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John Yuva

Digital Credentials Provide Talent Visibility, Skill Recognition

Business LeadershipContingent WorkforceDirect SourcingGeneral InsightsHRTalent AcquisitionTechnology and Innovation by John Yuva on

As people’s careers progress, they establish a professional profile comprised of a resume, portfolio, performance reviews, letters of recommendation, degrees, certifications, memberships, and other career achievements. Often, these paper-based items are dispersed and sometimes forgotten over time. However, they are all critical pieces of employees’ professional identities that make them unique in the workforce. Even more important, they represent their skills and competencies to potential or current employers.

What is the answer? Enter the world of digital credentials.

A Digitized, Verifiable Professional Profile

At the foundational level, candidates convert their professional profiles into digitized and verifiable credentials that enterprises access quickly and securely when recruiting or promoting staff. In today’s aggressive labor market, having digital credentials is a competitive differentiator in the workforce. It separates a candidate’s application from random submissions, thus streamlining the selection process and generating cost savings for the hiring enterprise through greater efficiencies.

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RTO Mandates Lead to Hushed Hybrid Trend

Business LeadershipDiversity and InclusionGeneral InsightsHR by John Yuva on

Now in year three of our post-COVID-19 world, enterprises that once embraced and supported remote and hybrid workforce models are beginning to pull back — in some cases substantially — from their earlier commitments. Over the last year, corporations such as Disney, JPMorgan, Goldman Sachs, and most recently Amazon are instituting strict return-to-office (RTO) policies where employees are now required to be in the office five days per week. What are the motivations behind such policies and are they warranted? Even more striking is the resistance of many employees to RTO mandates — and how that is likely to play out in the year ahead.

RTO Motivations Warranted?

The U.S. Career Institute reports that by 2025, up to 36.2 million Americans will be working remotely. Currently, 54% of workers want to work fully remotely, with 41% preferring a hybrid schedule, followed by 5% who would choose to work in the office full time. Despite the statistics, enterprises instituting RTO policies (e.g., a return to office in some capacity, three times per week, or permanently) argue their necessity to improve productivity, strengthen collaboration efforts, and drive deeper innovation.

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Artificial Intelligence Mitigates Unconscious Bias in Hiring

Business LeadershipDiversity and InclusionGeneral InsightsHRTalentTalent AcquisitionTechnology and Innovation by John Yuva on

Today’s remote and hybid workplaces means access to a diverse and globally connected talent pool — one where the importance of equity and inclusion is stronger than ever. Standing in the way, however, are traditional hiring processes, coupled with ongoing controversies surrounding diversity, equity, and inclusion (DEI) initiatives that can enable rather than reduce the influence of unconscious biases in talent decision-making. The answer to overcoming these challenges and improving equity in hiring may lie in artificial intelligence (AI). AI tools can introduce impartiality into talent decisions and processes, mitigating the effects of unconscious bias.

Unconscious Bias Lives in Us All

To quell unconscious bias, one must understand it first to later recognize its presence. The University of California San Francisco (UCSF) defines unconscious biases as “social stereotypes about certain groups of people that individuals form outside their own conscious awareness. Everyone holds unconscious beliefs about various social and identity groups, and these biases stem from one’s tendency to organize social worlds by categorizing.” Unconscious biases include affinity bias, confirmation bias, conformity bias, and gender bias.

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Direct Sourcing Gains an Assist with Chatbots

Business LeadershipContingent WorkforceDirect SourcingGeneral InsightsHRTalent AcquisitionTechnology and Innovation by John Yuva on

The dial on artificial intelligence (AI) has been turned up to such a degree that anyone can now experiment with the technology. AI tools from ChatGTP to Lensa are putting the power of AI into the hands of everyday folks — with stunning results. While the consumer side of AI continues to gain attention, it’s important not to overlook the applicability and possibility of the technology for direct sourcing and extended workforce needs.

Today, there are several providers of AI-based tools for optimizing the direct sourcing of extended workers. One of the most recognizable and popular tools is chatbots. This technology has evolved significantly over the years from a more scripted application to one of conversational AI realization. Through developments in natural language processing, users have a difficult time recognizing whether it’s a human or a bot they’re interacting with.

How are chatbots contributing to efficiencies in direct sourcing efforts? It’s occurring in several ways, allowing HR, business managers, and recruiters to focus on more strategic aspects of total talent management initiatives.

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Value of Artificial Intelligence Delivers for Human Resources

Contingent WorkforceDirect SourcingDiversity and InclusionGeneral InsightsHRTalentTalent AcquisitionTechnology and InnovationUncategorized by John Yuva on

Artificial intelligence (AI) has fully broken through the parameter of the Future of Work — where HR can effectively engage with AI technologies to deliver automation and sustainable talent outcomes. The complex decision-making of today’s HR professionals makes AI a near necessity to achieve recruitment and total talent management objectives in the current enterprise. By leveraging AI, machine learning, and data analytics, HR professionals can automate many manual tasks while enhancing the employee lifecycle experience.

The embrace and utilization of AI technologies is proving transformational for HR professionals and their industry. According to Sameer Maskey, founder and CEO for Fusemachines, and adjunct associate professor at Columbia University, in a Forbes article, “Clearly, AI is primed to disrupt the HR industry as we know it. In fact, with AI, HR teams are poised to serve as a critical and strategic ‘talent insights engine’ of an organization,” he says.

“However, this advancement requires HR professionals to do more than just embrace the technology to unlock automation-powered efficiencies and data-driven decisions. It requires them to identify novel applications of AI, such as a virtual recruiter, or employ simulated AI-augmented work settings for recruitment that will increase the efficiency of the HR team even further. Doing this will take candidate and employee engagement to a whole new level,” Maskey adds.

While HR is reaping the benefits of AI for such automated tasks such as payroll and benefits administration — essential responsibilities of HR — there are even greater strategic opportunities to truly revolutionize core talent acquisition and talent management areas.

AI Elevates Direct Sourcing Strategies and Employee Retention Execution

AI tools and machine learning algorithms are aiding HR professionals in streamlining workforce processes across the enterprise. The following are several areas where AI can bring immediate value to human resources and provide valuable insights into workplace strategy and dynamics.

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Employee Experience and the Power of Engagement

Business LeadershipDiversity and InclusionGeneral InsightsHRTalent by John Yuva on

One business constant over the last four years is uncertainty. Whether it’s the economy, geopolitics, or the overall market, enterprises must contend with that sense of the unknown. As such, having a flexible and agile workforce is essential when market dynamics shift. Flexibility and agility often derive from employee experience (EX) initiatives. Organizations that prioritize employee experience are more internally aligned and can better pivot when needs arise.

However, essential to employee experience is understanding that it goes beyond employee satisfaction. Rather, it is a strategic imperative that directly influences organizational culture, success, and the ability to navigate an ever-changing business landscape.

Employee Experience Begins and Ends with Engagement

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Introducing a New Subscription Model from the Future of Work Exchange.

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Flextirement Delivers Workforce ROI

Business LeadershipContingent WorkforceDiversity and InclusionGeneral InsightsHRTalent by John Yuva on

When we talk about the Future of Work, it’s often in the context of how the workforce will adapt to changing technologies and enterprise dynamics. Much of the focus is on attracting, hiring, and then retaining the right candidates for the right roles from a tight and competitive talent pool. But what about the talent that’s been with the organization for several years, if not decades? It may be true that employees within this segment are closing in on exiting the workforce, but it doesn’t mean many are following this traditional trajectory. Quite the opposite. More senior workers are choosing “flextirement” as a preferred option over the immediate workforce withdrawal known as retirement.

Age Is Just a Number

This pivot brings benefits to both individuals and enterprises that can strengthen and support talent strategies.

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Introducing a New Subscription Model from the Future of Work Exchange.

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The Next Stage of Total Talent Management: Value Chain Management

Business LeadershipGeneral InsightsTalentUncategorized by John Yuva on

Whether enterprises realize it or not, it is time to approach total talent management as an ecosystem value chain. Like supply chains, which are not linear segments but rather a spiderweb of inputs, the total talent ecosystem has a similar construct. With enterprise talent and strategy at the center hub, the various talent inputs such as FTEs, gig workers, contractors, and external talent serve as spokes that feed into organizational strategic objectives. As an ecosystem, it is about accessing the best talent from an arsenal of channels.

Using a sports analogy, enterprises now have a valuable “bench of players” from whom to select for various projects and initiatives. With total talent intelligence, organizations can tap employees with specific skillsets that may not be core to their current roles. Through the utilization of HR solutions, there should be transparency in the full depth that each employee brings to the enterprise.

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Introducing a New Subscription Model from the Future of Work Exchange.

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Harness Direct Sourcing and Talent Pools for Workforce Agility

Direct Sourcing by John Yuva on

Over the past few years, direct sourcing has emerged as perhaps the hottest talent-led strategy in the world of both talent acquisition and contingent workforce management. In pre-pandemic times, businesses understood that expanding their talent engagement efforts on building internal talent communities (via enterprise-led “agencies” that eschewed middle entities like staffing suppliers) was a powerful way to infuse new skillsets into the greater organization. During the pandemic, direct sourcing served as a robust means of keeping candidates engaged during uncertain times and augmenting workforce scalability. Today, direct sourcing represents the very future of talent acquisition.

With an ever-increasing number of talent channels, including digital staffing marketplaces, traditional staffing vendors, professional services, talent networks, and social media platforms, the ability to match project requirements with available skillsets has never been easier. However, it has also never been more competitive or difficult. Businesses that harness the power of direct sourcing and talent pools have the ability to develop an agile workforce which can be the key differentiator needed to advance and grow in a marketplace that rewards dynamic, talent-led responses to new business pressures and challenges…especially what could be ahead as 2024 unfolds.

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Introducing a New Subscription Model from the Future of Work Exchange.

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Fractional Executives Filling Critical Leadership Gaps

Business LeadershipGeneral InsightsTalentTalent Acquisition by John Yuva on

The Future of Work is shaped by several evolving workplace trends. We’ve spoken about many of them on The Future of Work Exchange and CPO Rising websites. Today, in part one of two, we’re exploring the topic of the fractional executive — a game-changing role for organizations lacking executive expertise.

The fractional executive serves as a flexible and on-demand approach to talent acquisition. Whether it’s a role such as a chief marketing officer (CMO) or chief procurement officer (CPO), businesses now have scalable talent options to execute critical programs and initiatives.

Consider the fractional CPO. Small- to medium-sized enterprises (those with less than $50 million in revenue) that lack a mature or formal procurement department can source the services of a fractional CPO who provides similar expertise as a permanent executive but at a lower cost. Whether it’s a part-time or project-based position, businesses can secure this essential role and its associated insights, making it attainable for any sized organization. A fractional CPO can deliver a variety of benefits, including:

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Introducing a New Subscription Model from the Future of Work Exchange.

To continue providing valuable insights and resources on the future of work and extended workforce management, we’re transitioning our site to a paid subscription model. While some posts will remain free, subscribing will grant you exclusive access to in-depth analysis, market research, expert interviews, and actionable strategies that will help improve your business. Solution providers and practitioners are invited to join today and gain a competitive edge by tracking the industry’s important innovations, emerging trends, and best practices.

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