workforce against these competencies, and align employees with the roles that best match their skillsets. These tools use AI to support career pathing for individuals, which can be especially helpful in large complex organizations where opportunities may be hard to identify.  Accelerate careers of underrepresented groups:Business Resource Groups (BRGs) are one way to foster inclusiveness and enhance professional growth, but they may not be enough on their own. Consider establishing a mentorship program within the BRG or through another formal program or informal network. It is also important to provide mentors with the support they need to understand their role and the specific ways they can support their mentees. Those companies will successfully navigate the Great Reawakening and cross the finish line as winners in the greatest talent contest in history. 

​​Differentiating and diversifying workforce strategies to access the right combination of skills, workforce mix, and labor markets has never been more important and challenging. The previous article, Total Workforce Index Addresses Organizational Challenges Most Impacted by Lack of Growth Talent, examines the business challenges most impact by growth talent and how to leverage market intelligence tools like the Total Workforce Index (TWI) to stay competitive.This article takes a look at three key opportunities uncovered in the latest 2021 TWI analysis and how organizations should respond. Whether an organization’s strategy shapes retention and development of existing talent or plots optimal pathways to new sources of talent, data from the Total Workforce Index can de-risk workforces across more than 200 key factors that relate to the Workforce Supply, Cost Efficiency, Regulation and Productivity in 75 markets around the world.Analysis of the TWI categories reveals three types of labor markets, each with strengths and weaknesses.Mature markets: These 20 markets are home to the largest contingents of growth talent (average 40% skilled workers) and have infrastructures to support upskilling and reskilling; exposed to wage inflation.   Incubator markets: There are 16 high-potential markets for Digital Services, Advanced Manufacturing and Clean Energy technologies and they  provide an opportunity to balance skilled labor with cost competitiveness.   Emerging markets: These are 31 markets with a rising Gen Z/millennial workforce (50% or greater share of total labor pool) but a shortage of skilled talent due to low rates of tertiary education and they require long-term investments.   TWI data and insights reveal three key opportunities amidst today's labor market realities, which are impacted differently by market type.  Opportunity #1: Elevate Learning as a Core Benefit in all Labor Markets  RecentManpowerGroup research shows workers want learning and reskilling opportunities—meaning companies looking to hire or retain workers should make learning part of their benefits package. The ability to secure talent needed for growth, especially in Emerging markets, is likely to depend increasingly on compensation strategies and skills development offerings.​For employers willing to step into the role of educator in Emerging markets, the long-term payoff could surpass Mature markets. If it takes money to make money, investing in your talent could be the greatest investment an organization can make.    Emerging markets have half the number (20%) of highly skilled workers as  Mature markets (40%) with only 19% of workers aged 25+ having a tertiary education as compared to 39% in Mature markets.​ Opportunity #2: Segment Incubator Markets to Hedge Wage Inflation in Mature Markets  Incubator markets hold the potential to supply highly skilled growth talent to specific fast-growing industries at cost-competitive rates while contributing to longer-term talent sustainability.Opportunities have been identified in three industries: Digital Services, Advanced Manufacturing and Clean Energy. R&D inflows for Incubator countries suggest governments are co-investing to build growth capabilities in these sectors. At the same time, the generational mix indicates a long-term payoff for companies choosing to invest in Incubator markets.Advanced Manufacturing Incubator Markets have a young (39% Gen Z/millennials), highly skilled workforce (33%) with an average monthly wage nearly half ($2,314) that of Mature markets.Targeted investments in Incubator markets will meet the defining talent challenges of the post-pandemic age – namely, accessing industry-specific growth talent in high-potential markets at competitive rates. These are possible medium-term investments that have the potential to bring access to new markets and skills that can boost growth in existing markets.    Opportunity #3: Integrate Contingent Labor as an Essential Strategic Sourcing Channel  Contingent labor is now an essential sourcing option for companies looking to diversify their skills mix and power their digital shift with growth talent.Demand for contingent work has increased by 9% in the past year [1], continuing a trend visible in TWI data since 2013. Within that, highly skilled contingent work is especially being utilized in Mature markets.    In Mature markets, 40% of contingent work is among highly skilled.In fact, rather than undermining permanent work (as previously feared), contingent labor now augments permanent work and offers access to highly skilled workers who are increasingly  moving to contingent work in their search for increased flexibility and autonomy post-pandemic.   How to Seize the OpportunitiesMarket intelligence tools such as the Total Workforce Index (TWI) have become a go-to intelligence source that has proven to be a difference-maker in a company’s ability to execute growth strategies.Organizations can also conduct customized analyses with the weightings for data adjusted to factors that drive growth uniquely within a specific industry and market(s). The opportunities for customization are extensive. Download the 2021 summary report or visit the TWI website to explore the data and rankings. Reach out to the Talent Solutions Consulting team to learn more about customizing the TWI for your organization.​References[1]  Gartner Talent Neuron May 2021

​More than ever before, the year 2020 has solidified the important role Human Resources plays in growing today’s organizations. The global pandemic and social movements highlighting inequities helped companies refocus on what’s most important to employees: health, upskilling and transparency. Those looking to have the right talent today, and for the future, are beginning to implement these themes into their talent sustainability strategy, and HR is in the lead.​The majority of executives (71%) strongly agree that HR plays a vital role in establishing the right culture, and 7 in 10 HR professionals have a strategy in place to design an employee experience that mirrors the customer experience. [1] This signifies the emergence of a new employer/employee relationship—one where the employer assumes a greater responsibility for employee health and wellbeing and sees employees as consumers within the organization. Companies also now have vast amounts of workforce data—from email and computer usage to AI performance analysis. Workers are increasingly comfortable with being monitored, but they expect employers to be transparent and communicative with them to create a sense of trust.  ​Here are several examples of how HR leaders around the world are capitalizing on these new themes in talent sustainability to position their organizations for growth in 2021 and beyond.  ​Theme #1: HealthJust as they created new procedures around social distancing and temperature checks to keep employees healthy and safe, HR pros are now prioritizing employees’ emotional wellbeing to lessen feelings of isolation, anxiety and stress. This isn’t just to retain existing employees but also to recruit the right talent, as energized employees are 6X more likely to work for companies that focus on health and wellbeing. [2] Companies have turned to HR to implement Centers for Disease Control and Prevention (CDC) safety protocols to protect workers, including limiting gatherings, separating workstations, contract tracing, scheduling more workspace cleanings, and encouraging the use of face masks, just to name a few. [3] These efforts must continue to not only minimize transmission of the coronavirus among staff, but also to foster employee trust and peace of mind that the workplace is a safe place. ​On-demand, professional coaching sessions also are moving the needle in supporting employee health and wellbeing. Global accounting firm PwC recently started to provide access to professional coaches who are available to discuss anything that may be causing employees stress. [3] These kind of sessions provide an invaluable opportunity to listen, learn and understand what workers want and how to support their needs, opening the door to a more resilient workforce. ​Theme #2: Upskilling/reskilling As 65% of the jobs Gen Z will perform don’t even exist yet, [4] it should come as no surprise that today’s businesses are racing to reskill employees. The need to train and develop new skills to grow the talent pipeline has only intensified as companies were forced to pivot, some multiple times, throughout the COVID-19 pandemic and the tidal wave of digital transformation that came with it. ​Walmart is a great example of this, having evolved its in-house upskilling program over the years. The Walmart Academy was created in February 2016 to provide needed training to 8,000 new managers, then to the whole workforce—2.2 million employees. Today, the retail giant has 201 academies inside Walmart Supercenters and modular classrooms in store parking lots. In 2019, the training integrated with virtual reality (VR) and saw retention increase 10%. The company also says its upskilling effort resulted in the promotion of 215,000 employees in just one year. [5]​“Whether it be soft skills or technical skills, upskilling and reskilling is tied to employees’ desire to continuously learn,” says Marceline Beijer, vice president of Talent Solutions at ManpowerGroup. “Teaching employees new, relevant skills can provide peace of mind and even happiness, knowing their skillsets won’t become obsolete. It truly can put not only your employees but your entire company in a position of power in 2021 and for years to come.” ​Theme #3: Data transparency Workers in 2021 are calling for more transparency from their employers about their wellbeing and productivity on an individual level as well as around environmental and social issues on an organization level.  To build employee trust and prevent turnover, HR teams must be prepared to answer new questions from employees about data ownership. For example, HR is now responsible for gathering health data to prevent the COVID-19 spread. As new HR technology continues to be introduced to monitor and improve employee performance, HR professionals are tasked with being the gatekeepers of this data as well. An empathetic and ethical approach is crucial here. ​Empathetic leadership will also be needed as employees, customers and communities demand organizations to act as global citizens and environmental stewards. Diversity and inclusion are key to preparing for the future of work.  ​“This is one area HR leaders themselves should focus on upskilling,” says Beijer. “We are seeing a remarkable rise in ESG [environmental, social and corporate governance], and as the voice of employees, HR needs to have a seat at that table.” Employees will remember how their employers empathized with them throughout the pandemic. As we move into 2021, organizations that focus on trust and transparency, wellbeing and upskilling will be ahead of the curve in keeping existing employees happy, and attracting new talent post-pandemic. For more insights on these and other trends in talent sustainability, tune into The Transform Talent Podcast.​References[1]https://home.kpmg/xx/en/home/insights/2019/11/the-future-of-human-resources-2020.html[2]https://www.mercer.com/our-thinking/career/global-talent-hr-trends.html[3]https://www.mckinsey.com/industries/pharmaceuticals-and-medical-products/our-insights/how-us-companies-are-planning-for-a-safe-return-to-the-workplace#[4]ManpowerGroup Skills Revolution Study, 2018[5]https://www.shrm.org/hr-today/news/hr-magazine/summer2020/pages/upskilling-benefits-companies-and-employees.aspx

​Remote work, virtual collaboration and other ways to continue the “new normal” of business while social distancing will continue for the foreseeable future. Some organizations will be transformed entirely as they see how Work from Home and Work from Anywhere policies will become the norm for not just safety, but also providing the flexibility and productivity that employees want from a career. ​In this new environment, businesses will need to help their workforce learn and grow with the soft skills needed to excel. This benefits both employers and employees, with 79% of employees who are offered free training like their jobs versus only 61% who are not offered training. Many of the methods that develop employees in the physical workplace can be adapted to remote work. Here are ways to help employees build soft skills in our new normal. ​Cultivate Learnability In unpredictable times, we can at least be certain that workers will need to continue to learn new skills and abilities while on the job. In order to meet these new challenges, learnability--the desire and ability to continually learn and grow throughout one's career--is necessary. Cultivating a culture where employees feel like they are constantly learning will not only help motivation, it will also build the soft skills that require constant development.​Make it measurableThe expected average timeframe required to upskill workers varies across countries, and ranges from 83 days for companies located in Switzerland, to 105 days for companies located in France. So measuring progress is key. Measuring a goal can take the form of both inputs and outputs. If the goal is to improve leadership throughout the organization, for example, a manager may set a goal of employees posting in a new company chat system as an input metric. ​Set accountabilityOutput metrics are often associated with performance reviews, which play a part in developing soft skills. But companies can also create output metrics to set accountability. For example, a manager can rate leadership ability before and after a training activity such as joining a committee at work.Another logical question for companies is where training for soft skills will come from, especially with a limited or overextended workforce.  On-demand coaching is one way to provide effective soft skills training in today's environment. For example, RightCoach helps organizations build leadership skills, increase employee engagement and improve retention through on-demand, situational coaching. RightCoach's proven technology platform simplifies participant experience with easy–to-use, on-demand, self-service scheduling.​COVID-19 has created a dramatic landscape where workplaces need to nurture and support employees, and developing their skills is more important than ever.