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Talent Ecosystems for Value Chain Management

Business LeadershipContingent WorkforceGeneral InsightsHRTalentTalent Acquisition by John Yuva on

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

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

Total Talent Management…Enabled By Today’s Tech

There are few reasons for enterprises not to have extended workforce systems to enable total talent intelligence and human capital systems integration. Research from Ardent Partners and the Future of Work Exchange indicate that 65% of businesses plan to utilize their workforce solutions to enable total talent intelligence over the next couple of years. And 90% have integration enabled between HR and contingent workforce systems (such as integration between HRIS and VMS platforms).

The rest of this article is available by subscription only.

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

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

Click here to learn more.

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DOL Ruling Leaves Uncertainty for Contingent Workers

Business LeadershipContingent WorkforceDirect SourcingGeneral InsightsHRTalent Acquisition by John Yuva on

(Author Note: This article intends to inform about a critical government ruling taking effect in a few weeks as well as encourage discussion on social media. See a post by Christopher Dwyer, managing director of the Future of Work Exchange, this week on LinkedIn to share your opinions and feedback.)

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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Talent Experts on FOWX — Trends and Strategies in 2024

Business LeadershipGeneral InsightsPodcastSolution ProvidersTalentTechnology and InnovationUncategorized by John Yuva on

Our “Talent Expert Series” on FOWX features podcast excerpts of today’s Future of Work thought leaders who appear on The Future of Work Exchange Podcast. The series continues with an excerpt from Season 7, Episode 14 featuring Jen Torney, Global Vice President of Client Experience and Partnerships for Talent Solution TAPFIN, and Brian Hoffmeyer, SVP of Market Strategies for Beeline, as they discuss talent trends and strategies for 2024.

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.”

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Adopt the Lifelong Learner Mentality

Business LeadershipGeneral InsightsTalent by John Yuva on

The early weeks of the new year are an ideal time to reflect, revise, and rejuvenate. What professional goals do I want to accomplish in the new year? Where am I in my career trajectory? Do I have the skills and knowledge to meet my objectives? These are all relevant and important questions when assessing one’s professional future. However, what if you could keep those questions at the forefront all year, every year, throughout your professional life — with goal assessment and attainment a constant? Adopting a lifelong learning mentality makes professional development a daily driver and career advancement a priority.

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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Talent Experts on FOWX — Evolution of Staffing and Growth of Extended Workforce

Direct SourcingGeneral InsightsPodcastSolution ProvidersTalentTalent AcquisitionTechnology and InnovationUncategorized by Christopher J. Dwyer on

Our “Talent Expert Series” on FOWX features podcast excerpts of today’s Future of Work thought leaders who appear on The Future of Work Exchange Podcast. The series kicks off with an excerpt from Season 7, Episode 12 featuring Kara Kaplan, CEO of High5, as she discusses a range of topics from the evolution of staffing to the growth in the extended enterprise to the next stage of direct sourcing.

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

Christopher Dwyer: Let’s begin with your general insights into the staffing industry, especially given your unique vantage point with High5. When you think of the evolution of staffing and the rise and continued growth of the extended workforce, where are we today?

Kara Kaplan: For starters, the evolution of staffing and the emergence of the extended workforce has ushered in this profound transformation that we’re seeing. It’s a fundamental shift in how companies view and engage with talent. The traditional employment model has been supplemented and, in some cases, supplanted by an extended workforce. Thus, you see many organizations today, if not most, embracing the extended workforce as an integral component of their talent strategy.

And when we look at the term “employee” in general, it’s really evolving with these new models. You have everything from full-time, part-time, contract, gig, remote, hybrid, shared and other terms emerging. Those organizations that rigidly stick to the traditional relationship are going to find themselves fighting an uphill battle. Conversely, enterprises that appreciate and use a mix of workforce models will ultimately be the ones that succeed and have access to more talent and better talent.

It’s more of an adaptation to the new global economy that we now live in and all the complexities and opportunities that are part and parcel of that global shift. At the end of the day, organizations need to embrace this evolution not as an option but more as a strategic imperative. The exciting thing is that organizations are starting to do that.

CD: There is definitely a talent revolution occurring and obviously companies like High 5 fit into that. However, how do you see companies like High5 and other digital staffing platforms fitting into this change in talent acquisition?

KK: Today’s talent revolution signifies a profound shift in how organizations acquire and engage talent. We’re seeing it become much more commoditized. Talent is more dynamic and diverse, as well as more digitally connected than ever before. With the rise of talent marketplaces and digital staffing solutions, they’ve been instrumental in reshaping talent acquisition strategies and truly enabling organizations to adapt and thrive in this global landscape.

At their core, talent marketplaces democratized new access to a global pool of talent. These platforms are empowering organizations to source talent with levels of speed and accuracy that were not possible just a short time ago. For example, in the recent past, when working with many staffing agencies, there was a significant amount of manual effort required in matching a worker with a shift — even if they had a robust ATS, it would only benefit them to a degree. However, today’s digital staffing solutions driven by artificial intelligence and automation have redefined the recruitment process and streamlined nearly everything from candidate sourcing to screening to onboarding and payrolling. It saves a vast amount of time and resources.

CD: In our industry when you think about digital staffing, what comes to mind is BMS, MSP, direct sourcing, total talent, workforce management technology, and artificial intelligence. AI has moved beyond hype and is generally accepted as table stakes in our industry. What are your views on AI and its impact?

KK: To your point, we can’t have this conversation without talking about generative AI and what it means. However, the idea that AI is table stakes for competitive differentiation may be overly simplistic. While AI can undoubtedly provide a significant edge, it’s not a cure-all as companies are seeing. Enterprises still have to remain focused on their core offerings and the human aspect of talent as well as customer relationships to build a sustainable competitive advantage. It’s certainly an exciting time for AI but also a scary one as well. AI is not going away and we’ll continue to hear frequently about the technology, but going forward we need to think about AI in the right way and in the smart way.

CD: Let’s pivot to direct sourcing which was gaining momentum even before the pandemic and is now another table-stakes strategy for businesses if they want to deepen their talent pool and scale their workforce. There’s so much more to direct sourcing than simply contingent recruitment process outsourcing (RPO). With that in mind, where do you see direct sourcing heading?

KK: So much has changed in just the year since I started High5. There’s no doubt that direct sourcing has emerged as a pivotal force in recruiting and is definitely here to stay. There are sessions at major conferences dedicated to direct sourcing with brands like Northern Trust, Toyota, and Meta espousing its benefits. When that starts to happen, the more prominence direct sourcing will have. Clearly, in terms of the future of direct sourcing, the benefits are there. However, its adoption will require an education process. Anytime an education process is involved, it’s going to slow things down, particularly from a sales cycle perspective, but that process plays a vital role in ensuring that organizations realize the efficacy of direct sourcing. To be successful means ensuring that best practices are being followed. When direct sourcing initiatives fail, it’s because they didn’t follow best practices. Again, I’m extremely bullish on the future of direct sourcing, but I do think it will take some time for that education to catch up.

CD: Before we wrap up, 2023 is quickly coming to an end. What do you see on the horizon in the year ahead?

KK: I wish I had a crystal ball. For us, 2024 is about strengthening our position in the market. Being known as the “tech first” company, we’re making heavy investments in our tech enablement, our marketplace, and our other platforms. We have a great deal of excitement around some of our recent tech acquisitions and the compelling value proposition that creates for us going forward.

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Future of Work 2024: Predictions for the Year Ahead (Part III)

Business LeadershipContingent WorkforceDirect SourcingDiversity and InclusionGeneral InsightsHRSolution ProvidersTalent AcquisitionTechnology and Innovation by Christopher J. Dwyer on

The Future of Work Exchange continues its series on 2024 Future of Work predictions, courtesy of the industry’s brightest thought leaders and executives. The below insights are peeks into what the year ahead may bring for organizations across the globe regarding talent, technology, and work optimization. (Read Part I and Part II of our predictions series.)

The rest of this article is available by subscription only.

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

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

Click here to learn more.

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Future of Work 2024: Predictions For The Year Ahead (Part II)

Business LeadershipContingent WorkforceDirect SourcingDiversity and InclusionGeneral InsightsTalentTalent AcquisitionTechnology and Innovation by Christopher J. Dwyer on

The Future of Work Exchange continues its series on 2024 Future of Work predictions, courtesy of the industry’s brightest thought leaders and executives. The below insights are peeks into what the year ahead may bring for organizations across the globe regarding talent, technology, and work optimization. (Check out Part I of our series here.)

The rest of this article is available by subscription only.

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

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

Click here to learn more.

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Future of Work 2024: Predictions For The Year Ahead (Part I)

Business LeadershipContingent WorkforceDirect SourcingDiversity and InclusionGeneral InsightsHRSolution ProvidersTalentTalent AcquisitionTechnology and Innovation by Christopher J. Dwyer on

It’s that time of year again when we leverage our insights and experiences from the year that was to effectively look forward to the months ahead. The Future of Work Exchange is excited to share a variety of commentary from thought leaders and executives from across the industry. Today is the first in a multi-part series that will run through the end of next week.

The rest of this article is available by subscription only.

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

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

Click here to learn more.

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Mental Well-Being Critical to Curbing Employee Burnout

Business LeadershipGeneral Insights by John Yuva on

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

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

The rest of this article is available by subscription only.

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

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

Click here to learn more.

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