John Yuva, Author at The Future of Work Exchange

Employee Engagement Still Lacks Execution

Business Leadership Contingent Workforce General Insights HR Technology and Innovation by John Yuva on 02/09/2023

Today’s enterprises can be characterized as fast-paced, ever-evolving to effectively respond to a more dynamic marketplace. Within the hustle and bustle lies a critical workforce need that is often overlooked: employee engagement. The concept can be confused with simply offering employees certain monthly perks identified from a quick survey. However, it goes much deeper than that and reaches beyond permanent, full-time employees to those in the extended workforce, as well.

A well-rounded definition of employee engagement comes from Engage For Success: “Employee engagement is a workplace approach resulting in the right conditions for all members of an organization to give of their best each day, committed to their organization’s goals and values, motivated to contribute to organizational success, with an enhanced sense of their own well-being.”

Powerful, Yet Underutilized

It is that commitment toward oneself and the enterprise that makes employee engagement such a powerful workforce approach. Yet, as a Gallup survey indicates, only 36% of U.S. employees are engaged in their work and workplace. The number is even lower on a global scale, with only 20% of employees engaged at work.

However, for those enterprises with a fully entrenched employee engagement system, the results speak for themselves. According to Gallup, those leading organizations are experiencing the following benefits:

An increase of 18% in productivity (sales)
An increase of 23% in profitability
A decline of 40% in quality issues (defects)

Achieving these results requires engagement with every worker. With nearly half (nearly 48%) of today’s enterprises comprised of contingent workers (per Ardent Partners and Future of Work Exchange research), employee engagement must include this critical workforce segment. When faced with the possibility of losing extended talent following a project or other initiative, employee engagement could be the competitive differentiator to retain them.

Engagement Strategies

Remote and hybrid work models can pose some challenges to employee engagement strategies. However, Gallop says “…highly skilled managers who set clear expectations, are in touch with each person through meaningful weekly conversations and have high accountability” will be necessary to execute employee engagement in a remote/hybrid work model.

A hybrid model is the most conducive to employee engagement because “…it can provide flexibility that considers several factors simultaneously — the individual’s life situation and strengths, the needs of the team they work on, health concerns, and the organization’s culture and business objectives,” Gallop says.

The following are various employee engagement strategies that can lead to a more motivated and productive workforce.

Invest in the candidate/employee experience. From the moment an enterprise engages with a candidate through that individual’s employment with the organization, the candidate/employee experience should be part of that journey. Communication and illustration of the company’s core values, for example, should be front and center to provide a sense of belonging and set the tone of the culture. Those values are then reinforced by managers and team leaders to create an open and positive work environment.
Integrate technology into the employee engagement process. Digital solutions permeate the workforce landscape. Apps to streamline the onboarding of contingent workers, collaboration tools for in-person and remote teams, and others all play a role in employee engagement. Research by Ardent Partners and the Future of Work Exchange says that 73% of businesses plan to utilize AI to measure and track and enhance employee engagement and the candidate experience. According to HR Cloud, “With the use of AI and collaboration tools, employees can become highly engaged since these technologies simplify tasks. Technology today allows efficiency, increases flexibility, and allows employees to work within the allocated time.”
Conduct regular workplace assessments. As the enterprise workforce evolves, it’s essential to measure the pulse of the workplace through assessments. Gauge overall feelings about workplace culture, leadership effectiveness, and work/life balance to name a few. Nearly 80% of businesses plan to conduct formal workplace culture assessments by the end of 2023, according to research from Ardent Partners and the Future of Work Exchange. Results will serve as a foundation for any changes to employee engagement initiatives.
Communicate, communicate, communicate. Motivate employees by encouraging them to share their thoughts, feelings, and ideas. One-on-one meetings with managers each week creates an emotional connection to the organization. Contingent workers must also be part of these weekly one-on-ones. Gaining their input can lead to productivity insights and improvements, as well as enhance their connection with their team members and colleagues.
Promote transparency with the contingent workforce. When it comes to the inner workings of the enterprise, the extended workforce should be part of those discussions. Whether they’re company meetings, employee retreats, or other communication and bonding activities, transparency with contingent workers can lead to greater trust, loyalty, and commitment. The more extended workers know about the organization and what goes on behind the scenes, the more they identify with its objectives and successes.

In his updated Gallup article, Jim Harter, Ph.D., chief scientist for Gallup, succinctly lays out the importance of an engaging workplace coupled with great managers — regardless of the economic climate. “Amid changes in workplaces and the economy, building an engaging workplace with great managers remains centrally important. During tough times, it predicts the resiliency of the workforce,” Harter says. “During recovery times, with lower unemployment, it predicts the retention of star employees. During all times, engaging workplaces with great managers build an organizational reputation and employment brand.”

Artificial Intelligence Streamlines Contingent Workforce Management Decision-making

Business Leadership Contingent Workforce General Insights Technology and Innovation by John Yuva on 02/02/2023

In today’s labor and economic climate, enterprises cannot afford to make poor hiring decisions. And with 47.5% of an organization’s workforce comprised of contingent workers, per Ardent Partners and Future of Work Exchange research, an extended worker hire is just as critical operationally as a permanent employee. The ramifications of a hiring mistake — whether it’s an extended or permanent role — can cost businesses 30 percent of the employee’s first-year earnings, according to the U.S. Department of Labor. However, artificial intelligence is now shaping the future of contingent workforce management (CWM) to help avoid those employment missteps.

CWM Optimization Through Artificial Intelligence

Through artificial intelligence, enterprises can harness the value of structured and unstructured data to streamline contingent workforce management decision-making. AI also opens the door to new user experiences to better attract, acquire, and retain top-performing talent and improve operational execution — all leading to cost savings. Using prescriptive analytics for CWM optimization is an evolving but critical piece of AI strategy. While artificial intelligence has existed for a decade or more, the wider scope of its capabilities is only now being utilized.

Subsets of AI, such as machine learning (ML), predictive analytics, and natural language processing, coupled with complementary technologies like augmented reality and the metaverse are game changers for contingent workforce management optimization.

Putting Artificial Intelligence to Work

Enterprises and HR executives who are not at least exploring the possibilities of AI’s impact on CWM will find themselves at a competitive disadvantage when sourcing talent and executing extended workforce strategies. Ardent Partners and Future of Work Exchange research cites that 80% of businesses expect AI to transform CWM in the year ahead. These are several ways that AI and associated technologies are getting the job done.

Enhance the candidate matching process. Enterprises are under pressure to not only attract and acquire the right candidates but do so in a short time-to-hire time-frame. The talent need is often immediate, leading to more costs as the vacancy persists. Enter artificial intelligence that can streamline the candidate screening process by matching critical role-specific skills with existing candidates in enterprise talent pipelines (e.g., direct sourcing, talent marketplaces, etc.). AI can narrow the field even further through questionnaires and even simulated exercises to test candidate skill proficiency — all while increasing hiring speed and attaining higher-quality candidates. With 74% of businesses planning to leverage AI to enhance the candidate experience (per Ardent Partners and FOWX research), it’s clear that the potential of the technology is being recognized. This is critical because it means enterprises can use data to understand how and why candidates are choosing our business or leaving/jetting for other companies. It also exposes gaps in the hiring process that must be remedied to enable real-time hiring capabilities. The war for talent is raging…having a process that essentially finds those talent needles in the haystack is the competitive differentiator.
Expand overall total workforce visibility. Much of the value attained by artificial intelligence is more efficient identification, organization, and utilization of data. Prescriptive analytics, for example, provides the optimal use of collected data. When evaluating the total workforce holistically, enterprises need insights into their full-time and contingent employees. What are their skillsets? Which department do they work in? How long have they been contracted with the enterprise? What is their past project or team participation. Answering these questions creates a strategic profile for every full-time and contingent employee. Those total workforce profiles make real-time hiring and seamless succession planning a reality. Transparency into both operational challenges and available talent is a dual threat to lagging competitors.
Leverage predictive analytics and scenario planning. Ultimately, organizations want the ability to use data to predict future scenarios and potential outcomes. As a subset of artificial intelligence, predictive analytics is used in a variety of operational settings, particularly for supply chain planning. However, it is just as valuable for contingent workforce management as a predictor of future talent needs. Predictive analytics takes prescriptive analytics and workforce profiles a step further by combining operational and profile data to identify talent deficiencies and operational weaknesses, while also projecting how talent should be utilized to close those gaps. This is transformative for large-scale enterprises with tens of thousands of employees across the globe. It can also be talent-defining in scenarios where succession planning comes into play. So much of the hiring focus is on the “immediate need” rather than the gaps silently forming with aging workers eyeing their next opportunity post-retirement. Predictive analytics can address workforce scalability related to resignations, retirements, labor movements, etc., and how those will shape the workforce short and long term. In the case of a recession or other economic crisis where scalability becomes an essential strategy, enterprises can leverage internal talent data and combine it with market and labor insights to more effectively understand how operations will be affected. Which skills are required immediately versus long-term CWM planning? The ability to scale the workforce quickly and efficiently cannot be understated.

AI Becomes a Permanent Fixture for Talent Strategy

Artificial intelligence is becoming a permanent fixture as part of today’s enterprise operations and talent management strategies. For the contingent workforce, AI serves as an essential technology to streamline candidate pairings with operational needs, while increasing transparency of available skillsets and workforce contributions. Those insights prove valuable when talent gaps appear, or workforce scaling is necessary. Artificial intelligence will continue to evolve and with it, more CWM opportunities will emerge. Today, leverage the AI capabilities that exist to better plan for tomorrow.

Omni-Channel Talent Acquisition: The Future of Hiring

Events by John Yuva on 01/31/2023

Omni-channel talent acquisition is one of the hottest topics in the staffing world today. No longer can enterprises rely on just a handful of talent sources to get work done, especially in a business world that requires them to harness the robust skillsets and expertise of workers across the world. Much like the world of retail in that “omni-channel” outlets integrate different methods of shopping available to consumers, omni-channel talent acquisition translates into the ability for enterprises to leverage various sources of talent to address their needs.

The demand for specialized talent in precise intervals, as well as the ability to tap into vertical-specific channels as a means of staying competitive in an increasingly globalized business arena continues to grow unabated. Digital staffing solutions, such as talent marketplaces and on-demand talent networks, often yield vetted, evaluated, and deeply experienced candidates who can make an immediate impact on corporate operations. In this regard, omni-channel talent acquisition becomes a pathway to true workforce scalability in a time when it is needed most.

Join Ardent Partners’ SVP of Research, Christopher J. Dwyer, as he discusses why omni-channel talent acquisition could become a pathway to true workforce scalability at a time when it is needed most. During this exclusive webcast on Tuesday, February 21 (11am ET), Dwyer will highlight:

How omni-channel talent acquisition can impact hiring today…and in the future.
Why direct sourcing is a critical and foundational element of omni-channel talent acquisition.
Why the omni-channel approach should be a key strategy for HR, extended workforce, and talent acquisition teams in 2023, and;
The outlook for hiring in 2023 and how new and innovative strategies, solutions, and technology will shape the world of work ahead.

The Recession-Ready Enterprise

Business Leadership Contingent Workforce Direct Sourcing General Insights Talent Acquisition Technology and Innovation by John Yuva on 01/26/2023

There has been great debate in recent months about a recession. Are we already in a recession? If a recession occurs, will it be light or something more impactful? Or will the economy be resilient and avoid a recession entirely? Enterprises in technology and media industries are already reacting to recession fears by laying off tens of thousands of workers. As we move through the first quarter of 2023, how could a recession impact the extended workforce?

Business As Usual

There’s no doubt we’re experiencing challenging economic times. However, businesses must continue with mission-critical projects and initiatives that often require specialized expertise. The skills gap remains inherent in many enterprises, leading to continued demand for contingent workers. And as the Future of Work Exchange research indicates, 47.5% of the enterprise workforce is comprised of extended workers. That figure cannot be ignored, especially during times of economic distress.

Digitization Evolution and Workforce Mercenaries

Despite the recessionary climate, there is an enterprise evolution occurring: digitization. Whether it’s talent acquisition platforms, accounts payable solutions, or larger enterprise resource planning systems, businesses are transforming from tactical (manual) to strategic (digital) strategies across the operational landscape. And with digitization comes the extended workforce.

As more enterprises pursue digitization, mission-critical hyper-specific skillsets and expertise are not only preferred but required. Transforming into the digital era means companies are implementing new technologies that leverage artificial intelligence, machine learning, blockchain, and other Industry 4.0 automation. Enterprise integration of these technologies requires specific skill sets and competencies that are often outside the capabilities of existing permanent employees.

Hiring full-time employees for digitization projects and initiatives does not make fiscal sense (particularly during a recession) unless the role is a data analyst or scientist critical to interpreting daily analytical outputs. Otherwise, contingent workers specializing in digital transformation integration and implementation are the ideal choices — aligning contractual agreements with workforce budgets. Hyper-skilled talent is the future for enterprises expanding their product and service offerings through automation.

Supply chain and procurement are fields that employ hyper-skilled talent. Enterprises will hire a chief procurement officer to transform the procurement department through digitization and eliminate manual processes. A timeline may last two years, but once the project is complete, the individual seeks out other organizations with transformation as a critical initiative. These types of workforce mercenaries are much more abundant today than a decade ago. Their sole purpose is the execution of strategically detailed operational initiatives to elevate the enterprise competitively before taking on a new assignment elsewhere.

Sourcing such talent is already available to many organizations through workforce platforms and processes.

The Recession-Ready Enterprise

Direct sourcing and talent marketplaces are now table stakes for enterprise competitiveness. The use of these channels is necessary to source extended workers and hyper-skilled talent with current, specialized competencies. Recent Future of Work Exchange research found that 82% of businesses utilized more extended talent in 2022 than in 2021. During a recession, organizations can specify specific hours for extended workers who are already accustomed to flexible schedules or defined project timelines.

The workforce mercenary is likely to find an abundance of opportunities in a recession with 73% of businesses planning to divert external talent to mission-critical type initiatives and projects over the next six months. This is a clear sign that organizations are taking a more proactive stance against a possible recession than in the past. It appears quite possible that talent acquisition strategies will also shift during a recessionary period as the extended workforce closes critical skill gaps.

Enterprises with the ability to scale their extended workforce before, during, and after a recession are best positioned to weather an economic downturn. Seek workforce mercenaries for those transformational initiatives, while leveraging external talent for skills gap challenges. It’s a critical balance, but one that separates the modern enterprise from those still operating at a tactical level.

Procurement 2023: Big Trends and Predictions

Business Leadership Events Procurement Technology and Innovation by John Yuva on 01/11/2023

For the past decade, Ardent Partners analysts Andrew Bartolini (Chief Research Officer) and Christopher J. Dwyer (SVP of Research and Managing Director of the Future of Work Exchange) have taken executives on a late January ride through the big trends shaping the business arena and the predictions that could come as a result.

2023 will be no different, as Bartolini and Dwyer will join Beeline and iValua for a lively discussion on Thursday, January 26 (10am ET) regarding the big trends impacting both the procurement arena and Future of Work movement right now…and what’s just up ahead for these two distinct areas in the year ahead. Join us as we discuss:

How economic factors will impact the procurement function in both the short- and long-term.
Why the extended workforce will play a pivotal role in business agility.
How next-generation technology and innovation are driving enhanced value to the modern enterprise, and;
The big Future of Work predictions that will shape enterprises operations in the year ahead.

Click here to register for this exclusive webcast. Hope to see you there!

Employee Burnout Still Simmering in Enterprises

Business Leadership General Insights by John Yuva on 01/05/2023

When we refer to the Future of Work, we’re often talking about a better overall workforce experience. Certainly, a workplace that considers employee purpose, well-being, and work/life balance. In essence, the Future of Work should help prevent one of the leading causes of workforce distress and The Great Resignation — employee burnout. Indeed conducted a survey in 2021 of 1,500 U.S. workers to compare the level of burnout before and after the COVID-19 pandemic. The survey revealed that 67% of all workers believed burnout had worsened during the pandemic. What was the primary reason behind the increase?

Despite most employees working remotely, the survey indicated that more than half (53%) worked more hours virtually than when they were on-site. According to Indeed: Nearly one-third (31%) say they are working “much more” than before the pandemic. On-site workers reported longer hours as well, with 27% who said they worked more daily, and 34% who worked longer on a weekly basis. The inability to unplug from projects, coupled with the lack of guidance surrounding work/life boundaries contributed to longer working hours.

The State of Burnout in 2023

While the Indeed survey took place in 2021, how is employee burnout faring as we begin navigating 2023? According to a recent report from Aflac “2022-2023 Aflac WorkForces Report,” more than half (59%) of American workers are experiencing at least moderate levels of burnout, a notable increase over 2021 (52%) and on par with the levels reported in 2020 at the height of the COVID-19 pandemic.

Aflac surveyed 1,200 employers and 2,001 employees. Survey responses indicated the following:

Employees who suffer from high levels of burnout report lower job satisfaction (55%)
Lower confidence that their employers care about them (47%)
Negative perceptions of work-life balance (55%)
A higher likelihood of seeking another job in the next year (56%).

Matthew Owenby, chief human resources officer for Aflac Incorporated, stated, “A major concern of employee burnout is the impact on their well-being and how it affects engagement and retention. Employers are looking for new ways to offer benefits that help improve their employees’ mental health balance,” he said.

Knowing the signs of employee burnout is critical to prevent retention issues. In its “A Manager’s Guide to Preventing Employee Burnout,” Lyra identifies 8 signs of employee burnout that managers and executive leadership should be aware of as they interact with employees.

Exhaustion or feeling overwhelmed
Physical symptoms such as chronic headache or fatigue
Anger or irritability
Distancing themselves from their work
Nervousness or feeling uncertain
Low motivation
Sadness
Difficulty concentrating

Strategies to Extinguish Burnout

When managers witness the above signs in an employee, it is empathy more than anything else that he or she needs. Acknowledging how work can be overwhelming at times and how as a manager those same feelings exist establishes a common ground by which to probe further.

Here are four strategies to bring employee burnout to the forefront in the enterprise and address it with compassion, understanding, and well-being in mind.

Address employee burnout directly. Often, the best way to come to terms with an issue, is to address it head on. During an interview with CNBC, Jennifer Moss, author of “The Burnout Epidemic: The Rise of Chronic Stress and How We Can Fix It,” spent time with CNBC’s Workforce Executive Council.

She views employee burnout as a mental health issue. And one that needs the support of management to promote trust, safety, and prioritization of mental health toward employees. Managers need to dedicate 15 minutes every week with their direct reports to assess how they’re feeling and where their mental pain points exist.

Moss says the following key questions can help managers better understand the mental well-being of their employees and devise solutions to address existing issues.

How was this week?
What were the highs and lows?
What can I do for you next week to make things easier?
What can we do for each other?

Flexible scheduling and time off pay dividends. One of the major workplace outcomes from the pandemic is the concept of flexible scheduling. Many remote workers realized they were more productive during specific hours of the day. Depending on the role, companies enabled employees to choose hours that better reflected availability and higher productivity.

Similarly, time off to rebalance, recharge, and reboot cannot be underestimated. Taking time off, even for a three-day weekend, is crucial to mental health and emotional well-being. However, managers (and even executive leadership) must model these behaviors. Unless a manager actively communicates, encourages, and sets the example for taking time off, employees will remain hesitant to pursue mental health days or PTO.

Work/life balance remains critical. The Indeed survey revealed that approximately “70% of all respondents have access to work communications on their phones — making them 84% more likely to work after hours.” How does this promote work/life balance? Employees are never truly taking PTO or enjoying off hours if they’re always connected to the office. However, some employees, particularly those in management positions, believe the company is unable to function without being tethered to it.

Work/life balance is about establishing priorities outside of work and living life off the corporate grid. Whether it’s taking vacation or going for a 30-minute walk to recharge, employers must encourage and model this Future of Work tenet to curb employee burnout.

Employee perks resonate with workers. What is the benefit of working for an organization? While compensation remains high on the list, it is benefits (including perks) that strike a chord with employees. Access to mental health professionals, days off beyond holidays, casual dress code, flexible scheduling, and other perks are helping with employee balance. The commitment to such perks is often reflected in an enterprise’s overall culture.

A strong enterprise culture with employee success and well-being in mind, will seek feedback to choose perks that appeal to most workers. Organizations should also consider activities (e.g., sports, cultural, community service, etc.) that occur outside of work but bring employees together regardless of business unit.

Regardless of whether your team is remote, hybrid, or permanently on-site, managers should be gauging employee burnout. While difficult to quantify, employee burnout does have detrimental impacts on the bottom line. However, that shouldn’t be the primary focus or reason to monitor workforce well-being. It must be an effort that involves every level of the organization. When communicated and acted upon, mental wellness becomes the responsibility of everyone and is ingrained in the fabric of the culture.

The Six Trends That Will Shape The Future of Work in 2023 (On-Demand Webinar)

Events by John Yuva on 12/20/2022

Last week, Ardent Partners and the Future of Work Exchange hosted an exclusive webcast focused on the six critical trends that will shape the Future of Work in 2023 and beyond. The Six Trends That Will Shape The Future of Work in 2023 featured an in-depth discussion on the various strategies, approaches, technology, functionality, and innovation that are set to pave the way for work optimization in the year ahead. The Exchange‘s Managing Director, Christopher J. Dwyer, discussed:

How “non-technological” strategies, such as diversity, equity, and inclusion (DE&I), will have a massive impact.
Why direct sourcing and omni-channel talent acquisition will play major roles in 2023’s talent acquisition initiatives.
How the transformation of business leadership (including conscious leadership styles) will be required for workforce management.
The roles of extended workforce, VMS, direct sourcing, and MSP solutions on talent engagement and workforce management, and;
How businesses can best prepare to thrive in 2023 by leveraging the power of their talent and talent strategies.

Check out the on-demand edition of the webcast below, and be sure to participate in our new research study to gain complete access to our entire research calendar, which will include studies, reports, and thought leadership pieces centered around direct sourcing, total talent management, DE&I, HR’s role in the Future of Work, extended workforce management, and much, much more.

Enterprise Agility Through Tribal Teams

Business Leadership Contingent Workforce General Insights by John Yuva on 12/16/2022

Most of us worked remotely during the first year of the COVID-19 pandemic. We adapted quickly to new ways of working and communicating. Often, we had to collaborate differently to gain transparency and complete projects. That usually meant pulling employees from other departments into team meetings or creating more diversified, cross-functional virtual teams —with enterprise agility as the objective. The need for agility since the pandemic began is now embedded within leading enterprises. So, too, is the agile concept of workplace tribes to innovate and solve business challenges.

What Is a Tribe?

Workplace tribes are comprised of 100 or fewer employees who bring interdisciplinary backgrounds to their groups. Rather than focusing on one large business objective, tribes are assigned specific aspects of a project or initiative. For example, an enterprise may be looking for new customer markets. A tribe could have members from procurement, logistics, marketing, finance, and others who are assigned a precise country to explore its viability.

Tribal Structure and Agility

Organizations are realizing the benefits of smaller, diversified teams — where the unique skillsets of the contingent workforce can also be leveraged. The goal behind tribal teams is agility through innovative thinking and diverse perspectives. Callum Sherlock, talent acquisition lead for Cyberfort Group, writes, “In agile, you break up development into smaller increments, adopt DevOps, promote open communication, and ultimately reconfigure your teams so they include people from different departments who are responsive to problems as they arise — not six months down the line.”

The tribal approach is utilized by many companies, including Amazon and Spotify. Amazon CEO Jeff Bezos believes teams and meetings are less productive with more people participating. Instead, he has a unique two-pizza rule. If there are more people than two pizzas can feed, then there are too many people involved. Of Bezos’s philosophy, Richard Brandt at The Wall Street Journal wrote, “[Bezos] wanted a decentralized, even disorganized company where independent ideas would prevail over groupthink.”

The Spotify agile strategy model is extremely comprehensive with several levels and roles. Author Abhishek Mishra breaks it down nicely in his LinkedIn article. It all begins with a Squad of 6-to-12 people who are responsible for a specific area. A Squad takes a start-up business mentality to problem-solving and innovative thinking and functions autonomously.

Each Squad includes an agile coach to keep the team moving forward on its goals. Multiple Squads that work on a related project belong to a Tribe (42-150 people). A tribal leader ensures the Squads have a productive and innovative environment. Beyond the Squad and Tribe are the Chapters and Guilds, followed by the Trio, Alliance, and Chief Architect.

Employees and Enterprises Benefit

While tribal team models can follow various structures, what they achieve is very similar. Sherlock in his LinkedIn piece says enterprises empower their employees to do their best work by removing the bureaucracy that often stifles innovative and creative thinking. “Building stronger, more rounded professionals out of all of your people, because you’re combining people with different knowledge backgrounds, everyone’s career experience is enriched. People are able to see development from different perspectives because of their newfound exposure to departments that perhaps previously, they would have never engaged with,” wrote Sherlock.

The benefits are wide-ranging for both employees and enterprises. Here are several that should make organizations question whether their teams are structured in the most optimal way.

Sense of purpose and belonging. The Future of Work Exchange frequently cites the importance that employees have a sense of purpose in their work. The tribal model does exactly that by recognizing their unique skillsets and how their perspective can add value to the team. That feeling of belonging can have a significant impact on the enterprise culture.
Cost and quality control. With smaller teams, everyone takes accountability for quality. And when issues arise, they can be solved quicker with fewer bottlenecks — leading to cost savings. Through different perspectives and knowledge, team members can bring unique solutions to business challenges.
Greater efficiency and transparency. An interdisciplinary team yields transparency that may not exist with siloed groups. As a tribal team working toward a shared goal, information sharing provides enhanced clarity for what needs to be accomplished and improved efficiency for how to achieve it.
Autonomy to deliver results. A tribal team approach respects the talent on the team and provides the autonomy to forge a path toward a solution. Embracing this new team structure may not come easily for some enterprises. However, empowerment can yield outcomes that lead to additional revenue streams or customer segments.

The tribal team concept is not revolutionary. However, in today’s volatile business landscape where agility, flexibility, and resiliency are essential, tribal teams are critical to enterprise competitiveness. One can think of them as dream teams where unique skillsets are leveraged across the organization. The Future of Work is about innovative workplace strategy and tribal teams deliver at both the enterprise and employee levels.

For a deep dive into tribal models, check out the SAFe Agile Release Train and Spotify’s squad/tribe model. Both are considered leading-edge approaches to agile teams.

Quick Reminder: Two Great Webinars This Week!

Events by John Yuva on 12/13/2022

Join Ardent Partners and the Future of Work Exchange for two exclusive webinars this week. Later today, our own Christopher J. Dwyer will join Lesley Walsh of Beeline for an exciting webcast featuring discussions around the extended workforce, going “beyond VMS,” and what it means for the Future of Work:

And tomorrow, join the Exchange again to learn which trends will shape the Future of Work in the year ahead:

Listen to the Introverts Among Us

Business Leadership Diversity and Inclusion General Insights Talent by John Yuva on 12/05/2022

“Introverts are more effective leaders of proactive employees. When you have a creative, energetic workforce, an introvert is going to draw out that energy better.” –Laurie Helgoe, American psychologist and author of Introvert Power

When it comes to workforce personalities, most workers identify as an extrovert or introvert. And while many people assume extroverts are the majority, data from The Myers-Briggs Company indicates that introverts account for 57% of the global population. This is significant for a few reasons. First, more of our work colleagues are introverts than we probably realize. Second, it brings into question how enterprise communication and collaboration occur and whether those methods benefit or hinder introversion. And third, a remote or hybrid work model could encourage a healthier, more productive workforce — as well as promote DE&I efforts.

Pandemic Brings Introversion into the Spotlight

The COVID-19 pandemic propelled introverts into a remote work environment that catered to their professional strengths and preferences. Overnight, introverts were working out of their own homes and communicating extensively through chat and video — no longer facing large, in-person group projects and meetings. The independence and empowerment that also came with remote work were welcomed by many introverts. Like a Freaky Friday moment, suddenly extroverts lacked dominance within the new solitary, virtual environment.

Even as companies transition back to the office, the adoption of full-time remote or hybrid work models is now giving introverts options that were not available pre-pandemic. Today’s Future of Work paradigm supports introverts and their workplace dynamic. However, introversion remains misunderstood by many.

Introversion Demystified

Despite the expanding workplace options for introverted employees, the term “introvert” is often associated with inaccurate characteristics and conditions. For example, an introvert is not someone who:

Cannot collaborate with colleagues.
Suffers from shyness or social anxiety.
Fears verbal communication.
Wants to be left alone.
Is unable to think strategically.

How introverts process and communicate information is much different from extroverts. In a group setting, extroverts thrive in the stimulus of the moment. They’re often quick to offer opinions and share ideas, feeding off the reactions and responses.

Introverts are quite the opposite. Many find the extrovert’s ideal environment overstimulating. Instead, introverts remain quiet while processing information and formulating an appropriate response. Only when they feel that their opinion can provide value to the conversation, do introverts voice their ideas. Introverts avoid competition for dominance in a conversation.

I can relate to these differences on a personal level. As an introvert myself, I faced difficulties contributing to large group discussions early in my career. During my tenure at an organization where I spent 18 years, there was an annual meeting to discuss the next year’s editorial content. Senior executives and managers from several departments participated in the four-hour meeting. Led by our editorial team, I remained virtually silent for the first two years that I attended.

However, in year three my voice broke through the chatter. The room grew silent at either hearing my voice for the first time or realizing that I was present. The floor was mine and I seized the occasion to share my insights and industry knowledge. It was simultaneously terrifying and exhilarating. That moment of courage set me on the path to future leadership opportunities and promotions with the organization. I quickly learned how to make my presence known as an introvert while appreciating my differences from more outgoing colleagues.

Michael Segovia, the senior consultant at The Myers-Briggs Company and TEDx speaker, states this fact well, “We need to honor our preference for Introversion, but that’s not what we tend to do. Don’t apologize for who you are and don’t be embarrassed to ask for help.”

Strategies for Future of Work Introversion

How can enterprises best support and utilize workplace introversion? Here are some important strategies for organizations to ensure that introverts are embraced and heard:

Understand the importance of remote and hybrid work models for introverted employees. Identify those employees who would benefit from remote/hybrid options, especially those requesting it on their own. Consider this part of the wellness effort in your organization. Knowing that certain employees are more productive and healthier as a remote or hybrid worker, is the essence of an effective wellness program.
Allow breaks in meetings to process information. There can be such a rush to begin and end meetings that appropriately processing information is forgotten. Introverts would be well-served by a short break following extensive discussions to gather their own thoughts and responses. Any questions can be followed up directly between the speaker and the employee before the meeting resumes. A meeting break considers the differences in how people process information, strategize, and communicate their ideas.
Check on introverted team members. As a manager or business leader, communication with all team members is critical. However, ensure you’re not overlooking crucial opinions and ideas from those employees with introverted personalities. Introverts thrive in one-on-one and small group discussions. It should be a strategic imperative to gain feedback and maintain an ongoing dialog with employees who are more introverted. When an introvert speaks, listen.
Examine how the office is designed? Introverts enjoy working in their own space that offers privacy and quiet. Several years ago, organizations were promoting an open office design with the belief it would spur more collaboration and strategic thinking. However, the removal of office cubicles for open spaces did little to achieve the desired results. While the Future of Work relies heavily on collaboration between employees and departments, ensure there are areas for one-on-one discussions and quiet concentration.

Introversion is not something to be mocked or ignored. Embrace introverts in the workplace and understand their unique ways of solving business challenges. Often, introverts can provide that unique perspective that is missing from group think. The Future of Work is about capturing the skillsets and values of all employees, a tenet of DE&I programs. Introverts now have a voice — it’s time to listen.