A Growth in Interdependence and Unity

The pandemic helped propel a shift in how employees work together and collaborate. With most people working from home for more than two years now, there was a need to almost over-communicate. Workers found themselves frequently video conferencing with team members whom they had only exchanged emails with in the past. Yet, despite the circumstances, teams accomplished their projects successfully and executed their goals.

A byproduct of this experience was greater team interdependence and cohesion. There was a feeling of “we’re all in this together” — a necessity for today’s dispersed teams post-pandemic. However, it is one thing when nearly everyone in the company is remote, compared to being one of a few working virtually. Without that sense of team interdependence and belonging, it can feel as if you’re working on an island. Companies and business leaders must recognize that the Future of Work means maintaining team unity regardless of where members are located.

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#1 The Evolution of Talent and the Future of Work

When it comes to the Future of Work, one of the first things to know is the evolution of talent and talent acquisition. And this idea of the “evolution of talent” can be ambiguous. Talent is always evolving and has been for a long time. The way that businesses perceive their talent is also evolving. And, the way that those businesses get connected to talent, and vice versa, continues to evolve. It’s also being innovated through technology and new strategies and new programs.

The fact is nearly half of our workforce today is comprised of extended workers or contingent workers. We have aspects like direct sourcing and digital staffing that are making it much easier for businesses to find the talent they need to get work done to address those mission-critical projects and fill the appropriate roles. FOWX and Ardent research has been focused historically on the extended workforce and contingent workforce, but we’re talking about all types of talent.

Thus, talent acquisition as a function and as a series of processes has also progressed. We need to consider aspects like the candidate experience, and the way that our culture and our brand attract new talent into our organization. Many business leaders think of the Future of Work as being centered around technology, revolving around the idea that technology drives the Future of Work. And we  wouldn’t necessarily disagree with that; technology is a critical piece. And for some aspects and attributes of the Future of Work, technology and innovation are the nexus of those areas.

Technology is a Future of Work Centerpiece

Talent and the growth of the extended workforce represent the first leg of the stool with such things as diversity and candidate experience, but also digital staffing, direct sourcing, online talent marketplaces, and core workforce management solutions (such as MSPs and VMS platforms) These technologies are helping us to redefine the way we think about work. We’re living in a world where even though we don’t want to hear the word “pandemic” anymore, the pandemic really did shape what we think about the Future of Work.

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Unconscious Bias Lives in Us All

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

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The Chief People Officer was once primarily responsible for handling day-to-day and tactical HR tasks, such as hiring, benefits administration, and managing compliance with local and federal labor laws. However, as enterprises continue to become more complex and competitive in a globalized and digital age, the role has expanded to include a much broader range of strategic responsibilities that are directly responsible for the overall success of the modern organization.

Today, the Chief People Officer is a true strategic partner to the CEO and other senior and executive leaders, helping to shape the overall direction of the enterprise and ensure that the organization’s human capital is aligned with its overall business goals and objectives. This includes identifying and developing talent, creating a positive and inclusive culture, and driving employee engagement and retention.

One of the key ways that this role has evolved is by becoming more data-driven. With the rise of Big Data and next-generation analytics, Chief People Officers are now able to gather and analyze large amounts of information on employee behavior, engagement, and performance. This data can be used to make more informed decisions on issues such as recruitment, training, and development.

Another key area of focus for the modern Chief People Officer is diversity, equity and inclusion (DE&I). These leaders are increasingly being called upon to lead efforts to create more inclusive and equitable workplaces, which can include initiatives such as implementing blind hiring practices, providing training on unconscious bias, and creating employee resource advocacy groups.

As the business world continues to evolve, the role of the Chief People Officer will continue to evolve as well, requiring these executives to stay abreast of new trends and best practices in talent management, talent acquisition, technology and innovation, and organizational development.

In conclusion, the role of the Chief People Officer has evolved significantly over the years, from being a pure administrative role to a strategic business leader, now with more focus on data-driven decisions, diversity, equity and inclusion (DE&I), and employee engagement, retention and development. As the business world continues to change and evolve, the role of the CPO will continue to evolve as well, to ensure that organizations have the human capital they need to drive success.

The Future of Work in 2023 dictates that enterprises reimagine how they get work done, especially considering the fundamental transformations happening within the realms of talent, technology, and overall business thinking. The Chief People Officer can be a catalyst for “rebooting” the very notions of work, helping the greater organization foster a dynamic culture of inclusion and flexibility while preparing it for the ongoing transformations happening today

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

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

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

AI Elevates Direct Sourcing Strategies and Employee Retention Execution

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

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At its core, digital staffing technology represents solutions that empower enterprises to hire freelance, independent, and contingent talent without the need for intermediary systems or suppliers. These solutions traverse beyond just the recruitment process; they encompass end-to-end workforce management, encompassing vital components such as project management, worker tracking, worker classification, compliance, and risk mitigation.

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One of the most significant drivers behind the rapid adoption of digital staffing technology is the pressing need for organizations to be more agile and adaptive in an ever-changing business landscape. The Gig Economy, remote work trends, and the desire for flexible talent solutions have all converged to make digital staffing technology a paramount consideration for forward-thinking enterprises.

These platforms provide companies with the agility to scale their workforce up or down as needed, ensuring they can swiftly adapt to market shifts or unforeseen challenges. Moreover, they grant organizations the power to tap into a global talent pool, unlocking an unprecedented level of diversity and expertise. In an era where talent is a critical competitive advantage (and often an enterprise’s top differentiator), these solutions empower businesses to secure the best-fit talent, regardless of geographical constraints.

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

Employee Experience Begins and Ends with Engagement

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Age Is Just a Number

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

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

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

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

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