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The Role of Talent Marketplaces in the Future of Work

Talent by Christopher J. Dwyer on

Ardent Partners and Future of Work Exchange research finds that nearly 80% of leading organizations are currently leveraging digital staffing channels and talent marketplaces to fuel their talent acquisition strategies. And in today’s hyper-competitive, Great Resignation-led labor market, enterprises require on-demand solutions that not only align with their talent-based needs, but also support greater extended workforce management processes, operations, and programs.

Last month, the Future of Work Exchange partnered with Bluecrew for an exclusive webcast focused on the role and impact of talent marketplaces and digital staffing within the Future of Work movement. If you missed the event, now’s your chance to check it out:

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“The Great Resignation” is Not An Economic Trend

Talent by Christopher J. Dwyer on

Here’s a definition of “The Great Resignation” from old friend Wikipedia:

The Great Resignation, also known as the Big Quit, is an ongoing economic trend in which employees have voluntarily resigned from their jobs en masse, beginning in early 2021, primarily in the United States.

While I understand that Wikipedia is easily editable and can sometimes contain basic misinformation regarding history, politics, etc., what is represented in the above definition is unfortunately a common line of thinking in today’s frenetic world of business.

Even though aspects like “flexibility” and “remote work” are buried in that Wikipedia entry, the focus on economic thinking muddles The Great Resignation into a conversation around employees wanting more financial power as they traverse year three of the COVID-19 pandemic.

Remember, my friends, there’s a much clearer reason for this Big Quit, and it has little to do with money: it’s a “Talent Revolution,” and we’re all witnessing it first-hand as enterprises face staffing shortages, business leaders grapple with new models of working, and workers focus their energy on finding positions that bring value and purpose into their lives.

The Future of Work Exchange has been incredibly bullish about the Talent Revolution over the past few months, and rightfully so: placing the focus for tens of millions of voluntarily resignations squarely on economic factors misses the greater concept at hand…that the modern-day workforce has empowered themselves to transform the symbiotic links between “talent” and “employers,” all in the quest for more flexible, purposeful, and meaningful work.

Does The Great Resignation have economic consequences? Of course, let’s not kid ourselves. Staffing shortages are ravaging the financials of businesses, play a pivotal role in certain aspects of today’s inflation crisis, and, of course, contribute to product and supply chain disruptions across the world. (Also, as a side note: rising energy costs and fuel expenses are another complicated layer to the business arena today, as is the ongoing crisis in the Ukraine and its global financial and supply ramifications, as well.)

But these are consequences of a larger issue, one that has only been exacerbated by a global health crisis that has unfortunately shined a very, very bright light on the inequities and rigidity of today’s workplace and workforce structure. There is an underlying inequity in how workers are treated, how they are paid, how they are provided benefits, and how flexible their roles are considering the tremendous change in the world of talent and work over the last two years.

The Talent Revolution was always on its way; it’s unfortunate that it has resulted in an across-the-board, jarring “Big Quit” that has shaken the way businesses deal with extreme staffing shortages. However, there’s a reason equity, inclusion, better working conditions, and flexibility have become so critical: this is the power the workforce should have.

Every worker deserves a position that serves and aligns with his, her, or their purpose. Every worker deserves the flexibility to attend to personal and private needs and achieve a better work-life integration. And, every worker deserves equitable treatment, safe working conditions, and an inclusive culture that inspires them to thrive, think, speak, and innovate.

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Digital Staffing, Talent Marketplaces, and the “Elastic Workforce”

TalentTechnology and Innovation by Christopher J. Dwyer on

It’s no great secret that the many layers of talent acquisition and talent engagement have been transformed over the past two years. Businesses, dealing with both a “Talent Revolution” and “The Great Resignation,” continue wage war for skillsets and expertise in an on-demand economy that demands agility and flexibility.

Digital staffing solutions and talent marketplaces have been augmenting talent engagement for a number of years. Ardent Partners and Future of Work Exchange research have been covering, evaluating, and following these platforms for nearly a decade; we have discovered that adoption of these solutions has increased nearly 725% since 2015, a surefire marker of the high-impact, top-tier benefits of these platforms.

There’s a reason why talent marketplaces have become such critical pieces of the Future of Work puzzle: they drive true workforce agility, scalability, and flexibility. Future of Work Exchange research found that, in 2021, nearly 84% of digital staffing and talent marketplace users stated that their extended workforce drove true scalability and flexibility in the face of challenging times. Being able to plug-and-play talent as the market dictates is a powerful competency that can empower enterprises of all sizes with an ability to engage with many of the best and brightest minds in an on-demand manner. Throughout the toughest days of 2020 when uncertainty reigned, companies were constantly reshuffling their workforce strategies.

In 2021, those businesses that could effectively harness the power of a scalable workforce were the ones that entered 2022 with the ability to thrive during evolving labor market conditions. Best-in-Class organizations are 32% more likely to tap into digital staffing outlets for talent acquisition needs. These offerings are often considered enterprise-grade solutions that facilitate real-time and on-demand talent engagement with independent, freelance, or contract workers via a web-based network or portal. Talent marketplaces typically offer “white-glove” or high-touch talent management services (akin to Managed Service Providers) to help their clients source the best-fit talent for their project requirements as well as the automation of core workforce management processes (such as requisition management, talent pool development, and back-end financial operations).

I encourage you to join Bluecrew, Ardent Partners, and the Future of Work Exchange on Thursday, February 24 at 1pm CT for an exclusive webcast on the advantages of the talent marketplace model, its impact on building an “elastic workforce,” and the core workforce strategies required for successful extended workforce management. Click here on or on the image below to register.

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With Ceridian Partnership, PRO Unlimited Doubles Down on the “Worker Experience”

Solution ProvidersTalentTechnology and Innovation by Christopher J. Dwyer on

Are we really going to mention “The Great Resignation” in the first line of a Future of Work Exchange article? Yes, we are, but for good reason. Much has been said of the “talent revolution” that is occurring today: workers are finding themselves at a veritable crossroads in which the needs and desire for flexibility and cultural attractiveness are becoming prerequisites for their next career moves. Compensation is key, but the experience is truly paramount.

In a similar manner, much has been written about the “war for talent,” even in pre-pandemic times. For years now, businesses have had to do all that they can to catalyze talent acquisition and talent engagement. When aspects such as workplace culture, business environment, and diversity and inclusion become key reasons why a worker would choose to bring their talents to an organization, the overall “talent experience” suddenly rises as the top differentiator for enterprises in attracting new talent.

To that end, integrated workforce management platform (IWM) provider PRO Unlimited recently announced an exclusive partnership with global human capital solutions provider Ceridian. The partnership will focus on the integration of Ceridian’s unique Dayforce Wallet into PRO’s innovative Worker Experience solution. Extended workers will have direct access to net pay as it is earned; after an on-demand pay request is completed within the Dayforce Wallet mobile app, funds are deposited directly into workers’ Dayforce Wallet accounts (which can then be transferred to checking accounts, withdrawn for cash, used to make purchases, etc.).

“It’s really about rethinking this industry in the sense that the extended workforce is more than just placing and filling roles,” said Jessica Kane, Chief Client Officer, PRO Unlimited. “We want to bring all of that talent-fueled data and intelligence together for the best possible worker experience. Businesses want to attract the best and brightest workers, and this partnership with Ceridian will certainly drive more choice into the overall talent experience.”

Future of Work Exchange research finds that nearly 80% of businesses are now focused on transforming their workplaces into more attractive places to work, a statistic that reflects the core mindset of enterprise leaders across the world: develop an alluring, positive environment in which candidates what to work and thrive.

“Skills have really become the new currency,” said Kane. “We want workers to be able to utilize those skillsets, combined with our data and intelligence, to support them along their career journeys and enable them to choose the right paths. Thinking about the opportunities and the clients that offer these roles, how do enterprises attract workers to these positions? Combining our data ocean and integrated workforce platform with on-demand pay through Ceridian, we can leverage all of these innovations in helping workers purse their passions.”

“Worker Experience is a standalone solution that will revolutionize how businesses transform the overall candidate and worker experience,” said Kevin Akeroyd, CEO of PRO Unlimited. “Functionality such as worker engagement and profiling (amongst other processes) are already integrated into our platform via WillHire, however, this new partnership will enhance those pieces of our solution and push worker experience management into the extended workforce.”

The concept of “day pay” has become a hot topic in the extended workforce world, as industries such as light industrial, warehouses, and other shift-based businesses experience a sharp uptick in the utilization of non-employee labor. As businesses in these sectors strive to build compelling and engaging candidate experiences, traversing into on-demand pay will become a critical measure. PRO Unlimited certainly understands the implications of this innovative market shift, which is reflected in this unique and pioneering partnership with Ceridian.

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“The Great Resignation” Is a Problem for All Businesses

Business LeadershipTalent by Christopher J. Dwyer on

I know, I know. We’re all getting sick of the phrase. It’s one of the main reasons why we need to look farther and deeper for why “The Great Resignation” is happening instead of pointing at the big, headline-inducing numbers. While we all wait with bated breath for the Bureau of Labor Statistics’ next report on resignations (the last one, which covered November 2021, showed a then-record 4.5 million quits in the United States), let’s take a moment to remember this:

The “talent revolution” is happening across all sectors and industries. I’ve heard conversations in which point to specific verticals as being more prone to quits than others, particularly areas like hospitality, restaurants, retail, travel, etc., considering that employees within these industries are more likely to desire flexibility, better pay, safer working conditions, better work-life integration, clearer career pathways, etc.

However, this discussion leaves so much more out of the equation. Take, for instance, this now-weeks-old article from The New York Times. It talks of the low-income sector’s turnover rates as a big reason why The Great Resignation was continuing to shatter monthly records consistently. But then we have this piece from my hometown Boston Globe, which finds that a booming local market (biotech, perhaps the “hottest” of industries at the moment) faces the same issues as other industries:

“About 16.5 percent of life sciences employees in Massachusetts voluntarily quit their jobs last year, a recent survey from research firm Radford found, up from 13 percent in 2018. Both figures are high enough to affect a company’s effort to grow.”

Massachusetts has become a hotbed of biotech giants and startups alike. It’s home to one of only two companies that offer an FDA-approved COVID-19 vaccine (Moderna). And it’s now facing the same staff shortages and turnover rates that other industries have been experiencing for nearly a year.

One critical, yet overlooked, reason why The Great Resignation continues to be an annoying issue is no business leader wants to believe it’ll happen to his or her industry…until it actually does, and by then, the numbers will point to the fact that it’s been happening for quite some time, right under their noses. All the more important, then, that enterprises attack this problem right at its foundation: talent.

Look at the media/relations/advertising industry (or industries): this fantastic article at AdAge is FILLED with quotes from leading ad execs that all state a common refrain. They understand that the market is shifting, that talent acquisition must change (and change quickly), and that Future of Work attributes, especially the extended workforce, are a means to success during these strange times:

“One potential upside that Ad Age reported on last year was that ad industry turnover isn’t a true “brain drain”—employees might not be qualifying for W-2s, but because contract work is thriving again, many are leaving staff jobs for freelance. In fact, an estimated 50% of the ad industry could be freelance within the next decade.

“We see the hybrid workforce as a win/win,” says Brett Channer, founder and CEO of Mass Minority. “As we grow across North America, this gives us access to a wider range of talent representing the market we serve.” For anyone who might see an increase in various state income tax requirements as a deterrent to freelance or location-agnostic hiring, Channer notes that though “it does add cost to our payroll operation, those costs are lower than the overhead to office these people.””

Purpose is a big contributor to the Talent Revolution. Flexibility is a core ideal, as well. Remote and hybrid work are non-negotiable at this point. These are the foundational aspects of what talent wants, what talent needs, and what talent will not sacrifice in 2022 and beyond. The Great Resignation is not just an issue for specific industries or verticals, but rather all enterprises within corporate America. If businesses can welcome the transformation of talent, harness the power of Future of Work strategies and tools, and truly embrace the workforce shifts happening today, there is hope that The Great Resignation will be looked back on as a watershed moment for workers in these progressive times of the past two years.

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The Future of Gig Work

Talent by Featured Contributor on

[Today’s guest contribution was written by Tim Minahan, EVP Strategy and Chief Marketing Officer at Citrix.]

Hybrid work has opened the door to a new kind of “gig with benefits” that may upend the model. And that’s good news for Corporate America.

Workers are leaving jobs like never before, and it’s causing a shortage of talent that has companies around the globe reeling. According to a recent survey conducted by Citrix, 40 percent of 1,000 knowledge workers in the US have left at least one job in the past year or are considering doing so. It’s been dubbed “The Great Resignation.” But it’s really “The Great Transformation.”

Contrary to what’s being reported, workers aren’t bailing for traditional reasons like more money or a better title. The majority are jumping ship for jobs that give them the freedom to do meaningful work from the location of their choice and provide equal opportunities to contribute and advance their careers. As revealed by the Citrix survey:

Money isn’t Everything

Make no mistake: salary and benefits are important. But they aren’t what’s inspiring workers to seek new roles. Among those surveyed who have changed jobs in the last 12 months, more than half took a pay cut. And 60% joined startups and accepted equity in exchange for salary.

Flexibility is Key

Today’s workers want flexible arrangements that allow them to choose where they work best. An overwhelming 80% of respondents to the Citrix survey said it was “very” or “somewhat” important that they be able to “work from anywhere,” and 55% said they would take less money to do so.

Employee Experience has Never Mattered More

Modern employees want to engage in innovative work, be productive and make meaningful contributions to the business that are valued without interference from complex technology and processes. And they’re likely to move on if they can’t:

  • 60% of workers have left jobs for positions that provide more opportunities to innovate and try new things.
  • 38% bolted because they were not engaged in or passionate about their former role.
  • 31% were frustrated by overly complicated technology and processes.
  • 47% believe they can do more meaningful work in their new roles, and;
  • 13% saw it as a way to inject certainty into their future and regain some of the control they’ve lost during the pandemic.

If all of this sounds familiar, it should. In 2009, a similar exit took place as workers across the knowledge economy began pursuing consulting and freelance work, creating the so-called “Gig Economy.” They left for many of the same reasons workers are moving on today. But the stage is set to bring them back.

In addition to why workers leave, the Citrix survey sought to understand what makes them stay. And it found:

  • 41% feel their benefits are competitive and beyond financial security, provide for their physical and mental well being.
  • 40% can work flexibly.
  • 27% are afraid to make a change given the ongoing uncertainty.
  • 12% will lose stock options or a retirement plan if they leave.

All of this bodes well for Corporate America.

In embracing hybrid models for work and digital technologies that empower people to work when, where and how they choose, companies can create a new class of “gigs with benefits” that provide the flexibility and autonomy that freelance, contract and gig workers crave along with the stability that has become increasingly attractive as the pandemic wears on.

And in doing so, they may lure back some valuable talent with the skills to keep business going and growing.

Creating the Space to Succeed

With the right digital workspace solutions, companies can remove the friction from work that frustrates and slows employees down. And this is critical, because when employees feel empowered by the solutions they use rather than hamstrung by them, they can focus, innovate and deliver value.

Narrowing the Digital Divide

They can also narrow the new digital divide that hybrid models threaten to open by creating an equitable environment in which employees can engage and collaborate in a transparent and efficient way regardless of where they are located.

Whether at home, in the office or on the road, digital workspaces provide employees with consistent, secure and reliable access to all of the apps and information they need to perform at their best.

Winning the Battle for Talent

The balance of power has shifted. Employees are no longer demanding flexible jobs that allow them to innovate and move forward, they’re commanding them.

To remain vibrant in one of the tightest labor markets the world has ever seen, companies need to come to grips with this and get on board with the new, flexible work models that will drive the Future of Work and leverage them to cultivate a workforce that is flexible, agile, and empowered to adapt to changing conditions and move their business forward.

Tim Minahan is the executive vice president, business strategy and chief marketing officer at Citrix, a leading provider of digital workspace solutions.

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In 2022, the Future of Work Must Be Driven By “Purpose”

Business LeadershipTalent by Christopher J. Dwyer on

The Future of Work means very different things to different executive leaders, workers, and business professionals. For some, it’s a focus on technology, innovation, and new forms of automation. For others, it’s about the strategic transformation of how the greater business operates. For those in HR, talent acquisition, or contingent workforce management, it’s an evolving focus on how talent is engaged, sourced, and onboarded. And, historically, the Future of Work simply translated into the achievement of better business outcomes via the utilization of new solutions and strategies.

In 2022, however, the Future of Work must be driven something that affects all levels of the enterprise and its workforce: purpose.

The “Talent Revolution,” which is what “The Great Resignation” is truly driven by, is a deeper representation of this statement. Workers are leaving their jobs because, in an age when work defines who we are as people, there should be some semblance of humanity, emotion, and, most critically, purpose behind what we do. The COVID-19 pandemic thrust all of us into a collective reawakening of sorts; when faced with consistent anxiety, stress, and trauma, workers became more human and began to integrate the emotional and professional sides of their personas.

Work attributes such as flexibility, remote and hybrid work, empathy (and empathy-driven leadership), pre- and mid-pandemic workplace safety standards, and an inclusive culture are crucial ideas for the modern-day worker. Too many business leaders are pushing the wrong agenda in regards to the so-called “Big Quit,” in that workers don’t want to work, don’t want to commute, and are only looking for higher compensation.

The truth is this: workers today want to work, but they want that work to have a purpose that aligns with their beliefs, their goals, their journeys, and their cultural personas. On the surface, it’s the ability to say “I love my job,” and, going much deeper, the ability to state, “This job fulfills my purpose.”

Tens of millions of workers left their positions in 2021, a record year for resignations. In the early days of the pandemic, many professionals were grateful to be working, to telecommute, and to continue providing for themselves and their families during uncertain times and the biggest health crisis of our lifetime. During the pandemic rollercoaster ride, many professionals began to understand what they wanted from their careers and their jobs, owing a newfound sense of purpose within the “how” and “why” of work.

Every business executive should be placing purpose in perspective in how they manage their staff, how they engage and acquire talent, how they lead and mentor their talent, how they operate the overall enterprise, and how they integrate technology and innovation into corporate processes and initiatives. Purpose is a multi-faceted concept that will drive the Future of Work in 2022; it is up to businesses to support and cultivate the symbiotic relationship between purpose-driven thinking and the way the organization addresses how work is done.

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The Extended Workforce is a Cornerstone of the Future of Work

Talent by Christopher J. Dwyer on

Over the past several months, I have been focused on (amongst many other research findings) a key statistic in Future of Work Exchange research: 47% of the average organization’s total workforce is considered “extended” or “non-employee.” This means that nearly half of the staff surrounding you (or, of course, working remotely) is comprised of temporary staff, SOW-based labor or professional services, gig workers, independent contractors, freelancers, etc.

Back in 2014, based on the trajectory of the growth of the contingent workforce, Ardent Partners had boldly predicted that it was a matter of when, not if, this workforce comprised half of the average company’s total staff. “Accelerants” along the way, particularly the growth of digital staffing, advanced Vendor Management Systems, Managed Service Providers expanding their breadth of offerings, and direct sourcing, all played vital roles in pushing the extended workforce to where it is today.

Of course, the pandemic played a role, too, in that more and more businesses found that the best way to be agile, and the best way to scale their workforce up and down as the market dictated, was to heavily-involve extended talent into their organizations. Future of Work Exchange research found that 82% of enterprises derived true workforce scalability and flexibility from extended talent throughout 2020 and 2021, with another 70% of businesses stating that the extended workforce assisted them with “business continuity” initiatives in the face of uncertain economic times.

That’s right: the extended workforce wasn’t just a way for businesses to leverage on-demand talent when and where they needed it…it was a way for enterprises to survive and thrive when the world was in utter chaos.

There are other critical aspects related to work optimization that were accelerated due to pandemic times, including remote and hybrid work becoming table stakes, DE&I becoming more integrated into core talent acquisition initiatives, and the rise of the empathy-led, inclusive workplace. These are all crucial attributes of the Future of Work that have been, since this site launched, significant conversation pieces around how enterprises effectively get work done.

Think about it: the Future of Work movement has always followed, amongst other key focal areas, a considerably powerful mantra. Optimize how work is done. In both the good times and the bad, non-employee talent has been there to help businesses maintain continuity, support resiliency efforts, and, most importantly, serve as a talent-fueled boost to true workforce scalability. Getting work done today means tapping into the very strategies that support Best-in-Class extended workforce management, including:

  • Boosting candidate experience and hiring manager experience efforts with “Direct Sourcing 2.0” technology and approaches.
  • Applying the next-generation functionality and purpose-driven technology of today’s extended workforce platforms to both tactical and strategic elements of extended workforce management.
  • Deriving value from integrated workforce management systems that can play “platform” roles in managing all facets of the extended workforce, from direct sourcing and SOW management to DE&I.
  • Providing upskilling and reskilling opportunities to talent pool candidates as a way to enhance talent redeployment efforts.
  • Developing true talent sustainability that can blend total talent intelligence with talent nurture processes to ensure that all networked workers are amiable and open to reengagement for new and/or continued projects and initiatives.

The extended workforce will soon comprise half of the total global workforce. As enterprises continue to optimize how work is done, this workforce will continue to be a crucial cornerstone for the Future of Work movement.

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The Link Between DE&I and Direct Sourcing

Direct SourcingTalent by Christopher J. Dwyer on

In 2022, diversity is no longer a “check-a-box” factor for many enterprises around the world; rather, it has become a cultural movement within business that emphasizes the depth of talent pools, talent communities, and talent networks without bias or barriers. The truth regarding diversity, equity, and inclusion (DE&I) is that direct sourcing programs (and contingent workforce management (CWM) programs) that are diverse tend to be more successful. If businesses can embed a spirit of inclusion within their direct sourcing processes and act in accordance with this mindset, they can broaden the existing talent landscape and improve upon it with new ideas and opportunity.

And, while established diversity programs previously existed in many enterprises, the events and civil unrest of the past two years drove many businesses to develop and communicate more purpose-driven goals, which are linked to societal, economic, technological, and sustainable shifts. To achieve these goals, a large number of businesses are trying to harness the power of a diverse workforce.

Using direct sourcing to hire diverse talent gives HR teams a direct ability to link purpose with DE&I efforts. For example, businesses can opt to tap into professional networks that were already designed for diverse workers from various backgrounds, cultures, and genders and link these to talent curation efforts. Direct sourcing initiatives can also benefit from “diversity automation” that is enabled from direct sourcing platforms that have partnerships and integrations with diverse job boards and networks. They can also offer anonymizing functionality that can hide specific information about different candidates.

Layering DE&I into direct sourcing is about changing behaviors and removing hiring barriers and unconscious bias from talent engagement and talent acquisition. Utilizing technology to help guide and enforce a new mindset can be extremely valuable and create awareness that the deepest talent pools are diverse talent pools.

Future of Work Exchange research finds that DE&I initiatives will be boosted with next-level intelligence over the next year-and-a-half. DE&I remains a critical piece of direct sourcing and talent acquisition overall. Today, roughly a quarter of all businesses utilize AI within direct sourcing for DE&I purposes (27% for worker diversity data and 24% for general diversity and inclusion insights). More than half of all enterprises plan to use AI to drive these initiatives over the next 18 months. Businesses that invest in developing AI-led data collection will be able to cast a wider net within the realm of diversity, capturing gender, culture, background, neurodiversity, etc. These insights can provide hiring managers and executives with the intelligence needed to monitor and improve DE&I initiatives.

Diversity, equity, and inclusion represent, perhaps, the most important of the “strategy-led” Future of Work tenets and deserve a rightful place in the pantheon of work optimization approaches. Diverse workforces, inclusive workplaces, and an overall environment of equity can pay massive dividends for businesses seeking to spark innovation within their total talent community, especially in an unsettled labor market that will see a hopeful end to the so-called “Great Resignation” in early 2022.

Reminder: Join WorkLLama, Ardent Partners, and the Future of Work Exchange this coming Thursday (12pm ET) for an exclusive webcast on “Direct Sourcing 2.0,” which will highlight how businesses can develop powerful, repeatable, and scalable direct sourcing processes to drive next-generation talent acquisition and recruitment strategies. Click here or on the image below to register.

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The Four-Day Work Week Can Be A Reality…But Not Until the Pandemic is Over

Business LeadershipTalent by Christopher J. Dwyer on

Researchers at Cambridge University, Boston College, and Oxford University, not-for-profit organization 4 Day Week Global, UK think tank Autonomy, and the 4 Day Week UK Campaign, along with over 30 businesses across the UK, are set to begin a trial of four-day work weeks from June until December 2022. The study, which is open to other companies that apply before the program starts, aims to put real-world data behind the benefits of the four-day work week. “The four-day week challenges the current model of work and helps companies move away from simply measuring how long people are “at work,” to a sharper focus on the output being produced. 2022 will be the year that heralds in this bold new future of work,” Joe O’Connor, pilot program manager for 4 Day Week Global, told Mashable earlier this week.

The four-day work week has long been perceived as a savior for productivity and a boost for overall employee engagement, allowing employees with the option to savor three-day weekends and spend more time with their families and loved ones. An “automatic” additional day off every week would certainly improve mental health, employee wellness, and help alleviate some of the issues that workers have been dealing with over the course of the past two transformative years.

I was highly encouraged by a study run by the Reykjavík City Council in Iceland in which 2,500 employees participated. “Workers reported feeling less stressed and at risk of burnout, and said their health and work-life balance had improved. They also reported having more time to spend with their families, do hobbies and complete household chores,” the BBC article stated.

Here’s the caveat, though: the Iceland trial took place from 2015 to 2019. And, the upcoming UK experiment will take place during a pandemic.

Nearly every facet of both life and business has been altered in some profound manner since March 2020. Many of the attributes of work, including traditional commutes and afternoon lunches with peers, were taken for granted the second our cities and towns went in lockdown. In fact, with the Omicron variant raging across the United States and other countries around the world, we still those aspects for granted whenever there’s an exposure or infection and we’re quarantining for five, seven, or ten days (depending on country-specific guidance and restrictions).

The Future of Work Exchange was created with many concepts in mind, but one core goal was to point to the forward-thinking ideas, technology, and strategies that support work optimization and the Future of Work movement. “Flexibility” is a linchpin to how companies enhance how work is done in today’s evolving business environment, and, yes, that does include progressive approaches such as the four-day work week. This mode of work will have its benefits, no matter when it’s launched; employees will feel more engaged, workers will be able to connect more with their loved ones, and, yes, there is the fact that staff will work “smarter, not harder” and improve overall productivity.

There are reasons, though, why right now (meaning, literally, right now) may not be the proper time to launch such an experiment. Here’s why:

  • The prevalence of remote and hybrid work is translating into a failure to “disconnect” from work. I can attest to this first-hand: there are typically two or three evenings per week (sometimes more) when the bright lights of my laptop illuminate my home office while I’m listening to a new album or film score, typing away and not noticing that it’s 1am. For many workers that are now part (or have been part of) remote or hybrid infrastructures, the issue of “burnout” has always been an issue. Sometimes, no matter what the calendar looks like, a worker is going to put in well over 40 hours (and possibly close to 50) if they cannot disconnect from their strategic projects and initiatives. It’s a much different story in light industrial and similar industries, because…
  • Four-day work weeks are not “one-size-fits-all,” as in-person operations heavily favor a shortened calendar (with some risk). When forklift drivers, picker-packers, and those directly on the shop floor have the ability to condense their work into four instead of five days and maintain their productivity, it’s a win-win for both employees and executives. As stated above, however, white collar workers are not guaranteed to not work on those fifth days given the easy access to enterprise systems and their home office setups. The “risk” for non-remote employees is quite straightforward: what happens when manufacturing targets aren’t hit, or when “stow” goals are off at the end of the week? There is inherent risk built into four-day work weeks for these types of industries, that when mitigated, will surely be outweighed by other benefits.
  • There is too much uncertainty regarding the pandemic and its immediate workforce ramifications. “The Great Resignation,” which we call the “Talent Revolution,” is masking the true foundation of the long-term labor market. There is no way to conduct specific types of work-based experiments when, in the United States alone, over four million workers are resigning monthly from their positions. There are still big-name CEOs and executives that eschew remote and hybrid work, not to mention the fact that COVID cases are on a seven-day average of over 800,000, nearly triple the amount during the horrible 2020-2021 winter surge. It may be too much to say that COVID needs to be endemic before businesses begin tinkering with four-day work weeks, however, the next couple of months will prove to be yet another series of uncertain days when businesses will flirt with vaccine mandates for employees (and customers), staggered opening depending on caseloads, and other reactions to an ongoing public health crisis.

There are many other issues with the shortened work week that are linked to the “customer experience,” in which a day in which employees aren’t manning call centers or “Contact Us” chats could negatively impact relationships with key buyers. This has been a key pivot point for artificial intelligence in the workplace, allowing AI-led interactions help customers. As this form of AI becomes more prevalent (and accessible), businesses will have an easier time moving to the condensed work week. For now, however, the pandemic brings too much disruption, especially in the throes of the Omicron surge.

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