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Christopher J. Dwyer

FOWX Notes: January 14 Edition

General Insights by Christopher J. Dwyer on

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

  • The Supreme Court squashed the Biden administration’s vaccine mandate yesterday. Well, technically, the Court rejected OSHA’s mandate, which would have forced private businesses with over 100 employees to mandate vaccinations for workers (for workers that do not comply, weekly testing was required). This is a huge blow to the Biden administration’s latest tactic to combat the pandemic; in essence, the vaccine mandate would have boosted the United States’ overall vaccination percentage over the next several weeks. Biden encouraged privately-held employers to move forward with vaccine mandates in lieu of the court’s decision.
  • The United States added close to 200,000 jobs in December 2021, a “softer” figure than original estimates. Wall Street expected double that figure, however, the positive news is that the nationwide unemployment rate fell to 3.9%, better than the anticipated 4.1% (and much better than the 4.2% rate in November). Omicron would be the most likely culprit for the shortcoming in jobs added, mainly due to hesitancy on the part of many businesses to fill positions as cases were skyrocketing so quickly. If Boston’s latest wastewater analysis is any indicator, cases could be peaking in the Northeast U.S. (although hospitalizations and severe outcomes lag behind these figures), but won’t peak in other parts of the country for at least another couple of weeks.
  • Rapid COVID testing reveals inequities between FTEs and non-employee workers. Interesting article in The New York Times this week regarding large enterprises getting ahead of the government and securing millions of at-home and rapid COVID tests for their workers (even if many of them are pushing out return-to-office plans). Even though there is a clear demarcation between contingent and FTE workers due to compliance ramifications, the pandemic is one area (and workplace health and safety the other) that there needs to be some softening of the gray area between the two. At Google, it has been reported that employees have access to rapid at-home testing, while contractors and contingent workers must leverage PCR testing, which takes longer to derive results. With Google’s extended workforce to be estimated at roughly half of its total talent, this is a major issue for contingent workforce equity.
  • Bullhorn acquired candidate experience and onboarding platform Able this week. A longtime Bullhorn Marketplace partner, Able is a unique platform that offers candidate engagement, candidate experience, and enhanced onboarding functionality. This acquisition will allow Bullhorn’s staffing supplier client base to leverage candidate experience automation and improve overall talent attraction.
  • The Future of Work Exchange meets the World Staffing Summit. Big thanks to Jan Jedlinksi of Candidately for hosting me (and Future of Work Exchange research) on two panels at this month’s exciting World Staffing Summit.

Don’t forget to register for the exclusive WorkLLama and Future of Work Exchange webcast, The Age of Direct Sourcing 2.0, as well. Lots of great insights into the evolving world of direct sourcing and guidance on how businesses can drive enhanced value from “Direct Sourcing 2.0” initiatives and automation.

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COVID Endemicity and the Future of Digital Workspaces

Business Leadership by Christopher J. Dwyer on

Last week, a crop of top scientific minds jointly encouraged the Biden administration to refocus pandemic efforts on “living with” the novel coronavirus instead of the “zero COVID” approaches that other nations, particularly China, have employed over the past two years. The goal here, as it seems, is to position COVID as one of several (including influenza and RSV) respiratory viruses that are endemic to humans on a seasonal basis (especially late fall and throughout the winter).

This strategy has become more tailored in the wake of the super-transmissible-but-less-severe Omicron variant, which is currently ripping through the population. By proxy of vaccination plus boosters and natural immunity, there should be, in theory, enough of a “wall” that we can return to what “normalcy” is in the months ahead.

From the business perspective, this means many things. The one I’d like to focus on, though, is return-to-office plans. Out of all the aspects that have been introduced and/or exacerbated by the pandemic, remote and hybrid work is at the very top of the list. And, when compared to an endemic COVID world, it would seem natural that more and more business leaders would leverage this status to get workers back into the office.

Here’s the thing, though: the digital workspace should no longer be considered an “alternative” option for how work is done, but rather another tool that drives true workforce agility.

The realm of remote and hybrid work today traverses beyond the mere discussion of “working from home” and into “how we get work done most effectively.” The hybrid workplace is no longer an avenue of telecommuting in order to stay safe and socially distance; while it will always be considered a way of enhancing COVID protocols during the most turbulent public health crisis of our lifetimes, the truth is that the lessons we’ve learned, along with the technology that has evolved over the past several years, has transformed the way hybrid work operates.

A few years ago, it was a simple option for workforce flexibility. Today, it’s the cornerstone of not only the digital enterprise, but the agile enterprise, as well. There are many reasons why hybrid work and pandemic should be decoupled, especially considering that a (hopeful) end to the crisis in finally starting to come to light.

  • Collaborative technology has evolved to the point where hybrid work is just as, if not more, productive than traditional setups. From the benefits of single-sign-on frameworks to the elimination of disruptions and barriers inherent in remote work, today’s digital workspace technology enable businesses with the necessary infrastructure to provide workers with a seamless UX that promotes productivity and the optimization of how work is done. “Micro-automation” enables workers to develop in-application solutions to enhance process workflows, while today’s digital workspace technology prioritize the protection and security of data and intellectual property.
  • One of the key benefits of hybrid work, flexibility, is a core reason why “The Great Resignation” is happening right now. Much of the analysis around the so-called “Big Quit” revolves around how well integrated flexibility is within a particular role or position…and sadly, there’s not much there for too many talented professionals across the globe. Even the most hardened executives are now realizing that flexibility in and of itself is a key benefit heralded by the “talent revolution” that is occurring today. Simply put: workers desire flexibility. Remote and hybrid work are the purest extensions of flexibility.
  • The generational aspects of the workforce trend towards workers that desire (and thrive!) in remote environments. Millennials are now considered the largest generation in the current workforce; although a lot has been written (and said) about the nuances of the millennial community, the truth is that a generation raised on technology will obviously crave technology and automation in the workplace. As digital workspaces become a standard means of work as COVID hits its endemic point, businesses will find that they will become a more alluring option for younger generations of the workforce.
  • Digital workspaces, and hybrid work in general, can enhance corporate culture and boost mental wellbeing. Limited time in the office can actually be a boon for collaboration; if workers know that they are in the office a single day each week, they will spend that time coordinating with colleagues and maximizing proximity collaboration. As such, this can be an enhancement to corporate culture in the months ahead, driving happier and more productive business outcomes. The Future of Work Exchange has highlighted the criticality of mental wellbeing in the workplace; the flexibility of digital workspaces provide workers with the ability to be more adaptable to their tasks, take the time they need to refocus, and, most importantly, build a better work-life integration.
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The Age of Direct Sourcing 2.0 Is Here (Upcoming Webinar)

Talent by Christopher J. Dwyer on

There’s a primary reason why direct sourcing has become one of the hottest topics in the greater world of talent and work: it represents the next evolutionary means of talent acquisition and is actively transforming the way businesses tap into the extended workforce. Ardent Partners and the Future of Work Exchange have coined an apt phrase to describe the progressive nature of direct sourcing in 2022: “Direct Sourcing 2.0,” which is meant to reinforce the relative power of additional elements (both technological and strategic) added to the already-vaunted measures inherent in typical direct sourcing programs.

By leveraging the “traditional” elements of the program (particularly talent curation, talent pool segmentation, talent nurture, etc.) and adding additional functionality, such as AI-fueled candidate assessment, deeper recruitment marketing technology, advanced referral management automation, etc.), enterprises can take direct sourcing to the next level. From our new Direct Sourcing 2.0 research study:

Workers are demanding greater flexibility from their employers. They are more focused on work-life balance, while also desiring greater independence. Among many things, the “Great Resignation” of 2021-2022 indicates a seismic shift in power towards the worker and away from the employer. This may or may not be permanent, but businesses, nonetheless, face constant pressure to deepen human capital and future-proof skillsets within their total workforce. Now, more than ever, enterprises require a steady flow of new workers to keep pace with their competitors. Now, more than ever, enterprises need superior sourcing capabilities. Now, more than ever, enterprises need a new approach.

Now is the time for “Direct Sourcing 2.0,” the next generation of sourcing strategies that blend innovative solutions with a renewed focus on the candidate experience and an ability to use talent pools to populate the key projects and roles that require expertise and experience. Today’s business climate has accelerated the need for a reimagined approach to candidate engagement. As the market for talent continues to tighten amidst the lingering pandemic and a surging number of resignations, businesses find themselves in a new kind of “war for talent,” one that is far more extensive and complicated than anything experienced pre-pandemic.

I’m incredibly excited to join WorkLLama later this month (Thursday, January 27, 12pm ET) for an exclusive webcast that will not only highlight the core research findings from the upcoming Direct Sourcing 2.0 study, but also discuss how business can leverage direct sourcing as a viable, flexible, and nimble talent engagement strategy. Saleem Khaja, WorkLLama’s COO and Co-Founder, will present alongside me, as well as other special guests (to be announced soon). Click here or on the image below to register for this exclusive event. Hope to see you there!

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Why the Healthcare Workforce Burnout Issue is a Wake-Up Call for All Businesses

Business LeadershipTalent by Christopher J. Dwyer on

I subscribe to several daily newsletters from various news outlets, including The Atlantic, New York Times, The New Yorker, etc. For the past several weeks, and, in particular, the early days of 2022, there was a commonality in each news roundup: the effects of the Omicron coronavirus variant on hospital staffing and the continued healthcare crunch.

The United States is bracing for a seven-day rolling average of over 700,000 cases, nearly three times that of the worst of the 2020-2021 winter surge. Even though there has been scientific evidence of Omicron orienting itself as a “milder” strain of the coronavirus (mainly by sparing the worst of lower respiratory effects as in other previous variants), the sheer transmissibility of the new mutations heavily outweighs any mildness the virus may bring. Tripling the number of daily cases seen during previous waves means more strain on the healthcare system.

What’s happening with the healthcare workforce is a direct reflection of what happens when the world around us causes severe disruptions in the labor market. Now, I completely understand that hospitals and healthcare facilities are directly on the frontlines, and, as such, will always bear the unfortunate burden of having to face the worst of the pandemic nearly two years into this crisis. The fallout, however, is something that will become commonplace across the globe within many other industries.

Healthcare workers are operating under several challenges, including major burnout, long hours, and, worst of all, mental health issues that could eventually force them to leave the industry altogether. More and more nurses, doctors, and other medical professionals (all of whom have spent many years of their life not just in their roles, but also in the preparatory times preceding their careers in school and training) are expected to leave the industry as the physical and mental toll of the pandemic continues on in 2022.

Imagine spending years of your life dedicated to helping other people, and, after all of the time doing so, on top of the years of schooling required to get there, decide to leave the industry altogether? It’s disheartening on many levels. And it’s something that isn’t just specific to the healthcare industry.

The Future of Work Exchange has written about worker burnout and mental wellbeing in the workplace before; however, with an Omicron surge forcing isolation and quarantine for millions of professionals across the country, those are lucky enough to dodge infection are actively feeling the brunt. In warehouses, where workers are often operating side-by-side, just a small percentage of quarantined individuals means that others have to pick up the slack. In veterinary medicine (which hits close to him, since my wife has been in the field for two decades), a range of veterinarians and veterinary technician staff have to pick up extra hours and scramble for coverage in overnight shifts, weekend hours, etc. Worse yet, many veterinary hospitals have had to defer care when staffing shortages at their worst, meaning that only a sliver of specific emergencies (read: life-or-death instances) are seen during particular blocks of time.

Light industrial will feel the brunt over the next several weeks, as will retail, hospitality, and other industries that cannot work remotely. Omicron’s transmissibility means that millions of Americans will become infected throughout the mid-winter weeks, forcing them into isolation and causing ripply disruptions in productivity. Workers that were already unhappy in their positions will contribute the ongoing “Great Resignation” as they are forced to work more hours in unsafe conditions without the flexibility and benefits they desire.

Longer-term, what is happening within the healthcare workforce will be an omniscient preview of how other industries may come out of an Omicron winter. Why is this such a “wake-up call?” Simply put: the last thing any business leader should desire right now is a loss of talent, be it voluntarily or because of COVID. Extreme burnout isn’t occurring in every industry and certainly not at the scale of the healthcare space, however, the deeper Omicron digs its heels into viable hosts over the next several weeks, the more that non-infected workers have to boost their own productivity under existing mental and physical strain.

We’re already dealing with massive levels of resignation across all sectors. The best-aligned talent is harder to find, and, with literal millions of job openings available, it’s going to become more difficult for businesses to engage well-aligned skillsets and expertise. Even though the healthcare workforce is currently experiencing an extreme form of burnout, it doesn’t mean that the same ramifications won’t be present in other industries. Seeing medical professionals with decades of experience up and leave the profession should cause chills across the greater business spectrum, with a clear message for everyone that actively witnesses the burnout and fatigue on display in the nation’s medical facilities:

This could happen to you and your workforce unless you prioritize the wellbeing of your talent.

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FOWX Notes: January 7 Edition

General Insights by Christopher J. Dwyer on

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

  • According to the United States Department of Labor, a record 4.5 million individuals resigned from their jobs/positions in November 2021, a figure that is a touch higher than the previous high (September 2021, in which 4.4 million workers quit). As I discussed yesterday on the latest episode of the Contingent Workforce Weekly podcast, there’s so much more to the so-called “Great Resignation” than just workers leaving their jobs over compensation concerns. Plenty of individuals are worried about workplace conditions and equitable treatment, disillusionment with career trajectories and company culture, and a general unhappiness given the stakes of the pandemic. It’s no longer a question of when workers will come back, but rather how: two questions must have the proper response for workers in 2022: 1) “Is this what I want?”, and, 2) “Is this what I need?”
  • Instagram’s former Global VP of Marketing, Melissa Waters, joined Upwork as its new Chief Marketing Officer. Exciting times continue for the digital staffing giant as they continue to innovate around the evolving world of work and talent, especially on the heels of several new executive additions last month to its product and experience (PEX) and engineering teams.
  • It’s refreshing to see some new takes on the workforce management technology industry, especially from tech veterans like Utmost’s Annrai O’Toole. Annrai’s recent “2021 recap” included a thought that the Future of Work Exchange is incredibly passionate about: getting work done. “You need to step back and think about the core problem: a manager is simply looking for the best way to get work done. What is the fastest, most cost-effective way to get a task performed?”
  • Vaccine mandate legal drama takes center stage again today as the Supreme Court hears oral arguments (after cutting their holiday period short) on two separate accounts. There’s not so much clarity on exactly how these short-term cases will proceed given that they are part of the court’s “shadow docket” and not its regular calendar of hearings/issues, but rather, as succinctly stated by CNN, how “the ruling may provide a window into the court’s thinking that may be instructive to lower courts and serve as a precursor of what will happen when the court is faced with the same or a similar issue in the future.” In short: action coming out of these two arguments may influence how other court and legal systems around the country deal with vaccine mandates when they face their delayed rollout next month.
  • Pediatric hospitalizations and COVID cases in children are on a worrisome trajectory, meaning that the specter of remote school still hangs in the air. Some school districts across the United States are shuffling between remote and traditional in-person learning, with some major universities delayed a return to live classes until late January (many, many elementary, middle, and high schools have also delayed post-holiday returns to the classroom). While I don’t believe that we will see full-scale, longer-term remote learning as we did throughout the 2020-2021 school year, there is something here for every business leader to keep an eye on. Working parents are already stressed over exposure in the classroom; adding the pressure of a possible return to remote learning is, frankly, devastating. Business leaders must be prepared to offer more flexible working environments in the event that schooling changes ebb-and-flow over the next several weeks as Omicron blazes through the population.
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Why Going “Beyond the Brand” is Critical for Direct Sourcing 2.0

Uncategorized by Christopher J. Dwyer on

The direct sourcing arena is a frequent topic here on the Future of Work Exchange and rightfully so: direct sourcing represents a critical avenue from which businesses can enhance their talent engagement and talent acquisition strategies, especially given the unique circumstances surrounding 2022.

Ardent Partners and Future of Work Exchange research has frequently pointed to direct sourcing as a major catalyst of the Future of Work movement, owed to its ability to bring together (“curated”) known and vetted workers (as well as those opting in via job portals), who are then “nurtured” and engaged in a manner that promotes a positive candidate experience. While some businesses (25%-to-27%) have had a direct sourcing program in place for more than two years, for the most part, the majority of business leaders are just beginning to tap into the relative power of such a strategy (over half of all enterprises plan to implement such a program by the end of 2023).

And this, right here, is where there needs to be a reimagining of how direct sourcing fits into the next great era of work and talent…and that’s by implementing “Direct Sourcing 2.0” capabilities and strategies. The upcoming Ardent/FOWX research study, Direct Sourcing 2.0, points to two attributes that are representative of the next “wave” of direct sourcing: (1) going “beyond the brand” regarding talent attraction and retention, and, (2) mapping candidate “personas” for better project-to-talent fit.

It is no longer enough for a business to simply lead with a prominent brand as it had done in the past. An employer’s brand is important to most talent, but businesses must continually and comprehensively assess their processes, culture, and workplace to define the characteristics of the candidates who will be the best-fit from both a cultural and skills perspective. Which behaviors are the strongest match for the business at-large? Which skillsets will thrive in a specific environment? How will talent pool candidates react to a change in a team or department’s work location strategy (fully-remote, hybrid, or in-office operations)?

Businesses that traditionally defined the skill and experience requirements for a new role or project should expand their definitions to include soft skills, emotional intelligence, empathetic fit, and other modern worker attributes as a way to develop stronger placements and greater success of newly on-boarded candidates, as well as combat the growing risk of talent fraud. The platforms today that can leverage artificial intelligence, machine learning, and other forms of emerging innovation are well-positioned to assist businesses in enabling the most critical pieces of Direct Sourcing 2.0 approaches.

These teams should also analyze how current hiring processes, such as onboarding and training, impact the overall candidate experience, and make any necessary adjustments. A successful Direct Sourcing 2.0 program builds upon its experience and prioritizes the factors that resonate well with current and prospective employees.

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Six Big Future of Work Predictions for 2022

Business LeadershipGeneral InsightsUncategorized by Christopher J. Dwyer on

It’s impossible to capture every single possibility for the Future of Work in a single article. What we can do, however, is pinpoint five of the biggest possibilities for work optimization in the year ahead.

Before the path to predictions start, I think it’s important to chat about some caveats here. We are in a much different place than we were a year ago at this time. So, in talking about the future of remote work, the year ahead isn’t going to revolve around whether or not it’s beneficial and viable (which, yes, IT IS!), but rather transforming non-traditional workplace environments into more effective and productive settings.

Without further ado:

  • Since we teased it above: the digital workplace and the digital workspace will converge. There’s a stark difference between the “digital workplace” and a “digital workspace.” Digitization, as part of broader digital transformation initiatives, has long entailed replacing core pieces of enterprise operations and processes with repeatable, scalable, and interconnected automation. The digital workspace, on the other hand, involves the enablement of truly digital, virtual, and automated access to productivity and collaborative tools for workers no matter where they are located (in the office, on the road, in their home offices, or at their kitchen tables).
  • The solution to the “Great Staffing Shortage” and “The Great Resignation” revolves around worker prosperity. The one thing that is maddening around the so-called “Big Quit” is that there are so many leaders around the world that cannot grasp the reality of why workers are leaving; on the surface, there are a variety of reasons that include equitable treatment, better compensation, better working conditions, more flexibility, etc. However, dig deeper and “worker enlightenment” shines: the workforce wants to prosper.
  • Data remains important, but intelligence becomes the gamechanger. In today’s talent tech ecosystems, there are several key platforms from which data flows freely: VMS, HRIS, extended workforce systems, direct sourcing platforms, and proprietary tech offered by MSP solutions. The candidate, FTE, non-employee, freelancer, and professional services data that can be extracted from these solutions presents businesses with an opportunity to derive true total intelligence and allow hiring managers to execute real-time decisions based on the depth of skillsets and expertise within the company’s total talent network. In an age when staffing shortages are the norm, a difference of just a day or two can have major ramifications on the success of a new project or initiative.
  • Culture becomes the most critical non-technological Future of Work attribute in the year ahead. Businesses have long been successful despite their culture; in 2022, the average enterprise will thrive because of their culture, not in spite of it. Empathetic leadership that converges with an inclusive workplace, environments that promote the power of the worker, and an overall positive, engaging candidate and worker experience are factors that will enable businesses to retain talent, drive talent attraction, and, most importantly, attain true talent sustainability.
  • The extended workforce continues to grow. This is a prediction that I’ve been making every year for the last dozen or so years, and, I don’t see it changing in 2022. The extended workforce is founded on agility and flexibility, consequently the two biggest areas of need for businesses as they traverse yet another pandemic-led year in which work and talent evolution is the norm. Closing in on half of the globe’s entire workforce, the extended workforce will become even more of a competitive differentiator in addition to the business continuity and “elasticity” that it drove over the past two years.
  • “Adaptation” molds the way businesses adopt, leverage, and scale innovation. I remember becoming a bit bored of the “digital transformation” discussions of a few years ago, with too many conversations around automating pieces of the business that should have been automated years and years ago. When the pandemic hit, enterprise technology took on a whole new meaning, one that unified the way businesses interacted with customers, suppliers, and their remote workforce, while also developing a culture of real business agility that could help the greater organization better adapt to changing times. Whether it’s core workforce management technology, blockchain-enabled operations, AI-fueled analytics and data analytics, or digital staffing, businesses in 2022 will find that the way they adapt to evolving times will dictate and shape the very ways the harness the power of innovation.
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Forget About Resolutions…Let’s Optimize 2022

Business LeadershipGeneral InsightsTalent by Christopher J. Dwyer on

In the early evening hours of December 31, 2020, I gathered around a fire pit with my wife, children, and dear friends from around the neighborhood. When we made a toast, I said, “Good riddance, 2020.” The stress, the trauma, and the uncertainty of what was probably the most anxiety-inducing year of our lifetime was ending, and, on the horizon, a 2021 filled with hope and optimism.

Just a couple of months later, I stood in line in the upper concourse of Gillette Stadium (home of my beloved New England Patriots) and awaited the first of my (now) three jabs of the groundbreaking Moderna vaccine. To me, it wasn’t just a vaccine, but rather a representation of how we could collectively move forward from everything that pushed us to our emotional limits in the year that was 2020. Of course, we know what happened next:

  • The biggest vaccination campaign in our lifetime kicked off in early 2021 and provided the world with some measures of optimism entering the spring and summer months.
  • The Delta variant upended some (or most) of those “hot vax summer” plans and caused COVID cases to surge across the world.
  • Talented professionals began leaving their roles in droves, kicking off what is still referred to as “The Great Resignation,” although should now be considered “The Talent Revolution.”
  • More focus than ever before was placed on DE&I, empathy-driven business leadership, and the shift to remote and hybrid work.
  • Vaccine mandates became sources of political, business, and social disagreements.
  • Another coronavirus variant, Omicron, proved to be the most transmissible of all variants to date and is now responsible for hundreds of daily cases in the United States alone.

We’re about to enter the third full year of a global pandemic. We’re still dealing with large swaths of the workforce voluntarily resigning and leaving their jobs. We’re fighting a battle for equity and inclusion. We’re feeling the ramifications of extreme staffing shortages. We’re continuing to battle for true workplace and workforce flexibility. We’re continuing to feel, hear, and see the exhaustion in the essential workforce community. And we’re still experiencing (even at this point) blow-back to the benefits of remote and hybrid work.

All true. All true. However…

We have the most innovative tools ever designed to better manage talent and talent engagement. We know that empathy is the heart and soul of the best mode of business leadership. We understand what we need to do to solve staffing shortage issues. We have the ability to open our minds and hearts to do the right thing. We have the ability to build digital workplaces and digital workspaces. We know that a diverse talent community is the deepest talent community. We know that the extended workforce represents nearly half of all global talent for a very good reason. And we have access to solutions that can provide next-level, AI-fueled data to help us make better business decisions.

The phrase “work optimization” is frequently used in our industry (and here on the Future of Work Exchange) to describe the essential goals of the Future of Work movement: get work done in the most effective way(s) possible. And as the calendar flips to another year, I believe we should take those ideas a step further.

Let’s optimize 2022. Entirely.

That’s right…let’s optimize everything about the year ahead. Let’s look at our talent, how we acquire that talent, how we manage that talent, how we treat that talent, and optimize it all. Let’s optimize the use of technology and automation. Let’s review the ways we manage our staff and the benefits we offer them. Let’s take a long, hard look at just how truly diverse our workforce actually is. Let’s continue to lean on remote and hybrid workspaces to boost both safety and productivity. Let’s take that great leap and get closer to being a truly “digital enterprise.” Let’s rethink how technology aids talent engagement. Let’s enable our hiring managers, talent acquisition leaders, and other stakeholders with real-time, AI-fueled total talent intelligence that can revolutionize workforce decision-making.

Let’s focus on how we enable our workers to prosper. Let’s think about the human side of business and how we can improve the emotional connections between leadership and the workforce. Let’s prioritize employee wellbeing and mental health. Let’s take a new approach to enterprise operations and ensure we are embracing change, progression, and evolution.

Let’s make 2022 a time to thrive. Let’s optimize the year ahead and push the Future of Work movement into a new stratosphere.

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Happy New Year! 🥂🎇

Uncategorized by Christopher J. Dwyer on

The Future of Work Exchange would like to wish all of our readers a very happy and safe New Year’s weekend. Thank you to each and every one of you for taking the time to make this site what it is today and for all of the time you’ve spent reading our coverage of the evolving world of work and talent.

Extra special thanks to PRO Unlimited, Utmost, Prosperix, and Beeline for supporting the Future of Work Exchange these past several months.

We have some VERY special things on tap for 2022. The Future of Work starts here!

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