​​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. ​

​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.

​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

​Why Learnability is the Most Important Skill in a Digital WorldScroll 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. 

Cultivating Learnability from a Young Age​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. ​

​​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. 

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

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

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

​​Among the various core ingredients of talent and career success, few personal qualities have received more attention in the past decade than emotional intelligence (EQ), the ability to identify and manage your own and others’ emotions. Importantly, unlike most of the competencies that make it into the HR zeitgeist of buzzwords, EQ is no fad.​In fact, thousands of academic studies have demonstrated the predictive power of scientific EQ assessments vis-à-vis job performance, leadership potential, entrepreneurship and employability. Moreover, the importance of EQ has been highlighted beyond work-related settings, as higher scores have been associated with relationship success, mental and physical health, and happiness.​All this is good news for people with higher EQ. But what can those with lower scores do to improve their intrapersonal and interpersonal skills? Is it possible to increase your own and others’ EQ beyond its natural levels? While Goleman and other popular writers argue that (unlike IQ) EQ is malleable and trainable, EQ is really just a combination of personality traits. Accordingly, it is not set in stone; it is largely heritable, shaped by childhood experiences, and fairly stable over time.​This does not mean that the effort put toward sculpting emotionally intelligent behaviors is a waste of time. It simply means that focus and dedication are required. The same goes for helping others to act with EQ when they are not naturally inclined to do so. Here are five critical steps for developing EQ:Turn self-deception into self-awarenessPersonality, and thereby EQ, is composed of two parts: identity (how we see ourselves) and reputation (how others see us). For most people there is a disparity between identity and reputation that can cause them to ignore feedback and derail. Real self-awareness is about achieving a realistic view of one’s strengths and weaknesses and of how those strengths and weaknesses compare to others’. For instance, most people rate their own EQ highly, yet only a minority of those individuals will be rated as emotionally intelligent by others. Turning self-deception into self-awareness will not happen without accurate feedback, the kind that comes from data-based assessments such as a valid personality tests or 360-degree feedback surveys. Such tools are fundamental to help us uncover EQ-related blind spots, not least because other people are generally too polite to give us negative feedback.Turn self-focus into other-focus Paying due attention to others is tantamount to career success. But for those with lower levels of EQ, it’s difficult to see things from others’ perspectives, especially when there is no clear right or wrong way forward. Developing an other-centric approach starts with a basic appreciation and acknowledgement of team members’ individual strengths, weaknesses, and beliefs. Brief but frequent discussions with team members will lead to a more thorough understanding of how to motivate and influence others. Such conversations should inspire ways to create opportunities for collaboration, teamwork, and external networking.Be more rewarding to deal withPeople who are more employable and successful in their career tend to be seen as more rewarding to deal with. Rewarding people tend to be cooperative, friendly, trusting and unselfish. Unrewarding individuals tend to be more guarded and critical; they are willing to speak their minds and disagree openly but can develop a reputation for being argumentative, pessimistic, and confrontational. Although this reputation helps enforce high standards, it’s only a matter of time before it erodes relationships and the support for initiatives that accompany them. It’s important that these individuals ensure an appropriate level of interpersonal contact before tasking someone or asking them for help. Proactively and frequently sharing knowledge and resources without an expectation for reciprocity will go a long way.Control your temper tantrumsPassion and intense enthusiasm can easily cross the line to become moodiness and outright excitability when the pressure’s on. Nobody likes a crybaby. And in the business world, those who become particularly disappointed or discouraged when unanticipated issues arise are viewed as undeserving of a seat at the grown-ups’ table. If you’re one of many people who suffer from too much emotional transparency, reflect on which situations tend to trigger feelings of anger or frustration and monitor your tendency to overreact in the face of setbacks. For example, if you wake up to a bunch of annoying emails, don’t respond immediately — wait until you have time to calm down. Likewise, if someone makes an irritating comment during a meeting, control your reaction and keep calm. While you cannot go from being Woody Allen to being the Dalai Lama, you can avoid stressful situations and inhibit your volatile reactions by detecting your triggers. Start working on tactics that help you become aware of your emotions in real time, not only in terms of how you experience them, but, more important, in terms of how they are being experienced by others.Display humility, even if it’s fakeSometimes it can feel like you’re working on an island managed by six-year-olds. But if you’re the type of person who often thinks, “I’m surrounded by idiots,” then it’s likely that your self-assured behaviors are seen as being arrogant, forceful, and incapable of admitting mistakes. Climbing the organizational ladder requires an extraordinary degree of self-belief, which, up to a certain point, is seen as inspirational. However, the most-effective leaders are the ones who don’t seem to believe their own hype, for they come across as humble. Striking a healthy balance between assertiveness and modesty, demonstrating receptiveness to feedback and the ability to admit one’s mistakes, is one of the most difficult tasks to master. When things go wrong, team members seek confident leadership, but they also hope to be supported and taught with humility as they work to improve the situation. To develop this component of EQ, it is sometimes necessary to fake confidence, and it’s even more important to fake humility. We live in a world that rewards people for hiding their insecurities, but the truth is that it is much more important to hide one’s arrogance. That means swallowing one’s pride, picking and choosing battles, and looking for opportunities to recognize others, even if you feel you are right and others are wrong.​While the above recommendations may be hard to follow all the time, you will still benefit if you can adopt them some of the time. Much as with other coaching interventions, the goal here is not to change your personality but to replace counterproductive behaviors with more-adaptive actions — to build new habits that replace toxic tendencies and improve how others perceive you. This is why, when coaching works, it invalidates the results of a personality test: Your default predispositions are no longer evidenced in your behaviors.

​​With 43% of employees saying they won’t return to a 9-5 office schedule, leaders who learn to build a new hybrid environment combining flexibility and structure will meet the challenges of the future.​With COVID-19 vaccinations underway around the world, countries are lifting restrictions and companies are developing roadmaps for what the return to work looks like. As 43% of employees say there is no going back to a traditional 9-5 mode [1], many business leaders are evaluating a new hybrid model that includes both remote and in-office work.Ideally, hybrid work involves the best of both worlds, combining sociability and structure with flexibility and autonomy. Kissflow, a provider of digital workplace services with offices in the U.S. and India, held organization-wide feedback sessions which led to a hybrid model consisting of three weeks of working from anywhere and one week of office-based work.[2] The UK offices of accounting firm PricewaterhouseCoopers took a slightly different approach with its 22,000 staffers, splitting the week between their home and office with the expectation that employees spend 40-60% of their time with colleagues.[3]Time will tell whether these trial configurations will be successful. But leaders are fully aware that they need to work harder than ever to ensure that expectations are clear and opportunities for collaboration and community building are abundant.Here are four steps your organization can take to develop a playbook for remote work success.Identify roles suitable for remote workAs the pandemic continues, one thing is clear: most employees value the flexibility, productivity and work-life balance they’ve experienced with remote work– and don’t want to lose it. But not every role is a good fit for work-from-home. For example, many workers in healthcare and educational organizations as well as those within the retail and hospitality industries need to be present onsite. Organizational roles fall intoa framework of suitability for remote work[1] from manufacturing and technician positions that require physical presence to customer service and marketing, which can easily adapt to remote.Leaders need to carefully examine each role to decide which ones are best suited to continue off-site and only move ahead with a hybrid work environment if an optimal number of roles can work remotely.Define clear expectations and benefitsThe conventional work schedule – 9 a.m. – 5 p.m., five days a week – may be shifting for now, but what, exactly, is the new norm? As businesses scramble to figure out whether they want to incorporate a 3-2-2 model (i.e., three days in the office, two days working remotely and two rest days) or another form, leaders need to set expectations around performance outcomes, team milestones and deliverables that consider team members’ flexible schedules and time zones.Remote work has also escalated the need for employee development, as greater distance and fewer face-to-face interactions heighten the need for stronger communications and morale-building. Employers and workers would benefit greatly from on-demand virtual coaching that creates a culture of resilience and helps build community.Prepare for potential pitfallsThe challenges inherent in transitioning to a hybrid model are on full display at Apple, where employees are currently battling with leadership about remote work policies and timing for the return to the office. Common hybrid work issues that organizations like Apple are dealing with include employee engagement, sustaining culture, ensuring well-being, IT security challenges as well as team building and recruiting.[4]Prudential Financial is also working with its 42,000 employees to manage remote work expectations, including ensuring that all staffers opt for Mondays and Fridays as their work-from-home days. The company has been redesigning its offices to repurpose conference and collaboration spaces to further encourage employee engagement. Rob Falzon, Prudential’s Vice Chair, also insists that video capabilities should be extended throughout the offices so remote team members don’t feel left out.[5]Another pitfall to consider is the gender divide that a hybrid work environment has the potential to create. If businesses set up a schedule to allow remote work, but do not cap the number of days employees come into the office, they could create a system that hurts women and impacts diversity, equity and inclusion efforts. This is mainly because, statistically,women are more likely to prefer remote work[CH2] to help them balance childcare responsibilities.[6] Remote work will contribute positively towards leveling the workforce playing field for men and women – but only if every voice is heard – whether it’s in the office or via a video call, according to Annette Polaszewski, CEO of Interprefy, a fully remote software company where women make up a slight majority.[7]Provide support structuresAside from the many benefits of remote work, employees cite the top challenges as managing distractions, loneliness, collaboration and communication.[8]That’s why organizations need to make sure they evaluate and update HR and IT processes carefully and frequently for long-term success. HR leaders should lead the development of innovative strategies, including video chat software, phone systems, messaging channels like Slack or an intranet channel. The key is finding that delicate balance between radio silence and constantly reaching out to employees with texts and emails. Hybrid work environments will not be sustainable without investments in collaboration software, such as document sharing portals and more information security controls.All the state-of-the-art tools won’t help if organizations don’t provide leadership training opportunities that help managers empower employees to continue skill-building and career development, no matter where their office is located. Learn more about how ManpowerGroup Talent Solutions can help your organization deploy a global talent strategy and a future-ready hybrid work environment.​​​[1]Work, Reimagined: ManpowerGroup Research Reveals What Workers Want Post COVID-19, August 2020[2]https://www.bbc.com/worklife/article/20200824-why-the-future-of-work-might-be-hybrid[3]https://www.theguardian.com/business/2021/jun/18/office-hybrid-or-home-businesses-ponder-future-of-work[4]Everest Group – Future of Work Series – Where will work be done, 2021[5]https://www.villageworkspaces.com/companies-struggle-with-hybrid-work-plans/[6]https://www.axios.com/the-gender-divide-remote-work-men-women-childcare-4fc29dba-4e1c-4e96-9cf3-64db61ba23e5.html[7]https://www.c-mw.net/how-remote-working-is-helping-balance-the-gender-inequality-scales/[8]https://www.statista.com/statistics/1111401/challenges-of-working-remote-2020/​​

​​The chronic stress of facing uncertainty day after day is taking a mental toll, and 2020 is set to be one of the most stressful years in history. Workers are suffering from burnout and loneliness as they manage remote work, affecting morale and productivity. In fact, a recent survey by Oracle found that the pandemic has propelled workplace stress, anxiety and burnout.  ManpowerGroup Chief Talent Scientist, Tomas Chamorro-Premuzic, shares his top leadership tips around how managers can better support their teams. Check-in regularly with the teamMake an effort to schedule time in your colleague’s schedules that includes time for asking “how are you feeling?” A 21st-century leader needs to act as an employee coach and be willing to proactively reach out to employees to check on their emotional well-being. “A leader needs to act as an employee coach and be willing to have open and honest conversations where they can check in with their employees to see what their stress levels are and help support them manage these.”Be aware of manager stress levels Self-awareness helps managers understand how their own stress levels can impact the team. When someone is stressed, they tend to focus on themselves and are unable to care for or support others. Managers need to see themselves in the eyes of others, so to help grow self-awareness, make it easier for the team to provide managers with constructive feedback in a structured way.Practice self-care outside of workSleep well, eat well and exercise. If managers put their own well-being at the center of their daily routine, it will not only help manage their own stress levels but better support the team and their struggles during this pandemic. The goal should be not eliminating stress, but learning how to manage it with a balanced and supported environment. “And while it’s important to have a solid culture, creating a totally stress-free environment with no problems won’t help build a resilient team,” Chamorro-Premuzic said. The silver lining is that stress itself isn’t the enemy, if understood and managed effectively. As Chamorro-Premuzic said, “Some people see stress as a negative, but actually it can lead to many successes. In the workplace, resilience is often built through some form of stress or hardship.” In 2020, this rule is being put to the test like no other time in recent history, but it can be used to come together as stronger teams in the future.​