Christopher J. Dwyer, Author at The Future of Work Exchange

Elon Musk’s Calculated Gamble on Eliminating Remote Work is “Anti-Future of Work”

Business Leadership by Christopher J. Dwyer on 06/03/2022

As reported by Bloomberg, Elon Musk sent an internal memo to his workforce on Tuesday with this fireball of a quote:

“Everyone at Tesla is required to spend a minimum of 40 hours in the office per week,” Musk wrote in an email titled “To be super clear.” “Moreover, the office must be where your actual colleagues are located, not some remote pseudo-office. If you don’t show up, we will assume you have resigned.”

And, oh, it gets better:

In recent weeks, Musk has praised Tesla China employees for “burning the 3am oil” while saying that Americans are “trying to avoid going to work at all.”

What a way to instill confidence in your staff, Elon. Musk has been both lauded and criticized for his business approaches over the years, and, in recent months, has been on a tear in his quest to acquire social media giant Twitter. As the CEO of Tesla (and founder/CEO of SpaceX), he has transcended the limits of what it is be a well-known (and incredibly wealthy) technology executive; Musk is more celebrity than hardline CEO at this point.

Upcoming FOWX Live keynote speaker John Healy sparked an interesting discussion on LinkedIn this week about the fallout and ramifications of Musk’s mandate. The phrase “challenger brand” was brought up in the comments, and this is surely one of the many reasons why he is going large with his proclamations: it’s in his nature to be like this, and, it’s something he intends on sticking to no matter the criticism he receives from the business world. Musk has made it part of his public persona to challenge things in a rough-edged manner.

Here’s the thing, though: we’re not talking about Musk’s unprofessional criticisms of stay-at-home orders or his public ventures for control of Twitter. Musk is actively shaking up the Future of Work movement is a very negative manner for the sake of valorization of burnout and rigidity. Simply lauding the poor working conditions of Tesla’s overseas factory staff is bad enough (there are numerous reports of illnesses, injuries, and less-than-ideal conditions at these facilities over the past few years); to say that Americans, who have embraced flexible working models in the wake of a global health crisis and consequently reaped the many rewards of doing so, are “trying to avoid work” is even worse (and incredibly, incredibly untrue).

White-collar workers, who are typically enabled with the ability to work from home or inject hybrid days into their work-week, have been revolting against return-to-office plans that wreak of the pre-pandemic world. The Future of Work Exchange, since its launched last year, has been a progressive proponent of flexibility in the workplace, evangelizing the benefits of hybrid workplaces during an era in which a “Talent Revolution” is occurring because workers crave that flexibility.

The other aspect here that needs to be discussed is the calculated risk Musk is taking in proclaiming that remote work isn’t viable. Tesla is sure to lose staff in the wake of his new mandate, and, more critically, it will lose its status as a hotbed of talent in the eyes of candidates now and in the future. Working at Tesla surely has some panache, however, if the environment and culture reflect Musk’s ignorant vision, workers are risking burnout and an extreme lack of flexibility.

The Future of Work revolves around the notions of worker empowerment, flexibility, empathy, and a better alignment between workplace and worker. Elon Musk and Tesla’s approach to remote work is a backwards move that erases the progress the business world has made over the past two years.

The Link Between Diversity and Direct Sourcing

Direct Sourcing Talent by Christopher J. Dwyer on 06/01/2022

Today, diversity is no longer a “check-a-box” factor for many enterprises around the world; rather, it has become a cultural movement within business that emphasizes the depth of talent pools, talent communities, and talent networks without bias or barriers. The truth regarding diversity, equity, and inclusion (DE&I) is that direct sourcing programs (and extended workforce/contingent workforce programs) that are diverse tend to be more successful. If businesses can embed a spirit of inclusion within their direct sourcing processes and act in accordance with this mindset, they can broaden the existing talent landscape and improve upon it with new ideas and opportunity.

And, while established diversity programs previously existed in many enterprises, the events and civil unrest of the past two years have driven many businesses to develop and communicate more purpose-driven goals which are linked to societal, economic, technological, and sustainable shifts. To achieve these goals, a large number of businesses are trying to harness the power of a diverse workforce.

The Future of Work Exchange has long progressed the notion of “Direct Sourcing 2.0,” in which traditional direct sourcing phases and operations are “supercharged” to transform this strategy into a repeatable and scalable (not to mention more digitized) series of processes that can drive true talent sustainability:

As the overall labor market evolves in the wake of rising worker resignations, smart businesses will prioritize the need for deeper assessment and validation of skillsets and place a greater emphasis on the candidate and hiring manager experience. The starting point for most will be to build on their existing direct sourcing capabilities and work to develop Direct Sourcing 2.0 capabilities.

Simply put: much like the greater Future of Work movement, there is so much more to this than just automation and technology. Direct Sourcing 2.0 isn’t just a scalable strategy that is driven by next-generation software, but a program that relies on both technology and humanity to be successful in the face of an evolving labor market.

Layering DE&I into direct sourcing is about changing behaviors and removing hiring barriers and unconscious bias from talent engagement and talent acquisition. Utilizing technology to help guide and enforce a new mindset can be extremely valuable and create awareness that the deepest talent pools are diverse talent pools. Using direct sourcing to hire diverse talent gives HR teams a direct ability to link purpose with DE&I efforts. For example, businesses can opt to tap into professional networks that were already designed for diverse workers from various backgrounds, cultures, and genders and link these to talent curation efforts. Direct sourcing initiatives can also benefit from “diversity automation” that is enabled from direct sourcing platforms that have partnerships and integrations with diverse job boards and networks. They can also offer anonymizing functionality that can hide specific information about different candidates.

Diversity, as stated above, is more than just an objective; it is a facet of the new world of work that sparks new ideas, catalyzes innovation, and enables a business with the necessary skillsets and expertise to thrive in changing times. Direct sourcing, then, can be an effective gateway in developing a more diverse workforce.

We’re TWO WEEKS Away from FOWX Live!

Events by Christopher J. Dwyer on 05/31/2022

We’ve been talking about it for the past month and now we’re only a couple of weeks away (two weeks from today, to be exact!). The Future of Work Exchange‘s inaugural executive roundtable live event is on June 14 in downtown Boston at the Harvard Club (Back Bay) and we’d love to see you there.

Are you a procurement executive that wants to better manage the growing complexities of the extended and contingent workforce? Are you an HR leader that is trying to balance the delicate nature of remote and hybrid work along with the many transformations within workplace culture? Or are you a talent acquisition executive that continues to face momentous pressure in light of The Great Resignation and extreme staffing shortages?

“FOWX Live” is the definitive Future of Work-oriented event of 2022 and you are cordially invited to attend this half-day conference, which will include:

Insights and commentary on the transformations within the world of work and talent.
Expert panels that will feature the industry’s brightest minds.
Opportunities to network with like-minded peers and colleagues.
An elegant lunch in one of Boston’s finest venues.

Revisiting the Core Tenets of Direct Sourcing

Direct Sourcing by Christopher J. Dwyer on 05/26/2022

Direct sourcing has a permanent place here at the Future of Work Exchange. As businesses face the massive transformations of the world of work and talent, they will continue to require advanced strategies and solutions for finding and engaging top-tier skillsets and expertise. While we’ve spent a fair amount of time discussing the next phase of direct sourcing (“Direct Sourcing 2.0”), there are still many organizations that have yet to undertake the direct sourcing journey.

In the 2020 research study, The Direct Sourcing Toolkit, Ardent Partners and the Future of Work Exchange unveiled a series of recommendations and guided strategies for successfully developing and implementing a direct sourcing program. With so many organizations yet to undertake this journey, it is imperative to revisit these guidelines for direct sourcing success:

A deep understanding of total enterprise skillsets is required. No matter the industry, each organization is comprised of a collection of skillsets that, in aggregate, contribute to how work is done. Direct sourcing programs thrive on “skillset intelligence;” without it, initiatives lose their flair. If hiring managers understand which skillsets are in abundance or in high demand and which will be needed in the near future, building initial talent attraction strategies will be much more effective.
Integrated procurement, HR, and talent acquisition competencies are necessary for early-stage direct sourcing. The capabilities of these three units are required for a direct sourcing program to succeed: 1) procurement’s influence will drive hard cost savings through talent channel optimization, 2) HR’s impact will guide hiring managers and stakeholders to engage the strongest candidates, and 3) talent acquisition will drive the strategic vision for how to source talent based upon current and expected needs.
Focus on both brand and experience. The employer brand can be powerful in today’s labor market; many candidates want to ensure that they work for organizations that share their cultural and societal values. Also, the omnipresent notion of the “candidate experience” should guide direct sourcing processes such that job recruits experience a positive journey no matter if they are merely sitting in a talent pool or actively engaged for an open position or project.
Segmentation is more valuable than it initially seems. Segmenting talent pools may seem like a basic strategy; however, it can pay incredible dividends. Talent pool segmentation, be it via geography, compensation, skill, remote or in-person, certification, etc., allows hiring managers to quickly focus in on the talent required for a highly-complex project or initiative. Taking the time during the front-end of the direct sourcing process to segment talent pools can be hugely impactful to the overall program.
In direct sourcing, selecting and utilizing the right solutions is job one. The inherent power of today’s contingent workforce, human capital, and digital staffing solutions provides enterprises with the ability to automate crucial aspects of talent pool development and integrate these sources into the business’ broader talent acquisition processes. MSP solutions, VMS technology, and direct sourcing platforms all contribute to create a human- and technology-led direct sourcing program, helping to launch the initiative and ensure that all hiring managers have the ability to quickly access available talent pools.

FOWX Live 2022: Why You Need to Be There

Events by Christopher J. Dwyer on 05/24/2022

The Future of Work Exchange was designed to be the premier destination for news, insights, and analysis of the Future of Work movement. Everyday, thousands of HR, procurement, talent acquisition, and other business leaders converge to this site to learn more about the changing world of work and talent.

And now, the Future of Work Exchange is bringing those insights to the live stage. “FOWX Live,” an executive regional roundtable event on June 14 in Boston, will be 2022’s most engaging Future of Work-oriented conference focused on the extended workforce, remote and hybrid work, DE&I, and the technology and innovation driving transformation in how enterprises address how work is done.

We’re in year three of a pandemic that has fundamentally altered the way we think about our leadership, workforce, workplace, and business operations. For today’s business leaders, operating as if we’ll return to 2019 is an exercise in futility. FOWX Live will be the conference that allows executive leaders to learn about what’s working well for other enterprises in terms of how work gets done, how to better manage a distributed workforce, and, most importantly, how to continue navigating a consistently shifting business arena.

Next month (June 14, Harvard Club in Boston), the FOWX Live roundtable event will feature:

Keynote presentations on the future of work, talent, and business.
Panel discussions centered around the best tactics and strategies for managing remote and hybrid workers.
The business impact of Future of Work-era technology and innovations, and;
An opportunity to network with like-minded colleagues and spend time discussing (in a roundtable format) the burning issues affecting business functions.

“Perceptive Hiring” is the Future of Work

Talent by Christopher J. Dwyer on 05/23/2022

The world of talent will never be the same. Entering Year Three of a pandemic that has transformed the way we all think about both business and our personal lives, the average enterprise cannot leverage what are now archaic means of hiring to find the necessary skillsets and expertise to thrive in an increasingly globalized corporate arena.

The Great Resignation continues unabated. The Talent Revolution is at hand, with workers across the world becoming more aware of their desire for flexibility, empathy, and purpose. Although unemployment is at a near-53-year low, businesses are finding it harder than ever to fill both tactical and strategic roles.

The hard truth we face as business leaders is this: it doesn’t matter how much we increase compensation or how many additional perks are bult into job offers. Workers today need more than “smart hiring” strategies for reachout, engagement, and negotiations. Those attributes that were mentioned above (flexibility, empathy, and purpose) are not going to be streamlined within what we call smart hiring.

We need more…so much more.

Enterprises today are flush with data and information. This is a critical, “table stakes” aspect of the new world of work, as the ability to harness powerful data from VMS, ATS, CRM, HRIS, direct sourcing, and other platform sources enable hiring managers and other business leaders with “smarter” talent engagement and talent acquisition capabilities. Advanced technology today provides executives with the necessary intelligence to understand who the best candidate may be for a particular role and project (by analyzing work history, expertise, skillsets, certifications, etc.), augmenting with additional data (such as diversity information) to present an ideal professional that should be hired.

In essence, this has always been a goal of “total talent management,” in which the very realm of total talent intelligence (gleaned from both contingent and FTE workforce management systems) assists hiring managers to make quicker decisions based on the knowledge of the company’s overall talent pool.

The above aspects (total talent, diversity, skillsets, expertise, etc.) are all complementary pieces to the new era of workforce engagement. Businesses frankly cannot survive in a truly disruptive labor market without these modes of talent intelligence, given that staffing shortages have become an unfortunate norm.

However, back to the point above about “needing more”: if we think about how far we’ve come in regards to splicing data into talent engagement, how innovative artificial intelligence and machine learning have come, and just how advanced our workforce management software systems are, it’s pretty incredible to think that we don’t have to spend days analyzing resumes and pontificating about the qualities of dozens of candidates for a single job. All of that work has been automated and augmented (the Future of Work, right?). If we could just take that a step further, take those processes and embed even more data and insights…what would happen?

We’d transform “smart hiring” into “perceptive hiring,” in which more than just workforce history, skillsets, and expertise factor into a candidate being matched to a job or position. There are so many factors that play into the human elements of today’s business professionals, including their soft skills, workplace preferences, culture, and other elements of candidates as people and not just profiles on a screen.

How can we ensure that 1) the candidate will adapt and/or evolve to the enterprise’s culture, or, 2) that the business is a great cultural fit for the candidate? It’s not a one-way street anymore; we’re in the middle of a Talent Revolution that has resulted in workers becoming the gatekeepers to their own professional futures. We’d perceive more from the candidates and their personas beyond the traditional measures of hiring. We need to continue thinking about the best possible ways to find and retain key talent, especially in the face of The Great Resignation, however, we should also want our workforce to be a product of, well, more.

Four-plus million people have been voluntarily leaving their jobs since October of last year…and it’s not just a compensation issue. Workers are humans, and humans can suffer from burnout, anxiety, and a lack of engagement with positions that don’t satisfy a larger purpose. The pandemic and its fallout changed many of us, changed the way we think, operate, and, most importantly, speculate about the future. Candidates want more than a well-paying gig…they want work with a purpose that satisfies something deeper.

If we could leverage AI, next-gen analytics, and new innovations to spark a deeper perception of candidates, we would have the ability to solve talent retention issues and ensure that the workforce was tethered to a workplace culture (as well as the work itself) that met these necessities. This profound perception of candidates, linked to the smart hiring strategies and technology we have today, will become a way to develop and foster a strong, engaged workforce in the face of evolving times.

In essence, perceptive hiring is not “this worker is the ideal fit for this role,” but rather “this person is the ideal fit for this role.”

FOWX Notes: May 20 Edition

General Insights by Christopher J. Dwyer on 05/20/2022

Some picked-up pieces, news, and insights from across the evolving world of talent and work:

PRO Unlimited announced the appointment of Dr. Christy Dempsey to its board of directors, which is a formidable addition to the solution’s already-robust level of expertise and experience. Dr. Dempsey will no doubt help to influence PRO’s presence in the healthcare industry, where it has seen much success with its RightSourcing offering. As the healthcare vertical continues to see a stratospheric rise in the utilization of extended talent, this appointment will surely augment PRO’s approach to optimizing contingent workforce management operations within this industry.
Industry veteran Kevin Leete, formerly of Atrium, joined direct sourcing platform WorkLLama last week, as did former SAP Fieldglass, The Mom Project, and WillHire executive Kevin Poll. The innovative direct sourcing provider, which has become an industry leader over the past couple of years due to its unique solution set, welcomes two major workforce and staffing industry luminaries to its executive team.
Direct sourcing giant LiveHire announced a partnership with Viventis Search Asia. The partnership will help to advance LiveHire’s technology in the APAC region by enabling Viventis (a career consulting and human capital solution) to build and develop a truly agile and seamless ecosystem of candidates, fueled by LiveHire’s wide range of direct sourcing, recruitment, and candidate experience functionality.
Although initial unemployment claims increased 21,000 to a seasonally adjusted 218,000 for the week ended May 14, the rate is still at its lowest over past 52 years. The Future of Work Exchange expects this number to remain steady, given that the United States business market has increased payroll by 400,000 jobs for 12 straight months. As The Great Resignation continues its impact, there will be, however, some “settling” of the labor market as displaced workers find new homes and career trajectories.
Randstad Sourceright introduced its innovative Services Procurement 360 solution, which is led by the company’s Global Head of Services Procurement, Paul Vincent. The new solution “reimagines” services procurement and SOW management by leveraging flexible solutions, AI-fueled intelligence, and a dynamic framework of offerings and tools.
Accenture’s global managing director of applied intelligence, Salema Rice, joined Opptly’s board of directors. MSP leader GRI’s former , Rice will certainly bring her vast expertise and knowledge and apply to the direct sourcing platform’s intelligence-led technology offerings.

Also, just a quick reminder that registration is open for the Future of Work Exchange‘s inaugural live event, “FOWX Live,” on June 14 in Boston. Click here or on the image below to register.

The Ultimate Value of Direct Sourcing

Direct Sourcing by Christopher J. Dwyer on 05/18/2022

Successful direct sourcing programs have made a large impact on the quality of the overall workforce by achieving better alignment between an organization’s needs and the best available talent than alternate recruiting methods. However, the competitive advantage in talent recruitment that the early adopters of direct sourcing have gained will begin to yield as more new programs are launched each year.

The 55% of businesses that are currently running some form of direct sourcing programs today are utilizing talent pools and talent communities as a viable means of building talent pipelines, reducing talent acquisition costs, ensuring strong skillsets and expertise, and structuring a truly dynamic workforce. Direct sourcing enables a business to act as its own recruitment firm and leverage the power of its brand to attract desired workers to its centralized talent pool. The process also helps enterprises engage candidates directly, increasing the chance of building stronger, longer-lasting relationships with top-tier talent.

While the pandemic has turned job interviews into a more and, sometimes fully-, virtual process, the human elements of conversation, bonding, and interpersonal connection are not completely lost. Direct sourcing bypasses intermediaries and allows the candidates to develop direct connections (hence, “direct” sourcing) with hiring decision-makers. Candidates that are not hired initially can, nonetheless, become candidates for other positions in the future. By eliminating the agency or middleman, enterprises are better able to tap into a developed bench of previously engaged talent and cut lengthy time-to-fill rates. The same holds true for other candidates that have been vetted in some form and are “known” by the hiring team (i.e., “silver medalists,” retirees, past contingent workers or freelancers, etc.), or were targeted for curation based on their current job experience.

Beyond the candidate relationships, direct sourcing allows a business to leverage (and manage) its culture and brand to attract recruits that are easily engaged for future projects and initiatives. Hearing long-employed (and loyal) HR and business professionals discuss the traits and culture of their organization is a more significant and credible way to learn about a potential employer than through the words of a recruiter with a commission on the line. The informal testimonials of the internal hiring teams can effectively build engagement and ultimately, worker loyalty.

While the talent curation part of direct sourcing typically takes time to develop, most organizations possess an innate ability to identify strong cultural fits and highly-desirable skillsets. Additionally, the ability of internal recruiters, HR, and hiring managers to collaborate and tailor job searches to a unique team, manager, project, or location is unmatched when dealing with outside recruiters. The level of nuance can be akin to the difference between a surgeon and a butcher. The ability to increase recruiting precision can be particularly valuable when businesses are managing specific diversity, equity, and inclusion initiatives.

One other notable attribute of direct sourcing is that it avoids the heavy price of fully-loaded talent acquisition costs charged by outside firms. While successful direct sourcing programs reduce talent acquisition friction and costs in the short-term, as businesses continue to devote resources to it, they will find these programs can also transform how work is done. And, in a world that has become more digitized (especially in the HR and talent arenas), direct sourcing is fast becoming table stakes for businesses that are actively pursuing workforce agility.

FOWX Live: What to Expect On June 14 in Boston

Events by Christopher J. Dwyer on 05/17/2022

The countdown is on! Ardent Partners is excited to host its inaugural Future of Work Exchange live conference, FOWX Live: An Executive Roundtable Event, to be held in Boston at the historic Harvard Club. The event, which runs from 9:30am until 1:30pm, will be jam-packed with insights, networking, and real-world case studies regarding the new world of work and talent.

What does the “Roundtable” in your event name mean?

Glad you asked! Conferences can sometimes be overwhelming from an information perspective. Too many keynote speakers, too many breakout sessions, and not enough time to converse with fellow attendees. The “Roundtables” at FOWX Live will follow an engaging pattern: each table will revolve around a particular Future of Work topic (such as DE&I, remote work, the extended workforce, etc.) and discussions around that topic will be facilitated between attendees.

It’s a refreshing change in the way major business conferences spark activity!

Can you tell me a bit about the speaker lineup?

Of course we can. In addition to this site’s creators (Christopher J. Dwyer and Andrew Bartolini), we’re thrilled to welcome industry luminary John Healy for our keynote address. Sage Therapeutics’ Jessica Wall and JLL’s Caitlin Klezmer are just two of our HR and talent acquisition executives that will share their unique, real-world stories with the audience. We will soon announce additional speakers, as well as a very special guest for FOWX Live’s lunch hour. Representatives from our esteemed sponsors, including Utmost, WorkLLama, and Atrium, will all appear as part of our exciting event lineup.

What about the venue?

The historic Harvard Club, in Boston’s Back Bay, is routinely honored as one of the top places in Boston to hold an event. FOWX Live will be held in the Club’s elegant Massachusetts Room, which is adorned with masterpiece artwork of Revolutionary War heroes, is the ideal spot for an event like this. FOWX Live will also feature a complimentary lunch (a fantastic one, at that!) that will cap off an amazing day of insights and engaging presentations and roundtables.

What is the central theme of FOWX Live?

FOWX Live is a culmination of the Future of Work Exchange‘s first full year as the industry’s preeminent destination for procurement, HR, talent acquisition, and other business leaders seeking to keep up with the latest trends in the transformative world of work and talent. We fully expect to carry over many of those trends within the FOWX Live agenda, particularly how executive leaders can better manage their distributed staff and how to enhance the way they find, engage, source, and manage extended talent.

Why should I attend?

The world of work looks markedly different than it did a couple of years ago. Talent acquisition has changed. The contingent workforce is transforming the way businesses get work done. Technology and innovation are abound and actively altering all facets of enterprise operations. More workers than ever before are working remotely. FOWX Live is the event that will give you the insights you need to thrive in this exciting new era of business. Learn some new tactics from those that are in similar roles and network with your colleagues in beautiful venue (with an amazing lunch!). Register here or click on the image below. Looking forward to seeing you in Boston on June 14!

Flexibility Is a Catalyst for the Next Great Iteration of the Workplace

Business Leadership by Christopher J. Dwyer on 05/16/2022

There’s enough discussion around the technological component of the Future of Work movement: artificial intelligence, machine learning, blockchain, digital staffing, etc. While “innovation” in and of itself is one of the three major foundational legs of the Future of Work (the other two being “the evolution of talent” and “the transformation of business thinking”), there’s so much more to the very notion of work optimization than just automation and new technology.

As we’ve learned over the past two-plus years, the workplace itself has become a living, breathing entity that has the power to determine the overall productivity of a business, and, more importantly, how emotionally tethered the workforce is to the greater organization. For the record, it’s not just a matter if or when a business offers remote or hybrid work options, but rather how deeply rooted flexibility truly is within all facets of how work is done and how the workforce is ultimately managed.

Now would be the best time to bring up the annoying factor in every business-related conversation: “The Great Resignation” continues unabated, sparked by a veritable “Talent Revolution” that has restructured the way workers perceive their jobs, roles, and career paths. The very concept of flexibility is not just a “perk” for talent; it’s become a determining factor in whether or not a professional chooses to remain with an enterprise or search for greener pastures.

From here, flexibility is catalyst for the next great iteration of the workplace. There are undeniable roots from the larger idea of flexibility, including empathy-led leadership (more flexibility in how leaders lead), leveraging new models to get work done (distributed teams, new functional collaboration, etc.), more humanity within the fabric of the workplace, and, of course, more malleability in where workers work (remote work, hybrid workplace, etc.).

And, when we bring up this idea of “flexibility,” it doesn’t just translate into specific aspects of the workplace, but rather all of them. That’s right: the next iteration of the workplace centers on how work is done rather than on archaic principles of control and authority, including:

Promoting an inclusive workplace that welcomes and values all voices, no matter their differences, disabilities, etc.
Relying on empathy-led and conscious leadership that takes into account worker emotions and perceptions.
Offering various outlets of paid leave (maternity, paternity, wellness, etc.).
Embracing flexible work models, including fresh takes on shift-based work, four-day work-weeks, collaborative-led schedules, etc.
Supporting remote and hybrid work options (including offering proper hardware, software, leadership support, etc.).
Augmenting these remote and hybrid models with digital workspaces.
Measuring both employee engagement and productivity, and;
Detailing flexible work options within new job requisitions (to attract talent).

Interested in learning more about the critical role of flexibility in today’s transformative world of work? Join the Future of Work Exchange at its inaugural in-person, roundtable-styled conference on June 14 in Boston: