Growth in Data Science & Analytics Category

What skills are needed now and in the future? Upwork, the world’s work marketplace connecting businesses with independent talent, released its report “In-Demand Skills 2024” highlighting the critical skills workers need across a variety of categories. The report revealed that Data Science & Analytics is one of the fastest-growing work categories as generative AI modeling and machine learning produce strong demand from businesses. Upwork revealed that the AI and machine learning subcategory on the company’s platform saw 70% year-over-year growth in the fourth quarter of 2023, as clients and independent professionals collaborate on today’s most cutting-edge projects.

The Upwork report identified several fastest-growing work categories and skill sets where contingent labor can deliver the greatest value. As the examples below illustrate, artificial intelligence and automation in general are heavily sought after for 2024 and beyond.

• Data Science & Analytics — Top 3 Fastest-Growing Skills: Generative AI Modeling, Machine Learning, Data Analytics
• Coding & Web Development — Top 3 Fastest-Growing Skills: Scripting & Automation, Database Development, and Web Design
• Sales & Marketing — Top 3 Fastest-Growing Skills: Marketing Automation, Sales & Business Development, Email Marketing.

This year’s “In-Demand Skills” report noted several new skills emerging in the top 10, including medical and executive virtual assistance, as well as development & IT project management and digital marketing campaign management.

Skills-Based Hiring in the Age of Emerging Tech

With the demand for specific skills, organizations are turning more toward skills-based hiring to meet their workforce needs. According to Kelly Monahan, managing director of the Upwork Research Institute, “Every company is vying for the best talent and there remains huge demand for a broad range of skills across the Upwork marketplace as businesses big and small are finding solutions in the growing reservoir of skilled independent professionals,” she said.

“In 2024, emergent technologies like generative AI are having a major impact on the skills-based economy. Of course, business demand for these types of skills is increasing, but we’re also seeing a complementary impact, whereby AI technology is driving greater demand for all types of work across our marketplace,” Monahan added.

Growing Demand for AI Expertise

Monahan’s comments also align with the current influence of AI on the workforce. According to a report released by the International Monetary Fund (IMF) entitled, “Gen-AI: Artificial Intelligence and the Future of Work,” nearly 40 percent of global employment is exposed to AI. As more solution providers integrate artificial intelligence into their offerings, that percentage is likely to increase. Enterprises are turning to AI to streamline business processes and automate tactical tasks that provide workers with more time for strategic planning.

This is good news for freelancers and contractors upskilling or with existing expertise in artificial intelligence, machine learning, and data analytics. According to Jacqueline DeStefano-Tangorra, an AI consultant on Upwork, “As technology rapidly changes and more specific expertise is needed, more and more businesses are coming to Upwork to find the solutions they need,” she said.

“Consequently, the demand for my skill set has never been higher. Upskilling and becoming an AI professional on Upwork has opened many doors. I get to work on interesting projects and I am a stronger partner for my clients as I’m more efficient, productive, and can deliver better outcomes,” DeStefano-Tangorra added.

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Click to listen to the full interview. Note that this excerpt has been edited for readability.

Christopher Dwyer: For this week’s edition of The Future of Work Exchange Podcast, I’m thrilled to welcome Christy Forest, CEO and executive director at LiveHire, for a discussion about the current and future state of direct sourcing, the role of skills-based hiring, and the ever-decisive concept of total talent management.

Christy, you’ve been in our space for a long time and have first-hand knowledge and expertise in our industry. Things are evolving rapidly, particularly workforce technologies which are very transformative these days. What are your thoughts on the workforce solutions market in general?

Christy Forest: The workforce solutions market is constantly evolving. It is this intermix of technology and humanity and all these different players in the ecosystem. Today, we’re seeing some structural shifts in skills coming through. And that’s about as old as time in how often that occurs. However, what’s different is that everything truly happens faster. It’s all about agility for corporates. We experienced this with COVID-19 in such a short period where some companies boomed and others busted. Presently, even if hiring is down, it’s the opportunity to adopt approaches that ready you for the rebound.

Organizations just keep pedaling hard and fast. And the workforce solutions industry is evolving rapidly to keep pace with that. We’re at a moment where executives are asking how they can move faster and smarter and evolve their organizations in the face of such change. Looking at the workforce solutions market through the lens of technology, it’s about what gives you visibility and data for insight to make good decisions as well as what gives you candidate and staff engagement because the (candidate and employee) power has shifted forever. It’s not going back. I think about those three things — the insights from data for better decisions, the engagement, and the speed of outcomes — that’s agility. Executives who are thinking about how they’re transforming in the face of change and partnering across the ecosystem are experiencing the evolution firsthand.

CD: Let’s shift now to direct sourcing. Data, intelligence, agility, and scalability are all hallmarks of direct sourcing. LiveHire has been a direct sourcing pioneer for over a decade. Where are we at with direct sourcing from a place of technology, maturity, and the like?

CF:  It’s certainly been interesting to see the maturity and the evolution. One of the great things is the convergence on the definition of direct sourcing, which is a milestone in many ways. Along with this is also the commitment to scale when undertaking direct sourcing — it is not solely about cost savings. Scaling is so important and powerful.

At LiveHire, we make data-driven decisions and consider how our technology faces off at scale and delivers outcomes. For one client, we built a talent community of nearly 100,000 candidates within a year. Achieving a powerful talent community gives you quality and scale. When thinking about direct sourcing at scale and how our technology faces off, we’re constantly interrogating our data and examining it at a precise level  level — how to achieve stronger recruiter productivity and candidate experience. Doing so at scale is what leads to corporate results.

CD: Defining direct sourcing is not straightforward. Simply having a curation partner or technology to build talent communities is not enough for a successful direct sourcing program. You need more than that. How can businesses be truly successful at direct sourcing?

CF: You first need to focus on the fundamentals. Be clear about direct sourcing and that it’s more than redeployment in a small part of your talent program. It is leveraging your brand at scale. There are three legs of the stool widely discussed: technology, a curation partner, and an EOR. You must have those pieces of the puzzle. However, go the next step and be willing to engage the hiring managers and drive an expectation and commitment to the program to establish a priority window and help the organization feel confident as the talent pools build and scale. We have found that an MSP can be a very strong partner in this effort. TAPFIN leads and champions this for its clients and does it very well. Having that dialog and success conversation that’s led by the data and insights relative to the talent in the pools is vital. Those are the biggest factors we’ve seen.

CD: As we look at the future of direct sourcing, where does it go from here? And why does it go there?

CF: The future needed now is if you’re not doing direct sourcing using your brand and adopting it at scale, then start there. Create a world where stronger candidates fit with the organization as well as offer a better experience for the candidate and hiring manager — and do it with cost savings in mind. What evolves from that is more data and insight into the potential of your workforce. The  question is how do we use this information to lift our competitiveness? This opens an opportunity for HR and procurement to come together in a powerful way to answer that question. Ultimately, you want to bring those answers to the executive committee and the board showing how direct sourcing increased the enterprise’s competitiveness by being smarter with the data available and knowing what needs development to win. Candidate pools, skills, and on-demand insights help lead that conversation. This ultimately takes us back full circle to where you’ve got agility.

Click HERE to access the full podcast.

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Four years ago at this time, many of us (well, let’s be honest: all of us) were focused on the most critical of all Future of Work accelerants: remote and hybrid work. Who could know back then that this would open the floodgates into new and exciting ways of structuring workplace environments?

The Future of Work Exchange has oft-discussed this concept of “acceleration” in that pandemic-era restrictions, and, by consequence, the forced changes of how we work, pushed enterprises across the globe into a new era of work optimization.

With our backs against the proverbial wall, we responded by innovating. And by innovating, we continued to transform how we work, when we work, and where we work.

With nearly a quarter of 2024 in the books (time flies, doesn’t it?), the landscape of Future of Work-led shifts within the workplace (and how we work) represents the true fluidity of this movement; as technology continues to progress and as businesses seek to innovate around the areas of proficiency, efficiency, and productivity, we can anticipate a continuous evolution in the workplace dynamics, such as:

• The much-vaunted four-day workweek. The Exchange’s John Yuva wrote about this strategy in 2023, finding that four-day workweeks “lead to lower stress levels as well as a happier and more loyal workforce,” as well as a major increase in productivity. The issue keeping the strategy from adoption, though? The vertical-to-vertical adherence to four days instead of five means that there’s a gap in customer- and client-facing servicing, leaving managers to struggle over another staffing issue in an era when the labor market is already volatile.
• “Chronoworking” as a potential workplace disruptor. Chronoworking is innovative as it aligns work schedules with individuals’ peak productivity times, optimizing performance and creativity. However, its adoption can be challenging due to the need for a shift in traditional work paradigms, potential resistance from established routines, and the necessity for effective communication and coordination among team members following varied schedules
• The convergence of new workforce generations and the importance of workplace culture. With Boomers mostly out of the workforce and Gen Xers approaching the last decade or so of their careers, it means that millennials and Gen Z workers represent the majority of today’s talent. Although this shift has been happening in some capacity over the past few years, the newer blend of workers means that there’s the utmost pressure on leaders to shore up workplace culture and ensure that the “work experience” meets the evolving requirements and desires of the younger generation.
• The impact of AI on the workplace. Artificial intelligence is the next great level of innovation, with generative AI as its calling card. Generative AI is poised to revolutionize the future workplace by automating complex tasks, fostering creativity, and enhancing overall efficiency. Through its ability to autonomously generate content, solutions, and insights, generative AI will free up human resources to focus on higher-level decision-making and innovation. This transformative technology holds the potential to reshape workflows, streamline processes, and create a more dynamic and adaptive work environment, ultimately driving increased productivity and competitiveness in the evolving landscape of the modern workplace.

The post The Fluidity of the Future of Work appeared first on The Future of Work Exchange.

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

A core element of employee experience is engagement — with a lack of engagement consequential to an enterprise. For leading organizations, engagement begins in the recruitment/hiring phase where an emphasis on desired skillsets and cultural alignment contributes to talent retention; engagement is then prioritized through the last day of employment with workers serving as enterprise ambassadors in their next opportunity.

What are the consequences of low employee engagement? According to an article by Jim Harter, Ph.D., Chief Scientist, Workplace for Gallup, a 2023 survey of U.S. employee engagement of full- and part-time employees showed a 1% decline between mid-year (34%) and end-of-year (33%). This reflects an overall contraction of 3% compared to the annual high of 36% in 2000 when Gallup first began reporting U.S. employee engagement statistics.

A 1% mid-year decline and a 3% overall-high decrease may seem minuscule, but Harter points out the significance. “Each percentage point gain or drop in engagement represents approximately 1.6 million full- or part-time employees in the U.S.,” he writes. “Trends in employee engagement are significant because they are linked to many performance outcomes in organizations. Not engaged or actively disengaged employees account for approximately $1.9 trillion in lost productivity nationally.”

The bigger observation from the Gallup survey is that nearly 70% of organizations are not actively engaging with workers. This presents an even bigger challenge for their talent retention, productivity, and market competitiveness efforts.

A Thriving Employee Experience

Employee experience begins with a culture shift — one with an intentional and sustainable foundation. It is not a finite strategy, but rather an evolving enterprise mission. Today’s Future of Work paradigm encompasses many elements that contribute to a successful employee experience approach. The following are EX areas that can have the greatest benefit to an organization’s success, productivity, and overall well-being.

Remote and hybrid flexibility. Here at FOWX, we’ve talked extensively about remote and hybrid work. Since the pandemic, the flexibility to work remotely has become one of the biggest EX benefits. Many organizations made remote/hybrid work models a permanent choice for employees. However, over the last year, several of these same enterprises pulled back on remote work and implemented return-to-office mandates. The employee response was swift in some cases, with workers publicly protesting these decisions. Studies have shown that productivity increases with remote/hybrid work models and leads to improved employee well-being. Organizations should focus on providing tools that foster virtual team-building activities and creating policies that support work-life balance.

Employee empowerment. When workers are empowered to perform their jobs and advance their skillsets, it instills a sense of trust and greater employee satisfaction. As more organizations pursue digital transformation, they introduce new workflow technologies and platforms. These technology investments are to streamline processes, enhance productivity, and enable global collaboration. To thrive in this evolving digital environment, business leaders should empower workers with continuous learning opportunities, such as right-skilling, upskilling, and other training programs. This “people” investment contributes to a more positive and productive employee experience.

DE&I focus and promotion. Despite growing criticism and legislation surrounding diversity, equity, and inclusion (DE&I) initiatives, workers continue to value enterprises that actively promote DE&I and implement policies and programs to address existing gaps. Younger generations in particular expect organizations to align with societal expectations through the integration of diverse hiring practices and unconscious bias training. Such programs not only create a workplace where workers feel valued, respected, and recognized but can lead to higher levels of engagement and innovation.

Human-centric culture. When organizations prioritize their employees, the culture reflects this by placing importance on employee mental health and well-being. This generally requires empathetic leadership capable of addressing work-life balance issues that can lead to stress and burnout. A human-centric culture is an employee experience-first workplace, offering remote work opportunities, setting boundaries for work-related issues, providing mental health services and encouraging their use, and fostering a check-in management approach whereby managers meet with team members weekly to evaluate workloads and gauge overall well-being.     

Employee experience is a central Future of Work topic that FOWX will continue following. How enterprises approach EX amid growing in-office mandates and DE&I criticisms is yet to be seen. However, there’s little denying that EX is an underlying factor in business success. At the end of the day, employees are the lifeblood of enterprises. How workers perceive their organization and culture is significant to productivity outcomes and overall organizational health. In today’s modern business environment, EX is essential.

The post Employee Experience and the Power of Engagement appeared first on The Future of Work Exchange.

Direct sourcing began to take off as a means of nurturing talent communities and developing a near-self-sustaining source of on-demand expertise. Skills-based hiring emerged as a way to look “beyond” costs and pay rates to revolutionize how enterprises innovative and leverage next-generation skillsets.

Empathy-led leadership and emotional intelligence became crucial endeavors to separate the successful leaders from those that would eventually lose their staff to the Great Resignation. And, of course, the most famous Future of Work accelerant of all, remote and hybrid work, drew most of the spotlight and headlines.

In the wake of social distancing and quarantines and general fear of spreading a once-in-a-lifetime virus, many businesses (that could do so) quickly transitioned to a remote-first infrastructure. This, of course, raised numerous challenges, from issues with trust to concerns over worker productivity. As we know by now, the move to a hybrid workplace resulted in more benefits than drawbacks: in addition to staff having more control over their schedules, they also found that work-life integration vastly improved, as did overall wellness and satisfaction with their leadership, teams, and general everyday business lives. (And, of course, we covered all things remote work here on the Future of Work Exchange.)

While there were very early opponents of the remote work model (hi, Elon) and others that continued to rebel against the thought of workers being at their home offices (James Gorman, we see you), there was a clear and resounding outcome: remote and hybrid work would forever be a foundational element of the world of work.

Four years now removed from the beginning of the pandemic and three years since the arrival of highly-effective vaccines (not to mention two-plus years since the first inklings of “normalcy”), businesses have spent the past 18 or so months dabbling in “return-to-office” mandates that have essentially divided enterprise leaders, with some calling for extreme, pre-pandemic office structures and others sticking to pandemic-era hybrid formats.

While the benefits of both remote and hybrid workplaces are proven and abundantly clear at this stage, the hard truth is that, at some point, companies were bound to slowly increase the number of required days in office, regardless of their stance on RTO mandates.

The business arena of 2024 is the closest we know that resembles pre-pandemic life, and, as such, represents an opportunity for enterprise executives to harken back to those days when offices were bustling and proximity collaboration was an everyday occurrence. However, as stated here on the Exchange in the past, there’s no shoving that genie back into the bottle; workers and professionals not only desire the benefits of remote work, but have also learned the best ways to balance work-life integrational attributes within this model over the past few years.

Today, business leaders are engaged in a tug-of-war with their staff over RTO mandates and the best possible means of balancing “required in-office days” with ensuring workers want to come back to the office. And there’s a major aspect here that is critical to the future of in-office and traditional workplace structures: culture.

“Why would people abandon the comfort of their routine for a commute to the office? Culture is the answer. It’s the way they are treated upon arrival, the atmosphere of the building, and the motivation they feel from leaders and their fellow team members. Culture is empowering and dictates success, fueled by the everyday people who create it,” says Jim Love, Director, Strategic Client Solutions at Talent Solutions TAPFIN.

The very essence of an organization’s identity, values, and camaraderie is intricately tied to its culture, and this moment in time, when RTO mandates are becoming a norm, demands a deliberate and strategic approach. A thriving workplace culture is not merely a byproduct but a catalyst for productivity, innovation, and employee well-being. As employees transition back to shared physical spaces and traditional workplace environments, the culture sets the tone for collaboration, engagement, and a sense of purpose.

“Culture isn’t one thing. It’s all the small things. And it doesn’t start at the top down. It starts when you smile at the front desk associate. Or when you thank the maintenance staff for the great work they do. Those compounding and small-but-mighty actions are what make people want to feel part of something bigger. Give them a reason to come back – make it ingrained in who you are as an organization,” says Love.

Neglecting the critical role of workplace culture in return-to-office mandates risks creating a sterile environment void of inspiration, hindering the potential for collective achievement and sustained success. In this pivotal juncture, organizations must not only welcome employees back to their desks but reinvigorate them with a vibrant, inclusive, and empowering culture that fuels the journey ahead.

Adds Love, “Don’t just acknowledge and appreciate culture…create and sustain it. Preach your culture, and when necessary, use words. It is the foundation we build to bring people together. When it’s created and sustained, people will come back. Authenticity is what matters…and your culture should shout that!”

The post When a Return to the Office and Workplace Culture Collide appeared first on The Future of Work Exchange.

Enterprises of all sizes rely on contingent workers as a critical segment of their workforce and operational support. However, a final ruling on the 2021 IC Rule issued by the U.S. Department of Labor (DOL) has the potential to upend the gig economy when it goes into effect on March 11. The ruling brings into focus how organizations classify an employee versus a contractual worker under the Fair Labor Standards Act. The final ruling presents stricter guidelines on independent contractor classification. The ramifications on labor costs, workforce policy, and talent strategy could be significant.

A Ruling Focused on Guidance

The purpose of the DOL’s ruling is twofold: 1) institute guidelines for how to classify workers as independent contractors and 2) prevent employee misclassification — a serious problem that the DOL says “impacts workers’ rights to minimum wage and overtime pay, facilitates wage theft, allows some employers to undercut their law-abiding competition and hurts the economy at-large.”

According to Acting Secretary of Labor, Julie Su, “Misclassifying employees as independent contractors is a serious issue that deprives workers of basic rights and protections,” she explained. “This rule will help protect workers, especially those facing the greatest risk of exploitation, by making sure they are classified properly and that they receive the wages they’ve earned.”

Separately, the DOL’s final ruling rescinds the Trump era 2021 Independent Contractor Rule that the “department believes is not consistent with the law and longstanding judicial precedent.”

The DOL published the following to describe and explain its final ruling: This final rule rescinds the Independent Contractor Status Under the Fair Labor Standards Act rule (2021 IC Rule), that was published on January 7, 2021, and replaces it with an analysis for determining employee or independent contractor status that is more consistent with the FLSA as interpreted by longstanding judicial precedent.

The misclassification of employees as independent contractors may deny workers minimum wage, overtime pay, and other protections. This final rule will reduce the risk that employees are misclassified as independent contractors while providing a consistent approach for businesses that engage with individuals who are in business for themselves. 

Since the issuance of the final ruling last month (January 9), its reception has trended toward the negative. One of the biggest concerns is the lack of clarity in the ruling itself.

Resounding Opposition Follows Final Ruling

While the ruling is designed to offer protections (e.g., overtime pay, benefits, etc.) for employees misclassified as contingent workers, it brings possible drawbacks to both workers and organizations. Reaction to the ruling was met with criticism and concern by several industry representatives.

Marc Freedman, U.S. Chamber of Commerce Vice President of Workplace Policy — Link:

“The Department of Labor’s new regulation redefining when someone is an employee or an independent contractor is clearly biased towards declaring most independent contractors as employees, a move that will decrease flexibility and opportunity and result in lost earning opportunities for millions of Americans,” he said.

“It threatens the flexibility of individuals to work when and how they want and could have significant negative impacts on our economy. Making matters worse, the rule is completely unnecessary, as the Department continues to report success in cracking down on bad actors that are misclassifying workers. The U.S. Chamber will carefully evaluate our options going forward, including litigation,” Freedman added.

Emily Dickens, Society for Human Resource Management (SHRM) Chief of Staff, Head of Public Affairs and Corporate Secretary — Link:

“The DOL’s action … ‘underscores the importance of clear and consistent regulations, fostering diverse business relationships essential for the demands of the modern economy. HR plays a vital role in ensuring proper worker classification,’ she said.

‘However, the ongoing shifts in regulatory guidance impose compliance burdens and legal uncertainties on HR professionals and business executives.’”

Timothy Taylor, Holland & Knight Labor, Employment and Benefits Attorney (in an article for Law360) — Link:

Taylor’s expressed concerns about the challenges the rule poses for both businesses and independent contractors: “There are no real surprises, but the rule is just going to remain very challenging and very problematic for businesses and for workers who want to retain their independent status across the board,” he said.

Chris Spear, American Trucking Associations’ President and CEO — Link:

“I can think of nothing more un-American than for the government to extinguish the freedom of individuals to choose work arrangements that suit their needs and fulfill their ambitions. More than 350,000 truckers choose to work as independent contractors because of the economic opportunity it creates and the flexibility it provides, enabling them to run their own business and choose their own hours and routes. That freedom of choice has been an enormous source of empowerment for women, minorities, and immigrants pursuing the American Dream,” Spear said.

It is clear based on opinions from some of the largest industry groups that we haven’t heard the last about the DOL’s final ruling.

Uncertainties Ahead for Enterprises and the FOW

The true impact of the final ruling on workers, enterprises, and the Future of Work at large, has yet to be seen. However, here are a few closing thoughts on how things could change moving forward.

Labor costs. Should organizations find themselves classifying more workers as employees (who were previously independent contractors), expect a steep rise in labor costs for those employers. Purportedly, to prevent misclassifications and system abuse, there are stricter guidelines around classifying workers as independent contractors.

Workforce planning. With nearly 50% of an enterprise’s total workforce comprised of contingent labor, the final ruling could have significant implications on talent allocation. With fewer contingent workers, how does that affect talent acquisition and total talent management strategies? Having the right talent at the right time could take on an entirely new meaning.

Direct sourcing strategy. A global talent pool to attract and hire contingent workers is a major component of direct sourcing. Enterprises with a focus on skills-based hiring have boundaryless options when it comes to contingent labor. However, a reduction in contingent labor coupled with stricter remote work policies suddenly shrinks the potential labor pool drastically.

Worker flexibility. The benefit of work-life balance for an employee is often viewed as an acceptable tradeoff to higher compensation. The same holds true for contingent workers. The scheduling flexibility and client freedom are just a couple of benefits afforded to contingent workers. Under the final ruling, however, those advantages could disappear under an “employee” classification. For example, a noncompete clause as an employee could affect the livelihood of a contingent worker.

FOW paradigm. A Future of Work principle is about being future ready by sourcing talent to execute today as well as tomorrow. Contingent workers are the backbone of that principle. A government ruling that could impact a large percentage of nearly 50% of the workforce is worth taking a closer look. Enterprises hire contingent workers for many strategic positions. It would serve them well to find a happy medium around labor protections for this critical workforce segment.

The Future of Work Exchange will continue to cover this issue and others like it. We encourage you to provide your opinions and feedback. Follow our managing director and thought leader Christopher Dwyer on LinkedIn to be part of the discussion.

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The post The Future of Work 2024 appeared first on The Future of Work Exchange.

Click to listen to the full interview. Note that this excerpt has been edited for readability.

Chris Dwyer: Jen and Brian, thank you so much for joining me today. Before we jump into 2024, what surprised you most about 2023?

Brian Hoffmeyer: Good question. It means you think we’ve been doing this for so long that nothing surprises us anymore. One interesting thing is that Beeline is pushing heavily into what we call the mid-market, which are smaller companies with under a billion in corporate revenue. What’s been surprising and educational are the needs of mid-market companies and how similar they are to larger enterprises we’ve worked with around contingent labor. The mid-market is using more contingent labor and looking to balance cost, quality, and how long it takes to find people. So, there are similarities there. Equally interesting is how the mid-market is looking for this very turnkey, fast-to-deploy, nimble solution. That’s been very educational for everyone.

Jen Torney: Those are great points, Brian. Two things surprised me most. The first was a disappointment. With the legislation we saw in 2023 around affirmative action and the pace of change around diversity, the attention toward it is evolving. Thankfully, there are a lot of champions in the industry making sure there’s still a focus on diversity.

The second was the chaos of the economy and the impact on our clients’ workforces. There were layoffs, then rehiring, then layoffs. It’s never been that unpredictable. It was a lot of change, which shouldn’t be all that surprising with the last couple of years we’ve had. But the unpredictability that happened was interesting.

CD: As we move through 2024, what are your biggest predictions for the year?

BH: We’re going to see real total talent management start to happen and I’m excited about that. I also believe we’re going to see an AI correction if you will, where companies are realizing that the providers they’re relying on are not using AI in the right way and exposing them to risk. And because areas like large language models (LLMs) are growing so quickly in a variety of industries, we can expect some form of regulation put around them. This is already occurring in the EU.

JT: I couldn’t agree more on the AI aspect. There’s a sort of false understanding of what providers are even doing with AI. There’s a lot of hyperbole. In terms of predictions, I’m going to throw my hat in the ring and say there won’t be a recession … but maybe a slow recovery. I may very well be wrong. It might still be a tricky year. I do think there’s going to be more mergers and acquisitions activity. We’re already seeing some acquisitions. In this type of economy, with the 2023 books closed, there will be more acquisitions in the market.  

CD: I have dual questions here. Where do both technology and services go in 2024? We’ll begin with Jen and managed services.   

JT: I’ll be so bold as to say some of the work we’ve been doing with our partners, Beeline specifically, will begin to converge and intertwine with what we do with our core technology partners. Some of the direction that MSPs are going is becoming more outcome-based focused and less processing management. We have so much expertise to lend and truly believe that organizations are seeking advisory direction and support — particularly on supply and procurement strategy. In addition to recommending a supplier, it’s more about how you are buying and understanding the right strategy to engage and achieve the most value for what you’re trying to drive toward. That’s going to be a big but slow shift.

BH: We’ve started this evolution of who Beeline is because of the new things we have rolling out. We have products that are available to serve parts of the market we have never had before. That will continue. It’s part of what we want to be, which is offering great experiences and products for every persona involved in contingent labor. We’re already doing that with Beeline Professional, our solution for the mid-market, as well as some of the work we’re doing with suppliers that I’m incredibly excited about.      

CD: We’ve talked about what surprised us and some 2024 predictions. Let’s close with what each of you would to see most in 2024 — not what you expect to happen — but what you would most like to see.

JT: I have two. The first is I’d like to see Beeline top its 80s party from the CWS Summit. Very much looking forward to that. My real honest answer, and not to sound beauty pageantry, is I’d love to see more world peace. 2023 was a volatile year concerning civil unrest. There’s nothing more I’d like to see than some of that quiet down. I know that’s probably not realistic to see it completely resolved, but that’s my utopian answer.

BH: Challenge accepted for the Beeline party. My answer was going to be similar. The word I’d use is normalcy. We had two-and-a-half years of the pandemic. And 2023 with economic uncertainty, the war in Ukraine for the last few years, and what’s going on in Gaza. We’re now in a year of a political presidential election cycle that’s going to be horrible, no matter what side you’re on. I would just like to see normalcy and civility. I’ve always loved the saying, “moderation in all things, including moderation.”

The post Talent Experts on FOWX — Trends and Strategies in 2024 appeared first on The Future of Work Exchange.

However, the “digital enterprise” cannot survive on technology alone. Innovation does not occur in a vacuum, regardless of just how advanced businesses software (and hardware) is across the greater organization. “Human centricity” should be heralded as a proactive and forward-thinking approach that places not just people in the center of work optimization, but the skillsets inherent within the human workforce.

From here, the old adage of what’s “better” for the business: people or technology? Digitization or humanization? Which is the best path forward, especially during what could be a rollercoaster, frenetic 2024?

First, though, there is the caveat of automation being different than digitization, which is different than innovation. All three are inherently linked, however, there is a vast separation between automating menial tasks and truly innovating around an enterprise’s core products and offerings.

Innovation is the key here, because, frankly, innovation only happens when there is a balance between human-centric strategies that prioritize skillsets and expertise and digital-focused initiatives that aim to harness the power of next-generation technology and platforms (a la artificial intelligence) to blaze a path ahead.

Innovation, thus, is not confined to technological advancements or next-generation platforms or solutions alone; it thrives when human creativity collaborates with cutting-edge tools. A true, innovation-ready mindset encompasses a culture that encourages collaboration, experimentation, and the continuous development of skills.

Organizations need to foster an environment that values and invests in the growth of their human capital, recognizing that the synergy between technology and human inventiveness is the recipe for transformative breakthroughs, and, consequently, sustained success during an era of globalized competition.

How is this “balance” achieved, then? Harmonizing digitization and humanization sounds simple on the surface, but more difficult to truly execute:

• Prioritize the adoption, and more importantly, understanding of artificial intelligence and how it can augment, enhance, and power core businesses processes.
• Invest in a skills-based hiring strategy that supersedes traditional talent acquisition approaches and instead places skillsets/expertise at the core of talent engagement initiatives.
• Capitalize on the flexibility and agility inherent within today’s extended talent-heavy workforce and leverage expertise from non-employee workers to drive complex projects that require advanced skillsets.
• Cultivate an environment that values and invests in the growth of the human workforce.
• Recognize that the synergistic harmony between people and technology is the key to unlocking innovation and sustained organizational success.

In the pursuit of an optimal path forward, businesses must strive for a symbiotic approach that aligns technological investments and next-generation automation with the cultivation of a skilled and adaptable (and agile) workforce. The success of the modern enterprise in 2024 hinges on its ability to integrate digital advancements with a human-centric focus to foster innovation.

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Adaptability to Shifting Trends

Lifelong learning is a growing aspect of the Future of Work as shifting workplace trends require greater adaptability. As such, workers are taking more control of reskilling and upskilling efforts to remain ahead of the curve. In fact, according to ManpowerGroup’s 2023 Workplace Trends Report, 57% of employees are pursuing training outside of work.

“What’s important to people is that they have the relevancy of skills that are marketable today as the world of work evolves,” says Nimo Shah, director of MyPath and Experis Academy for ManpowerGroup.

Personal Growth, Employee Retention

Becoming a lifelong learner involves making professional development and discovery an ongoing initiative. It can mean dedicating a portion of the week to reading about new technologies or trends online, joining a networking or professional group, or enrolling in a class or certificate/degree program to learn new skills. Whatever the path, it’s about commitment to personal and professional growth. This can pay dividends when growing one’s professional brand and deeper connections within the enterprise.

An article by Georgia Tech’s Professional Education department, states, “As employees’ expectations change, lifelong learning can play an integral role in helping them integrate more deeply into the workplace. …If companies invest in lifelong learning options and advocate for the personal and professional development of their teams, it could help with employee retention.”

Journey Toward Professional Discovery

Need some guidance on your lifelong learning journey? The following are strategies to incorporate (one or all) into your daily, weekly, or monthly self-development regimen.

Maintain stretch goals. Setting goals and achieving them provides a sense of accomplishment. However, having stretch goals provides direction and motivation to go beyond what is already achieved. Typically, stretch goals are difficult to reach, if not impossible, but having more attainable goals that are related to a stretch goal can result in some unexpected and positive results — as well as innovative thinking. A stretch goal on the lifelong learning path could be to read 50 business books in a year when your annual average is five books. But with certain goals in place, you’re able to read 12 books (one per month).

Utilize learning channels. Whether it’s online or in-person learning, there are several options to reskill, upskill, or pursue a second career. Udemy, for example, has 57 million users and more than 213,000 courses covering a wide range of categories. LinkedIn Learning (formerly Lynda.com) is another excellent e-learning option boasting more than 22,000 courses. If earning a certificate in a specified area of study is your goal, consider a community college. Certificate programs can be completed within months and provide the essential skills for career advancement.

Recalibrate network strategies. How many of us use LinkedIn mostly to approve or make the occasional connection request, browse posts, and tinker with our profile? Commit to recalibrating our networking strategy (particularly on LinkedIn) to really connect. Use the platform to join groups and engage with members. Like posts and leave comments. Reach out to prolific LinkedIn members and subject matter experts to ask questions and initiate dialogue. Attend LinkedIn live events on topics of interest. LinkedIn is populated with tens of thousands of members who are eager to share their knowledge and provide insight into your journey of lifelong learning.

Chase curiosity and wonder. Simply put, if you’re curious about something, find the answer. What is the potential impact of generative AI on my enterprise and its industry? Start researching and reaching out to subject matter experts on LinkedIn to get insights. Lifelong learning is often about chasing the bigger questions and educating yourself while finding the answers. Create a Top 10 list of topics you want to know more about, then three questions under each topic to explore. Prioritize the topics/questions based on your goals and timetable.  Lifelong learning is about the journey.

Document the known and unknown. Create a spreadsheet for topics of curiosity and include valuable links to your findings. Individual sheets within a spreadsheet for different topics. Complement the spreadsheet with a journal documenting your thoughts, wins, and losses of lifelong learning. Often, putting pen to paper (or fingers to keys) can lead to unexpected connections and a-ha moments. It’s why going down this path frequently results in innovative thinking and outcomes. Document your progress for a month and see how it feels. You may be surprised how rewarding and motivating it can be to see tangible progress of your goals.

Build a schedule that integrates one or more of these strategies and track short- and long-term progress. Look for a mentor or coach who can provide supportive accountability and insight into growth areas.

Enterprise Support and Reward  

While lifelong learning is more of a personal journey for an employee, it doesn’t mean enterprises can’t be active guides. Managers who take an interest and participate in their employees’ professional development can generate growth and career opportunities while gaining benefits as well.

As part of LinkedIn’s Global Talent Trends report, Stephanie Conway, senior director of talent development at LinkedIn, says employees who set clear career goals are more focused on the skills to attain those objectives.

“An important enabler in my experience is a shift away from looking at specific job titles when helping employees consider their next move. Instead, it is more effective to identify specific skills they want to develop and experiences that might help them do that,” Conway says.

“A first step is to show employees what career development at your company looks like – through any number of programs, like job shadowing, rotations, or sharing internal-mobility stories. This can both further personal career development and start to build organizational resilience and agility,” she adds.

Lifelong learning begins with that spark of curiosity that can open the door to a world of possibilities. Take charge of your personal and professional development to achieve your workplace and longer-term career goals.

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