​U.S. President Abraham Lincoln once famously said, "If I had eight hours to chop down a tree, I would spend the first six of them sharpening my axe." Almost 200 years later, there has never been a more apt phrase to describe the need for individuals to continually sharpen their skills, especially considering today’s rapidly transforming digital economy. IBM estimates that up to 120 million workers in the world’s 12 biggest economies may need to be retrained or reskilled due to the rise of emerging technologies such as artificial intelligence (AI) and automation. This is not surprising, as 76% of global workers say they are not prepared to implement the technologies of the future.1   For companies looking to empower innovation, improve retention and meet evolving business demands, those are issues that upskilling and reskilling can help address.Here's how to future-proof your team with skills needed to meet the digital age.Balance hard and soft skillsFrom radiologists using technology to read and analyze MRI scans to welders controlling robots and repairing pipes, there’s no doubt that tech skills are in-demand. But C-suite leaders fall short if they put all their eggs in the tech basket while ignoring vital soft skills such as communication, critical thinking and creativity. Companies today find that making the right investments in soft skills training can deliver an incredible 256% Return on Learning (RoL).2One of the nation’s largest financial institutions, Bank of America, recently launched a virtual reality soft skills training pilot program for 50,000 employees in nearly 4,300 financial centers across North America. There workers practice routine and complex tasks and engage in client interactions that they are likely to encounter daily. Through this training, branch managers identify skill gaps and provide personalized feedback to team members, improving their individual performance and collaboration skills. 3 According to John Jordan, Head of the Academy at Bank of America, the training is “helping teammates build and retain new skills and it’s one of many ways the company is using technology to provide best-in-class learning opportunities.”Assess talent for future-fitHow can a company know where to start with training when it doesn’t know where its employee competencies are or are uncertain about what technology will be needed in the next five years. That’s where skills-mapping comes in to help organizations determine where skills gaps exist and identify potential solutions including the creation of new roles or training that focuses on specific areas of need.4That exercise, aligned with today’s acute talent shortage, will lead most companies to reimagine a blend of outsourcing, permanent, remote and hybrid roles that fit today’s reality. According to Allison Kerska, Vice President - Global Client Consulting at Talent Solutions, leaders will also need to examine other factors from budgets to regulatory constraints and geography to determine how best to fill these skills gaps most efficiently and productively. For example, outsourcing may be the ideal way to temporarily fill gaps in a department but may eventually increase attrition among employees looking for growth opportunities.5Offer continuous and flexible learningWith over 4 million workers quitting each month, employers are looking for solutions to stem the tide. In fact, 58 percent of workers say they are likely to leave their company without professional development—or continuing education and career training to help develop new skills and drive career advancement. This especially holds true for women, people of color and millennials.6Global consumer products company Coca Cola has taken this to heart by setting up a digital academy to upskill employees including managers and team leaders. From go-and-see visits to immersive boot camps and e-learning modules, Coca Cola’s skills training impacts over 4,000 employees to help them build core digital, analytics and soft skills.According to Gigly Philip, Transformation Director with The Coca Cola Company, reskilling “contributes to the learning culture we’re trying to build in the organization which can pay dividends on the employee front. And reskilling also makes financial sense because it’s obviously cheaper to reskill current employees than to hire new ones.”7Providing flexible on-demand training is also essential to adapt to today’s remote and hybrid work environment. One-size-fits-all learning approaches are outdated and limited in their potential positive impact. Companies should customize a structure that works around their employee’s schedules, location and specific learning styles.Rethink Your KPIsIf company training programs need a makeover, then it’s clear that leaders also need to look at news ways to measure performance that better reflect the transformative shifts in today’s workforce. Almost 62% of leaders today say there’s a need to revisit traditional productivity and achievement metrics. 8 Instead of focusing only on whether employees are retaining skills and using them to improve the bottom line, employers need to understand how training aligns with career progression, employee satisfaction and rate of internal hires.Learn more about how ManpowerGroup Talent Solutions can help organizations prepare employees for next generation roles. Read The Future of Work III: How Work is Done.

​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.4 Engage diverse recruiting and onboarding One 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.5 Qualified 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.6 Global 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.7 Organizations 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 development It 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 voice Tapping 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?

​​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 Resurgenceby 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/

​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. 

According to ManpowerGroup research, the most in-demand skills in the world currently include sales representatives, project managers, information technology professionals, office support and financial analysts, among others. Yet these roles are different to how they looked a decade ago and continue to change, requiring new skills and training. Here’s how to find – and stay relevant – in these roles and fill the in-demand skills of today and tomorrow. Test the market According to a survey of employers, the single biggest driver of the talent shortage is simply a lack of applicants. For employees, this is a signal to test the market and apply for jobs even if you are content in your current role. Given the demand for talent, employers are more willing to a pay a premium to hire. But first you have to apply. Acquire necessary training Nearly a fifth (19%) of those employers surveyed said that those who apply lack the hard skills they need to fill a role. The reality in today’s fast moving economy is that employees need ongoing training, which could be online tutorials, short courses or other certification programs. Learnability is a key differentiator to keep hard skills relevant. Don’t neglect soft skills Hard skills are currently in higher demand, but soft skills will pay off in the long run. About 1 in 10 of employers surveyed blamed a lack of soft skills for driving their talent shortage. The ability to project manage, relate to colleagues, speak in public and other human skills will be consistently relevant over time. Remember to nurture and develop these soft skills. Look in-house Employers may not need to look very far to find training. In response to shortages, employers are responding to the talent shortage by providing training to employees. This year, more than half (54%) of employers are investing in learning platforms and development tools to build their talent pipeline, up from just 20% in 2014. ​In the digital age, employment will rely on skills development as even the most traditional roles are augmented with new technology. Savvy employees will continue to observe what roles are in high demand, and then make plans to target them.

​​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

​ManpowerGroup's research reveals what flexibility means for workers and partners with Thrive to explore how they can thrive at work. ​

​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

The ability to learn how to learn is especially crucial for the generation of young people growing up with the digital revolution and changing economy. For the next generation, the future of work is not a far-off horizon where machines, algorithms and artificial intelligence take their jobs. Instead, the age of automation means those entering the workforce in the coming years will enter a Skills Revolution where people work alongside robots and automation augments human labor. The key to unlocking value for this generation will be Learnability. Youth skills that will be most prized are the ability to keep developing skills. Learnability is “the desire and ability to quickly grow and adapt one's skill set to remain employable throughout their working life.”If you are part of this generation or mentoring someone who is, here are steps to cultivate Learnability from a young age – creating the building blocks to keep advancing. Recognize current limitations There is a half-life that is growing shorter and shorter for all skills. That’s why it’s increasingly important to learn how to learn, and have an aptitude toward growth. As history shows, each workforce revolution spawns an education revolution to provide a more skilled workforce to take advantage of the new jobs created. For young people, Learnability will provide the bridge between those that have the necessary skills and those who do not. Understand there are different learners Not all learners are created equally. Young people need to understand what kind of learners they are – their Learnability Quotient – to match with opportunities to continuously develop skills. The Learnability Quotient creates a way to assess learning styles and receive recommendations for how to develop and learn with data-driven insights. View learning in cycles In the past, education was seen as an upward trajectory that ended – at least formally – by starting a full-time job. Today, learning continues after graduation. The straight line of learning, working and retiring has been replaced by living longer, working longer and changing jobs throughout more often. This means that young people should plan from a young age to learn in cycles – education mixed in with application – to learn more and earn more throughout their careers.  Overall, tomorrow’s workforce needs a complete mindset shift. Learning doesn’t end with getting a job. It starts with Learnability. 

Scroll through Twitter or open any newspaper and you’ll find headlines on digitalization and the impact of tech on jobs. And it can make for some pretty concerning reading some of the time. Too much focus on the threats and disruption, too little on the real issue: the need for a Skills Revolution. It’s time we flip the narrative. “The robots are coming” is no longer the threat of the decade, but rather the opportunity of our lifetime. Humans will be more important than ever in the future of work: 87% of employers plan to increase or maintain their headcount as a result of automation, according to ManpowerGroup’s latest research. Rather than reducing employment opportunities, organizations are investing in digital and automation, shifting tasks to robots and creating new roles for their human workforce. While just 29% of tasks are performed by machines today, this is projected to increase to more than half by next year. We believe this tech change will unlock new possibilities and allow people to take on more meaningful work - just as we’ve seen happen before. History tells us that each time we’ve experienced an industrial revolution, an education revolution needs to follow to provide a more skilled workforce to take advantage of the new jobs created. We believe the same kind of revolution needs to take place now to bridge the gap between those that have the necessary skills and those who do not, so that everyone can thrive in the future of work. This is why learnability – the desire and ability to continuously acquire new skills and in faster cycles – is one of the defining features of the Skills Revolution. When 65% of children starting school this year are predicted to do jobs that don’t yet exist, learnability will be critical to enable people to learn, un-learn and re-learn throughout their lives. The best place to start? Help young people understand what kind of learners they are and provide them with opportunities to continuously develop their soft skills. It’s these human skills like adaptability, cognitive thinking and empathy that are increasingly in-demand as automation scales and machines prove better at routine tasks.Coupled with real work experience, human skills and learnability will be the next generation’s passport to sustainable careers.That’s why we are proud to partner with Junior Achievement and support events like #COYC19 last week to provide young people with hands-on work experience to unleash their entrepreneurial skills and develop their learnability, ensuring they are work-ready not just graduate-ready. Learning does not end when school finishes. Quite the contrary. The age-old cycle of “learn, work, retire” is long gone as people now live longer, work longer and change jobs more often.With longer life expectancy, later retirement and changing skills needs comes the necessity to learn, earn, learn more, apply, learn, earn, learn more, earn, apply, and so on.  Education cannot end at graduation. Individuals across organizations of all sizes and sectors and at all levels need to continue to nurture their learnability. They must learn and practice new skills on the job and sharpen the human skills that drive teamwork, unleash potential in others and augment technology.   As employers, we must promote a culture of learnability inside our organizations by guiding and supporting people in their learning and providing upskilling opportunities for all employees, not just those who would develop their skills anyway. That’s why at ManpowerGroup we’ve designated 2019 our Year of Learning: we’ve designed learning pathways for our people at all levels of the organization, including senior leadership, so they can broaden and deepen their digital and human capabilities.I passionately believe leaders have an important role to play here – CEOs must become Chief Learning Officers to ensure people develop the skills they need to succeed.And it’s a win-win: companies that nurture their workforce’s “hungry mind” can expect to outperform their less curious rivals.  The future of work is now. Tech is here to stay and will continue to impact the workforce of today and tomorrow. It’s our responsibility as employers to work out how we capture new opportunities by helping people develop the new skills they need to integrate with machines and unleash their human potential in new ways. Learnability will be the passport to growth and employment security - for all generations – enabling us to work alongside our robot colleagues, rather than be replaced by them. 

​In 2020, the workforce jumped forward with large-scale shifts to remote working and e-commerce. What was expected to take years suddenly transformed seemingly overnight -- with continued shifts expected in 2021. An average of 44% of workers have been able to work remotely during the COVID-19 crisis, according to the World Economic Forum. Findings from the World Economic Forum Future of Jobs 2020 Report and ManpowerGroup Talent Solutions' Total Workforce Index put a spotlight on the remote and hybrid workforce opportunities as well as some of the related challenges for businesses. Prime sectors for remote workInsights from Glassdoor show that access to working from home has nearly doubled since 2011, from 28% to 54% of workers indicating that they have had the opportunity to work from home. The industries with the largest opportunity to work from home are the information technology and insurance industries, with 74% of workers in those industries reporting having access to remote working. But there are also industries such as finance, legal work and business services that are also ripe for more remote work.Country readiness mattersOrganizations today are less limited by geographic constraints, which opens a wider pool of available talent and can significantly increase the diversity of talent. To better understand remote workforce potential by country, organizations can leverage resources such as The Total Workforce Index, a one-of-a-kind tool that assesses workforce potential based on over 200 factors across 76 global markets to provide a comprehensive view of four key areas: workforce availability, cost efficiency, productivity and regulation. The latest TWI Index uses new remote readiness indicators (e.g., childcare gap, technical reliability, cybersecurity risk) to help companies evaluate the best markets for remote capable or remote optimal workforces.Hybrid on the rise According to ManpowerGroup’s Q4 2020 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.Challenges for mental well-being Remote work also carries challenges that businesses should address. Remote workers are faced with potential well-being and mental health challenges brought on by new changes to work-life circumstances, including access to digital connectivity, living situations and the additional care responsibilities faced by parents or those looking after elderly relatives. In response, 34% of leaders report that they are taking steps to create a sense of community among employees online and looking for other ways to tackle the well-being challenges posed by the shift to remote work.The new normal of remote work will also necessitate leadership to step up in 2021 and provide leadership through change for their organizations to help employees navigate an ever-changing environment.

​​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 the new 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.​

​​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. ​​

​​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. 

​​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.