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Diversity and Inclusion

The Second Thing You Must Know About The Future of Work

Business LeadershipContingent WorkforceDiversity and InclusionGeneral InsightsHRTalentTechnology and Innovation by John Yuva on

The Future of Work Exchange (FOWX) and Ardent Partners recently hosted their complimentary webinar, The Five Things You MUST KNOW About the Future of Work, which discussed the critical capabilities that enterprises can unlock to truly optimize the way they address talent acquisition, extended workforce management, and, most importantly, work optimization. Over the next five weeks, we’ll be recapping each of the five things discussed during the event.

In our second installment this week, we’ll be diving into the “first-mover advantage” and what that means for innovation and resiliency.

Adoption of Future of Work Accelerants

The number two must-know about the Future of Work is that the first-mover advantage (in this case, early adopters of Future of Work-era strategies and solutions) translates into urgency for innovation. During the scary early days of the pandemic, businesses were either struggling for survival…or were thriving. When we think about where we are today, let’s look at the organizations that adopted some of these Future of Work accelerants: they tapped into remote work, became more diverse and inclusive with their workforce and in their workplace, while also improving their workplace culture and overall work optimization strategies.

Businesses also embraced aspects like artificial intelligence and used their technology more expansively. For example, a Vendor Management System (VMS) wasn’t used just for requisitions, but also to build scenarios and leverage predictive analytics to scale the workforce and understand what could happen tomorrow based on today’s numbers. Doing so could lead to smarter and more educated and intelligent-led talent decisions. Thus, there is an urgency for innovation.

This is not simply about thriving, but surviving as well. Those businesses that have adopted some of these accelerants, whether they’re strategic or technology-led, are much more likely to thrive in the months ahead. The first-mover advantage sets these organizations up very nicely for the future.

Thrive Through Understanding and Embracement

The Future of Work Exchange’s architect, Christopher J. Dwyer, highlighted a discussion he had with a director of talent acquisition, who said it was easy for her company to transition to a remote workforce because it was already a hybrid workplace. The company took what it learned in pre-pandemic times over so many years that it was fairly simple to transition to remote work. It already leveraged both HR and contingent workforce technology and had those systems integrated, so it knew where its workers were across the globe — a company with approximately 300 global locations. She said the company had the capability to know who was working on what projects, where they were located, when their assignments ended, and what locations were being hit hard by a COVID-19 surge, which allowed them to react in real time. Speaking with her months later, said Dwyer, the company was thriving because of the lessons learned and its embrace of Future of Work accelerants during the early days of the pandemic.

This is not to say that a business struggling in 2020 couldn’t be thriving today. The first-mover advantage means that enterprises shouldn’t sit back and watch others pass them by in terms of what they’re adopting and embracing from Future of Work, innovation, and progression perspectives. What else is happening out there? What are their peers and competitors adopting from a technology perspective? How are their business leaders managing the workforce? How are they treating their workforce? Why are they losing talent to other organizations? Why are they getting hit harder by The Great Resignation than others?

The next economic recession will be unique because of existing inflation; however, many industries are doing well and thriving because of lessons learned and the collective trauma experienced over the last three years from the pandemic. During the next downturn, companies are likely to weather the storm much better because of the technology they’ve adopted and the new strategies they’ve embraced. The innovative thinking that comes from those decisions makes companies better suited to handle the challenges of today.

Flexibility Cannot be Underestimated

What does this mean for the workplace? In many respects, hybrid is the ideal workplace model because of the flexibility that workers crave. Obviously, many workers are unable to work remotely because of their job description. And, some businesses look at remote and hybrid work models with concerns about productivity and workforce control. However, time and time again, workers have proved that avoiding a 90-minute commute to and from work allows them to be more productive each day.

It also speaks to the flexibility of taking care of life events. The ability to go to the dentist or pick up a sick child from daycare or school can mean a great deal to workers. Workers are humans, not just numbers on a spreadsheet. It doesn’t matter if you’re a contractor that worked 4.5 hours or an employee who has been with the company for 40 years. These are not faceless workers. We are humans and humans crave flexibility. We want the ability to feel connected to the organization.

A famous CEO of the world’s largest search engine said that “the Future of Work is flexibility.” We’ve been saying this for a long time on FOWX and it’s true: the Future of Work is built on flexibility.

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Unretired but not Irrelevant

Contingent WorkforceDiversity and InclusionGeneral InsightsTalent by John Yuva on

Since the beginning of the Great Resignation in 2021, millions of workers have left the workforce — many retiring from the job market altogether. However, some of those retirees have now unretired and reentered the workforce. According to Nick Bunker, economic research director for North America at the Indeed Hiring Lab, as of March 2022, 3.2% of workers who retired a year earlier are now employed. What does this mean for companies and the Future of Work? Essentially, there remains a large talent pool of unretired seniors who bring varied skillsets and interest in remote work — a perfect combination for a pipeline of contingent labor.

The Pandemic Spurs Mass Retirement

Most of the planet can relate to how COVID-19 affected our work lives. Throughout the first two years of the pandemic, many senior workers decided to retire from the workforce. However, it occurred in unprecedented numbers.

During a Federal Reserve Bank of St. Louis podcast titled “Retirements Increased During the COVID-19 Pandemic: Who Retired and Why?,” Miguel Faria-E-Castro, a research economist at the Federal Reserve Bank of St. Louis, remarked on the number and the reasons for retirements beyond what was expected as the baby boomer generation exits the workforce.

“… And actually, I find that there were about 2.6 million excess retirees on top of what those trends would predict. And there are many reasons why people are retiring during COVID-19. There’s the fact that older people tend to be more susceptible to severe illness from COVID-19,” he says.

“There’s the fact that many of these older workers had to care for loved ones who used to be in daycare institutions that were now subject to lockdowns, and there’s also the fact that asset values were rising very rapidly during the COVID-19 pandemic, which might have influenced the value of pension and retirement accounts,” Faria-E-Castro adds.

Despite the reasons behind retirements, 2022 witnessed the return of many retired workers to the workforce.

A Generational Return

While retirement numbers reached unprecedented levels, the availability of COVID-19 vaccines, along with simpler and more obvious reasons like boredom and a sense of purpose, prompted retired workers to find employment.

Other reasons to return include:

Inflation. According to the latest U.S. Department of Labor data, the inflation rate for the United States is 8.3% for the 12 months ended August 2022 — an increase of 8.5% previously. Higher prices throughout a variety of industry sectors including food and beverage and consumer products are causing financial hardships for retired workers. Returning to the workforce is helping to ease that burden as well as pay for rising healthcare expenses

Tight labor market. A tight labor market means available jobs. Prior to the pandemic, employment opportunities for older workers were less plentiful and even scarce. However, with the enticement of flexible hours and remote work to fill open positions, enterprises are opening their doors to unretired employees — and they’re taking those opportunities.

Higher wages. Companies understand that the lack of talent requires a higher wage to lure candidates. Unretiring to supplement pension and Social Security payments is helping to offset inflationary pressures on monthly expenses.

Leverage Senior Talent for Greater Value

Now that senior workers are returning to the workplace, how can companies best utilize this unique talent pool? In her Forbes article, “Is the ‘Great Resignation’ Actually a Mass Retirement,” Avivah Wittenberg-Cox, CEO of 20-first, a global balance consultancy based in London, highlighted three critical areas for how companies can retain older workers.

Build senior talent into your D&I strategy. When examining the makeup of your workforce, how many are older employees? It is critical to know the age distribution of your workplace for a variety of reasons. First, it may be a sign that the enterprise lacks diversity in its senior talent. There is much to be said about a multi-generational workplace and the advantages of pairing younger workers with more seasoned employees. Second, tribal knowledge is rarely written down for the benefit of others. Whether it’s processes, procedures, or shortcut efficiencies, companies rarely capture that knowledge before employees retire and it’s gone forever. Third, transparency in your age distribution can lead to a strategic outlook on potential succession plans. It should also serve as a significant part of your knowledge management process.

Invest in professional development. As humans, we’re always learning. And in today’s enterprises, change is a constant. With that in mind, professional development should not be an investment for only younger talent. Despite many multi-generational workforces, ageism is still present within companies. Today’s D&I initiatives should focus on removing that practice and the barriers it creates for senior employees. Having purposeful work is just as important to the older workforce as any other segment. Unretired employees often want to learn new skillsets to broaden their experiences and provide meaningful outcomes to the enterprise.

Flex the workplace model. As retired workers return to the workforce, they’re looking for remote and work/life balance opportunities — which complements the Future of Work paradigm. Understanding the purpose of why an employee is unretiring can help shape how best to utilize their skills. It also opens a dialog about the potential tenure of a senior employee. Rather than a sudden departure that often occurs with traditional retirement, companies can plan eventual exits and ensure knowledge capture and a succession strategy.

The Future of Work is not generation-specific. It encompasses all generations within the workforce from Gen Z to Baby Boomers. In fact, it is Baby Boomers who can serve as a valuable source for continent labor. Those coming out of retirement to find a second calling or support a former company or industry in a new and beneficial way have much to offer. And leveraged strategically, the knowledge of this generation of workers can spark innovation and provide a unique dynamic within multi-generational teams. At the end of the day, age is just a number.

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Mental Health Central to Workforce Strategy

Contingent WorkforceDiversity and InclusionHR by John Yuva on

The topic of mental health in the workplace is one that companies have struggled to address in the past. A stigma around mental health issues has plagued employees from seeking appropriate help. According to a report from Mental Health America (MHA), 2022 Mind the Workplace: Employer Responsibility to Employee Mental Health, “47% of employees know what mental health services they can use when struggling with a mental health concern, but only 38% would be comfortable using their company’s services for a mental health concern.” Fearful of being judged or even losing their jobs, employees chose to suffer in silence. And then a global pandemic occurred.

Suddenly, this unprecedented global event brought mental health out of the shadows and into the mainstream light. The abrupt transition moving to remote work, coupled with the natural stress, fear, and anxiety of living through a pandemic made mental health applicable to nearly everyone. Employees expressed their fears and stress in Zoom sessions with colleagues. And companies realized the importance of supporting employees through these difficult times with employee assistance programs (EAPs) and wellness promotion in corporate communications.

Mental Health Issues are Ever-Present

Now, 2.5 years into the pandemic, COVID-19 is considered a part of our daily existence — unlikely to be fully eradicated. However, this doesn’t mean employees simply accept that reality and life goes on. Quite the contrary. COVID-19 represents only one of the myriad reasons why dialogue around employee mental health must progress and evolve.

We live in a volatile world with inflation, wars, and climate issues that contribute to stress, anxiety, and depression. According to its report, 2022 State of Workforce Mental Health, Lyra states that “84 percent of workers surveyed experienced at least one mental health challenge over the past year, from issues such as stress and burnout to diagnosable conditions including depression, anxiety, bipolar disorder, and PTSD.” The pandemic served as the catalyst for a wider discussion on mental health in the workplace — one that must continue long term.

Approaching Mental Health Strategically

As companies recalibrate from operating remotely, the workforce must also adjust. There are many remote workers who prefer to remain remote. Companies cannot ignore those preferences. Mental health awareness and support should complement the priority of rebalancing the workforce model.

What can that look like for companies to ensure remote and in-person employee mental health needs are acknowledged and supported? Below are several enterprise approaches identified by Lyra and MHA that bring mental health to the forefront with intent and compassion.

  • Invest in employee mental health strategically and with purpose. While an EAP program is a suitable start to offering an outlet for employees, it falls well short of strategic investment. Instead, commitment from the highest levels of the organization that mental health is a priority should occur. Training is essential for leadership, human resources, and managers to recognize and address mental health issues with their employees. Not only does training help remove existing stigma, but it also encourages open communication and enables early detection of stress, burnout, and other mental health conditions. Equally important, a training and communication initiative fosters a sense of inclusiveness.
  • Provide a workplace structure conducive to positive mental health. Working remotely provided flexibility and work/life balance for many employees. As more companies require workers to return to the office, it’s critical to recognize those who thrive in a remote or hybrid structure. Higher productivity and positive mental health are two outcomes that accompany a flexible workforce model.
  • Encourage an open dialog and feedback for mental health needs and concerns. Company surveys and programs that gauge how the enterprise is following through on its mental health pledge opens honest lines of communication and feedback that only strengthen those efforts. And don’t wait until a high attrition rate occurs before initiating a survey. Commit to a quarterly or bi-annual questionnaire to allow progress for any changes instituted.
  • Remove barriers to quality mental health care. An employer health plan may include mental health coverage but lack the proper resources and treatment options that a separate mental health plan can provide. An employee survey can help determine if the current health plan is adequate for mental health needs.

Are companies seeing success with these efforts? In an op-ed for the Milken Institute titled, “The Future of Work Depends on Investing in Mental Health,” Christopher Swift, Chairman and CEO for The Hartford, writes, “Within our organization, we have created digital platforms and in-person programs to allow for open dialogues, trained leaders on mental health essentials, and provided guidance on inclusive language to help dispel stigma and lead with empathy,” he says.

“Over the years, we have continually expanded mental health education and evidence-based resources for our employees and their families. In turn, employees have leveraged these benefits, joined in courageous conversations, shared their mental health journey, and expressed appreciation via company communication platforms,” Swift adds.

The positive mental health of our workforce is critical to employee satisfaction, engagement, and productivity — all factors that lead to a healthy bottom line. Make mental health a strategic imperative for your workforce strategy.

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The NFL’s Diversity Problem Is a Wake-Up Call For the Business World

Diversity and Inclusion by Christopher J. Dwyer on

If you don’t know the story by now, here’s a quick recap from Mother Jones:

Earlier this week, former Miami Dolphins head coach Brian Flores filed a lawsuit accusing the league of “systemic racism” and identified examples of teams conducting “sham interviews” with Black coaching candidates without any intention of hiring them.

As evidence, he included text messages with New England Patriots coach Bill Belichick that seem to show Belichick congratulating Flores for winning the New York Giants coaching job days before Flores had even interviewed. In fact, Belichick had meant to text Brian Daboll, who would eventually be named coach. Roughly 70 percent of NFL players are Black, but the only Black head coach out of 32 teams is Pittsburgh’s Mike Tomlin.

There’s a little more to this story, including claims by Flores that he was offered $100,000 per game lost in the 2019 season in order to secure a higher draft pick. That issue, which may end up costing Dolphins owner Stephen Ross his franchise, is only a piece of this entire saga.

The bigger trouble at hand, of course, is this: the NFL has a HUGE diversity problem.

At the time of Flores’ suit, there was only a single Black coach in the NFL (Mike Tomlin of the Pittsburgh Steelers). Years ago, to boost the diversity profile of its coaching candidates, the NFL introduced the “Rooney Rule,” in which the league mandates that teams interview minority candidates for head coaching and senior-level football positions. This clearly has not worked to improve the diversity across the NFL’s coaching ranks.

The rule was adopted and mandated in 2003, when there three Black head coaches in the league. Today? There are three Black head coaches in the league. Something’s not right.

During last week’s Super Bowl media week, NFL Commissioner Roger Goodell stated that “a diverse workforce is a better workforce.” (Has he been reading the Future of Work Exchange?) Well, clearly, Goodell cannot be trusted to follow through on this statement, especially because he’s more known for needlessly aggressive punishment for naturally deflated footballs than he is for his track record on diversity.

Granted, the NFL is a different beast than the typical organization in the business arena. Interviews are publicly known, there’s always conjecture about who is going to move where, etc. However, when a multi-billion-dollar entity (not to mention America’s most-watched sport) cannot effectively leverage its vast resources to improve its diversity, equity, and inclusion (DE&I) goals, what type of example does that set for every other corporation?

DE&I has become perhaps the most critical non-technological component of the Future of Work movement. Nearly 84% of businesses today say they expect to develop a more inclusive workplace environment over the next 12 months, a statistic that accurately reflects just how important it is for an enterprise to prioritize how it handles diversity and diverse hiring.

The NFL has incredible resources at its disposal; it could easily develop a Chief Diversity Officer (which nearly 70% of businesses expect to implement within their ranks by the end of 2023) that is accountable to all 32 team owners, not to mention the fans and the media. It could create reskilling and upskilling opportunities for diverse coaching candidates to ensure that there is no excuse for passing over diverse talent when major positions are open. And, it should re-tool the Rooney Rule in a manner that moves away from incentives and pushes a better strategy (one of Flores’ issues, which is 100% on point, is that Rooney Rule-led interviews are often shams, as was his with the Giants and Broncos).

For businesses across the globe, this should be a wake-up call. DE&I should be top-of-mind for every organization; “The Great Resignation” is tearing apart the traditional measures of talent acquisition, leaving businesses scrambling to find top-tier skillsets and expertise. Diversity is a gateway into innovation and business progression, enabling organizations with a deeper, more robust community of hyper-qualified candidates that can drive better business outcomes. The “Talent Revolution” at hand dictates that enterprises do all that they can to become more attractive to workers…and that starts by building a diverse and inclusive workplace environment (and culture!).

The NFL’s Rooney Rule has been nothing but a “box-checker” for nearly two decades. The parallels with “diverse spend” goals are uncanny, aren’t they? This is why the NFL’s diversity issues should hit close to home for business leaders. The NFL needs to do more; that’s wildly apparent. And so don’t typical businesses, as well. Fast Company published a piece nearly a year after the George Floyd protests and found that while dozens of the world’s biggest tech companies collectively donated nearly $3.8 billion to charities, there was little movement on the actual change within their organizations; even though societal change was at the forefront of talent acquisition, diverse talent represented a tiny percentage of engineering or leadership roles.

Right now, it is feared that the NFL will take a similar approach and throw money at charity, spin these issues into marketing and communications fluff, and hope that everything blows over. For the business arena, leaders should take a much, much different approach: start truly investing in diverse talent, provide opportunities for growth and upskilling, and, most importantly, view DE&I as a true gateway to innovation, a deeper workforce, and better business outcomes.

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How Hidden Biases Can Affect Hiring And Diversity Initiatives

Diversity and Inclusion by Featured Contributor on

[Today’s guest contribution was written by the team at Prosperix.]

Businesses often pride themselves on their diversity initiatives in the workplace, but the hidden danger of recruiting bias means limiting your candidate options during the hiring process. Maybe you don’t even know you’re doing it, but everyone has internal biases, whether consciously or unconsciously. Besides the most common bias that is already being tackled, like gender bias in hiring, the workplace is rife with unconscious bias, and since you aren’t aware of it, it’s hard to stamp out. It’s detrimental to both current and prospective employees, recruiters, and the companies themselves. Unconscious bias can inhibit diversity, recruitment efforts, promotions, and the retention rate in companies. For being an unknown factor, bias has a lot of harmful side effects.

Are You Guilty of These Common Biases?

The good news is that once you know about your own hidden biases, you can take steps to correct them with knowledge and training. This means that you won’t always be affected by them, or, if you are, at least to a lesser extent. What exactly are these biases that might be affecting your hiring decisions? Listed below are some of the more prevalent ones:

  1. Confirmation bias: Confirmation bias means you only take in information that confirms your beliefs and ignore everything else. It also means you don’t look for details or under the surface since you believe your first impression. If you see a well-dressed candidate or resume or both, and you think that means they are a good candidate, then you will ignore anything negative about them after that. This generally means that you form your opinion, positive or negative, based on one detail (like from a resume) and simply see everything as confirming that opinion or as unimportant if contrary.
  2. Affinity bias: This is where you identify with a candidate based on a similar or likable trait, so you act warmer towards them during the interview and speak better of them afterward. There was no fundamental basis for this warmth, just a feeling, which is subjective and can hurt other candidates.
  3. Similarity bias (Ingroup bias): Similarity bias means you want to hire those most like you (same group interests or hobbies, etc.). While this is a great way to make friends, it’s not a successful tactic for hiring the best, unless they are applying for your job. You need to remember that most jobs have different competencies and, on top of that, you want diversity in the workplace.
  4. Projection bias: You believe that others share your own goals, beliefs, etc., and so you think they’d be suitable for the company you are hiring for. But people have their own priorities and goals that have nothing to do with you and yours, so assuming this just leads to confusion and disappointment.
  5. Halo effect: The halo effect is where you think that since the person is good at A, they will also be good at B, C, and D. But you need to see if they have the requisite skills and not judge the candidate based on one trait.
  6. Pitchfork effect: This is the opposite of the halo effect where you see or hear something negative and then assume all of the candidate’s other traits are negative too. For example, during an interview, if the candidate answers the first couple of questions badly, you think they’ll answer everything that way and assume they’re not qualified for the job.
  7. Status quo bias: The status quo bias is where you like everything the way it is and want it to stay that way. There are two sides to this coin: a) You are only looking for past experience to find a good candidate, which means you miss out on someone just entering the field, but who could be perfect. This means you keep focusing on those already in the field while ignoring fresh talent.  Alternatively, if you are filling a previously held position by someone you liked, you’ll try to get a carbon copy of them in the next hire, which adds internal blinders to your search for the best candidate.
  8. Nonverbal bias/Effective Heuristic: This is where you judge a candidate’s ability to do the job based on a superficial trait like tattoos or body weight. However, a one-dimensional characteristic doesn’t mean you can perform a full analysis to see if they are qualified. (It’s also dangerous on legal grounds, beware.) For example, if you think CEOs should be tall, then you will discount anyone shorter than your assumed cut-off height.
  9. Expectation Anchor: If you are convinced that an earlier candidate was the best for the job,  you don’t consider any of the later candidates even while still conducting interviews.
  10. Contrast effect: The contrast effect happens when you see a ton of resumes or interviews in a row, and so you start to compare how they are to the previous candidates, even though you should be comparing individual skills and experiences to the job posting only.
  11. Conformity bias: This bias is where, if you form a different opinion than the rest of a group, you’re more likely to change your mind to agree with them. This can be seen as the “Majority rules” idea or the “Mob mentality” that happens when a group of people form and one idea takes hold even when not everyone agrees with it.

There are quite a few biases you need to be aware of which makes hiring an even more difficult process. As, you don’t even realize that you might be missing out on the best candidates when you believe your first impressions and take things at face value.

Tips to Overcome Unconscious Hiring Bias

Refine Job Descriptions

Different words attract different candidates. Hence, it is essential to choose the right words while writing job descriptions. Job descriptions act as a primary filter and can in fact influence both the hiring process and the candidate’s opinion of the business brand, even before they get into the interview. While writing your job descriptions pay attention to making them standardized, job role-specific, and inclusive of supporting all forms of diversity.

Use a Hiring Marketplace

Hiring Marketplaces offer businesses a wide variety of candidates to choose from, with varying sets of skills and diversities. An open marketplace encourages anyone to apply and helps remove intrinsic bias. Rather than scrutinizing a worker’s background, this model gets to the heart of what matters most: finding talent that performs and produces results at the highest level. Moreover, modern-day Hiring Marketplaces built using the latest technology help in bias-free candidate matching by using smart algorithms and assessments to objectively match the best candidates with the right skills and motivations to the relevant jobs.

Improve Interview Processes

While conducting an interview, it is important to stick to a structured process so that everyone answers the same standardized questions. This makes it easier to compare candidate abilities without being influenced by superficial traits. It is also helpful to ask behavioral questions to see how candidates have reacted in the past to assess possible future situations.

Additionally, try to have many pairs of eyes on the interview, either with a transcript or with a panel interview. You could even try to have live or recorded phone or video interviews so that more people can hear the candidate and weigh in on the matter.After conducting the interview, take a minute to see if you are dismissing or pushing forward a specific candidate. Is this action based on actual concrete data from their resume, skills test, or interview, or is it based on something else like a gut feeling or a physical characteristic? If it’s the latter, then you are being biased. Once you recognize a bias, you need to get back on track for an objective analysis. You need to train yourself out of making decisions based on superficial traits (appearance, culture, comfort level during the interview, etc.) and look deeper. If you still have issues, you need to ask better questions during the interview or look into interview training. You need to avoid making snap decisions since they are not the best way to hire someone. Don’t forget to test your conclusions. This is where reference checks come in. Always verify that the candidate is who and what they say they are.

Explore Digital Solutions to Curb Hiring Bias

Just as we can’t remove emotions from people, we can’t suppress their biases. However, by deploying the right digital workforce solutions, businesses can eliminate hiring biases to a great extent. Prosperix aims to help businesses identify and conquer all forms of hiring biases to onboard exceptional professionals — regardless of who they are or where they came from. Our solution is a combination of the latest technology catalyzed with our white glove MSP/VMS services that guarantee organizations the best hiring outcomes. We reinforce technology with active human curation to handpick and thoroughly vet candidates before presenting them to businesses. Since we are a certified tier 1 diverse supplier, all hires made through Prosperix’s VMS count towards tier 1 diversity spend, and our built-in AI makes hiring outstanding candidates easy, matching you to the most capable suppliers and candidates in real-time.

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The Mom Project’s $80M Series C Funding Represents Opportunity for Both Moms and the Digital Staffing Industry

Diversity and InclusionSolution ProvidersTechnology and Innovation by Christopher J. Dwyer on

Several weeks ago here at the Future of Work Exchange, we recognized The Mom Project as one of our select “Key Providers for 2021,” an exclusive set of solutions and platforms that are disrupting the workforce technology spectrum and impacting how work is addressed and done. In that feature, we wrote:

“The Mom Project is uniquely positioned to continue its rampant growth in the market from three perspectives: 1) it is one of the most visible workforce management platforms that is actively prioritizing and truly aligning DE&I within the very fabric of its functionality, 2) it offers one of the industry’s deepest communities of gender- and ethnically-diverse skillsets and talent, and, 3) its progressive technology platform enables a spectrum of innovative talent acquisition, talent engagement, and workforce management solutions that harness the incredible power of artificial intelligence and machine learning while forming a foundation of total talent management automation.”

So, in essence, it may not be so surprising that last week, The Mom Project secured $80M in Series C funding that will bolster the solution’s standing in the digital staffing marketplace, help it enhance its already-robust suite of functionality, and, most importantly, continue to connect talented mothers with open jobs, roles, and positions. This top-tier level of funding will augment the company’s teams and add additional headcount while boosting product development, a critical factor in an ever-evolving industry.

“We’ve demonstrated to the market that betting on moms is good business,” said Allison Robinson, CEO and Founder of The Mom Project. “We’ve seen 20x growth over the last three years and are eager to leverage this momentum and the trust and equity we’ve earned with moms and our customers and partners to continue building and expanding the reach of category-defining solutions that reshape how work evolves to meet the needs of modern families.”

FOWX analysis of this major market activity finds that the Leeds Illuminate-led funding (with participation from existing investors  7GC, Initialized Capital, OCA Ventures, Citi, High Alpha, Grotech Ventures, and Silicon Valley Bank) for The Mom Project is both an opportunity for both moms and the digital staffing industry at-large:

  • This sizable level of funding, more than anything else, puts the focus on getting talented mothers, women, and diverse candidates back into the workforce. Just a couple of days ago, we wrote that 309,000 women left the workforce in September alone (on top of the tens of thousands of job losses across other backgrounds and races). The Future of Work Exchange fully expects The Mom Project to boost the power of its deep and diverse talent community, which was already a sizable component of its overall offering. With thousands of new and talented individuals added each day, the added investment will certainly help the platform expand its global reach, as well.
  • The Mom Project will be able to enhance its market-leading functionality in 2022 and beyond. AI-led neural network engine, equitable self-learning technology, functionality that takes into account DE&I and customer culture in candidate-matching and workforce planning…the Series C level of funding will allow The Mom Project to build on these innovative features as well as its unique WerkLabs solution, which harnesses the power of predictive analytics, workplace data, and talent experience intelligence to help enterprises design and develop the most inclusive and productive workplace environments.
  • This investment reflects the continued growth and impact of the digital staffing industry, which includes both digital staffing platforms and on-demand talent marketplaces. Ardent Partners, which has been covering the digital staffing space for nearly a decade, has found that there has been a 7x increase in the utilization of digital staffing solutions over the past six years, with more and more businesses opting to augment their greater talent acquisition strategies with on-demand talent channels that provide highly-qualified, pre-vetted, and project-aligned workers. A digital staffing outlet such as The Mom Project (which offers both workforce management functionality and a deep community of talent) securing $80 million in funding reinforces just how powerful digital staffing can be in the evolving world of talent and work. As businesses develop more flexibility into how they structure their workforce, digital staffing will become a relied-upon range of technology to enhance talent engagement.
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The “Age of the Worker” Still Has Too Many Disparities

Business LeadershipDiversity and InclusionTalent by Christopher J. Dwyer on

Across the world of talent and work, there are many factors in play that reflect perhaps the most volatile job market we have experienced in business history. The Great Recession of 2008-2009 brought a swift tumble to the labor pool, however, the economic recovery began relatively quickly and “only” hit a peak of 10.6% unemployment (in January 2010). Comparatively, in April 2020, during the earliest and perhaps the most confounding times of the COVID-19 pandemic, the unemployment rate hovered around 14.7% (and considered higher in some circles given the panic and confusion around that period of time).

For all of the horror, unspeakable challenges, and both personal and professional disruptions that we all have faced over the past eighteen months, the labor market’s initial plunge was only the beginning of a series of major issues for the workforce that continue to this day.

In September, U.S. businesses only added 194,000 new jobs, a figure that shocked economists and labor market analysts alike. In addition, however, the true unemployment rate hit 4.8% in September; while this figure may seem like somewhat of a positive note amidst a weak rate of added positions, it’s really just hiding the many disparities that remain across today’s total workforce. And if we really want to dig deeper into how the lowest unemployment rate of the pandemic thus far just masks massive inequalities, there’s another stat that should shake business leaders to the core:

In September alone, 309,000 women (above the age of 20) dropped out of the workforce, according to the U.S. Labor Department. 309,000.

No, that is not a typo. 309,000 talented and hardworking women left the labor market within a 30-day span. That’s 309,000 women who are not part of a so-called “Age of the Worker.” These are women who are hitting pause on their careers due to factors way beyond their control.

Unemployment is low. The economy is thriving despite a Delta variant surge. One miraculous coronavirus vaccine has been approved and in use as a booster, with the two other major shots on their way. However, these same disparities in job growth are also occurring in other segments, such as in black men and both black and Hispanic women.

What is happening here?

The main problem is this: no matter how great the economy looks and no matter how low unemployment rates are, there is a foundational gap between 1) what we conceive the workforce to look like, and, 2) what that actual workforce looks like when broken out into gender, race, and cultural background, due to continued uncertainty in peripheral areas of the market that have a ripple effect on working mothers and people of color.

As we discussed previously here on the Future of Work Exchange, any level of uncertainty in the world of working parents is catastrophic. Any new COVID cluster in a school that eschews masks and precautions forces those parents to pause their professional lives and attend to remote learning. The continued shortage of staffing within daycare and pre-kindergarten facilities is astounding; too many working parents are having to make the difficult choice between their business personas and their roles as parents of young children.

Two years ago, if a third-grader woke up in the morning with a sore throat and runny nose, a parent could chalk it up to seasonal allergies or the common cold and send him/her off to class without a worry. Today, quarantining is disruptive and COVID testing can cause massive delays in a return to the live classroom. While some educational departments are leveraging “Test and Stay” models that enable quicker returns if children are asymptomatic, there are tens of thousands more that are not.

Those workers that are “between” pre-pandemic careers and a more settled return to the workforce are unsure of what is on the horizon. There’s no crystal ball that will tell them if the coming fall and winter seasons will spark yet another COVID surge. Millions of workers that were once toiling in more blue-collar-oriented positions are reevaluating their careers entirely, fighting as hard as they can for better pay, safer working conditions, and more flexibility in how they work before returning to work. Unfortunately, gender- and race-led disparities are caught in the middle of all of this and are suffering as a result.

So, what’s the answer here? It’s not so simple. The fact that organizations have implemented new diversity-led measures for gender diversity (82% of businesses are currently implementing these measures, according to FOWX research), cultural diversity (72%), and generational diversity (65%) speaks volumes about where businesses want to be, however, the hard truth is that they just aren’t there yet…and it’s going to take some time.

There are reasons to be both optimistic and pessimistic. COVID vaccines from Pfizer for 5-to-11-year-olds could be only weeks away, helping to curb some safety concerns regarding live and in-person learning. Not all of those 309,000 women that exited the workforce will remain out of the workforce permanently; between digital staffing outlets (such as The Mom Project) that promote on-demand and diverse talent, and the hiring managers that truly understand that a diverse and inclusive workplace culture is the best culture to build deeper talent pools, things can and certainly will change.

However, if there’s anything we’ve learned over the past eighteen months, it’s that planning for just a few months ahead causes nothing but disappointment in eventual retrospect. Businesses could stand pat in their months-long standoff with workers that are clamoring for enhanced pay, benefits, and working conditions. More COVID hotspots around the country could exacerbate the workforce inequalities that we’ve been facing since March 2020.

The question remains, though: will the “Age of the Worker” truly help those that aren’t just leaving the workforce because of culture or flexibility issues, but rather because they have no choice? The Biden Administration’s $650 billion initiative for childcare programs, universal pre-kindergarten, and the establishment of a robust paid family and medical leave program could be a boon here, although this is a measure that is months away from being approved and finalized. Many parents will choose to vaccinate their children as soon as they’re able to do so, and many will not.

Like everything else that’s occurred within the world of talent and work in this pandemic arena, there’s more ambiguity than anything else. Let’s hope it changes…soon.

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Let’s Just Say It Now: The Business World Is Never Going Back to Normal

Business LeadershipDiversity and InclusionTalent by Christopher J. Dwyer on

“Well, I see us returning to the office right after the holidays.”

“We pushed out our return-to-office date to January 15. Hoping it sticks this time.”

“Back in May and June, our target date to get the office up-and-running against was September 16. It gave our working parents enough time to get situated with school schedules. But now, we just don’t know. It’s too hard to communicate a date to our staff because things are changing so rapidly.”

Those are some direct quotes from HR, talent acquisition, and procurement executives that I’ve spoken to over the past couple of weeks. And then there are these quotes, all from HR executives:

“My maternity leave crossed over with the mid-point of the pandemic. My team and I have all been fully remote since then, and I can’t picture any of us going back to the office except for bi-weekly or monthly team meetings or special projects.”

“Whether or not we mandate vaccinations or negative tests, the truth is that our business has fundamentally changed. We’re under 100 employees, which allows us to be a bit nimbler in how we communicate and operate within a virtual setting, and those employees that want to be back at our HQ have had the option for a few months now…but, I just cannot see how we go back to what we were doing before all of this started.”

“There are some big question marks we have. Our flexible workforce alone is anywhere between 800 and 1,000 people on any given day. We’ve done a pretty decent job of figuring out who is working where and how to effectively track how well projects are being completed, but there are some very stressful conversations ahead for our leadership team and what our 2022 looks like. Most of my team understand that things have changed, but how many really believe these changes are going to stick? That is the fundamental question at hand for us: do we attempt to slowly return to the way things were before? Or do we just accept that our organization has been permanently transformed?

While this is a random sampling of just six executives across the millions across the globe, now is a great time for us to remind ourselves of just how much impact the pandemic had on all aspects of our lives. Think of the first day it really hit home for you. That day didn’t necessarily have to be the true beginning of the pandemic as defined by the World Health Organization, so it ranges wildly for each of us.

I can remember the day after then-President Trump declared a state of emergency, editing a podcast for the following week’s edition of Contingent Workforce Weekly. My wife and mother-in-law spent most of that afternoon at the local Target (unmasked, if we can remember a time like that indoors!), stocking up on essentials in the event we were locked down in our homes for a couple of weeks (or more). That feeling inside of my chest, that sinking feeling, was more than just anxiety. It was my brain telling me that we were in something awful for the long haul.

In so many respects, the pandemic has had an incredibly profound impact on how we shop, how we interact with family and friends, how we travel, and ultimately how we live our lives. Some of us have been mildly sick with COVID-19, others have been hospitalized. Some of us have lost family members and friends. Some of us lost our jobs, homes, careers, and livelihoods. The economy may be bouncing back and the labor market may have recovered the vast majority of job losses from 2020, however, there is an indelible mark on every aspect of our lives, including business, that will never be the same again.

Some businesses may aim for a return to pre-pandemic times, but the way we all work has been transformed…for the better.

There are specific complications that we all wish weren’t part of our daily lives, and we certainly can all agree that the scale of tragic loss of life has been truly heartbreaking. I would bet there are several moments per day, too, when we say to ourselves, “I wish I could go back to the way things used to be” when we think of concerts, movies, restaurants, parties, holidays, etc. In due time, those pieces of life will come back to us at a much lower risk than they are today. For the world of business, however, we shouldn’t be thinking about pre-pandemic times, but rather the ways specific “accelerants” forever changed the way we work…forever. Consider that:

  • Distributed teams are the norm now, and, both workers and executives have realized the benefits of the remote and hybrid work models. “The Great Resignation” is occurring mostly because workers have been enabled with the flexibility they’ve always craved, and now that businesses are sounding the “return to the office!” alarms, those highly-skilled workers are choosing to take their talents elsewhere. Work-life balance, the capabilities to attend to homes and/or children during the work day, and an overarching sense of flexibility are all attributes of the ideal workplace for today’s workers.
  • The move to virtual collaboration also sparked a revolution in the realm of digital transformation. Many businesses eschewed a major remote work overhaul in pre-pandemic times because they thought it could takes several months to achieve. In reality, the move to remote happened for many organizations in a matter of weeks. This proved that moving more operational components to automated and repeatable processes would be much simpler task than originally thought (note: no technology implementation project is easy, but it’s much more fluid today than it was years ago).
  • Today more so than ever before, businesses are focused on true organizational agility. In fact, Future of Work Exchange research finds that 73% of businesses desire to become truly organizations in the months ahead. This laser-like focus on business agility, in which organizations can respond dynamically to real-time situations and challenges, is absolutely a direct result of learning first-hand what it was like to face staff shortages, supply chain disruptions, revenue shortfalls, and a global health crisis all at the same time.
  • There are so many question marks around business travel that some are pondering whether or not we will ever have “road dog” positions anymore that require 75% or more working hours traveling for work. This is not welcome news for airline, hospitality, and similar industries that were decimated by the pandemic, however, the rise of virtual conferences (even though many of us are certainly facing burnout from these, admittedly) means that more and more leaders have access to the content that was only available at traditional conferences and tradeshows. Too, do organizations that rely on in-person events pivot to hybrid conferences? Scale down to one-day symposiums instead of full-blown, three-day events? There are always going to be limitations in the virtual model of collaboration, especially when it comes to key client relationships. However, with so many businesses thriving during uncertain times without the aid of corporate travel, are forced to wonder if we’ll ever return to pre-pandemic levels.
  • The relationships between leaders/execs and their workers has been fundamentally changed as empathy becomes a key component of the management playbook. Employee wellness, wellbeing, and mental health are now all crucial pieces of the Future of Work movement and business leaders are taking note: 77% of executives anticipate that empathy-driven leadership will become a more critical foundation of the employer-employee relationship. An empathetic culture promotes positivity, open communication, better productivity, and is a major solution to worker burnout. As times change and uncertainty continues, workers can be comforted knowing that their leaders are emotionally invested in their wellbeing and support them from both professional and personal perspectives. Eighteen months ago, the notion of empathy-led leadership was not discussed or even on the radar for the vast, vast majority of enterprises. Today? It’s how the typical business wins the war for talent.
  • Changes in how businesses think about their workforce are opening doors that were closed just 18 months ago. Societal changes are sparking a bigger focus on diversity, equity, and inclusion (DE&I). The rise of remote work has allowed hiring managers to expand their talent acquisition efforts beyond their backyards. The utilization of extended or non-employee talent has risen to 47% of the average company’s overall workforce. Business leaders are rethinking and reimagining how work gets done from the bottom to the top; they understand that there are now no boundaries in how they find and engage talent, nor is there a major difference between traditional and non-employee workers if skillsets and expertise are top-of-mind. The myriad changes in the world of work has transformed the way enterprises address talent acquisition and hiring initiatives.

There are always going to be professionals that would like business to return to the ways it was before the pandemic, and those individuals cannot be blamed for wanting to return to a world that was less stressful. But if we take all of the things that have changed about how we get work done, how we view our talent, how the relationships between leaders and their staff have changed, how empathy is now a key element of the modern workplace, and how we have all benefited from the newfound flexibility within our roles, we all have to ask…why we would ever want to go back to the way things used to be?

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Key Providers for 2021: The Mom Project

Diversity and InclusionSolution ProvidersTalentTechnology and Innovation by Christopher J. Dwyer on

[Editor’s Note: Over the next several weeks, the Future of Work Exchange will unveil its “21 for 2021” list of key solution providers that are shaping the Future of Work through innovative technology, progressive functionality, and overall impact on the evolving world of talent and work. On deck for today: The Mom Project.]

The Background:

In the world of “digital staffing,” which is a wide-encompassing industry that includes talent marketplaces, talent clouds, talent communities, on-demand staffing outlets, freelancer management systems (even though “FMS” as an acronym is seemingly defunct), as well as direct sourcing technology, it’s not often that businesses have access to an end-to-end workforce management platform that also prioritizes talent engagement with a deep community of gender- and ethnically-diverse professionals.

Future of Work Exchange research finds that 62% of businesses expect more focus on diversity, equity, and inclusion (DE&I) initiatives over the next year, proving that the technology spectrum within workforce management needs to evolve to meet this expected shift moving forward.

Enter The Mom Project.

Why They Were Selected:

The world for working parents has dynamically shifted…again. The Mom Project’s Greg Robinson (COO and co-founder), who appeared on the Contingent Workforce Weekly podcast earlier this year, said that he and his team fear that we will see another mass exodus of women from the workforce due to the pandemic and its wide-sweeping ramifications. The Mom Project is looking to change that through its unique ability to connect enterprises with qualified and diverse candidates in a nimble, agile, and on-demand manner. That alone warrants selection as a solution that is shaping the Future of Work, but there’s more to the story.

On top of its 500,000+ (and growing) network of diverse candidates, The Mom Project also offers progressive workforce management technology such as true total talent management functionality, an AI neural network learning engine (that incorporates customer culture and DE&I attributes) that helps users identify key DE&I trends and patterns, and automation that assists enterprises in building ready-to-engage, pre-vetted talent from both non-employee/contingent and direct hire/FTE perspectives.

The Mom Project is one of the most progressive and innovative workforce/talent solutions in today’s evolving technology landscape.

In Their Own Words:

More than one million American women will become parents this year, joining the ranks of the working parenthood — a vital segment of the workforce. Simultaneously, businesses are challenged to retain talented employees as they navigate through this period of life, and struggle to find the experienced talent they need to grow.

The Mom Project is the expert partner helping companies create stronger, more diverse workforces that are well-prepared for the Future of Work. These are the big picture problems that C-suites, boards, investors and hiring managers across the country are focused on. We’re proud to be the consultative, action-oriented partner working hand-in-hand with our customers to drive lasting change.

  • Our platform drives community engagement and trust, driving a premium pipeline of over 500,000 members, growing by 20,000 members a month.
  • Our thought leadership and hands-on collaboration with hiring managers and recruiters ensures talent doesn’t get stuck mid-way, and that mom is primed to thrive in her new role.
  • Giving back to our 501.3(c) nonprofit, RISE, ensures that we’re continuously preparing the candidates of the future.
  • Co-branding drives talent perception and pipeline, and each hire becomes a story to further elevate partners as employers of choice for working families.

Women staying engaged in the workforce on their terms is good for families. It’s good for business. It’s good for everyone. .

The Outlook:

Over the next two years, 62% of businesses expect to address DE&I objectives and initiatives with workforce management technology and similar automation, according to Future of Work Exchange research. This statistic reflects just how critical diversity, equity, and inclusion truly is within the digital staffing solutions arena and its crucial place as part of greater talent management strategies.

The Mom Project is uniquely positioned to continue its rampant growth in the market from three perspectives: 1) it is one of the most visible workforce management platforms that is actively prioritizing and truly aligning DE&I within the very fabric of its functionality, 2) it offers one of the industry’s deepest communities of gender- and ethnically-diverse skillsets and talent, and, 3) its progressive technology platform enables a spectrum of innovative talent acquisition, talent engagement, and workforce management solutions that harness the incredible power of artificial intelligence and machine learning while forming a foundation of total talent management automation.

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Once More, With Feeling: Empathy Is the Only Way Forward

Business LeadershipDiversity and InclusionHRTalent by Christopher J. Dwyer on

“The great gift of human beings is that we have the power of empathy, we can all sense a mysterious connection to each other.” – Meryl Streep

Over the past several months, there’s one word that has popped up more than so many others in my conversations with hiring managers, business leaders, HR practitioners, and talent acquisition executives. It’s a word that hasn’t been used very often in the corporate world, but it’s a concept that we are learning has such a profound effect on how work gets done. It’s at the very heart of who we are as humans and it’s a reflection of the energy we put out into the world around us. And, as we are finding, it’s a foundational way for businesses and their leaders to build long-lasting relationships with their workforce.

Empathy.

Many of us knew exactly what it would be like when the biggest remote work experiment in history kicked off in the dark days of March 2020. However, many others struggled with newfound responsibilities within their home as kids shuffled no further than the kitchen table and a laptop instead of to the bus. Many of us waded in the collective, anxious waters of a global pandemic that forced us indoors and to shutter social interaction. And too many of us still bear the scars of the most dangerous public health crisis in our lifetimes.

All of this means one thing: empathy must be the root of how we move forward. It must be the foundational layer to how we approach how work gets done and how we structure a workplace environment that is both inclusive and safe. It also means that, in the face of the Delta variant’s rampage across the country (and world), we as business leaders and we as business workers must prioritize empathy in nearly every facet of how we address our roles, our jobs, and our communications with each other.

Ardent Partners and Future of Work Exchange research finds that 77% of businesses expect more empathy-driven leadership moving forward within their organizations, proving that “cold” and archaic modes of leadership, particularly instilling a culture of fear and rigidity, are detrimental to the overall enterprise. In order to retain talent and reengage key workers when needed, business leaders must create, foster, and deliver on the best possible workplace culture. By reinforcing expectations, practicing transparency, promoting positivity, and leveraging accountability (for both workers and managers), business leaders will ensure that empathetic efforts will help their organizations improve the talent experience for its total workforce.

Empathy within the workplace (and the workforce) has incredible benefits:

  • Empathy-led leadership will help business execs develop long-lasting relationships with its workforce. Workers that can perform their tasks with a touch of flexibility whilst feeling comfortable and safe within an inclusive environment are more likely to want to have a better relationship with their managers. Workers will be more apt to open additional lines of communication with their leaders and be honest about their workloads and any pressure they may be feeling about their roles. These long-lasting relationships can be especially critical when workers have opportunities outside of the organization, and, could potentially be a deciding factor on taking their talents elsewhere or staying put.
  • Leveraging empathy as a core Future of Work tenet will result in more productive workers and teams (and better business outcomes). Appreciation is also another factor that can catalyze a workforce. Workers that feel appreciated, along with a sense of physiological safety in an empathetic environment, are more likely to perform at a higher level due to a better overall employee experience. If they truly believe in what they are doing and feel that they are appreciated in how they perform their jobs, that extra level of value certainly cascades into the ultimate completion of the project. “Better business outcomes” has long been a goal for organizations, and empathy as a foundational workplace facet can be a critical contributor to achieving this initiative.
  • Empathy fosters a better connection with workers that can help stave off potential issues before they are exacerbated. Workers that have an open line of communication with their leaders will always feel that they can discuss major personal and business issues without fear of scrutiny or reprisal. In these scenarios, simply talking about problems, especially before they become worse, can potentially stave off detachment from the role or even resignations. Leaders pushing empathy can foster stronger relationships with their workers and ensure that these unions are robust tools in boosting the overall talent experience. In age that some have dubbed “The Great Resignation,” anything that executives can do in terms of empathy, flexibility, etc. will go a long way towards key talent retention.
  • Empathy-led leadership is one of several solutions to worker burnout. Think about the world we’re currently living in. The pandemic has been nothing short of an anxiety-ridden rollercoaster ride. Some of us have lost loved ones, others have been sick and experienced COVID first-hand. Many of us still battle with the lingering personal ramifications of this public health crisis. As we discussed recently, worker burnout is an epidemic on top of a pandemic; business leaders are the essential front-line of defense when it comes to curtailing this major issue. Empathetic and inclusive workplace environments (including, yes, remote environments!) can help curb some of the worker burnout issues that plague today’s talent by helping employees feel that 1) they are not alone in what they are doing, 2) they can reach out for help if they are overwhelmed, 3) they can establish flexible boundaries for when personal issues need to be prioritized, and, 4) they can work effectively with their leadership team to construct the best possible work-life balance for the maximum productivity and wellness.

A phrase known as “compassion fatigue” has been uttered lately as more and more leaders tire of the past eighteen months and the changes they’ve had to make in how they manage their workforce (it’s also a phrase thought of and spoken by medical workers that are rightfully exhausted at the thought of caring for unvaccinated individuals as hospitals begin to surge once again across the country). The FOWX theory is this: if business leaders are tiring of pushing empathy and rooting it into the foundation of their workplace environments, they shouldn’t be surprised when productivity wanes or workers begin to quit.

The COVID-19 pandemic (an ongoing pandemic, I may add) has been stressful for everyone, no doubt. However, empathy is the only way forward for the world of business. It’s the only way that workers will have a sense of inclusion, wellness, and appreciation. Leaders must respond to challenging times with empathy and flexibility, not just for themselves, but for their direct reports, as well. According to Future of Work Exchange research, nearly 70% of businesses expect leadership to focus understanding the perspectives of the workforce as they adapt to personal and professional change over the next 12 months. When the public health crisis is in the rear-view, it will be those businesses that have led with empathy and truly understand the human elements of their workforce that will retain their top talent.

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